Crucial findings from interviews
| Performance field | No. of interlocutor | Recommendations for improvement of PMe |
|---|---|---|
| Company governance | 1, 9 | • transparency in communication with the company stakeholders • trust in company managers |
| Company management | 2, 7, 9 | • labor management as the most important performance factor • top-down creation of organizational culture supporting performance • application of KPIs related to company, such as revenue, economic result, cash flow, key client satisfaction, labor satisfaction, labor development • proper application of ICT tools supporting PMe on PBO level (software supported company integration) |
| Supporting department management | 2, 3, 5 | • significant role of procurement in performance achievement • central support of standardized materials purchase, such as concrete, steel and sand • central support of direct stakeholders in sustainability evaluation |
| Investment project management | – | – |
| Non-project activities management | – | – |
| Project governance | 3, 4, 5, 9 | • support of project labor by company management as the top factor of performance • transparency in communication with the client • lean reporting • trust in project manager |
| Project portfolio management | 1, 2, 7, 8 | • tender stage as a crucial driver of PLC • designing the strategy only in selected segments • concentration on building relations with clients • geographical project segmentation due to labor needs • wide competences of project managers across related segments due to market volatility • proper resource prioritization • proper application of ICT tools supporting PMe on project portfolio level (software supporting analysis of projects results) • application of KPIs related to portfolio, such as tender effectiveness, work done secured, economic result, cash flow, resource utilization |
| Program portfolio management | – | – |
| Project management | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 | • no algorithm for design of construction project performance management • application of KPIs related to project, such as work done, percentage of completion, economic result of the project, project backlog, invoicing, client satisfaction, satisfaction of other project stakeholders, delivered value for the client • balance between financial and non-financial measures • budgeting the top process supporting performance evaluation • focusing more on project team achievement than on project itself • creativity measurement of individual project team members • building relations inside project team as important as proper PMe • more effort on risk measurement • proper application of ICT tools supporting PMe on project level (software supporting cost calculation, scheduling, project accounting, etc.) • application of Building Information Modeling as the biggest advantage in near future |
| Construction site management | 2, 4, 8, 9, 10 | • proper monitoring of quantity, thereof preparing reliable and up-to-date bill of quantity • scheduling the top process supporting performance achievement • milestones as the most important construction site measurements • balance between technical and non-technical measures • systematic preparation of technical documentation and evaluation of its quality • regular meetings of the project team conducted in supportive atmosphere • application of KPIs related to construction site, such as keeping deadlines, percentage of completion related to selected scope of works, product quality, safety ratio, influence on natural environment |
| Supply chain management (SChM) | 1, 5, 6 | • focus on performance in subcontracting • focus on subcontractor motivation • negotiation skills among the top competences in SChM • application of the concept “back to back” in contracts with the entities |
| Performance field | No. of interlocutor | Recommendations for improvement of PMe |
|---|---|---|
| Company governance | 1, 9 | • transparency in communication with the company stakeholders |
| Company management | 2, 7, 9 | • labor management as the most important performance factor |
| Supporting department management | 2, 3, 5 | • significant role of procurement in performance achievement |
| Investment project management | – | – |
| Non-project activities management | – | – |
| Project governance | 3, 4, 5, 9 | • support of project labor by company management as the top factor of performance |
| Project portfolio management | 1, 2, 7, 8 | • tender stage as a crucial driver of PLC |
| Program portfolio management | – | – |
| Project management | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11 | • no algorithm for design of construction project performance management |
| Construction site management | 2, 4, 8, 9, 10 | • proper monitoring of quantity, thereof preparing reliable and up-to-date bill of quantity |
| Supply chain management (SChM) | 1, 5, 6 | • focus on performance in subcontracting |