Beyond the ‘Iron Triangle’: Stakeholder Perception of Key Performance Indikator (Kpis) in Large-Scale Public Sector Development Projects

Management of construction projects needs skills and knowledge in modern management and comprehension of construction and design process. In construction projects, the relevant technology processes, and arrangements differ, but common sequence of events apply. Construction projects generally require a specification of the project plans and objectives that entail budgeting, scope, setting of performance requirements, scheduling, and project participants (Rojas, 2009). It also requires project management specifics like the resource utilization by procurement of materials, labor, and equipment to project plan and schedule. In addition, it leads to implementation of several operations by effective control, estimation, design, construction, and contracting (Mincks & Johnston, 2010). The sequence of events occurring in the construction phase is categorized into three broad areas including foundation, structural, and finishes sequence.

This report summarises and addresses traditional and non-traditional Key Performance Indicators (KPI’s) to elaborate upon lessons learnt from the Collins class submarine project. This improved project management practices and highlights the importance of quality, time and budget throughout the entirety of the project. This report is presented from the Project managers perspective to identify risk. It will then analyse how they are managed throughout the project lifecycle, how they affect project performance and why it is important to identify where deficit is coming from and how to address it. This is where KPI’s are used to indicate issues using an appropriate scaling system relating to the Collins project requirements of:

The paper rates each of the four phases using the following project management knowledge areas: Scope, Time, Cost, Quality, Human Resource, Communication, Risk, Procurement, and Integration Management. An Excellent (5) rating was provided to the project management areas where the project management team were so successful. A Very Good (4) was given for the areas in which the project management team performed very well. A Good (3) was given for the areas in which the project management team performed well. A Poor (2) was given to the areas which had just applied new procedures. A Very Poor (1) rating was given to the project management areas in which either were not achieved the needed goals or were implemented unsuccessfully. In the fifth phase “Lessons Learned” we have studied the whole project, identified the area of improvements and learned how such adjustments can be used in coming

Unlike the production of goods, which can be taken from the production line if they do not meet specifications, construction product is in a form of a project, which once built it cannot be taken away and replaced by a new one on the same project. A project is a unique representation of customer needs and requirements and it is constrained by schedule, cost and performance. These three are inextricably linked such that altering one will undoubtedly have an effect on the others. Required performance can be said to represent quality, according to Crosby, (1984), who describes quality as simply: “conformance to requirements.”

Quality metrics are very important components of any project process. In essence, the metrics are important indicators of the overall progression of a project. Using the quality metrics, it is much easier to establish the proper corrective steps needed to be taken for a project. The Pizza Delivered Quickly case study made up of several phases that have been subsequently subdivided into six subsystems. There for, the overarching efficiency of this project is reliant on the integration of very important quality metrics. This type of a framework will facilitate for the project assessment and also it’s positioning towards the primary organizational goal of improving performance. All the subsystems of PDQ can profit greatly from the PMLC models. The logistics subsystem can be trimmed greatly by using the agile project management methodology. In addition, PMLC models like the traditional approach can be interspersed into all phases of the whole PDQ project. Quality metrics are very important barometers, which can be used to trim the capability of the new computer systems for PDQ. The aforementioned conditions form a crucial aspect of analysis in this case study. The analysis also centers on the materialization of the trigger results and the pertinent PMLC models for multiple projects in the case study.

The main structure of the report will divide into two parts. First on the concept of Critical Success Factors (CSFs) and the second concept is about critical success processes (CSP). On the first concept, this report will show the elements that this delivery project is successful by using the specific elements such as top management support, project planning, communications and etc. On the second concept will

Performance measurements are used to characterize and define performance in a project. They are used to track and manage progress toward achieving specific project goals. Performance measurements help determine how decision-making processes of a project led to its success or failure, understanding these can help organizations make future improvements. It is a project manager's responsibility to measure performance based on the triple constraints of time, budget, and quality of a project. There are many performance measurements a project manager can use based on the type of project at hand, this paper compares and contrasts the following measurements -

SUMMARY Several influential industry reports have pointed out that a decline in construction quality and productivity could be attributed to the performance of subcontractors who are entrusted to complete the actual works, yet subcontractor performance appraisal is a much neglected subject in construction. To facilitate subcontractor registration, management and/or selection, an equitable and reliable subcontractor performance appraisal would be indispensable. Being regarded as a reliable and practical means for performance evaluation, the balanced scorecard

Project management provides reasonable scientific solutions in order to overcome difficulties and achieve success. Each project has a variety of objectives have to achieve, these objectives are vary and can be for organization objectives or for social objectives. However, the project objectives could face some obstacles could be lead to limited success. The attempt to discover the factors of project success and project failure was not easy task for both scholars and expertise. These definitions can provide a close understanding and explanation for these terms. Many project management literatures have variety definitions of project success. (Adinyira, 2012) pointed out that Pinto and Slevin (1988) defined the success as delivering projects on proper time, cost and quality. Others like westerveld, elizabith have different ideas regarding the success that are related to the judge of stakeholders and organizational management. However, nowadays success become more complex issue to determine, it is not only meeting the costs and time it is belonging to the typology and sector of the project

According to Hillson & Simon (2012), in order for a project to be considered successful, the Critical Success Factors (CSF) must be completed. Those CSF’s include:

Firstly, the metrics of EBIT/FTE better engineer and average project profitability index cover the financial aspect. Secondly, the metrics

Construction projects are always unique and risks raise from a number of the different sources. Construction projects are inherently complex and dynamic, and involving multiple feedback processes. A lot of participants – individuals and organizations are actively involved in the construction project, and they interests may be positively or negatively affected as a result of the project execution or project completion. Different participants with different experience and skills usually have different expectations and interests. This naturally creates problems and confusion for even the most experienced project managers and contractors.

In order to achieve their business objective, project management and the used methodology are key factor which will be responsible for the success or failure of this project.

According to Sam (2009), outcomes which employees get after they finish an assignment are assessed helpful or harmful by SWOT. Managers can determine the priority procedures of the company’s achievements depending on Key Performance Index. As a result, employers should analyze goals by SWOT first. Second, they can make efficient strategies and projects. Finally, they will decide a KPI of the company and manages will decide the KPI of departments and employees. This project focuses on what is KPI and how to manage by KPI.

The construction industry is among the most contributing industries in any economy. This has made the construction industry very competitive and major construction firms are improving on their strategic plans in order to gains competitive advantage.