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

Thesis Keith Gale 2013according to the location, nature and extent of the project. This therefore identifiesphases four and five of this research as the most appropriate periods for considerationof performance evaluation.2.7 Contextual perspective of frameworks performanceA single definition of project success will vary according to those asked, thecontextual positioning of the individual or organisation and the specific objectivebeing considered (Ankrah and Proverbs, 2005). Performance criteria, which usescommonly shared mechanisms such as detailed metrics to measure elements, can beemployed to align results from different projects (Krima et al, 2007) provided that aunified measurement process is used. Measurement is helpful for alignment ofcomplementary metrics between projects but such metrics do not in themselvesdemonstrate project success. Although the range of measurement parameters hasexpanded with construction research, Atkinson (1999) reaffirmed the traditional viewof project performance success by focussing upon the ‘iron triangle’ of delivery toanticipated cost time and quality.Mullins (2005) widened this view by including factors such as profitability of thesupplier, satisfying shareholders and the effects upon society as a whole. Loosemoreet al, (2003) included job satisfaction of project participants as additional criteria forsuccess, whilst Fenn (2006) focussed upon commercial considerations such asdelays, claims for additional funds, project monitoring and control. Each additionalcriterion engages with a wider audience which produces a holistic view, butcollection of relevant and comparable data poses problems. In order to regulate suchextraneous results Soetando et al, (2002) suggests that marking of performancemetrics should be restricted to views of participants involved with the project –namely client, supervisor (engineer) or contractor (supplier).Nonetheless, predominant focus of construction management research concentrateswith contextual performance of the supplier (Proverbs and Faniran, 2001), (Costaand Formoso, 2004). This recognises the significant resources and impact a supplierhas with the construction process and effect upon outcomes (Xiao and Proverbs,2003).46