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Performance Management In Construction: A Conceptual Framework.

Performance Management In Construction: A Conceptual Framework.

POM 13

MICHAIL KAGIOGLOU, RACHEL COOPER & GHASSAN AOUAD*  

Research Institute for Design and Manufacture, University of Salford, Centenary Building, Peru Street, Salford, M3 6EQ, UK. *Department for the Built and Human Environment, University of Salford, Salford, M5 4WT, UK.

 

Corresponding Author Professor Rachel Cooper  Centenary Building University of Salford  Peru Street Salford, M3 6EQ UK

 

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Abstract

 

This paper presents a review of literature of performance management/measurement in various industries with the aim of transferring best practise into construction. A framework is presented which ensures that effective strategies are deployed to form the performance management system that construction organisations can adopt.

The  Process Performance conceptual Framework (PPF) adopts the balanced scorecard (BSC) with the addition of a number of elements/perspectives and it rationalises the relationships between performance measures and goals derived from strategy.

In doing so, the impact of those measures to an organisation’s performance can be examined and analysed to indicate potential improvement areas. The paper also identifies a number of areas that can be used to validate the PPF.

 

 

 
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