Key performance indicator (KPI)

Abstract

The performance of an organization or project can be measured using key performance indicators (KPI) and is used to increase performance dramatically .

According to David Parameter, the benefits of Key Performance Indicators are yet to be discovered by the construction industry, they represent a set of measures which focuses on aspects regarding organisational performance, that are extremely vital for the current and future success of the project. If company managers and staff focus on the KPIs together, it can guide a company to improve performance effectively, if it is used precisely.

To measure their success, different business industries have various sets ´of KPIs. Companies in the construction industry use specific indicators such as reviewing the cost of materials in comparison to the predetermined budget, the financial advantage of construction projects and lastly, the frequency of safety incidents (Vitez, 2010). Within project management, there is a wide range of tools that can be used to assess the progress towards a target to be achieved and are usually decided at an early stage of the project. Despite the fact that specific financial indicators can be measured using KPI, the direct financial measurement is converted into result indicators and not a KPI . This article will examine KPI and its value.

Background

The construction industry, in comparison to other industries, is in general considered to be underperformed, regularly involving postponements and errors throughout the process. When determining the development in a country it is common to measure this by the development of their infrastructure. It is therefore crucial for a country to have an effective and efficient construction process, depending on a high quality of financial, technical, organisational and managerial movements. In order to deliver a successful project, there are many factors to take into consideration. The management is the basis of a project or portfolio, and it is, therefore, significant to distinguish the orientation of the project at an early stage. The ideal plan of a project manager is to identify the critical metrics of the project

A KPI is a measurable value that demonstrates how effectively a company is achieving key business objectives, used at multiple levels to measure the performance.

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Anatomy of KPI

When examining the meaning and anatomy of Key Performance Indicator (KPI) dissection of the term can be used to determine the meaning by its metric:

Key: A metric where only the key can make or break. Contributor to the success or failure of a project.

Performance: To perform its performance, the metric must be controllable, where it can be measured, qualified, adjusted and controlled.

Indicator: A metric that represents the present and future performance.

A KPI is a part of a measurable objective. A KPI should not be confused with a CSF, where KPIs are usually easier to define after determining the CSF. CSF is something that must be established in order to achieve the objective. A KPI can be a guideline to meet the desired CSF.

Implementation of KPI

To implement a well-functioning strategy into a company highly depends on the delivery of new information. The success of the implementation of KPI is presented in the following figure, representing four milestones.

The four milestones of implementing KPI

Partnership with staff, unions, key suppliers and key costumers encompasses the early phase of establishment, involving the relevant people into forming a motivated partnership across the management, staff, unions, key suppliers and key customers. The involvement at the very beginning from all parts is crucial, as the teams across the project have different roles and tasks to complete and will, therefore, support KPI in different ways. A commitment to the establishment of effective consultative arrangements with the parties is important to maintain the desired performance.

Power transfer to the front line incorporates the agreement of all employees, particularly the managers. Meaning that those individuals require access to all strategic project information. An urgent action to amend negatively impactable situations from employees affecting KPIs. At this milestone, it is also desired to develop responsibility for the relevant associated team. Support and training for the employees with learning difficulties of the establishment of the new strategy.

Integration of measurement, reporting, and improvement of performance is related to the framework, allowing the projects to measure the performance, by reporting the results in the desired direction to take action if required. The different projects or organizations should make reports on the required basis, usually daily or weekly. The reports should include critical success factors (CFS), where human resources (HR) team should ensure a positive workforce leading the performance measurements in the right direction. The performance measures gained from the reports shall be developed on a team based level.

Correlation of performance strategy involves the link between performance measures and strategy, as the performance measures are not valuable without and linkage to CFS and organizations strategic objectives. Definitions of an organization's visions, missions and values are crucial in order to be successful. The definitions should be defined in a way to ensure that everyone in the organization understands the meaning, to guarantee involvement on a daily basis.

Moreover, some aspects of an organization's performance are not measurable, in terms of its effectiveness of the relevant KPIs. Making any business or goal in an organization specific, measurable, achievable, reachable, and timely (S.M.A.R.T) will enhance the chances of a successful accomplishment of KPIs. The S.M.A.R.T concept will make it possible to use KPIs in the long run as they will be suitable for the involved parties. According to Price Waterhouse Coopers (PWC) it is difficult to determine the amount of KPIs to implement. By giving the user a large amount of KPIs without specifying why and how they will improve the performance, it can lead to a lack of transparency. Moreover, PWC suggests an organization to have between four and ten measures.