Relevant bibliographies by topics / Project performance evaluation

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Project performance evaluation'

Author: Grafiati
Published: 4 June 2021
Last updated: 8 February 2022

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Journal articles on the topic "Project performance evaluation"

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Kärnä, Sami, and Juha-Matti Junnonen. "Designers’ performance evaluation in construction projects." Engineering, Construction and Architectural Management 24, no. 1 (January 16, 2017): 154–69. http://dx.doi.org/10.1108/ecam-06-2015-0101.

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Purpose In a construction project, “participants’ satisfaction” is one of the main dimensions used for measuring the successfulness of a project. Designers perform a major role in attaining the project goals and managing project complexity during production. The purpose of this paper is to examine the designers’ performance as evaluated by the main participants: the client, the project consultant/manager and the main contractor, and to identify the main success factors of designer performance using the participants’ evaluation. The study also aims to examine how the economic size of a project affects the project participants’ assessment of the designer’s performance. It is assumed that as the size of a project increases, so does the complexity of the project, which will affect the scope of work and demands on the designers’ operational performance for the specific project level. Design/methodology/approach The Finnish project evaluation and benchmark database was used in this study as empirical data. The quantitative data consists of surveys on the project level and are based on a multi-dimensional standard evaluation wherein the main participants evaluate each other’s performances. The client, project consultant and main contractor evaluated the designer’s performance. The data of the study consisted of a total of 892 evaluations. ANOVA analysis was used to examine the differences between the project participants’ assessments based upon the different economic sizes of the projects. Findings Contractors were satisfied with the designers’ performance in small projects, whereas the client and the project consultant/manager rated the designers’ performance most successful in large projects. This result may be due to small projects are typically simple and less complex, in which case design solutions are generally well-defined. Nonetheless, the participants’ level of satisfaction follows the same factors. The main problems in the designers’ performance were related to the design content: the flawlessness and comprehensiveness, as well as the compatibility and consistency of designs. These factors were emphasized particularly in the client’s low satisfaction of the designer’s performance. However, project participants were satisfied with the collaboration with designers; however, room for improvement could be found in internal communication and collaboration within the design teams. The findings illustrated that the assessment of the success rate of a project was party-specific, which was clearly affected by the size of the project, as large projects appeared to be more complex than smaller ones. Practical implications The findings suggested that there is a need to develop project-specific practices in managing multidisciplinary design teams. Additionally, particularly in large projects, designers should focus more on solving problems and design requirements occurring at the construction site. However, this should be implemented in such a way that this does not interfere with the design activities conducted with the client and project management. While client satisfaction is low in the small projects, designers should focus more on customer-oriented methods to serve client needs better. Originality/value In construction project management studies, there is a need to measure the importance that various participants assign to different success factors. Since project success factors depend on project type, a more project-specific approach is suggested to identify the main parameters for measuring project success. This study provides a holistic approach of the designers’ performance, which contributes to the theory of project success and designers’ performance improvement.
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Podjavo, Inga, and Solvita Berzisa. "PERFORMANCE EVALUATION OF SOFTWARE DEVELOPMENT PROJECT TEAM." Environment. Technology. Resources. Proceedings of the International Scientific and Practical Conference 2 (June 15, 2017): 118. http://dx.doi.org/10.17770/etr2017vol2.2543.

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The necessity of finding the connection between the planning, decision making, actions and results create project management interest to an evaluation of the project team performance. By analyzing the team performance, determining successful projects and assessing results, members of such project will have the necessary information to avoid failures, to monitor the progress, to compare similar projects and move to defined goals. The objective of this paper is to provide guidelines for evaluation of the project team performance in the software development project. This paper summarizes measures for evaluation of the team performance, an evaluation objectives and it benefits as well as factors that may have an influence on the team performance. Demonstration example of the guideline usage has been provided.
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Kärnä, Sami, and Juha-Matti Junnonen. "Benchmarking construction industry, company and project performance by participants’ evaluation." Benchmarking: An International Journal 23, no. 7 (October 3, 2016): 2092–108. http://dx.doi.org/10.1108/bij-05-2015-0050.

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Purpose The construction industry needs effective methods for gathering and utilizing performance information on industry, company and individual project levels. Such benchmarking (BM) information can be collected from project participants’ bi-directional evaluations of each other’s performance during construction projects. The purpose of this paper is to present the method and discuss the features of a multi-company project evaluation system as a BM tool. Also the accumulated results, based on the extensive BM database in the Finnish construction industry, are investigated. Design/methodology/approach The web-based project evaluation tool was established in 2007 as a joint research project between the Helsinki University of Technology, construction organizations and main associations widely representing the construction industry in Finland. The evaluation method is based on soft, subjective measures, such as client satisfaction and project participants’ satisfaction. The empirical observations of the study are based on over 5,500 evaluations during which the BM system was used in the Finnish construction industry. Findings The use of the evaluation is presented as a multi-level BM tool to evaluate the performance of different discipline groups on project, company and industry levels. The Finnish case shows an example of the industry-level performance BMs of project consultants, main contractors, sub-contractors and architects/designers. The BM categories include project management, staff, collaboration and project goal accomplishment. According to the results, the participants are satisfied with each other’s performance. However, main development targets in the Finnish industry are related to risk management and managing design. Also, the development of sub-contractors’ selection procedures will contribute to the performance of the industry. Research limitations/implications The industry-level feedback is linked to the Finnish construction industry. Similar studies in other countries would enable international comparisons. Practical implications Client satisfaction and project participants’ satisfaction have been identified as one of the key factors affecting project success. With the help of mutual project evaluation, different BMs enable organizations to monitor their performance and to improve their operations in various areas. They also make it possible to position an organization’s performance in comparison to the competitors and help to perceive black spots in the process on project level. As a common system for the parties in the industry, the project evaluation BM system promotes quality improvement, customer orientation and collaboration between participants. Social implications Project evaluation between the project participants’ enhance collaboration and mutual learning. Originality/value Multi-company project evaluation is a new and promising topic in performance measurement which holds potential for performance improvement through the utilization of network information and team dynamics. The study presents its wider utility as the basis of national, company and project BM.
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Yao, Jianrong, and Jin Liu. "E-Government Project Evaluation." Journal of Electronic Commerce in Organizations 14, no. 1 (January 2016): 11–23. http://dx.doi.org/10.4018/jeco.2016010102.

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Due to the large amount of investment in e-government projects, a series of e-government project performance evaluation index systems with strong maneuverability and synthesis are come up with to pilot sound development of e-government. It is one's responsibility to reconsider giant projects and update knowledge about it. This paper is mainly talking about the construction of e-government projects performance evaluation from the view of financial, user, internal process and learning and growth which are the core elements of the balanced scorecard. Using AHP to calculate the weight of each index and figure out the final score of a project. After analyzing the weaknesses of AHP, the method of minimum range and GA is put forward to prefect some weight values and make the appraisal result more impersonal and convincing.
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Xu, Zhao, Xiang Wang, Ya Xiao, and Jingfeng Yuan. "Modeling and performance evaluation of PPP projects utilizing IFC extension and enhanced matter-element method." Engineering, Construction and Architectural Management 27, no. 8 (April 19, 2020): 1763–94. http://dx.doi.org/10.1108/ecam-08-2019-0429.

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PurposeThere is often a lack of accurate performance evaluation in Public–Private Partnership (PPP) projects. It is a challenging issue to effectively use Building Information Modeling (BIM) for PPP project performance evaluation. The objective of this study is to develop a PPP project performance evaluation model based on Industry Foundation Classes (IFC) and an enhanced matter-element method to more precisely evaluate PPP project performance.Design/methodology/approachThe performance evaluation of PPP projects in the construction and operation period was explored. The PPP project performance evaluation indicator system was first established based on a literature review and PPP project practice. Then, the evaluation indicator information was expressed through IFC mapping and extension. After that, an IFC-based PPP project performance evaluation model was developed, and a case study was provided to validate the use of the proposed performance evaluation model.FindingsThe results of the case study show that the proposed approach can accurately and efficiently evaluate PPP projects, and it could favorably contribute to performance evaluation in PPP projects.Research limitations/implicationsThis study only concerns the performance evaluation of one type of PPP project. Further research is required to study different types of PPP projects; the model needs to be more efficient and intelligent.Originality/valueThe performance evaluation of PPP projects utilizing IFC extension and the enhanced matter-element method provides guidance for the government and private parties to accurately and efficiently evaluate PPP project performance.
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Xie, Na, Chenglong Chu, Xiaoye Tian, and Lei Wang. "An Endogenous Project Performance Evaluation Approach Based on Random Forests and IN-PROMETHEE II Methods." Mathematical Problems in Engineering 2014 (2014): 1–11. http://dx.doi.org/10.1155/2014/601960.

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In order to identify the best or poorest alternative project by an overall ranking result in the scenario of assessing multiple infrastructure projects, multicriteria decision aid methods need to be incorporated into evaluating project performance. Most previous methods for assessing infrastructure project performance may not be applicable to frequent cases with numerous evaluation criteria but inadequate observation data. This paper proposed an objective performance evaluation approach from annual field-survey data through Random Forests and IN-PROMETHEE II methods together. Random Forests method is employed to predict performance values under selected criteria as the single-valued performance scores. IN-PROMETHEE II method is further developed to quantify the preference index among different projects under each criterion. By calculating a weighted average of single-criterion preference index, the multicriteria preference index can be obtained to determine the ultimate ranking of alternative projects. A comprehensive empirical study reveals that this approach is able to successfully avoid subjective bias. It is helpful in tracing decisive factors of project performance for practical projects in multicriteria cases. The analysis results have proved that the proposed method can be widely used in performance evaluation of complicated infrastructure projects.
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Dye, Ronald A. "Relative Performance Evaluation and Project Selection." Journal of Accounting Research 30, no. 1 (1992): 27. http://dx.doi.org/10.2307/2491090.

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Fuya, Cai, Mo Jiaxin, Xie Lizi, and Ye Hao. "Research on Performance Management of PPP Project in China." Research in Economics and Management 6, no. 1 (February 17, 2021): p96. http://dx.doi.org/10.22158/rem.v6n1p96.

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PPP (Public-Private Partnership) project performance management refers to the project management activities such as performance targets and indicators management, performance monitoring, performance evaluation and result application in the whole life cycle of PPP project. At present, under the background that most PPP projects have started, constructed and operated one after another, strengthening the performance management of PPP projects has become the focus of attention of all parties. This paper sorts out the general situation of PPP project performance evaluation management based on questionnaires and expert interviews, discusses and analyzes the key points of PPP project overall performance, success factors, problems in project implementation, clearing out of library, application of performance evaluation results, and future development trend, and puts forward opinions and suggestions to guide all parties to standardize the implementation of PPP projects in the next step.
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Li, Hongbo, Bowen Yao, and Xin Yan. "Data-Driven Public R&D Project Performance Evaluation: Results from China." Sustainability 13, no. 13 (June 25, 2021): 7147. http://dx.doi.org/10.3390/su13137147.

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In public R&D projects, to improve the decision-making process and ensure the sustainability of public investment, it is indispensable to effectively evaluate the project performance. Currently, public R&D project management departments and various academic databases have accumulated a large number of project-related data. In view of this, we propose a data-driven performance evaluation framework for public R&D projects. In our framework, we collect structured and unstructured data related to completed projects from multiple websites. Then, these data are cleaned and fused to form a unified dataset. We train a project performance evaluation model by extracting the project performance information implicit in the dataset based on multi-classification supervised learning algorithms. When facing a new project that needs to be evaluated, its performance can be automatically predicted by inputting the characteristic information of the project into our performance evaluation model. Our framework is validated based on the project data of the National Natural Science Foundation of China (NSFC) in terms of four performance measures (i.e., Accuracy, Recall, Precision, F1 score). In addition, we provide a case study that applies our framework to evaluate the project performance in the logistics and supply chain area of NSFC. In conclusion, this paper contributes to the body of knowledge in sustainability by developing a data-driven method that equips the decision-maker with an automated project performance evaluation tool to make sustainable project decisions.
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Hu, Fang, Lin Li, and Zhi Hua Liu. "Research on Government Investment in Public Project Performance Evaluation Model under Low-Carbon Economy." Applied Mechanics and Materials 121-126 (October 2011): 4105–11. http://dx.doi.org/10.4028/www.scientific.net/amm.121-126.4105.

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Researches on the method of the performance evaluation of government investment in public project are mainly embodied in indicator system. However, these models do not attach importance to the applicability. So, it causes lack of suitable evaluation model for evaluating the projects of government investment in public project in Low-Carbon Economy. Therefore, this article in accordance with the characteristics of this investment in public projects, combined the gray relational analysis method, fuzzy comprehensive evaluation method and stepwise discriminate analysis method with their respective advantages to develop a new algorithm——GFS algorithm. Using the GFS algorithm can do discriminate analysis for a new investment project. Practice shows that the GFS algorithm has a good effect. It can provide the theoretical basis for decision-making of senior government managers.
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Dissertations / Theses on the topic "Project performance evaluation"

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Bower, Douglas, and not supplied. "New Directions in Project Performance and Progress Evaluation." RMIT University. Property, Construction and Project Management, 2007. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20080130.135140.

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Dr. Bower confirmed that earned value management (EVM) is not widely adopted, and that many project managers see the methodology as being overly complex and difficult to implement. He identified several serious challenges associated with conventional EVM.and addressed the first issue by creating a new theoretical concept called Assured Value Analysis (AVA). This add-in process provides two new measures, permitting improvements to EVM that take into account the added certainty provided through procurement. Assured Value (AV) represents the budget for a future signed contract, and Expected Cost (EC) represents the agreed cost of that contract. Those measures permit the calculation of a Total Cost Variance that includes not only cost deviations to date, but also future ones to which the project team is already committed. AVA also allows conventional EVM formulae to take into account the Assured Value and Expected Cost of future signed agreements. A simple notional project is used to demonstrate the implementation of AVA. He resolved the remaining challenges and issues through realising that the isolation of project phases would provide a simplified but more dependable methodology, one that also provides features not found in conventional EVM. Significant milestones are normally planned to occur at the end of a project phase. By assessing project performance only at the end of each completed phase, performance calculations are significantly simplified.. His new technique, Phase Earned Value Analysis (PEVA) simplifies the calculation of PV, EV and AC, and also provides benefits that are not possible with EVM. Since the planned and actual phase completion dates are known, an intuitively simple but accurate time-based schedule variance and schedule performance index (i.e. SVP and SPIP) can be measured. PEVA also permits the forecasting of future phase end cost figures and phase completion dates using the phase CPI and SPI ratios. Since PEVA employs data points having specific x axis and y-axis values, those can be readily plotted and trend lines identified with standard spreadsheet functions. This is a powerful feature, as it allows key project stakeholders to visualise emerging project performance trends as each phase is completed. Finally, he successfully combined the AVA and PEVA concepts, resulting in a new EVM methodology - Phase Assured Value Analysis (PAVA) - which takes into account the assurance provided by procurement, simplifies the calculation of earned value through phases, and provides powerful forecasting and charting features. He validated this new combined approach in multiple respects. The new AVA and PEVA formulae were rigorously established and confirmed through standard algebraic procedures. The formulae were tested in sample project situations, to clearly demonstrate their functions. He argues that the PAVA approach conforms to the 32 criteria established in the United States for full EVM compliance. He presented AVA and PEVA to critical audiences at major project management conferences in North America and the UK, as well as several gaining expert criticism from organisations and practitioners. Finally, he used archived cost and schedule records to retrospectively test the combined PAVA methodology on a significant office facilities and technology program.
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Curry, Victoria Jean. "Traditional and self performance evaluation scores as predictors of employee tenure." CSUSB ScholarWorks, 1994. https://scholarworks.lib.csusb.edu/etd-project/813.

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The research involved a small sample from one part of the United States, Southern California, and also one profession, publishing. The results may not be generalized to employees in different industries.
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LaFond, Karen A. "The evaluation of project management performance on two software maintenance projects based on a CMMI framework." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2006. http://library.nps.navy.mil/uhtbin/hyperion/06Jun%5FLaFond.pdf.

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Thesis (M.S. in Software Engineering)--Naval Postgraduate School, June 2006.
Thesis Advisor(s): Man-Tak Shing, Russell H. Menko. "June 2006." Includes bibliographical references (p. 89-90). Also available in print.
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Strand, Johanna, and Shenner Kotlji. "An Evaluation of Sourcing Strategies’ Relationship with Software Development Project Performance." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-19645.

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Background: The rapid improvement of technological infrastructure over the past three decades have led to increased connectivity and communication possibilities. This has allowed firms to develop sophisticated firm-specific governance structures with the use of different sourcing strategies. The main objectives have been to cut costs and gain competitive advantages by outsourcing activities offshore to developing countries or third-party vendors. The decision to outsource has its roots in the classical transaction cost theory and resource-based view. Some outsourcing partnerships have resulted in failures while others in success stories. The stories are evident in the software industry as the industry is highly susceptible to sourcing strategies, hence outsourcing is often used in global software development (GSD) projects. Firms engage in GSD with the ultimate goal of producing products faster, at a low-cost, and of high quality. In spite of this, GSD projects face huge challenges in terms of geographical-, temporal-, and cultural distances while the added complexity and issues associated with different sourcing strategies amplifies these challenges. The use of different sourcing strategies in GSD projects has not received as much attention as the debate about whether co-located or distributed teams perform better. Objective: The objective of this thesis is to explore how outsourcing, insourcing, and the combination of both in a co-located and distributed development setting relates to the software development project performance measured in terms of quality and productivity. The aim is to enrich and add to the scarce literature of global software development project performance in relation to sourcing strategies and when these are combined in projects. Method: In this thesis, we employed a case study at a software firm which engages in large-scale global software development projects. A total of 64 projects were selected for the study and data was collected primarily from archival documents where we made use of management documents and code databases. The data analysis was conducted using statistical tests in SPSS to investigate relationships and differences in quality and productivity for the four strategies. Results: The results revealed a statistically significant difference in quality among the sourcing strategies. Insourcing projects are associated with the highest quality followed by outsourcing projects and co-located mixed sourcing projects. Distributed mixed sourcing projects are generating the lowest quality. Although not statistically significant, distributed mixed sourcing projects are the most productive strategy followed by outsourcing projects, insourcing projects and lastly co-located mixed sourcing projects Conclusions: The recent trends in GSD which indicate that many companies turn back to insourcing after outsourcing is justified in our results as insourcing projects displays the highest quality. While outsourcing projects have been associated with poor quality and productivity, our findings suggest they are very competitive in terms of both. The mix of internal employees and third-party consultants in a co-located and distributed setting is associated with lower quality while poor productivity is only attributed to the co-located case.
Bakgrund: Teknikens framfart över de tre senaste decenierna har lett till ökade anslutnings- och kommunikationsmöjligheter. Detta har möjliggjort för företag att utveckla sofistikerade företagsspecifika stryelsestrukturer med använding av olika sourcing strategier. Det huvudsakliga målet med att outsourca olika aktiviteter till utvecklingsländer eller tredjepartsleverantörer har varit att minska kostnader och att erhålla konkrurrensfördelar. Belsutet om att outsourca aktiviteter i ett företag är resursbaserat och grundar sig i den klassiska transaktionskostnadsteorin och resursbaserade teorin (resource-based view). Somliga partnerskap har resulterat i misslyckanden, andra i framgångssagor. Många av dessa har åstadkommits inom mjukvaruindustrin då industrin är mottaglig för olika sourcing strategier, bland annat används outsourcing mycket i globala mjukvaruutvecklingsprojekt. IT-företagen bedriver globala mjukvaruprojekt med de slutgiltliga målet att producera snabbare till ett lägre pris och en högre produktkvalitet. Trots detta uppstår ofta utmaningar när de gäller geografiska, tidsmässiga eller kulturella avstånd där nyttjandet av sourcing strategier adderar ytterligare ett lager av komplexitet. Majoriteten av uppmärksamhet har riktats mot hur samlokaliserade eller distrubuerade projekt presterar medan nyttjandet av sourcingstrategier i globala mjukvaruutvecklingsprojekt har fått mindre uppmärksamhet.      Syfte: Syftet är att undersöka hur outsourcing, insourcing och en kombination av de två i en samlokaliserad eller distrubuerad miljö relaterar till mjukvaruutvecklingsprojkets prestanda i termer om produktivitet och kvalitet. Målet är att berika och addera kunskap till en knapp litteratur om prestanda för globala mjukvaruutvecklingsprojekt med avseende på sourcing strategier när dessa tillämpas i en kombination. Metod. En fallstudie har bedrivits på ett mjukvaruutvecklingsföretag som arbetar med globala storskaliga mjukvaruutvecklingsprojekt. Totalt har 64 projekts blivit utvalda, analyserade och grupperade i fyra olika sourcing strategier. Sekundärdata samlades primärt in från interna företagsarkiv såsom företagets interna databaser och projektledarverktyg. Intervjuer har också genomförts med två projektledare för att få en mer djupgående förståelse av projekten och för att välja ut projekten baserat på våra krav. Dataanalysen genomfördes via statistiska tester i SPSS. Resultat: Resultatet visade en signifikant skilland i kvalitet mellan sourcing strategierna. Insourcingprojekt visade sig bidra med högst kvalitet följt av outsourcing och mixad samlokaliserad sourcing projekt. Signifikat lägst kvalitet hade mixad distrubuerad sourcing. Trots icke-signifikanta resultat, visade det sig att produktiviteten var som högst i mixad distribuerad sourcing projekt följt av outsourcing, mixad samlokaliserade sourcing och insourcing projekt. Slutsats: De senaste trenderna inom global mjukvaruutveckling indikerar på att många företag återvänder till insourcing efter outsourcing är motiverade i vårt resultat eftersom insourcing projekt resulterar i högre kvalitet. Trots att outsourcingprojekt har förknippats med låg kvalitet och produktivitet tyder våra resultat på att de är mycket konkurrenskraftiga. Slutligen är mixen av internanställda och tredje part konsulter i en samlokaliserad och distrubuerad miljö förknippad med en sämre kvalitet, och i de samlokaliserade fallet även sämre produktivitet.
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Mettrick, Jon George. "Test anxiety and coping with evaluation." CSUSB ScholarWorks, 1998. https://scholarworks.lib.csusb.edu/etd-project/1512.

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Cowley, Nicole Christine. "Politics and directors' performance evaluation: Perceptions of senior student affairs officers and directors." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2806.

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The purposes of this study were to determine whether directors and the senior student affairs officers who supervise them perceive the formal performance evaluation process to be accurate, fair, and meaningful, and whether they perceive the process to be influenced by the politics involved in the position.
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Hasan, Norlena. "Developing a balanced scorecard model for evaluation of project management and performance." Thesis, University of Birmingham, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.494604.

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Njoku, Anthony I. "Evaluation of the impact of adherence to project governance principles on the outcome of large infrastructure projects implemented in developing economies with Nigeria as an example." Thesis, University of Bradford, 2014. http://hdl.handle.net/10454/13823.

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There is a strong perception that large infrastructure projects (LIPs) implemented in developing economies fail to meet their original estimations and specifications more than those implemented in developed economies. This situation results in weak infrastructural development in developing economies, which, has been associated with the poor industrial development in these countries. A literature review confirms that LIPs implemented in Nigeria failed to meet their original estimations and specifications more frequently than LIP implemented in countries such as UK or USA. The root causes identified in the review were mostly related to lack of project governance. Thus, a study of six LIP cases implemented in Nigeria was carried out. Data was generated from 30 senior management staff; 5 from each LIP; using interviews and questionnaires and a weak positivist philosophy was used in analysing this data. The analysis focused on identifying three factors; the adherence level to PGPs; the adherence to Project Management (PM) common practices; and impact of external factors on LIPs. The analysis shows that in projects with strong governance there was a tendency to use more project management tools and techniques and they performed better in meeting the original estimations of time, cost and performance against specification. The analysis also indicates that political, economic, socio-cultural and technological (PEST) factors have adverse effect on adherence to PGPs in Nigeria. This indicates that adhering to PGPs can help in improving the outcome of LIPs implemented in Nigeria, if PEST factors are controlled.
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Gherbal, N. E. M. "The influence and evaluation of the project managers performance in the Libyan construction industry." Thesis, Coventry University, 2015. http://curve.coventry.ac.uk/open/items/9de0a44c-1c2a-4502-a053-6c5eaf5d2bb8/1.

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One of the main capital expenditures is construction projects; these can provide very large profits. These profits can be used for public projects; that are justified by cost-benefit analysis, or private projects; that are justified by budget constraints. Most projects have a very tight financial plan that is part of a large scheme. As projects are very cost intensive one of the main roles of project managers are to estimate total costs and ensure the budget is kept throughout the duration of the project. Libya is a developing country that has a growing construction industry, however, the management of construction projects frequently experiences challenges with time and cost restraints and this affects the overall performance of the project as well as the performance of the project managers. The main aim of this thesis is to investigate and evaluate the factors that impact project manager performance and their ability to complete and deliver projects successfully in Libya. This study will ascertain the role of project managers, the challenges that project managers in Libya frequently encounter the cause of time and cost overruns within construction projects and the main factors for successful construction projects. This research adopted both quantitative and qualitative research methods. The findings are based upon 300 structured questionnaires distributed to general, project managers working on construction sectors in Libya (Tripoli). Completed questionnaires received were 183. This is a response rate of 61%. The data was analyzed by using factor analysis (FA). A statistical analysis was used to confirm and addressed the issues of reliability and validity of the questionnaire survey as a measuring instrument. In addition structured interviews with qualified project managers were used to confirm that the data collected was truly reflective. Upon the data analysis from the questionnaire survey and structured interview that the project manager is the most important factor affecting the success of the project in construction industries Libya, furthermore project manager skills are important component that influence the performance of project manager. Proposed guideline has been adopted for implementation of balanced scorecard in Libya to help construction organisations improved their strategic management system. Finally, the conclusions, key findings, recommendations to industry, limitations of the study, and possible further work in research were discussed.
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Njoku, Anthony Iroegbu. "Evaluation of the impact of adherence to project governance principles on the outcome of large infrastructure projects implemented in developing economies, with Nigeria as an example." Thesis, University of Bradford, 2014. http://hdl.handle.net/10454/13823.

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There is a strong perception that large infrastructure projects (LIPs) implemented in developing economies fail to meet their original estimations and specifications more than those implemented in developed economies. This situation results in weak infrastructural development in developing economies, which, has been associated with the poor industrial development in these countries. A literature review confirms that LIPs implemented in Nigeria failed to meet their original estimations and specifications more frequently than LIP implemented in countries such as UK or USA. The root causes identified in the review were mostly related to lack of project governance. Thus, a study of six LIP cases implemented in Nigeria was carried out. Data was generated from 30 senior management staff; 5 from each LIP; using interviews and questionnaires and a weak positivist philosophy was used in analysing this data. The analysis focused on identifying three factors; the adherence level to PGPs; the adherence to Project Management (PM) common practices; and impact of external factors on LIPs. The analysis shows that in projects with strong governance there was a tendency to use more project management tools and techniques and they performed better in meeting the original estimations of time, cost and performance against specification. The analysis also indicates that political, economic, socio-cultural and technological (PEST) factors have adverse effect on adherence to PGPs in Nigeria. This indicates that adhering to PGPs can help in improving the outcome of LIPs implemented in Nigeria, if PEST factors are controlled.
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Books on the topic "Project performance evaluation"

1

Fundamentals of project performance measurement. San Diego, Calif: San Diego Pub. Co., 1992.

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Cuelho, Eli Vincent. Evaluating concrete bridge deck performance: Final project report. Helena, Mont: Montana Dept. of Transportation, Research Programs, 2006.

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Quek, See Hean. Evaluation of CMA771 Omega receiver performance on Project CESAR. Fredericton, N.B: Dept. of Surveying Engineering, University of New Brunswick, 1985.

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United States. Federal Highway Administration. Distress identification manual for the long-term pavement performance project. [McLean, VA]: U.S. Dept. of Transportation, Federal Highway Administration, 2003.

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Isham, Jonathan. Does participation improve performance?: Empirical evidence from project data. Washington, DC: World Bank, Office of the Vice President, Development Economics, 1994.

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Korra, Antenane. Evaluation study on the performance of the IEC Project of FGAE. Addis Ababa: Family Guidance Association of Ethiopia, Research and Evaluation Unit, 1993.

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Shumaker, Nancy Clarke. The California driver performance evaluation project: An evaluation of the current driver licensing road test. [Sacramento]: California Dept. of Motor Vehicles, Division of Program and Policy Administration, Research and Development Section, 1994.

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Hagge, Robert A. The California driver performance evaluation project: An evaluation of a new driver licensing road test. [Sacramento]: California Dept. of Motor Vehicles, Division of Program and Policy Administration, Research and Development Section, 1994.

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Implementing the project management balanced scorecard. Boca Raton, FL: CRC Press, 2011.

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Kramer, Steven L. Evaluation of tieback performance: Final technical report, Research Project GC 8719, Task 19, Tieback Performance. [Olympia, Wash.?]: Washington State Dept. of Transportation, Washington State Transportation Commission, Transit, Research, and Intermodal Planning (TRIP) Division in cooperation with the U.S. Dept. of Transportation, Federal Highway Administration, 1993.

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Book chapters on the topic "Project performance evaluation"

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Okada, Katsuyuki, Takashi Hirosawa, Keiko Yoshioka, Koji Hirano, Matao Itoh, Seijun Fukuda, Tohru Utsumi, and Yuji Tanigawa. "Performance Evaluation of TOXBUS." In TRON Project 1990, 347–74. Tokyo: Springer Japan, 1990. http://dx.doi.org/10.1007/978-4-431-68129-8_21.

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Hinata, Jun-ichi, Toyohiko Yoshida, Yuichi Saito, Akira Ohtsuka, Toru Shimizu, and Osamu Tomisawa. "Implementation and Performance Evaluation of the M32/100." In TRON Project 1989, 285–95. Tokyo: Springer Japan, 1988. http://dx.doi.org/10.1007/978-4-431-68102-1_18.

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Sharifi, Azita Sherej, and Azam Rahimi Nik. "Project Balance Evaluation Method (PBE); Integrated Method for Project Performance Evaluation." In Dynamics in Logistics, 693–702. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-23512-7_69.

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Iranmanesh, Seyed Hossein, and Zahra Tavassoli Hojati. "Intelligent Systems in Project Performance Measurement and Evaluation." In Intelligent Techniques in Engineering Management, 581–619. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17906-3_23.

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SanMiguel, Juan C., Álvaro García-Martín, and José M. Martínez. "Performance Evaluation in Video-Surveillance Systems: The EventVideo Project Evaluation Protocols." In Intelligent Multimedia Surveillance, 171–92. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41512-8_9.

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Liu, Chang, Xuemeng Guo, and Rong Men. "Performance Evaluation of Urban Rail Transit PPP Mode Project." In IEIS 2020, 399–412. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-4363-4_30.

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Cao, Hui, and Changfa Xiang. "An Empirical Study on Performance Evaluation of Construction Project Manager." In 2012 International Conference on Information Technology and Management Science(ICITMS 2012) Proceedings, 373–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-34910-2_42.

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Gagliardi, Fabrizio, Bob Jones, Mario Reale, and Stephen Burke. "European DataGrid Project: Experiences of Deploying a Large Scale Testbed for E-science Applications." In Performance Evaluation of Complex Systems: Techniques and Tools, 480–99. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/3-540-45798-4_20.

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Guang, Hui, and Fei Ren. "Study on Extensional Evaluation of Excavation Engineering Project Management Performance on OWA Operator." In Proceedings of the 22nd International Conference on Industrial Engineering and Engineering Management 2015, 675–84. Paris: Atlantis Press, 2016. http://dx.doi.org/10.2991/978-94-6239-177-2_69.

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Le, Chau, Tuyen Le, and H. David Jeong. "Geographic Information Systems (GIS) Based Visual Analytics Framework for Highway Project Performance Evaluation." In Advances in Informatics and Computing in Civil and Construction Engineering, 719–24. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-00220-6_86.

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Conference papers on the topic "Project performance evaluation"

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Zijiang Yang, Guangzao Huang, and Xing Tan. "DEA evaluation of health project performance." In 2015 IEEE International Conference on Progress in Informatics and Computing (PIC). IEEE, 2015. http://dx.doi.org/10.1109/pic.2015.7489905.

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Fajar Sitohang, Yohanes, Devi Pratami, and Achmad Fuad Bay. "Competency Evaluation of Project Manager Performance in Network Construction Projects." In 2020 Fifth International Conference on Informatics and Computing (ICIC). IEEE, 2020. http://dx.doi.org/10.1109/icic50835.2020.9288580.

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Li Hong-bing and Li Lei. "DEA-Based Project Knowledge Management Performance Evaluation." In 2007 International Conference on Management Science and Engineering. IEEE, 2007. http://dx.doi.org/10.1109/icmse.2007.4422065.

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Schuyler, J. R. "Best Practices in Project Evaluation and Influence on Company Performance." In SPE Hydrocarbon Economics and Evaluation Symposium. Society of Petroleum Engineers, 1997. http://dx.doi.org/10.2118/37945-ms.

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Shang, Tian-Cheng, Pei-Hong Liu, Li-Rong Zhang, and Zhen-Ni Pan. "The Study on Energy Performance Management Project Evaluation." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.2055.

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Yang, Yang, and Kejin Hu. "A Performance Evaluation Model for E-Government Project." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.2138.

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Stauble, Donald K. "Assessing Beach Fill Compatibility through Project Performance Evaluation." In Sixth International Symposium on Coastal Engineering and Science of Coastal Sediment Process. Reston, VA: American Society of Civil Engineers, 2007. http://dx.doi.org/10.1061/40926(239)190.

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Chen, Xi, and Youhua Li. "Power Grid Project Budget Management Performance Evaluation System." In Proceedings of the 2018 International Symposium on Social Science and Management Innovation (SSMI 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/ssmi-18.2019.129.

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Carpenter, Donald D., and Preethi Kaluvakolanu. "The Lawrence Technological University Greenroof Performance Evaluation Project." In World Environmental and Water Resources Congress 2009. Reston, VA: American Society of Civil Engineers, 2009. http://dx.doi.org/10.1061/41036(342)157.

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Shang, Tian-Cheng, and Li-Rong Zhang. "Energy Performance Contracting Project Evaluation and B-S Model." In 2008 4th International Conference on Wireless Communications, Networking and Mobile Computing (WiCOM). IEEE, 2008. http://dx.doi.org/10.1109/wicom.2008.2446.

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Reports on the topic "Project performance evaluation"

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Dickson, Bruce. Performance Evaluation and Opportunity Assessment for St. Bernard Project. Office of Scientific and Technical Information (OSTI), June 2011. http://dx.doi.org/10.2172/1219204.

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Dickson, B. Performance Evaluation and Opportunity Assessment for St. Bernard Project. Office of Scientific and Technical Information (OSTI), June 2011. http://dx.doi.org/10.2172/1018104.

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Hancock, C. E., and P. Reeves. New Technology Demonstration Program, Kennedy Space Center, Hangar L Heat Pipe Project: Performance Evaluation Report. Office of Scientific and Technical Information (OSTI), March 1999. http://dx.doi.org/10.2172/6694.

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Rodrigo, Maria Fernanda, Claudia Figueroa, Oliver Peña-Habib, Xiomara Rojas-Asqui, and Melanie Putic. OVE's Review of Project Completion Reports (PCRs) and Expanded Supervision Reports (XSRs): The 2020 Validation Cycle. Inter-American Development Bank, November 2020. http://dx.doi.org/10.18235/0002944.

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This report summarizes the results of the Office of Evaluation and Oversight's (OVE) annual validation of the self-assessments of project performance and results completed by the Inter-American Development Bank (IDB) and IDB Invest in 2019-2020. The IDB and IDB Invest have systems in place to measure the development effectiveness of their operations. These systems use a number of instruments to assess projects at the design, implementation, and completion phases. The design-phase assessment uses a “Development Effectiveness Matrix” (DEM) for sovereign guaranteed (SG) operations. The effectiveness of non-sovereign guaranteed (NSG) operations is measured with a “Development Effectiveness Learning, Tracking, and Assessment tool” (DELTA). Implementation-phase assessments measure SG operations with “Project Monitoring Reports,” while NSG operations are assessed with “Project Supervision Reports.” Upon completion, SG projects are self-evaluated with “Project Completion Reports,” or PCRs. NSG operations, use “Expanded Supervision Reports,” or XSRs when they reach early operation maturity (EOM). OVE validates Managements self-evaluations (PCRs and XSRs) and assigns a final project performance rating to each operation. As part of the 2020 validation cycle, OVE reviewed PCRs for 63 operations, 62 with operational closure (CO fully justified) in 2018 and one in 2013. XSRs were reviewed for 36 IDB Invest operations that had reached early operating maturity (EOM) in 2018.
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Sampson, Melvin R. Yakima/Klickitat Fisheries Project Monitoring and Evaluation, Final Report For the Performance Period May 1, 2008 through April 30, 2009. Office of Scientific and Technical Information (OSTI), July 2009. http://dx.doi.org/10.2172/965258.

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Álvarez, Carola, Leonardo Corral, Ana Cuesta, José Martínez, César Montiel, and Consuelo Yépez. Project Completion Report Analysis: Factors Behind Project Success and Effectiveness. Inter-American Development Bank, March 2021. http://dx.doi.org/10.18235/0003116.

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The goal of development assistance is to deliver measurable results. At the Inter-American Development Bank (IDB), the Development Effectiveness Framework (DEF) was adopted to enhance the likelihood this goal is met. The key objective of this analysis is to enhance our understanding of the role the set of tools and processes adopted at the IDB, from project design to completion, play in the assessment of a projects success and effectiveness. Specifically, we are interested in teasing out the role different dimensions of project design, assessed through the Development Effectiveness Matrix (DEM), and execution performance indicators, as per the Project Monitoring Report (PMR), have on the delivery of effective and successful projects measured through the Project Completion Report (PCR) methodology implemented at the IDB. We also explore the validation process of PCRs and delve into the effectiveness analysis at the level of specific objectives and result indicators, identifying key pitfalls associated with objectives not being met. Overall, our findings provide strong validation for the DEF and its tools. We find robust evidence for the importance of the quality at entry assessment conducted through the DEM. In particular, the quality of the results matrix at approval is a strong determinant of project success and effectiveness at closure, and the quality of the Evaluation Plan is strongly associated with the effectiveness of a project. In terms of execution performance, our analysis finds that, on average, projects that execute a lower share of their approved loan amount, are put on Alert, or are classified as a Problem, in its first three years of execution; and projects that experience a higher share of their outputs discontinued, with respect to their first results matrix, are most likely to be ineffective in achieving their objectives and will likely be rated as unsuccessful.
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LaFreniere, Lorraine M. Ten-Year Summary and Evaluation of Operations and Performance of the Utica Aquifer and North Lake Basin Wetlands Restoration Project, 2004-2014. Office of Scientific and Technical Information (OSTI), November 2016. http://dx.doi.org/10.2172/1409220.

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LaFreniere, L. M. Five-year summary and evaluation of operations and performance of the Utica aquifer and North Lake Basin Wetlands restoration project in 2004-2009. Office of Scientific and Technical Information (OSTI), September 2011. http://dx.doi.org/10.2172/1026630.

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Ciliberti, D. F., and T. E. Lippert. Performance evaluation of a ceramic cross-flow filter on a bench- scale coal gasifier. Second quarterly project report, January 1, 1985--March 31, 1985. Office of Scientific and Technical Information (OSTI), December 1985. http://dx.doi.org/10.2172/10162424.

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Holland, Michael K., and Patrick E. O'Rourke. Gum-compliant uncertainty propagations for Pu and U concentration measurements using the 1st-prototype XOS/LANL hiRX instrument; an SRNL H-Canyon Test Bed performance evaluation project. Office of Scientific and Technical Information (OSTI), May 2016. http://dx.doi.org/10.2172/1252419.

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