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

Appendices to Thesis Keith Gale 2013Q13 In your view, does the use of key performance indicators help the parties gainbetter performance with projects? Why do you think this is?I do think at there’s better performance. I mean again, you’re monitoring theircontinual performance and trying to get them to up there game every time andmaintain a really high standard, and they know there is commercial benefit in that forthem. I think it also helps us to be able to benchmark ourselves as an authority withthe wider authorities in the area and across the country which is fantastic because Imean you can show best performance and transfer that across. And again it also helpswhen we are having issues. If our design teams seems to be continually making thesame mistakes, for example IPS scheme if you see the same niggles which keepcoming out, it flags to us as an authority that we have got a problem and that if weiron that out we can save time and money and improve delivery in the future and geta better product at the end of it.Q14 In your opinion, is the collection of key performance data worthwhile? Is itdemanding?I think, I think it’s worthwhile. It’s what data you collect and what you do with itwhich makes it worthwhile. Err, I’ve been looking at KPI recently, sort of arrangingKPI use so it can go in a new contract and some of it, you kind of look at it and think“oh we need that piece of data collecting because that’s really important to uspolitically” its err, you know, its something that’s a political driver for us. And youturn around and say “well, what’s the actual range for the performance”… when youknow its kind of a case of “this piece of service is for sale, and its one percent of theservice overall delivered and you think “well why am I bothering to measure that”.Yes, I know its politically makes sense for me, but I’m not going to collect that pieceof KPI data when its reporting a different way of work and not when its actually thecontractual obligation of the supplier. I think they can be seen as being really onerousand demanding and if they are not used in the correct way then they can become veryonerous and demanding. If you’ve got initially 30 KPI which you have to report on(because they’re all the ones that the client wants to see) but actually only ten ofthem are going to effect your contractual arrangement or your pay at the end of theday… you know are the value of the other 20 really important? I also think that if391