ABSTRACT
Over the past decade, there have been abundant research studies looking into benefits of adopting RC (Macneil, 1978; Alsagoff and McDermott, 1994; Dozzi et al., 1996; Larson and Drexler, 1997; Walker and Chau, 1999; Jones, 2000; Rowlinson and Cheung, 2004c; Kumaraswamy et al., 2005); critical success factors for achieving construction excellence in RC (Construction Industry Institute, 1991; Moore et al., 1992; Mohr and Spekman, 1994; Construction Industry Board, 1997; Bresnen and Marshall, 2000c; Lazar, 2000; Cheng et al., 2000; Chan et al., 2004b, 2004d; Rowlinson and Cheung, 2004c; Beach et al., 2005; Li et al., 2005; Xu et al., 2005; Tang et al., 2006; Asian Development Bank, 2007); difficulties in implementing RC (Cook and Hancher, 1990; Construction Industry Institute, 1991, 1996; Sanders and Moore, 1992; Albanese, 1994; Larson, 1995; Carrillo, 1996; Larson and Drexler, 1997; Love, 1997; Bresnen and Marshall, 2000c; Chan et al., 2003; Ross, 2003; Asian Development Bank, 2007); and process, conceptual and theoretical models of construction RC (Rahman and Kumaraswamy, 2005; Kumaraswamy et al., 2005) within the construction management discipline. However, unlike other types of building and construction projects, such as hospitals (Chan and Chan, 2004) and design and build projects (Chan et al., 2002b), there is a lack of attention in terms of key performance indicators (KPIs) to comprehensively, systematically and accurately measure the performance of RC projects. As a result, it is difficult for construction senior executives and project managers to evaluate the performance level of their individual RC projects objectively.
