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

Thesis Keith Gale 2013of a project at later stages where levels of specification, time periods andconstraints/extent are known allowing parameters to be measured and resultsquantified. For these reasons project management research concentrates upon theconstruction phase as a focal point for examination of performance outcomes(Ahadzie et al, 2006).Figure 2.4: Six phases of project delivery showing performance evaluation stageSix phases of project delivery suggested by Lim and Mohamed (1999) are showngraphically in Figure 2.4 and provides a basis under which to understand impact offramework agreements through performance outcomes examined at tender andconstruction phases. It also provides a comparative to results from discrete projectsbecause the performance evaluation stage equally applies with those contained in thecase study under consideration by this research.2.5 Alignment of performance improvement objectives within the public sectorA generic view of the project delivery process illustrated by Figure 2.4 suggests theoptimised period with which to undertake performance evaluation. At a strategiclevel, thought is required for the objectives of performance outcomes. Within publicsector infrastructure projects, guidance to outcome measurement has been providedthrough publication of the Infrastructure Cost Review: Main Report (HM Treasury,2010) where improvement objectives have been identified for operationalapplication. These objectives are aimed at both central and local governmentorganisations for use with infrastructure development and improvement. Figure 2.5shows the five key objectives of the report providing guidance for performanceoutcomes. The implication for performance outcomes are a strong relevance to42