USING KEY PERFORMANCE INDICATORS IN CONSTRUCTION PROJECT LITERATURE

Moreover, there is an increasing amount of literature covering specific geotechnical risk analysis and management topics. Examples of these are the difference between unsafe geotechnical certainty and safe geotechnical uncertainty (Barends, 2005), the role of the human factor in achieving geotechnical reliability (Bea, 2006), objective and subjective ways of geotechnical risk classification (Altabba et al., 2004), and contractual allocation of geotechnical risk (Essex, 2007).

There is a great need in the construction industry for identifying a set of common indicators to be used by construction executive and project managers in measuring construction performance at the project level. The focus of this research was to collect management perceptions of the key performance indicators currently utilized in the construction industry. Both quantitative performance indicators and qualitative performance indicators are represented. A literature search was used to generate the initial set of perceived key performance indicators, which were administered to the construction industry via a survey. A statistical analysis of the collected survey responses provided information for the identification of a common set of perceived Key Performance Indicators (KPIs) by construction sector, management level, and experience level. Correlations were performed for both the quantitative and qualitative indicators to determine which type of indicator is used most extensively. Basic statistical analyses...

Целью статьи является проведение исследования, анализа и уточнение существующей терминологии в области управления проектами как части менеджмента, выявление особенностей его применения в управлении инвестиционно-строительными проектам. Актуальность выбранной цели обусловлена отсутствием единства в терминологическом определении базовых понятий, а успешное управление проектами в строительной отрасли требует особого внимания к специфической терминологии и методологиям. Автор приводит подробный обзор существующих научных источников по данной тематике. Особое внимание уделяется таким терминам, как «проект», «управление проектом», на основании чего делается вывод об определенной терминологической разобщенности. На основе анализа теоретических аспектов управления проектами автор предлагает рассматривать проект как комплекс взаимосвязанных действий по достижению определенных уникальных целей. Под строительным проектом следует подразумевать строительно-инвестиционный проект, который является комплексом взаимосвязанных действий по созданию объектов недвижимости, при ограничениях, присущих данного рода проектам. В процессе исследования выявляются особенности толкования этих базовых терминов по отношению к строительной отрасли, рассматриваются определения «управление инвестиционно-строительным проектом», «строительно-инвестиционный проект», так как наличие базовых определений не уточняет значения данного термина в конкретной сфере в строительстве. Сделано предложение, что совершенствование научной базы, выявление отдельных тенденций ее развития положительно влияет на отрасль, которая на нее опирается. The purpose of the article is to conduct research, analysis and clarification of existing terminology in the field of project management as part of management, to identify the features of its application in the management of investment and construction projects. The relevance of the chosen goal is due to the lack of unity in the terminological definition of basic concepts, and successful project management in the construction industry requires special attention to specific terminology and methodologies. The author provides a detailed overview of existing scientific sources on this topic. Special attention is paid to such terms as "project", "project management", on the basis of which a conclusion is drawn about a certain terminological disunity. Based on the analysis of the theoretical aspects of project management, the author suggests considering the project as a set of interrelated actions to achieve certain unique goals. A construction project should be understood as a construction and investment project, which is a set of interrelated actions to create real estate objects, with the limitations inherent in this kind of projects. In the course of the research, the peculiarities of the interpretation of these basic terms in relation to the construction industry are revealed, the definitions of "investment and construction project management", "construction and investment project" are considered, since the presence of basic definitions does not clarify the meaning of this term in a specific area in our case, in construction. It is suggested that the improvement of the scientific base, the identification of individual trends in its development has a positive effect on the industry that relies on it.

With the development of the real estate industry, the take-off of the construction industry has also caused more and more capital to pour into the construction industry, driving the rapid development of the construction industry, but also causing the construction industry to face great competitive pressure. In order to achieve effective management of construction projects, this article aims to point out the main problems in Chinas construction management and improve the construction project management system and improve construction technology, which is conducive to improving the operational level and construction quality of construction projects. Currently, there is a lack of effective information communication and coordination mechanisms within the construction units of construction projects, which can lead to slow progress and low efficiency in the construction of construction projects, which will greatly increase the implementation difficulty of construction projects and restrict the improvement of enterprise construction project management level. Thus, it is important to improve the role of construction project management in the construction industry, and it is necessary to figure out the inner problems and strengthen the management of construction projects. The articles main purpose is to focus on the current situation and development reality of construction project management, specific research is conducted on its management and control optimization from the perspective of engineering management, to provide a reference for modern management and optimization of construction projects management.

Selection of the most appropriate communications technology for a smart grid (SG) application is far from trivial. We propose such a feasibility assessment starting from identification of key performance indicators (KPIs) required for peer-to-peer (P2P) energy trading and grid control operations from a communications perspective. A set of cross-disciplinary KPIs, both quantitative and qualitative, are considered from communications, power, business, actor involvement, financial, and demand side management categories. They serve as a general baseline for use cases, as there have been few previous works attempting to capture the essential features of P2P SG operations. The KPIs are briefly identified along with their relations to P2P energy trading and grid control. A straightforward comparison of the quantitative and qualitative KPIs' impact on technology selection is not feasible. This paper addresses the comparison with: 1) a prioritization of the KPIs using the analytic hierarchy process; 2) a comparison of technology solutions evaluated in our previous works against the KPIs' requirements; and 3) a total feasibility evaluation of the solutions against selected KPIs. The prioritization shows latency, reliability, security, scalability, robustness, costs of information and communication technologies (ICT) devices, and costs of ICT deployment are the most important KPIs in enabling P2P energy trading and grid control. Further, the technology feasibility assessment enables identification of the most suitable candidates for an SG application.

This article focuses on analyzing the core principles and approaches to strategic innovation changes in construction projects. It highlights the methodological foundations that define the effectiveness of construction project management in a changing market environment and the integration of innovations into the activities of key market participants, such as developers, contractors, investors, and end-users. Given that the construction industry is one of the most capital-intensive and complex sectors to manage, strategic innovations can provide significant competitive advantages and cost reduction. The article discusses key methodological approaches to implementing changes in construction project management, particularly the use of integrated management models, the application of digital technologies, and new approaches to project financing and implementation. It also emphasizes the importance of flexible strategies that enable adaptation to market changes, environmental requirements, and technological innovations. As a result, the article outlines the significance of strategic management and innovations for the development of construction projects and improving their efficiency. This paper also highlights the key challenges faced by construction market participants when implementing innovative strategies in construction project management. One of the main challenges is the need to adapt to rapid changes in the economic and technological environment, which requires flexibility in management and the ability to quickly respond to new market demands. Considering the high capital intensity of construction projects, enterprises must focus on effective resource and investment management, which is only possible through the introduction of innovative methods and technologies. Important aspects include the use of digital tools, such as Building Information Modeling (BIM), management automation systems, big data analytics (Big Data), and Internet of Things (IoT) technologies, which allow optimizing processes, reducing costs, and improving the quality of work execution. The article also examines the importance of integrating stakeholders into the project management process, which helps create more transparent and effective conditions for all market participants. Involving investors, contractors, and end-users in decision-making processes helps reduce risks and improve the efficiency of interaction among all parties. Considering their interests and integrating with the latest project management approaches are key elements for achieving long-term success in the construction market. As a result, the article provides recommendations for improving construction project management through the integration of innovative strategies, including the latest technologies and flexible management strategies that contribute to increased efficiency, cost reduction, and enhanced competitiveness of construction enterprises.

Rivalry competitiveness, significant capital investments, and cultural diversity are defining the construction industry’s evolving nature. Therefore, construction organizations have to manage their construction projects’ relationships carefully. Construction management researchers have progressively recognized the intelligible link between Relationship Management and construction project performance. However, few studies structurally reviewed the precipitated progression in this topic. This paper follows a systematic approach to review the literature from reliable databases and prominent journals between 2000–2020 in topics associated with Relationship Management in construction projects. This investigation sets to identify the key characteristics, categorial dimensions, attributes, or enablers of relationship management in construction. More than 500 articles were explored in this systematic review by thorough keyword research, out of which 73 articles were found relevant to this topic where an explicit content analysis was carried out. The findings identified 18 key Relationship Management characteristics classified into four categories: Contract-related, Management-related, Team-related, and General characteristics. Project Managers are recommended to pay specific attention on investigated characteristics to strengthen relationships, promote collaboration, and thereby foster project performance.

This article focuses on enhancing the performance of supervisory consultants in construction projects through assessments conducted in the LKPP's SIKaP application. Supervision plays a crucial role in ensuring the smooth execution of construction activities and addressing potential obstacles. The quality and safety of construction operations have become increasingly important, necessitating effective supervision. The article highlights the importance of conducting assessments to measure the success of supervisory consultants in meeting project objectives and adhering to established standards. It emphasizes the evaluation of various performance criteria, including human resources, equipment, materials, costs, time, and quality. The assessment process enables the identification of strengths and weaknesses, facilitating corrective measures and improving future performance. The article also emphasizes the interconnectedness of construction supervision and project management, with project management playing a pivotal role in achieving project goals. Communication management is highlighted as a crucial aspect for effective project execution. The regulatory framework governing technical supervision activities in construction projects is discussed, along with the roles and responsibilities of construction management and construction supervision service providers. The article emphasizes the importance of on-site inspections, project administration, progress monitoring, and quality management in construction supervision. Lastly, the article discusses the evaluation of providers' performance in goods/services procurement, emphasizing the importance of quality, cost efficiency, and adherence to standards. The implementation of the SIKaP application is seen as a means to enhance transparency, accountability, and project quality in the construction industry, fostering a culture of continuous improvement and industry benchmarking.

This study was conducted to determine the level of project management skills, people management skills and operational excellence of construction project managers in private construction services. The respondents were the project management team composed of 215 engineers, architects, technical staff and document controllers fairly distributed to the three business units. The study utilized the descriptive correlational research method. Analysis of data revealed the following findings: The construction project managers had a high level of project management skills in terms of scope management skills, schedule management skills, resources management skills, risks management skills, and quality management skills (=3.62). The construction project manager had a very high level of people management skills in terms of integrity, influence and persuasion, leadership, and planning (= 3.64). In terms of operational excellence, the construction project managers obtained a very high level on customer focus, flexibility, and systematic problem solving (= 3.62). A significant relationship was noted between construction project manager’s project management skills and people management skills; a significant relationship was perceived between project manager’s project management skills and operational excellence; and a significant relationship was noted on people management skills and operational excellence. Based on the summary of findings, the following conclusions were drawn, (1) The construction project managers had a very high level of project management skills in terms of scope management skills, schedule management skills, cost management skills, resources management skills, risks management skills, and quality management skills. (2) The construction project managers had a very high level of people management skills in terms of integrity, influence and persuasion, leadership, and planning. (3) The construction project managers had a very high level of operational excellence in terms of customer focus, flexibility, and systematic problem-solving. (4) The higher the level of construction project manager’s project management skills, the higher the level of their people management skills. (5) The higher the level of construction project manager’s project management skills, the higher the level of their operational excellence. (6) The higher the level of construction project manager’s people management skills, the higher the level of their operational excellence. (7) All the constructs of project management skills, only risks management skills and management skills are the significant predictors of the respondents’ level of operational excellence, implying that the higher the level of project management skills in terms of risks management and scope management skills, the higher the level of operational excellence of the respondents. To deliver the project successfully, the construction project managers should consistently demonstrate and balance the application of project management and people management since the area of focus of CPM in the project revolves in day to day managing of resources (material, manpower and equipment), solving problems, overcoming project challenges, dealing with changes in project requirements, communicating with stakeholders and satisfying the customer’s expectations. With these, the decision and approach of CPM would be solid and cohesive through collaboration with the project management team.

In this chapter, we will underline the importance of the key performance indicators (KPIs) computation for power plants' management. The main scope of the KPIs is to continuously monitor and improve the business and technological processes. Such indicators show the efficiency of a process or a system in relation with norms, targets or plans. They usually provide investors and stakeholders a better image regarding location, equipment technology, layout and design, solar and wind exposure in case of renewable energy sources and maintenance strategies. We will present the most important KPIs such as energy performance index, compensated performance ratio, power performance index, yield, and performance, and we will compare these KPIs in terms of relevance and propose a set of new KPIs relevant for maintenance activities. We will also present a case study of a business intelligence (BI) dashboard developed for renewable power plant operation in order to analyze the KPIs. The BI solution contains a data level for data management, an analytical model with KPI framework and forecasting methods based on artificial neural networks (ANN) for estimating the generated energy from renewable energy sources and an interactive dashboard for advanced analytics and decision support.

Abdul Razzak Rumane, CRC Press, Boca Raton, FL, 2011, 434 pp., ISBN 978 1 4398 3871 6, US$90.00 Issues of quality management, quality control and performance against specification have long been th...

The construction industry has a dynamic and complex environment. The successful completion of a construction project depends on various factors. Accordingly, construction delay is observed to happen in construction projects. It is highly affecting the construction sector and the economy of the country too. Although previous research studies identified the causes, effects, and mitigation methods separately, this study adopts a linked approach and directs to identify the effective applicable mitigation methods and their practices on each significant cause of delay in construction projects. Moreover, contractors are noted as one of the main sources of construction delay from the previous studies. Hence, this research aims to develop a framework to determine the applicable mitigation strategies and the practices of each mitigation strategy for each significant cause of contractor’s delays in construction projects in Sri Lanka. A mixed research approach was adopted to generate the research process. A literature review was conducted on construction delays, organizational and project management factors, and professional competency, mitigation strategies in delay management. The significant causes of delays and effective mitigation strategies were ranked through a questionnaire survey using a Likert scale. Project Managers and Quantity Surveyors in the Sri Lankan construction industry were selected in the ratio of 1:3 respectively for the interview as they are mostly engaged with delay management. Also, the respondents were limited to 68 and the collected data were analysed through the Relative Important Index (RII) method, to rank the significant causes and mitigation strategies. Then techniques and possible mitigation strategies were found through interviews and content analysis was used to analyse the data. The findings indicated that most of the contractor’s delays can be mitigated through applying proper mitigation strategies as effective management approaches in the construction projects such as effective project planning and schedules of construction works, maintain positive financial stability and well qualified and experienced professionals and staff, effective strategic planning, risk analysis, and management, selection of suitable sub-contractor and management and effective site management and supervision. In addition to that, inaccurate planning and scheduling of the project, financial dishonesty, poor procurement of construction materials, ineffective time management of contractors, and incompetence of management professionals and staffs were identified as the most significant contractor’s causes of delays in construction management.
 Keywords: Delays, Significant Causes, Mitigation, Construction Management, Construction Projects.

The construction industry is considered one of the most hazardous industries especially in Mega projects, not only in developing countries but also throughout the world due to its unique nature. The hazards of this industry make it very essential to pay more attention to construction safety and to improve the safety performance of construction companies. However, safety is not a luxury but a necessity, and may be considered an important function to be used against unnecessary loss. International Mega Construction projects are likely to become increasingly common in the engineering and construction industry. A Mega-project as a high impact technically complex project which requires careful advanced planning, large projects are defined as those with construction work valued in excess of US $1billion. On such projects, there may be 60 large contracting organizations and 30 to 40 consulting companies. The construction workforce could total 45,000 personnel delivering over 10 million man hours of effort per month at peak periods, so there is a need of guidance material that can be used to improve the management of health and safety(H&S) throughout these type of projects. Thus the aim of this paper is to identify the H&S considerations that are related to Mega Construction Projects. To achieve the aim of this paper a literature review analysis has been performed where more than hundred research paper that have been published from 1998, to 2018 have been analyzed. Findings of this paper have managed to identify the nature of mega construction projects, the root causes of accidents and the consequence of poor health and safety management in mega construction projects. This paper is considered of value to construction project officers and Project managers working in mega construction projects in Egypt and MENA region.

Fuzzy Multi Criteria Approach for Sustainable Maintenance Evaluation in Rubber Industry

Background The construction industry has an important role in the economy of countries, as the construction industry represents 6.1 percent of the gross domestic product in the Kingdom of Saudi Arabia. A global disaster such as an epidemic causes long-term damage to society, the economy, and related industries. The recent COVID-19 epidemic is one of such disasters. The construction industry was greatly affected by the epidemic globally, as well as in the Kingdom of Saudi Arabia. Methods This research aims to determine the impact of the epidemic on construction projects and shed light on the actions taken to mitigate the impact of the epidemic through a multiple case study of three construction projects in the Kingdom of Saudi Arabia, where a questionnaire and a semi-structured interview were conducted with professionals in these projects. Descriptive analysis and the Relative Importance Index (RII) were used. Results The impact was of high importance on the project time throughout all projects, especially on the project schedule; the RII value was the maximum. Secondly for material delivery within time ranged from 0.8 – 0.91 for RII value and in terms of the mitigation actions taken, communication between project management and employees witnessed maximum effectiveness reached to 83% of participants reported a very effective response, with the help of modern technologies. Most factors ranged from limited effectiveness to ineffective. Conclusion This research contributes to determine the effects of the epidemic and the actions taken to mitigate it, which benefits the organizations and stakeholders in the field of construction and engineering project management, to develop and improve actions, and to prepare and plan for similar circumstances in the future.