Measuring the effect of project management on construction outputs - a new approach
By: BROWN, Andrew
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Contributor(s): ADAMS, John.
Material type: 
ArticlePublisher: oct. 2000Subject(s): Avaliação de Desempenho | Organização | Eficácia da gestãoInternational Journal of Project Management 18, 5, p. 327-335Abstract: The precise nature of the influence that project management has upon building project performance in terms of time, cost and quality outputs is not well defined. in this paper we present a new approach to the measurement of the effect of Building Project Management (BPM) on these key outputs usig 15 "cases" derived from UK data. Within the UK construction industry there is doubt as to the added value of BPM. We argue that it is essential that an objective analysis of the value added potential of BPM is undertaken with a view to emonstrating whether BPM in the UK does or does not improve the efficiency ot the construction process and thereby add value to the output. The modelling strategy adopted attempts to achieve this. The evaluation undertaken in this paper demonstrates tha BPM as it is presently implemented in the UK fails to perform as expected in relation to the three predominanat performance evaluation criteria, time, cost and quality. If these criteria are considered to be joint products, the results presented suggest that BPM does not represented added value for UK construction clients
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The precise nature of the influence that project management has upon building project performance in terms of time, cost and quality outputs is not well defined. in this paper we present a new approach to the measurement of the effect of Building Project Management (BPM) on these key outputs usig 15 "cases" derived from UK data. Within the UK construction industry there is doubt as to the added value of BPM. We argue that it is essential that an objective analysis of the value added potential of BPM is undertaken with a view to emonstrating whether BPM in the UK does or does not improve the efficiency ot the construction process and thereby add value to the output. The modelling strategy adopted attempts to achieve this. The evaluation undertaken in this paper demonstrates tha BPM as it is presently implemented in the UK fails to perform as expected in relation to the three predominanat performance evaluation criteria, time, cost and quality. If these criteria are considered to be joint products, the results presented suggest that BPM does not represented added value for UK construction clients
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