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Christodoulou, S E, Ellinas, G N and Aslani, P (2009) Disorder considerations in resource-constrained scheduling. Construction Management and Economics, 27(03), 229–40.

Hui, E C-M and Fung, H H-K (2009) Real estate development as real options. Construction Management and Economics, 27(03), 221–7.

Jia, Y A, Rowlinson, S, Kvan, T, Lingard, H C and Yip, B (2009) Burnout among Hong Kong Chinese architecture students: the paradoxical effect of Confucian conformity values. Construction Management and Economics, 27(03), 287–98.

Leiringer, R, Green, S D and Raja, J Z (2009) Living up to the value agenda: the empirical realities of through-life value creation in construction. Construction Management and Economics, 27(03), 271–85.

Ping Ho, S, Lin, Y-H, Wu, H-L and Chu, W (2009) Empirical test of a model for organizational governance structure choices in construction joint ventures. Construction Management and Economics, 27(03), 315–24.

Pulket, T and Arditi, D (2009) Construction litigation prediction system using ant colony optimization. Construction Management and Economics, 27(03), 241–51.

Toor, S-U-R and Ofori, G (2009) Authenticity and its influence on psychological well-being and contingent self-esteem of leaders in Singapore construction sector. Construction Management and Economics, 27(03), 299–313.

Yuan, J, Zeng, A Y, Skibniewski, M J and Li, Q (2009) Selection of performance objectives and key performance indicators in public–private partnership projects to achieve value for money. Construction Management and Economics, 27(03), 253–70.

  • Type: Journal Article
  • Keywords: public-private partnership (PPP); key performance indicators (KPIs); performance management; value for money
  • ISBN/ISSN: 0144-6193
  • URL: https://doi.org/10.1080/01446190902748705
  • Abstract:
    Public-private partnerships (PPPs) have been applied widely in the global construction market. During the life cycle of PPP projects, their performance could be affected by a number of factors and their interactions, which might cause the inefficiency and ineffectiveness of the projects. Previous researches on PPPs mainly concentrated on the procurement, success measurement and risk management of PPPs, but paid little attention to the process factors that can strongly influence the performance of PPPs. In order to improve process and performance management in PPPs, the performance objectives and key performance indicators (KPIs) are identified to improve the partnership outcomes. Based on the goal-setting theory, 15 performance objectives are selected. The relative significance and difference of performance objectives for different stakeholders are presented based on a structured questionnaire survey. The survey results show that all identified objectives are important. In spite of stakeholders' common opinions on the objectives of quality, costs, time and the services provided by PPPs, there are evident differences in the objectives of budget constraints of the public sector, risks, revenue and guarantees. According to the survey results, a conceptual KPIs framework is established. Furthermore, the KPIs are identified to assess PPP projects' performance. The performance objectives and the KPIs, which can be used to identify the strengths and weaknesses of PPP projects, are useful tools for effective project performance management in PPPs.