Establishing a Performance Index for Construction Project Managers

Cover
Half Title
Title Page
Copyright Page
Table of Contents
List of figures
List of tables
Preface
Acknowledgements
List of abbreviations
1 Construction project manager: role and practices
	1.1 Introduction
		1.1.1 Project management
		1.1.2 Waterfall project management
		1.1.3 Agile project management
		1.1.4 Lean project management
	1.2 Construction project management and its peculiarities
		1.2.1 Role of construction project manager vis-à-vis other stakeholders
	1.3 General challenges of CPM
	1.4 Challenges of CPM in Indian construction industry
	1.5 Process of construction project management followed in India
	1.6 Validation of need for construction management performance
	1.7 Prevailing practice of project management in construction
	1.8 Inferences
2 Performance assessment of construction project managers: practices and challenges
	2.1 Introduction
	2.2 Limitations of existing standards
	2.3 Practice of CPM in private sector in India: who, where from, and what he/she does
	2.4 Practice of CPM in public sector in India: who, where, from, and what he/she does
	2.5 Existing body of knowledge for competence development
		2.5.1 Project manager competency development framework by PMI
		2.5.2 Association of project management competency framework
		2.5.3 Australian Institute of Project Management (AIPM) professional competency management standards
		2.5.4 Complex project manager competency standards
		2.5.5 360-degree perspective from stakeholders
	2.6 Performance versus competence
	2.7 Qualification
	2.8 Skill
	2.9 Processes
	2.10 Competence
	2.11 Barriers in performance
	2.12 Way ahead through performance assessment
	2.13 Role, responsibility, and accountability
	2.14 Value addition through construction project managers
	2.15 Inferences
3 Performance index for construction project managers
	3.1 Introduction
	3.2 Concept of value drivers performance index (VDPI)
	3.3 Deriving variables for VDPI
	3.4 Quantification process
		3.4.1 Performance indicators and their determinants
	3.5 Evaluation process of VDPI
		3.5.1 Multicollinearity of performance indicators
		3.5.2 Relationship of variables across project lifecycle
		3.5.3 Limitations
	3.6 Application of VDPI
		3.6.1 Process flow for VDPI hardware interface
	3.7 Inferences
4 Value driven performance assessment of construction project managers
	4.1 Introduction
	4.2 Performance indicators
		4.2.1 Need for performance indicators
		4.2.2 Meaning of performance indicators
		4.2.3 Traditional project performance indicators
		4.2.4 Use of performance indicators
		4.2.5 Time management performance indicators and determinants
		4.2.6 Cost management performance indicators and determinants
		4.2.7 Scope management performance indicators and determinants
		4.2.8 Contract management performance indicators and determinants
		4.2.9 Design management performance indicators and determinants
	4.3 Inferences
5 Threshold performance level for time management performancer
	5.1 Introduction
	5.2 Criterion for defining five levels of threshold performance
	5.3 Classification of time performance threshold levels
		5.3.1 Planning work coordination (W[sub(11)])
		5.3.2 Effective schedule control (W[sub(12)])
		5.3.3 Risk forecasting (W[sub(13)])
		5.3.4 Effective resource planning (W[sub(14)])
		5.3.5 Controlling delays (W[sub(15)])
	5.4 Inferences
6 Threshold performance level for cost management performance
	6.1 Introduction
	6.2 Classification of cost performance threshold levels
		6.2.1 Effective cash flow management (W[sub(21)])
		6.2.2 Controlling budget variance (D[sub(22)])
		6.2.3 Managing risk contingencies (D[sub(23)])
		6.2.4 Controlling cost overruns (D[sub(24)])
	6.3 Inferences
7 Threshold performance level for scope management performance
	7.1 Introduction
	7.2 Classification of scope performance threshold levels
		7.2.1 Coordinated scope planning (W[sub(31)])
		7.2.2 Effective stakeholder involvement (W[sub(32)])
		7.2.3 Monitoring project deliverables (W[sub(33)])
		7.2.4 Controlling scope creep (W[sub(34)])
	7.3 Inferences
8 Threshold performance level for contract management performance
	8.1 Introduction
	8.2 Classification of contract management performance threshold levels
		8.2.1 Risk-sensitive procurement planning (W[sub(41)])
		8.2.2 Planning contractual obligations (W[sub(42)])
		8.2.3 Managing contractual obligations (W[sub(43)])
		8.2.4 Effective claim management (W[sub(44)])
		8.2.5 Planning contract closeout (W[sub(45)])
	8.3 Inferences
9 Threshold performance level for design management performance
	9.1 Introduction
	9.2 Classification of design performance threshold levels
		9.2.1 Establishing stakeholder engagement processes (D[sub(51)])
		9.2.2 Establishing need centric design process (D[sub(52)])
		9.2.3 Establishing decision-making hierarchy (D[sub(53)])
		9.2.4 Resolving conflicting interests (D[sub(54)])
		9.2.5 Effective planning for scope creep (D[sub(55)])
		9.2.6 Resolving time-cost impact (D[sub(56)])
	9.3 Inferences
10 Way forward through complexity linkage
	10.1 Introduction
	10.2 Conclusion and way forward through complexity linked with VDPI
		10.2.1 Concept of project complexity indicator (PCI)
		10.2.2 Convergence of VDPI and PCI
		10.2.3 PCI calculation methodology
		10.2.4 Process of deriving variables for PCI equation
		10.2.5 Level of complexity / PCI range
	10.3 Inferences
Index