Comparable Performance Measurement System for Construction Companies

Abstract

The construction industry has mainly relied on financially focused performance measurements, and studies on performance measurement systems ͑PMSs͒ have been carried out at the project level. However, recently, the demand for performance evaluation and management at the company level has increased. A few previous efforts have aimed to develop a conceptual framework for company performance, but there have been few follow-up studies. From this perspective, we have developed an implementation model and practical methodology to measure and compare the performance of construction companies. First, our thorough qualitative and quantitative analysis was used to develop a set of indicators for performance measurement, and an analysis of the relative weightings of the indicators was carried out. Second, we calculated the performance score of construction companies using a study of 34 Korean construction companies. Finally, we carried out a performance evaluation and system analysis using the calculated performance scores and identified practical issues for the implementation of our PMS. Using the results of our analytical processes identified in this work, further research is suggested.

Application of Key Performance Indicators in South‐eastern European Construction

“…However, the scope of this study did not include project level performance nor did it try to evaluate causal relationship between indicators, their influence on organizational performance, or efficiency and effectiveness of these measures in overall management processes. It is important to acknowledge that the construction environment is a turbulent one, where constant monitoring, control and benchmarking should be conducted continually (Yu et al 2007). The industry should definitely manage performance better, taking into account a balanced set of indicators (KPI, KPO and PerM) and external market/client factors (Sommerville and Robertson 2000).…”

Índice de processibilidade para tomada de decisão como apoio ao planejamento estratégico

“…Também quantificam a eficiência e eficácia dos processos e, por isso, devem ser bem definidos, mensurando além das dimensões custos e produtividade. Tais medições devem ser derivadas da estratégia da organização, utilizando uma sistemática que contribua para o planejamento e a gestão eficiente do negócio (YU et al, 2007).…”

Análise de sistemas de medição de desempenho na indústria da construção

“…(a) captar as múltiplas perspectivas do desempenho em um único parâmetro agregado (ARDITI; LEE, 2003;SMYTH, 2014;JIN et al, 2013;LUU et al, 2008;YU et al, 2007); (b) proporcionar uma visão dinâmica de seu desempenho ao longo do tempo; e/ou (c) prover condições para a prática de benchmarking externo (EL-MASHALEH; MINCHIN JUNIOR; O'BRIEN, 2007; HORTA; CAMANHO;COSTA, 2010;YU et al, 2007 Assim, concluir que existe um modelo ideal para medição de desempenho na construção pode ser imprudente (JIN et al, 2013).…”