Performance Measurement in Knowledge Management

Robinson, Herbert; Carrillo, Patricia M.; Anumba, Chimay J.; Al-Ghassani, Ahmed M.

doi:10.1002/9780470759554.ch9

Cited by 17 publications

(19 citation statements)

References 6 publications

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“…Construction project success is usually measured by four typical success measures including cost, schedule, quality of performance, and safety (Hughes et al, 2004). Robinson et al (2005) suggest a performance measurement system for projects in construction engineering organizations. Project success analysis in the construction sector is vastly reported in the literature.…”

Section: Unique Characteristics Of Construction Projects Include Highmentioning

confidence: 99%

Critical planning processes in construction projects

Zwikael

2009

Construction Innovation

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The purpose of this paper is to improve construction project planning capabilities. As project management is a core capability in the construction industry, high quality project planning processes are necessary for project success. Methodology This study involves data collected from 555 project managers across four industries across three different countries. Project planning capabilities of construction project managers have been compared with other industrial sectors. In addition, critical project planning processes for the construction industry have been identified. Findings It has been found that, relative to other industrial sectors, organizations belonging to the construction sector obtain high quality of project planning and the highest success rate. In comparison with other sectors, schedule, quality, and procurement planning are most frequently executed in construction projects. Finally, the impact of the different planning processes on project success has also been investigated. The processes that have the greatest impact on project success in the construction sector are "activity definition" and "project plan development". However, it has been also-2-found that construction project managers do not always invest enough effort in these critical planning processes. Practical implications Construction project managers, wishing to improve project performance at the planning phase of a project, should concentrate more on the accurate identification of all project activities and on the development of a high quality project plan, which can be approved by key stakeholders. Value of paper This paper identifies the most critical planning processes in construction projects. This represents new knowledge for the construction management body of knowledge.

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Section: Unique Characteristics Of Construction Projects Include Highmentioning

confidence: 99%

Critical planning processes in construction projects

Zwikael

2009

Construction Innovation

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“…Only 28.03% of respondents agreed that the government has the skills necessary to manage this kind of a contract with the private sector, and nearly the same amount, 21.17% disagreed that the public sector had the know-how for this type of work. Given the mounting evidence of the requirements for the public sector to develop adequate expertise for managing PPPs (Robinson, Carrillo, Anumba, & Patel, 2010), it is important to note that respondents expressed concerns in this area.…”

Section: Public Attitudes Toward Pppsmentioning

confidence: 99%

Citizen Attitudes Towards Public–Private Partnerships

Boyer

Slyke

2018

The American Review of Public Administration

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This study examines the factors that influence public attitudes toward public–private partnerships (PPPs) through an analysis of public opinion data collected in 2014. Although previous literature has examined public attitudes toward government contracting and asset privatization, there is little understanding of how the public feels about more collaborative forms of public–private interaction. Counter to previous studies that suggest that support for free enterprise and a disdain for government increases support for private involvement in public services, we find that attitudes toward PPPs are nuanced: Respondents favor them not only when they have positive feelings toward the business sector but also when they also report trust in government. PPPs are thus perceived not as a replacement to public administration, but as a delivery model that demands competence and trust of both public and private partners. The results also explain a previously unstudied relationship between respondent familiarity with PPPs and their attitudes toward them. Counter to expectations, we find that the more familiarity that respondents have with PPPs, the more likely they are to view them favorably. We also identify factors that predict public opinions of PPPs which can inform public outreach and public involvement programs involved with PPPs.

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“…Over a decade ago, Arup, a leading engineering consulting firm highlighted that feedback from their legal department shows that the single largest cause of loss of money within the firm was a failure to agree the appropriate contract terms up front. The knowledge manager explained that a knowledge management system such as the collation of a legal Intranet page pushed to the desktop at appropriate times in projects was an effective solution to the problem (Robinson et al, 2005). Other examples cited in Robinson et al (2005) include Texas Instruments who saved $500 million in the cost of building a new silicon wafer fabrication plant by disseminating best internal working practices to improve productivity in existing plants.…”

Section: Leveraging Knowledge Systems To Reduce Time and Costsmentioning

confidence: 99%

“…The knowledge manager explained that a knowledge management system such as the collation of a legal Intranet page pushed to the desktop at appropriate times in projects was an effective solution to the problem (Robinson et al, 2005). Other examples cited in Robinson et al (2005) include Texas Instruments who saved $500 million in the cost of building a new silicon wafer fabrication plant by disseminating best internal working practices to improve productivity in existing plants. Skandia AFS also reduced the time taken to open an office in a new country from seven years to seven months by identifying a standard set of techniques and tools, which could be implemented in any new office.…”

Section: Leveraging Knowledge Systems To Reduce Time and Costsmentioning

confidence: 99%