APPLICATION OF KEY PERFORMANCE INDICATORS IN SOUTH‐EASTERN EUROPEAN CONSTRUCTION

2010 ◽  
Vol 16 (4) ◽  
pp. 521-530 ◽  
Author(s):  
Mladen Radujković ◽  
Mladen Vukomanović ◽  
Ivana Burcar Dunović
Keyword(s):  
Performance Management ◽  
Construction Industry ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Structured Interviews ◽  
East European ◽  
Construction Company ◽  
Construction Companies ◽  
Management Processes ◽  
And Performance

The importance of performance based benchmarking has become a necessity in a modern construction company and presents a constant challenge for the construction industry. The aim of this paper is to elaborate significance, role and types of Key Performance Indicators (KPI) in the construction industry and show how different management perspectives perceive the indicators. A literature review was carried out in order to generate a listing of KPIs, used among academe and the industry. Afterwards, using surveys and semi‐structured interviews, the data was gathered from more than 30 South‐East European construction companies. Results were analyzed, producing a final set of 37 indicators. This study identified a low level of awareness of KPI models and performance management processes among the companies. Furthermore, the analysis showed a substantial difference in perception of KPIs among investors, consultants and contractors, which consequently led to a compiling list of KPIs. The top ten KPI's are: Quality, Cost, Number of investor interferences, Changes in project support, Time increase, Client satisfaction, Employees’ satisfaction, Innovation and learning, Time and Identification of client's interest. The paper concludes with final remarks and guidelines for the implementation of KPIs in practice. Santrauka Šiuolaikineje statybos imoneje efektyvumu pagristo lyginimo svarba jau yra neišvengiama, o statybu pramonei tai reiškia nuolatinius iššūkius. Šiuo darbu siekiama išnagrineti pagrindiniu statybu sektoriaus veiklos rodikliu (PVR) reikšme, vaidmeni ir rūšis bei pademonstruoti, kaip šie rodikliai vertinami remiantis skirtingais vadybos požiūriais. Apžvelgta literatūra, siekiant sudaryti akademineje aplinkoje ir pramoneje naudojamu PVR saraša. Pasitelkus apklausas ir iš dalies struktūrinius pokalbius, buvo surinkti duomenys iš daugiau kaip 30 pietryčiu Europos statybos imoniu. Išanalizavus rezultatus gautas galutinis 37 rodikliu rinkinys. Šiame tyrime nustatyta, kad imones menkai ka težino apie PVR modelius ir efektyvumo valdymo procesus. Be to, paaiškejo, kad investuotojai, konsultantai ir rangovai PVR suvokia gana skirtingai, ir del to teko sudaryti PVR saraša. Dešimt pagrindiniu PVR yra šie: kokybe, kaina, investuotojo kišimosi atveju skaičius, pasikeitusi parama projektui, nukelti terminai, kliento pasitenkinimas, darbuotoju pasitenkinimas, naujoves ir mokymasis, laikas, kliento interesu nustatymas. Darbo pabaigoje pateikiamos baigiamosios pastabos ir PVR taikymo praktikoje rekomendacijos.

scholarly journals Framework of performance measurement practices in construction companies in Egypt

2018 ◽  
Vol 10 (2) ◽  
pp. 7-14 ◽  
Author(s):  
Krzysztof Dziekoński ◽  
Omar Hesham Mohamed Fawzy Ibrahim ◽  
Abdul-Majeed Mahamadu ◽  
Patrick Manu
Keyword(s):  
Performance Measurement ◽  
Performance Assessment ◽  
Performance Management ◽  
Construction Industry ◽  
Dominant Role ◽  
Holistic Approach ◽  
Company Performance ◽  
Construction Company ◽  
Construction Companies ◽  
Performance Measurement Systems

Abstract Construction industry is considered as one of the most important sectors in Egypt. One of the major challenges faced by the industry, however, is the unavailability of suitable performance measurement systems for assessing companies’ performance. Modern performance assessment systems adopt a more universal approach to the measurement of construction company performance as opposed to the traditional project triangle. This paper aims to examine the practice of performance measurement in the Egyptian construction industry. Results show dominant role of in-house developed performance management systems as well as the use of KPIs as a method of performance assessment. The study further reveals that the highest importance is given to measures related to the time of project delivery, quality of works, clients’ satisfaction and profitability. Hence, the traditional project triangle of project’s success is the most prevalent approach to performance evaluation in the construction industry in Egypt. However, a shift towards a more holistic approach to performance assessment in larger companies was observed.

Developing a benchmarking system for architecture design firms

2019 ◽  
Vol 26 (1) ◽  
pp. 139-152 ◽  
Author(s):  
José Luis Salvatierra ◽  
Miguel Ángel Gálvez ◽  
Freddy Bastías ◽  
Tito Castillo ◽  
Rodrigo Fernando Herrera ◽  
...  
Keyword(s):  
Construction Industry ◽  
Performance Indicators ◽  
Design Methodology ◽  
Management Practices ◽  
Content Type ◽  
Construction Company ◽  
And Performance ◽  
Design Firms ◽  
The One ◽  
Benchmarking System

Purpose The construction industry’s business model is mainly based on the interaction among the architecture office, the engineering office and the construction company. The performance and practices of architects’ offices, unlike those of the other actors, are difficult to characterize and there have been few studies on these issues. To better understand architects’ performance, the purpose of this paper is to develop a benchmarking tool based on real practices identified by managers of Chilean architecture offices. Design/methodology/approach The research method includes a complete literature review, followed by a study of a sample of nine Chilean architecture offices, with whom a series of four workshops was developed, to establish both performance indicators and relevant management practices. Finally, these metrics were applied in an architectural office as a pilot case. Findings Four management dimensions were defined: client management, external coordination, internal organization and human resources. Key performance indicators were divided into process, financial and quality indicators. The workshops carried out with the architectural offices demonstrated the relevance of benchmarking tools such as the one developed, which enables the systematic measurement of both management practices and performance indicators. Originality/value Although there have been several efforts to create benchmarking tools for the construction industry, few efforts have focused on architecture offices. Therefore, this research aims to explicitly identify management practices that can be used for this type of organization and to coordinate among multiple actors to find the best way to measure their performance, other than the fulfilment of schedules and budgets.

scholarly journals Pola Penggunaan Balanced Scorcard (BSC) Pada Indikator Kinerja Utama (IKU) Universitas Islam Negeri (UIN) Syarif Hidayatullah Jakarta

2020 ◽  
Vol 7 (10) ◽  
Author(s):  
Fitriadi Fitriadi
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Performance Appraisal ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Phenomenological Approach ◽  
Key Performance Indicators ◽  
Performance Measurements ◽  
Higher Education Rankings ◽  
And Performance

The research problems about phenomena of the difficulty in seeing performance achievements and performance measurements at State Islamic University (UIN) Syarif Hidayatullah Jakarta. The UIN Syarif Hidayatullah Jakarta has difficulty making decisions in performance management, because before using the KPI, Its used budget management in performance appraisal and measurement. This research uses a qualitative method of field study with a phenomenological approach. Research objects are the experiences of the use of the Balanced Scorecard (BSC) pattern on the KPI of the UIN Syarif Hidayatullah Jakarta in 2018. After its existence of the Main KPI using the BSC. The results of the KPI are taken into consideration for performance evaluation by stakeholders at UIN Syarif Hidayatullah Jakarta in achieving the organization's vision. This performance appraisal and performance measurement can serve as a reference for performance achievements for Higher Education Rankings at the national and international level, Government Institution Performance Accountability Report (LAKIP), Strategic Plan (Renstra) and Campus Development Master Plan (RIBKA) or Milestones by looking at indicators, targets and size of the report. Keywords: Key Performance Indicators (KPI), Key Performance Indicators (KPI), Balanced Scorecard (BSC), Performance Measurement, Cascade  

Management’s Perception of Key Performance Indicators for Vietnam Small and Medium Enterprises

2018 ◽  
Vol 34 (1) ◽  
Author(s):  
Ta Huy Hung
Keyword(s):  
Performance Measurement ◽  
Competitive Advantage ◽  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Key Performance Indicators ◽  
Performance Management System ◽  
Sustained Competitive Advantage ◽  
Manufacturing Performance ◽  
And Performance

Key Performance Indicators in performance management system was attracted by researchers and practitioners. In order to effective implemented KPIs in SMEs, managers must deeply understand about the KPIs, role of KPIs, implemented KPIs. Based on the quantitative method by doing survey with 162 SEMs, author indicated the current situation of the perception of SMEs manager about the fundamental of KPI, roles of KPIs  and difficulty implemented KPIs in performance management system. Based on the consistent theory about KPIs , author proposed some solution for manager to enhance their knowledge of KPIs. Keywords SMEs, KPIs , Performance appraisal References Ahmad, M. M., & Dhafr, N. (2002). Establishing and improving manufacturing performance measures. Robotics and Computer-Integrated Manufacturing, 18(3), 171-176. Aylin Ates, Patrizia Garengo, Paola Cocca, Umit Bititci (2013), The development of SME managerial practice for effective performance management, Journal of Small Business and Enterprise Development, 20(1), 28-54Ayoup, H., Omar, N. H., & Rahman, I. K. A. (2012). Implementation of Balance Scorecard (BSC) in a Malaysian GLC: Perceptions of Middle Managers. Asia-Pacific Management Accounting Journal, 7(2), 99-126.Barney, J. (1991), ‘Firm resources and sustained competitive advantage’ Journal of Management, 17(1), 99-120Cagliano, R., Blackmon, K. and Voss, C. (2001).Small firms under microscope: international differences in production/operations management practices and performance. Integrated Manufacturing Systems, 12, 469– 482.Corbett, L. M. (1998). Benchmarking manufacturing performance in Australia and New Zealand. Benchmarking for Quality Management & Technology, 5(4), 271-282. De Waal, A. A. (2003). Behavioral factors important for the successful implementation and use of performance management systems. Management Decision, 41(8), 688-697.Garengo, P., Biazzo, S., & Bititci, U. S. (2005). Performance measurement systems in SMEs: A review for a research agenda. International journal of management reviews, 7(1), 25-47.Epstein, M. J., & Roy, M.-J. (2001). Sustainability in action: Identifying and measuring the key performance drivers. Long range planning, 34(5), 585-604. Evans, N. (2005). Assessing the Balanced Scorecard as a Management Tool for Hotels, International Journal of Contemporary Hospitality, Management Accounting, 17, 5 : 376-390.Jakelski, D., & Lebrasseur, R. (1997). Implementing continuous improvement in the North American mining industry. Technological Forecasting and Social Change, 55(2), 165-177. Hair, J. F., Black, W. C., Babin, B. J., Anderson, R. E., & Tatham, R. L. (1998). Multivariate data analysis (Vol. 5): Prentice hall Upper Saddle River, NJ.Lado, A. A., & Wilson, M. C. (1994), ‘Human resource systems and sustained competitive advantage: A competency-based perspective’, Academy of management review, 19(4), 699-727.Mai Thanh Lan (2016), Xây dựng các năng lực cho nhà quản trị cấp trung nhằm nâng cao năng lực cạnh tranh của doanh nghiệp, Tạp chí Kinh tế & phát triển, 225, 90-99.Lê Quân (2015), Lãnh đạo doanh nghiệp Việt Nam: Hội đồng quản trị; Ban điều hành; Khung năng lực; Thẻ điểm cân bằng; Chỉ số hoàn thành, NXB Đại học Quốc Gia Hà Nội, Hà Nội.Martins, R.A. and Salerno, M.S. (1999). Use of new performance measurement system, some empirical findings. In Managing Operations Networks – VI International EurOMA Conference, Venice, Italy, 7–8 JuneParmenter, D. (2010). Key performance indicators (KPI): developing, implementing, and using winning KPIs: John Wiley & Sons.Rodriguez, R. R., Saiz, J. J. A., & Bas, A. O. (2009). Quantitative relationships between key performance indicators for supporting decision-making processes. Computers in Industry, 60(2), 104-113. Shahin, A., & Mahbod, M. A. (2007). Prioritization of key performance indicators: An integration of analytical hierarchy process and goal setting. International Journal of Productivity and Performance Management, 56(3), 226-240.Nguyễn Đình Thọ (2012). Phương pháp nghiên cứu khoa học trong kinh doanh. Thiết kế và thực hiện. Hà Nội: Nhà xuất bản Lao động xã hộiTsai, Y.-C., & Cheng, Y.-T. (2012). Analyzing key performance indicators (KPIs) for E-commerce and Internet marketing of elderly products: A review. Archives of gerontology and geriatrics, 55(1), 126-132. Yeung, J. F., Chan, A. P., & Chan, D. W. (2009). A computerized model for measuring and benchmarking the partnering performance of construction projects. Automation in Construction, 18(8), 1099-1113.  

scholarly journals Construction Portfolio Performance Management Using Key Performance Indicators

2018 ◽  
Vol 10 (2) ◽  
pp. 85-101 ◽  
Author(s):  
Mohsen Shahandashti ◽  
Baabak Ashuri ◽  
Ali Touran ◽  
Reza Masoumi ◽  
Edward Minchin
Keyword(s):  
Risk Management ◽  
Performance Management ◽  
Portfolio Management ◽  
Performance Indicators ◽  
Key Performance Indicators ◽  
Research Community ◽  
Portfolio Performance ◽  
Relative Importance ◽  
Structured Interviews ◽  
Fact Finding

The purpose of this study is to determine the relative importance of key results areas (KRAs) and develop key performance indicators (KPIs) for construction portfolio performance management. The research methodology consists of the following steps: (1) Designing and conducting a fact-finding survey of owners and contractors to determine the relative importance of KRAs; (2) Designing and conducting structured interviews to develop KPIs; and (3) Assessing the usefulness of the results. Unlike the literature that has consistently highlighted the importance of risk management for construction portfolio performance management, risk management is not among top five KRAs (schedule, cost, cash flow, change management and safety) identified in the survey. This represents the significant gap in how research community and industry look at portfolio performance management. When it comes to dashboard development, contractors and owners have different KRAs within their dashboard for portfolio management. The limited knowledge about the relative importance of KRAs is one of the most important barriers towards managing project portfolios. This study is the first attempt to critically examine the literature and practice of construction portfolio performance management in order to highlight noteworthy differences between KRAs studied by the research community and implemented by the industry.

Measurements of workplace productivity in the office context: A systematic review and current industry insights

2021 ◽  
Author(s):  
B. Bortoluzzi ◽  
D. Carey ◽  
J.J. McArthur ◽  
C. Menassa
Keyword(s):  
Systematic Review ◽  
Performance Indicators ◽  
Knowledge Worker ◽  
Key Performance Indicators ◽  
Expert Interviews ◽  
Structured Interviews ◽  
Productivity Measurement ◽  
The Past ◽  
Workplace Productivity ◽  
Comprehensive Survey

Purpose – The aim of this paper is to present a comprehensive survey of workplace productivity key performance indicators used in the office context. Academic literature from the past ten years is systematically reviewed and contextualized through a series of expert interviews. Design/methodology/approach – The authors present a systematic review of literature to identify Key Performance Indicators (KPIs) and methods of workplace productivity measurement, complemented by insights semi-structured interviews to inform a framework for a benchmarking tool. 513 papers published since 2007 were considered, of which 98 full-length papers were reviewed, and 20 were found to provide significant insight and are summarized herein. Findings – Currently, no consensus exists on a single KPI suitable for measuring workplace productivity in an office environment, though qualitative questionnaires are more widely adopted than quantitative tools. The diversity of KPIs used in published studies indicates that a multidimensional approach would be most appropriate for knowledge-worker productivity measurement. Expert interviews further highlighted a shift from infrequent, detailed evaluation to frequent, simplified reporting across human resource functions and this context is important for future tool development. Originality/value – This paper provides a summary of significant work on workplace productivity measurement and KPI development over the past ten years. This follows up on the comprehensive review by B. Haynes (2007a), providing an updated perspective on research in this field with additional insights from expert interviews.

scholarly journals Key performance indicators to improve the competitive dimensions of the construction company

2020 ◽  
Vol 9 (5) ◽  
pp. e54953130
Author(s):  
Aparecida Massako Tomioka ◽  
José Manoel Souza das Neves
Keyword(s):  
Organizational Performance ◽  
Construction Industry ◽  
Performance Indicators ◽  
Research Method ◽  
Web Of Science ◽  
Qualitative Approach ◽  
Review Of The Literature ◽  
Science Data ◽  
Data Bases ◽  
Construction Company

The construction industry is a significant economic and productive sector of a country. Due to the importance of the sector, this study is justified not only for the academia, but also for the productive and business circles. Identifying competitive dimensions and comprehend the organizational performance through performance indicators, allows managers to make decisions through these tools, according to the model in which the organization operates, as close as possible to their reality. The present work aims to analyze the application of performance indicators through the competitive dimensions of the construction company. The used research method was a qualitative approach, being of an applied nature, classified according to the objectives of the research in descriptive and explanatory. The procedure used was the review of the literature through scientific articles in the Web of Science data bases, for the last ten years.

scholarly journals IT Effect Assessment for Non-profit Organization

2019 ◽  
Vol 8 (4) ◽  
pp. 8854-8858
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Business Processes ◽  
Key Performance Indicators ◽  
Federal State ◽  
Non Profit ◽  
Core Business ◽  
The Core ◽  
Commercial Activities ◽  
Non Profit Organizations

The article is devoted to assessing the effect of the implementation of information technologies in non-profit organizations. The purpose of the assessment is to evaluate the effect of IT implementation and its impact on key performance indicators of an organization. The indicators characterizing the results of the organization’s activities in accordance with the State Assignment and the results of commercial activities were used as the key performance indicators. For federal state budget NPOs, it has been shown that a positive IT effect for auxiliary business processes does not directly ensure positive performance indicators for the core business processes. Hidden effects of the use of IT were assessed by changes of the indicators of the core business processes. Performance indicators characterizing the results of commercial activities may demonstrate a negative effect. Understanding the specifics of non-profit organizations, as well as metrics and performance parameters characterizing the effectiveness of such organizations, is important to ensure a correct approach to the digitalization of business processes and their performance management.

scholarly journals Investigating Variation Orders Causes in Iraqi Building Construction Projects

2021 ◽  
Vol 318 ◽  
pp. 02003
Author(s):  
Hassan Kamal Alhilli ◽  
Sedki I. Rezoqi
Keyword(s):  
Construction Industry ◽  
Construction Projects ◽  
Harmful Effect ◽  
Fuzzy Cognitive Map ◽  
Future Research ◽  
Change Orders ◽  
Management Processes ◽  
And Performance ◽  
The Relationship ◽  
Comprehensive Reference

Changes are a common phenomenon in the construction industry, impacting the project's cost, time, and performance. The purpose of this work is to a comprehensive review relating to variation order causes. Also, the aim here is to determine variation order causes in the building’s construction. More importantly, explore the relationship between these causes. However, the importance of specifying the causes for change orders is the first step in managing variation orders to reduce the harmful effect on a project. The field survey was conducted for several institutions such as health (Karkh’s health), higher education (University of Baghdad and University of Kufa). As a result, a field visit was made to the project sites. They were then, Conducting interviews with the resident engineer, the consultant, and the contractor. A developer tool called cause (variation orders) breakdown structure (CBS) included 12 causes at the first level, including 103 sub-causes. There is a relationship between the variation orders causes, which is evident in the third level. The study recommends adopting (CBS) a comprehensive reference for variation order causes in projects due to facilitating their management processes. Future research could examine the relative importance of variation order causes, in addition to using a fuzzy cognitive map to find the extent of each cause’s influence on the other.

Sign in / Sign up

Export Citation Format

Share Document