ABSTRACT
Performance measurement does not feature in the professional bodies of knowledge and appears to garner very limited attention in the myriad of textbooks and guides that describe and define the discipline of project management and the profession of project delivery. Universities record results, grades and credits. Political systems measure polls, attitudes, preferences, opinions and intentions. Credit cards monitor our spending habits, while shops observe spending trends and buying patterns. Financial systems feature currencies, investments, trends, budgets and accounts. Hammer recognises that measurement is a key issue and an important management tool. Measures provide managers with valuable current information about performance, which can be used as a basis for effective and informed decision making that will in turn enable further improvement in performance. The work conveys recognition of the importance of governance and organisational learning and improvement in the management of projects.
