A systematic measurement framework for the Malaysian construction industry is essential to enable the industry to monitor its progress towards achieving the goals set out in the Construction Industry Master Plan 2006-15. The objectives were to develop a comprehensive set of performance measures...

Many clients nowadays scrutinize consultants' performance carefully before determining which company should be awarded a consultancy assignment. Despite that, evaluating the performance of an engineering consultant is seldom conducted in a systematic manner, as every assessor has his/her own...

All construction projects in Hong Kong have in common a cast of key contract participants, consisting of clients, consultants (designers) and contractors. The aim of this research is to examine, from different points of view, these practitioners in regard to the importance of perceived...

The changing trends in the Asian construction sector are creating both new opportunities for and threats to the domestic construction organizations. To improve the competitiveness of these organizations, senior managers are tasked with the responsibility of selecting and implementing improvement...

In the Libyan construction industry, the supervising engineer plays an important role in checking time schedules and protecting the client from delays and associated claims but there is no existing means of determining their proficiency in performing this task. A list of factors identifying a...

Subcontractors handle a major portion—about 85%—of all construction projects in the building industry. The ability of the main contractor and consultants to deliver the project within time, quality and cost targets depends largely on the performance of the subcontractors. Selection of...

For project control during construction, evaluating the performance of contractors is usually established through progress measurement that compares the actual performance to the planned performance. Corrective actions and/or performance penalties are then established as relative measures that...

Although poor project management (PM) performance on construction projects and limitations in PM practices continue to be reported, there has been little research specifically focused on comparing perceptions of PM performance and practices of the construction business sector with other sectors...

The research presents the development of the knowledge value-adding model (KVAM) for quantitative performance measurement of the community of practice (CoP) of the knowledge management system (KMS) in an A/E consulting firm. The proposed KVAM combines several existing KM theories including...