ABSTRACT
Projects are procured to fulfil one or more project outcomes. Chapter 2 referred to a range of project types and their characteristics and a discussion of project vision and how it can be used to determine what is expected to be done and how to do it. Chapter 3 discussed the importance of stakeholders and identifying their expected project outcomes, and also how developing techniques and processes to address these should shape performance measures and provide an effective mechanism to engage with them. In Chapter 4 we discussed triple-bottom-line (TBL) concepts, ethics and governance, and the governance model presented in Figure 4.1 of that chapter illustrates how performance measures can be linked to accountability and transparency and the way that disclosure to stakeholders of how the project is to be delivered was to be performed. Chapter 5 discussed how strategy is the starting point in working out what gaps exist between a current valuegenerating situation and maintaining sustainable existing value or generating new value. Chapter 8 discusses how learning and innovation are dependent on feedback and consequently how project performance measures can provide crucial (feedback) knowledge to enhance an organisation’s continued success.
