Key performance indicators for project success on innovative building technology projects

Abstract

The South African government, through the Presidential Infrastructure Coordinating Commission has resolved to deliver social infrastructure such as schools, early childhood centers, clinics and student accommodation using Innovative Building Technologies (IBTs). IBTs by definition are, “unconventional methods of building, employing the use of unconventional building materials which are not covered by the National Building Regulations and Building Standards Act 107 of 1977. According to this act unconventional building methods can only be deemed to satisfy by way of rational design or Agrèment certification”. Delivering projects through IBTs has introduced a construction environment that has different procurement, supply chain management, building methods and stakeholder management requirement. The technologies employed in an IBT project are not only alternative to brick and mortar, but the certification framework for IBT also impacts the relationships between the various stakeholders of a construction project and this may have an impact on project success. Because such extensive use of IBTs is a relatively new idea in the South African construction industry, it is not clear whether these projects are successful. The aim of this paper is to provide a model conceptual framework which puts forward Key Performance Indicators (KPIs) that can be used to measure project success on IBT projects. In order to identify KPIs for measuring project success, literature focusing on the definitions and parameters of project success has been evaluated. The Project Excellence Model was identified as the optimal measure for project success. The model recognizes that in order for any projects to be successful, project success factors-which are termed “key organizational areas”- and project success criteria- which are termed “key result areas”-must be satisfied. The key result areas can be measured upon completion of the project and are standard. However the key organizational areas must be decided upon at the beginning of the project and monitored throughout the project duration. According to the Project Excellence Model the key organizational area for a construction project is “stakeholder management”. A framework for successful stakeholder management is presented in this paper.