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Duncan, R I and Mortimer, J (2007) Race equality and procurement: an investigation into the impact of race equality policy on the procurement of Black and Minority Ethnic (BME) contractors and consultants in the Welsh social housing sector. Construction Management and Economics, 25(12), 1283–93.

Goulding, J, Sexton, M, Zhang, X, Kagioglou, M, Aouad, G F and Barrett, P (2007) Technology adoption: breaking down barriers using a virtual reality design support tool for hybrid concrete. Construction Management and Economics, 25(12), 1239–50.

Gray, C and Davies, R J (2007) Perspectives on experiences of innovation: the development of an assessment methodology appropriate to construction project organizations. Construction Management and Economics, 25(12), 1251–68.

Sang, K J C, Dainty, A R J and Ison, S G (2007) Gender: a risk factor for occupational stress in the architectural profession?. Construction Management and Economics, 25(12), 1305–17.

Styhre, A and Josephson, P-E (2007) Coaching the site manager: effects on learning and managerial practice. Construction Management and Economics, 25(12), 1295–304.

Wang, N and Horner, M (2007) CSI model for estimating road maintenance projects. Construction Management and Economics, 25(12), 1269–81.

Yeung, J F Y, Chan, A P C, Chan, D W M and b, L K L (2007) Development of a partnering performance index (PPI) for construction projects in Hong Kong: a Delphi study. Construction Management and Economics, 25(12), 1219–37.

  • Type: Journal Article
  • Keywords: Key Performance Indicators (KPIs); Partnering Performance Index (PPI); Delphi method; Delphi study; Hong Kong
  • ISBN/ISSN: 0144-6193
  • URL: http://www.informaworld.com/openurl?genre=article&issn=0144-6193&volume=25&issue=12&spage=1219
  • Abstract:
    Over the past decade, research studies on benefits, critical success factors, difficulties, process, conceptual and theoretical models of construction partnering have been ubiquitous in the construction management discipline. In fact, there is adequate evidence that an increasing number of client organizations are adopting a partnering approach to undertake their building and construction projects both locally and worldwide during the last decade. With the perceived benefits that partnering brings about, research into Key Performance Indicators (KPIs) to evaluate the success of partnering projects in construction becomes vital as it can help set a benchmark for measuring the performance level of partnering projects. However, although there are some related studies and papers on this research area, few, if any, comprehensive and systematic studies focus on developing a comprehensive, objective, reliable and practical performance evaluation model for partnering projects. A model has been developed using the Delphi survey technique to objectively measure the performance of partnering projects in Hong Kong based on a consolidated KPIs' conceptual framework previously developed for partnering projects. Four rounds of Delphi questionnaire survey were conducted with 31 construction experts in Hong Kong. The results reveal that the top seven weighted KPIs to evaluate the success of partnering projects in Hong Kong were: (1) time performance; (2) cost performance; (3) top management commitment; (4) trust and respect; (5) quality performance; (6) effective communications; and (7) innovation and improvement. A statistically significant consensus on the top seven weighted KPIs was also obtained. Finally, a composite Partnering Performance Index (PPI) for partnering projects in Hong Kong was derived to provide an all-round assessment of partnering performance. Different partnering projects can now be assessed on the same basis for benchmarking purposes. Construction senior executives and project managers can thus use the Index to measure, evaluate and improve the performance of their partnering projects to strive for construction excellence. Although the PPI was developed locally in Hong Kong, the research method could be replicated in other parts of the world to produce similar indices for international comparison. Such an extension would aid the understanding of managing partnering projects across different geographic locations.