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Redefining performance measures for construction project managers: an empirical evaluation

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  • Andrew Dainty
  • Mei-I Cheng
  • David Moore

Abstract

Traditional success criteria for construction projects centre on the achievement of cost, programme and quality targets. In this paper, it is argued that these simple measures are too crude to be used for gauging managers' performance in the context of today's construction project environment, as many variables outside of the manager's control can impact on outturn performance and the demands on project managers are far broader than in the past. It is argued that the industry needs to define more appropriate performance criteria for measuring project managers' performance and encouraging their professional development. These must redefine traditional success parameters to consider the knowledge, skills and behavioural inputs which contribute to superior performance. These can then be used to engender a more appropriate set of management behaviours that lead to improved project outcomes. This study has developed such a framework by examining the views of members of project teams and other organizational stakeholders through a series of focus groups. Factor analysis was used to refine a range of nine performance criteria against which managers' performance can be evaluated. These have the potential to be used as a basis for developing more appropriate reward management approaches and as a starting point for developing competency-based performance management tools in the future.

Suggested Citation

  • Andrew Dainty & Mei-I Cheng & David Moore, 2003. "Redefining performance measures for construction project managers: an empirical evaluation," Construction Management and Economics, Taylor & Francis Journals, vol. 21(2), pages 209-218.
    • Handle: RePEc:taf:conmgt:v:21:y:2003:i:2:p:209-218
    DOI: 10.1080/0144619032000049737
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    Citations

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    Cited by:

    1. Iyer K. Chandrashekhar & Banerjee Partha S., 2019. "Identifying New Knowledge Areas to Strengthen the Project Management Institute (PMI) Framework," Organization, Technology and Management in Construction, Sciendo, vol. 11(1), pages 1892-1903, March.
    2. Che khairil Izam Che Ibrahim & Seosamh B. Costello & Suzanne Wilkinson, 2013. "Development of a conceptual team integration performance index for alliance projects," Construction Management and Economics, Taylor & Francis Journals, vol. 31(11), pages 1128-1143, November.
    3. Muhammad Irfan & Sanam Zaib Khan & Nasruddin Hassan & Mazlan Hassan & Muhammad Habib & Salma Khan & Hadi Hassan Khan, 2021. "Role of Project Planning and Project Manager Competencies on Public Sector Project Success," Sustainability, MDPI, vol. 13(3), pages 1-19, January.
    4. Sabahi, Sima & Parast, Mahour Mellat, 2020. "The impact of entrepreneurship orientation on project performance: A machine learning approach," International Journal of Production Economics, Elsevier, vol. 226(C).
    5. Dorota Kuchta & Paolo Canonico & Vincenza Capone & Guido Capaldo, 2023. "Uncertainty in the Planning Phase of Public Projects—Its Scope, Consequences, and Possible Remedies," Administrative Sciences, MDPI, vol. 13(6), pages 1-17, June.
    6. Peidong Sang & Jinjian Liu & Lin Zhang & Lingqiao Zheng & Haona Yao & Yanjie Wang, 2018. "Effects of Project Manager Competency on Green Construction Performance: The Chinese Context," Sustainability, MDPI, vol. 10(10), pages 1-17, September.

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