Quality management system and construction performance

This paper discusses the level of effectiveness of quality principles and quality management system implementation and the relationship with performance of ISO9000 certified Indonesian contractors. It also discusses the statistical relationship between quality management systems (QMSs) and key performance indicators (KPIs) amongst a large sample of Indonesian construction companies. Data collected is from questionnaire surveys involving Quality Managers, Managers, and Project and Site Engineers representing 77 different companies. Results indicate that even though some contractors have not yet effectively implemented an effective QMS, most of the KPIs of respondent companies are still at the level of high performance. The statistical results show that the relationship between variables of ISO9000 QMS principles and contractors’ KPIs is significant. These results suggest that an increment in the implementation level of QMS principles can increase KPIs, however that much effort is still required for Indonesian contractors to fully effectively implement QMS principles and thus substantially improve performance against KPIs

BENCHMARKING THE PERFORMANCE OF MALAYSIA’S CONSTRUCTION INDUSTRY

Malaysia’s construction industry particularly the provision of public infrastructure projects faces various debatable issues of the government’s belt-tightening budget, abandoned public projects, shoddy workmanship, over-budgeted project procurement and unresolved debts in public project provision. The current global economic downturns as well as the fluctuation in the oil prices worldwide have exacerbated the situation. Thus, in materialising the efficiency, accountability for performance, productivity and monetary policy set in confronting those controversial issues, several actions have been undertaken by Malaysian government including strengthening approval procedures, restructuring the implementation process, enhancing viability through risk distribution, reinforcing the institutional and regulatory framework as well as increasing Bumiputera participation in public infrastructure projects. Yet, these endeavours seem not to be the best solution in tackling those problems. Hence, there is a need of benchmarking the performance of Malaysia’s construction industry especially the provision of public infrastructure projects by clearly stipulating the standard regular evaluation and audition through a performance measurement technique known as Key Performance Indicators (KPIs). This paper provides a literature review of the philosophical, conceptual and functions of KPIs in improvising Malaysia’s construction industry performance. The literature will guide the development of KPIs for the assessment of public infrastructure project provision in Malaysia which forms the major part of the research undertaken.Benchmark, Key Performance Indicators (KPIs), Public Infrastructure Provision, Malaysia

Managing for Learning and Impact

Over the past three years, the King Baudouin Foundation has developed a more systematic approach for the evaluation of its projects, which FSG helped codify in the KBF Project Management Guide: 'Managing for Learning and Impact'. There is a growing interest of foundations in Europe to evaluate the intended impact of their projects and programs. Foundations invest in an impact-driven philanthropy and therefore develop specific strategies, activities and tools

The key performance indicators of the BIM implementation process

Contemporarily some firms in the construction industry are attempting to adopt a BIM method of working. Each of these attempts reflects a varying BIM adoption philosophy and inevitably different BIM technologies, implementation strategies and roadmaps. On the other hand, all these attempts are often motivated to attain competitive advantages for product delivery in the market place. The question of what the best method of adopting BIM has not been answered yet. That is to say, it is required to identify a standard method that will benchmark the different BIM adoption cases by comparing the efficiency gains in these cases: a standard benchmarking method can help the stakeholders to decide on the most appropriate strategies for themselves. This paper explains the live experience of BIM adoption in a KTP (Knowledge Transfer Partnership) project, undertaken between the University of Salford and John McCall Architects practicing in the housing and regeneration fields, with a particular focus on a set of KPIs that have been developed and tested through the action research strategy in the project. Weighting of these KPI’s has been developed from an architectural business perspectiv

The Influence of Key Performance Indicators on relationship and performance of joint venture construction projects In The UK

Joint ventures (JVs) are increasingly common within construction as companies seek to pool resources and expertise to broaden opportunities and mutually benefit from the arrangement, particularly for large-scale projects (LSPs). Whilst there are many benefits to joint ventures they are not without issue and in many cases result in dispute, often over the performance measurements used within the projects. A successful joint venture is one where parties share and understand the vision of the project. However, Key Performance Indicators (KPIs) are seldom discussed or completed collaboratively in joint ventures and may result in representing one-sided requirements. In theory, the evolving relationship between joint venture partners should lead to a refinement of KPIs along the project. However, the establishment of clear KPIs from the outset has the potential to reduce the number of disputes and provide the basis for a successful partnership. The aim of this paper is to critically evaluate the usage and influence of KPIs on joint venture projects within the United Kingdom (UK) and seek to determine factors that contribute to successful relationships. Data were collected by conducting in-depth, semi-structured interviews with purposefully selected members who had an average experience of over six years participating in joint venture projects within the UK. Findings show that KPIs are used mainly to reflect on individual businesses’ performance rather than to appraise joint ventures. While there are limitations to KPIs this research also indicates that KPIs are used inappropriately at times leading to the misconceptions as to their use and may possibly cause tension between joint venture partners

Understanding of the key performance indicators measurement amongst construction players in Malaysia

Construction industry nowadays is still synonym with high-profile problems such as cost of project increases, late project delivery, poor quality, abandoned projects and major defective works. Although construction project management has been used extensively in the construction industry, the complexity and dissimilarity of construction projects cannot be regarded as same practices. To meet the objectives of the construction management, strategic management techniques of which include the implementation of key performance indicators (KPIs), KPIs measurement amongst construction players is vital. A questionnaire survey was conducted in Malaysia among 150 construction players: private clients, consultants, contractors, suppliers and purchasers. Factor Analysis (EFA) is used to achieve the aim of this paper in appraising the understanding of the KPIs measurement in terms of definition, characteristics and advantages and disadvantages. Through the understandings of KPIs, it is expected that the findings of this paper could assist the respective construction players to improve their current practice in construction project management for better performance of construction industry in Malaysia