ABSTRACT
The board of Crossrail decided that it wanted to see quality elevated to the same importance in terms of outcomes as safety. The mission and critical success factors provide the ‘what’ of the organization, but they must be supported by measurable key performance indicators (KPIs) that are tightly and inarguably linked. The derivation of KPIs may follow the ‘balanced scorecard’ model, proposed by R. S. Kaplan, which divides measures into financial, customer, internal business and innovation, and learning perspectives. Once an organization has defined and mapped out the core processes, people need to develop the skills to understand how the new process structure will be analysed and made to work. The very existence of new process teams with new goals and responsibilities will force the organization into a learning phase. The point of weakness in the organizational structure of construction companies is that major projects are regarded as semiautonomous business units.
