Redefining performance measures for construction project managers: an empirical evaluation
Dainty, A.
Redefining performance measures for construction project managers: an empirical evaluation - 2003 - Construction Management and Economics 21(2) March 2003, 209-218(10) .
Argues that traditional success criteria for construction projects, which centre on the achievement of cost, programme and quality targets, are too crude to be used for gauging managers' performance in the context of modern construction projects. Many variables outside the managers' control can impact on outturn performance and the demands on project managers are far broader than in the past. Reports on a study which has examined the views of the members of project teams and other organisational stakeholders through a series of focus groups to develop a more appropriate reward management approach. References. [Taken from journal abstract].
COSTS
TARGETS
PROJECT TEAMS
Redefining performance measures for construction project managers: an empirical evaluation - 2003 - Construction Management and Economics 21(2) March 2003, 209-218(10) .
Argues that traditional success criteria for construction projects, which centre on the achievement of cost, programme and quality targets, are too crude to be used for gauging managers' performance in the context of modern construction projects. Many variables outside the managers' control can impact on outturn performance and the demands on project managers are far broader than in the past. Reports on a study which has examined the views of the members of project teams and other organisational stakeholders through a series of focus groups to develop a more appropriate reward management approach. References. [Taken from journal abstract].
COSTS
TARGETS
PROJECT TEAMS