Access the full text.
Sign up today, get DeepDyve free for 14 days.
Y. Yang, M. Kumaraswamy, H. Pam, G. Mahesh (2011)
Integrated Qualitative and Quantitative Methodology to Assess Validity and Credibility of Models for Bridge Maintenance Management System DevelopmentJournal of Management in Engineering, 27
P. Liamputtong (2011)
Focus Group Methodology: Principles and Practice
H. Doloi, A. Sawhney, K. Iyer, Sameer Rentala (2012)
Analysing factors affecting delays in Indian construction projectsInternational Journal of Project Management, 30
Journal of ‘Advances in Engineering Software’, 25
J. Taylor, R. Levitt (2007)
Innovation Alignment and Project Network Dynamics: An Integrative Model for ChangeProject Management Journal, 38
K. Iyer, K. Jha (2005)
Factors affecting cost performance: evidence from Indian construction projectsInternational Journal of Project Management, 23
M. Kumaraswamy, A. Thorpe (1996)
Systematizing Construction Project EvaluationsJournal of Management in Engineering, 12
F. Deng, H. Smyth, Aaron Anvuur (2012)
A CRITICAL REVIEW OF PMS IN CONSTRUCTION: TOWARDS A RESEARCH AGENDA
P. Fox, M. Skitmore (2007)
Factors facilitating construction industry developmentBuilding Research & Information, 35
M. Kumaraswamy, A. Thorpe (1996)
A computerised construction project management evaluation systemAdvances in Engineering Software, 25
M. Murray, D. Langford (2003)
Construction Reports 1944-1998
I. Marková, Per Linell, Michèle Grossen, A. Orvig (2007)
Dialogue in Focus Groups: Exploring Socially Shared Knowledge
S. Loganathan, S. Kalidindi (2016)
Absenteeism and Turnover of Migrant Construction Workers in Indian Projects—A Survey-Based Study
K. Iyer, K. Jha (2006)
Critical Factors Affecting Schedule Performance: Evidence from Indian Construction ProjectsJournal of Construction Engineering and Management-asce, 132
Dd Saram, M. Rahman, M. Kumaraswamy (2001)
Setting targets and selecting tools for construction industry development
M. Kumaraswamy (2006)
ACCELERATING CONSTRUCTION INDUSTRY DEVELOPMENT, 11
PurposeThe purpose of this paper is to present a case, with live examples from a construction industry development initiative in India, for developing a proactive construction clients charter; and a core set of key performance indicators (KPIs), as basic tools for facilitating the expectations of this special issue in “securing clients’ organisational objectives and project aspirations throughout construction project lifecycles” apart from empowering construction industry improvements in general.Design/methodology/approachHaving identified 19 critical issues in the Indian construction industry at two construction clients-academia roundtables, two of the “action teams” formed to address specific issue sets, separately developed a relevant construction clients charter and useful KPIs, respectively, through a combination of literature reviews and brainstorming conference calls, along with iterative drafts of, and feedback on interim outputs. Validation of “working papers” presented at a “Consolidation Roundtable” of construction clients and their consultants, elicited further suggestions for fine tuning of final outputs.FindingsThe charter was formulated in structured steps, including identifying “priorities” under four categories: overall, expectations from supply chains, by supply chains and by end users. The six sub-heads of the charter are on procurement, design, innovation and technology, project execution, human resource development and worker welfare, and quality, safety and sustainability. The “suggested KPIs” for building clients in India enable organisations to choose: from three different groups (i.e. design phase, construction phase, or business outcomes), and at three different levels (i.e. project/organisation level, benchmarking club level, or industry level).Originality/valueThere is no known overarching Construction Clients’ Charter at present. Some project KPI sets are available elsewhere. However, those developed in India, while focusing on project performance, also connect to organisational performance and business outcomes. Furthermore, KPIs are provided to separately probe client, consultant and contractor performance. Significantly, the charter and KPIs are outcomes from an industry-led self-improvement initiative launched with building construction clients at the forefront, rather than a top-down imposition from government. Furthermore, while prioritising client aspirations, they also address common supply chain and end-user concerns, which may also be interpreted as a longer-term win-win-win client’s aspiration.
Built Environment Project and Asset Management – Emerald Publishing
Published: Jul 13, 2017
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.