Beyond the ‘iron triangle’: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects

Toor, Shamas‐ur‐Rehman; Ogunlana, Stephen O.

doi:10.1016/j.ijproman.2009.05.005

Cited by 462 publications

(306 citation statements)

References 19 publications

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“…The findings on the challenges in KPIs implementation were identified and it showed that the current KPIs are lacking in fulfilling the criteria of a good indicator. These identified challenges are parallel with the previous studies by David & Steve (2012); Lawther & Martin (2014); Javed et al (2013b); Toor & Ogunlana (2010), which indicated that KPIs is lack of clarity, difficult to understand, too complicated and some KPIs are too general. These factors will lead to the failure and poor projects performance.…”

Section: Challenges Of Kpis In Pfi Projectssupporting

confidence: 75%

“…For instance; lack of clarity and understanding of KPIs for PFI projects (Lawther & Martin, 2014;Javed et al, 2013a;David & Steve, 2012) and insufficient effective performance indicators for measuring quality of the service delivery (Toor & Ogunlana, 2010;Oyedele, 2013;Javed et al, 2013b). The agreeing level of performance can determine the amount of payments or deductions from the public sector to the private sector.…”

Section: Introductionmentioning

confidence: 99%

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The Implementation of Key Performance Indicators in the Malaysian Private Finance Initiative Projects

Lop¹,

Ismail²,

Isa³

2017

E-BPJ

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In Private Finance Initiative (PFI), payment for services is based on pre-determined standards and performance. Thus, Key Performance Indicators (KPIs) have been used to measure this performance. However, lack of an effective KPIs was identified as a core criticism towards the implementation of PFI projects. Therefore, the objectives of the research are to identify the importance and challenges of KPIs in measuring this performance. A qualitative approach via semi-structured interview was adopted. The findings discovered that the current KPIs do not meet the criteria and this can lead to the difficulties in measuring the performance of PFI projects. The outcome of this research can serve as a theoretical base for the development of an effective KPIs for PFI projects implementation in Malaysia.

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Section: Challenges Of Kpis In Pfi Projectssupporting

confidence: 75%

Section: Introductionmentioning

confidence: 99%

The Implementation of Key Performance Indicators in the Malaysian Private Finance Initiative Projects

Lop¹,

Ismail²,

Isa³

2017

E-BPJ

View full text Add to dashboard Cite

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“…Studies suggest that they are easy, timely and the most common combination of criteria that have long been used to measure project success (Anda & Sjøberg, 2009;Savolainen et al, 2012;Kaur & Sengupta, 2011). Although completion of project within agreed time, budget and meeting the required functionality does not guarantee success of a project (Nixon et al, 2012;PMI, 2013;Westerveld, 2003;Toor & Ogunlana, 2010;Wateridge, 1998), failure in…”

mentioning

confidence: 99%

Software Project Risk Management Practice in Ethiopia

Teklemariam

Mnkandla

2017

E J Info Sys Dev Countries

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In a country like Ethiopia, where information and communication systems are in the early stage of development, software projects may face several challenges. Risk is one of the factors that challenges project performance, and even causes failure. Risk management helps project managers to control the effect of risks. However, risk management appears to be the least practiced component of project management. To help understand the software risk management practice in the developing countries (DC) context, this study explores the risk management practice of Ethiopian software projects. It also investigates the level of adoption of formal risk management models and which steps are included in the ad-hoc risk management exercise. Finally, it looks into the relationship between risk management practice and project success. We conducted a survey of 45 banks, insurance companies and United Nations agency offices in Addis Ababa, Ethiopia. In this study, a very low rate of application of formal risk management models was observed. We observed a different perception of risk management whereby only watching projects to see if any risks occur during implementation without performing risk identification and mitigation or response plan was considered as a risk management practice by project managers. It was also found that some project managers were not able to confidently tell whether risk management processes have taken place in the projects they manage.

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“…The conventional measures or the so-called iron triangle of time, cost, and quality has been the dominating performance indicator in construction projects [14]. The project is considered an overall success if the project meets the technical performance specifications and/or missions to be performed, and if there is a high level of satisfaction is present [15].…”

Section: Viability Of Privatised Highway Constructionsmentioning

confidence: 99%

A Framework and Evaluation Technique for Project’s Viability of Privatization Highway Projects in Malaysia

Mohamed¹,

Yusof²,

Mohamed³

et al. 2017

IJET

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-The construction sector is one of the indicators of national economic growth and has contributed 4% yearly in average to Malaysia GDP and 6% to the national economy between 1995 -2015. The excellent of construction growth is mainly from projects implemented under "Public-Private Partnership" (PPP) and privatization. Under 10 th Malaysian Plan, 52 projects valuing about RM62.7 billion will be implemented under PFI for infrastructure works. This study aims to evaluate the project viability and the correlation between the costs and revenue collected for entirely concession period. A systematic framework for project viability of highway privatization projects has been developed based on research findings. The methodology adapted in this research is by using descriptive literature technique analysis. The research finding shows that most preferred technique used by respondents are Internal Rate of Return (IRR) and Net Present Value (NPV). In sustaining the highway projects, the costs incurred during concession period should be managed efficiently. Four (4) variables are found for evaluating project's viability and identifying which variables correlate and significantly contributes to the project viability namely operation cost, maintenance cost, actual toll traffic, and revenue. Actual traffic volume significantly correlates with the revenue meanwhile the operation cost is less correlated to the revenue. This research highlighted the viability of the privatized highway projects for entirely concession period and based on the findings, it is suggested a comprehensive framework for future project evaluation comprising of 8 components of commercial and technical evaluation for privatization highways in Malaysia need to be introduced and recommended to be implemented in the industry.

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Beyond the ‘iron triangle’: Stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects

Cited by 462 publications

References 19 publications

The Implementation of Key Performance Indicators in the Malaysian Private Finance Initiative Projects

The Implementation of Key Performance Indicators in the Malaysian Private Finance Initiative Projects

Software Project Risk Management Practice in Ethiopia

A Framework and Evaluation Technique for Project’s Viability of Privatization Highway Projects in Malaysia

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