بهبود عملکرد مدیریت پروژه قرارداد های بزرگ با استفاده از رویکرد الگوبرداری

This paper presents how benchmarking approach can be applied to evaluate and improve the construction project management. A conceptual research framework was generally developed to perform a benchmarking study of the project management performance (PMP) from the contractor’s viewpoint. Three typical large contractors are involved in this study to validate the research approach. The paper provided in nine key performance indicators (KPIs) which can be applied to measure PMP and evaluate potential contractors as well as their capacity by requesting these indices. The findings suggested that benchmarking approach can help construction firms to learn from the best practices of others and carry out continuous improvement. The research methodology has general use thus it may be applied to other contractors with minor modifications.

Traditionally, companies with all of their components of business models working together can often achieve long-lasting success [1]. Similarly, the construction contractors succeed in their business for many years with one measure only – financial norms [2]. With the effect of the management that concentrates on this single measure (profit maximization) may disregard of investing time and money in the improvement of these key success factors [2]. All construction activities may have risk and uncertainty [3], especially in developing countries where the construction environment is much riskier [4]. Vietnam is not an exception. In order to exit and emulate in the dynamic marketplace, contractors must continually improve the construction project management, the project quality, and their own operation. Performance measurement is the heart of ceaseless improvement. Performance management aims at offering managers and members of staff of all ranks the ability to develop the direction, traction and speed of their organization [5]. As a regular rule, benchmarking is the next step to improve contractors’ efficiency and effectiveness of products and processes. This study is focusing on Vietnam, a developing country in South East Asia with a reformed economical policy. The major purpose of this research is to measure and improve the project management performance (PMP) of large contractors in this local market using benchmarking approach. The research questions seem to be localized, but the approach has general use. Therefore, the paper results in valuable lessons for both researchers and practitioners in application of benchmarking to improve their performance.

The major objective of this paper is to explore the application of benchmarking approach for improving the project management performance (PMP) among large contractors in Vietnam. A conceptual framework was developed in general to realize the benchmarking study on PMP. Nine significant KPIs were used as major indicators of PMP for construction projects from the contractor’s viewpoint. The typical three large contractors are involved in this research to benchmark the effectiveness of PMP. Above KPIs were insightfully verified and applied into 15 selected building projects. The sub-indicators corresponding to each of KPIs are discover so as to facilitate for practitioners in measuring PMP. Qualitative and quantitative measures were use to come up the scores of KPIs. Identified KPIs uncovered which KPIs are important to ensure high levels of PMP, and which ones should be aligned in practices to make a qualitative judgment on success of construction projects in developing countries. In practice, owners may use proposed KPIs to evaluate potential contractors by requesting these indices. Particularly, construction companies may judge their own operations to determine concurrently their strongpoint and weakness, and afterward to improve their performance. The large contractors may also consider the aforementioned best practices as lessons learned for their projects. The findings suggest that benchmarking approach can help construction firms to compare their performance to competitors, to learn from the good practices of others and to carry out changes for continually improvement. Moreover, the results also encourage practitioners to benefit from the benchmarking. Limitations are unavoidable although extensive efforts were taken into this study which is focused on residential construction projects where other civil engineering projects were not included. Further studies may be extended by including more KPIs and sub-indicators. This research used the case studies of three large contractors to validate its conceptual framework and to exemplify its application. Thus, the generalization for other similar contractors may be impossible. Future studies should apply the proposed conceptual framework to other construction projects so that benchmarking approach may prove its usefulness in project management improvement. Findings seem to be localized, however the approach in this research is general thus it may be applied to other construction projects or contractors with minor modifications.