Civil Engineering Reference
In-Depth Information
may be very high-level and not ideal for all scenarios, they do help to
establish targets and best-practice benchmarks.
The priority themes from a public-sector client's perspective need to
be consistent with the key policies that contribute to the political vision
of the investment and, similarly, from a private-sector client's perspec-
tive the themes need to be consistent with company public-relations
values. These priority themes are often the fi rst stage in identifying and
prioritising the value criteria that underpin the vision and values of a
construction programme. Under each of these priority themes, more
detailed critical success factors can be devised to meet the aims of a
client's programme.
Measures including key performance indicators
A scorecard of a number of key objectives and underlying values is used
to monitor performance across the 'triple bottom line'. It is essential
that these values are clearly communicated during the procurement
process and that the selection of the supply chain is based on its
ability to deliver them. The alignment of the values and objectives
of both client and supply chain facilitates the achievement of the
stated values.
At a strategic level a major global event or programme such as London
2012 can be benchmarked against other programmes delivered by
the construction industry, utilising the available Constructing Excel-
lence industry KPIs. These KPIs cover the three aspects of the triple
bottom line.
Construction KPI measures of economic sustainability
• Client satisfaction - product
• Client satisfaction - service
• Defects
• Predictability - cost
• Predictability - time
• Construction time
• Construction cost
• Safety
• Productivity
• Profi tability.
