PhD Final Thesis April 2013.pdf - Anglia Ruskin Research Online

Thesis Keith Gale 20131.2.7 Geared performance management modelTo assist with understanding of internal and external factors and processes involvedin managing resources a performance management model is constructed to provide agraphical representation for this research. Details of elements used to construct themodel are defined with the analysis, but a particular characteristic of this model iswith the rotation assigned. The allocation of a term ‘geared’ to the proposed modelarises from a number of sources. Gearing refers to the co-operation between elementsof the model which combine in a pseudo-mechanical fashion (OED, 2007: apparatusfor transmission of motion or power) where the elements integrate to determineperformance outcomes. Gearing also refers to a financial usage of the term because itparallels a return of performance against the investment of resources invested (OED,2007: potential short term returns proportionate against long term assets). Thegeared model operates in a ratchet fashion because rotation is only traversed througha single direction.1.3 Problem statement and purpose of this researchConstruction of dwellings, buildings, monuments and infrastructure is one of themost fundamental requirements of human existence and is often used to describecivilisation through the use of technological capability by the management ofmaterials and techniques. As construction methods develop, those who use theproducts of construction demand every increasingly higher standards of performance.In the daily lives of ordinary people going about their business there is anexpectation from consumers (clients) of construction products (projects) whichmatch those in line with other industries for consumable goods. Comparisons aremade by clients between the construction industry, with examples of progressionmade in automotive and aerospace engineering industries, regarding performanceoutcomes in terms of cost, quality and time. The perceived lack of effectiveorganisation and management of resources with the construction managementprocess has traditionally attracted criticism from project sponsors and financiers.This is particularly pertinent where public finance is involved due to transparency ofcosts which allow challenges to be made in the political arena concerning value formoney.7