The influence of a project performance measurement system on the success of a contract for maintaining motorways and trunk roads

This article reports on the attitudes and experiences of project stakeholders providing--under contract--road construction services to the United Kingdom's (UK) Highways Agency (HA). During the course of the project, the HA shifted its focus from a traditional, compulsory competitive tendering-type (CCT) strategy to a Construction Management Pilot (CMP) scheme. To realize this shift, the HA introduced a performance management system (PMS) that provided the agency with a multi-dimensional and multi-observational perspective of success. This article discusses the issues and problems encountered--and benefits generated--by the HA while implementing the CMP and analyzes the contribution of the PMS to the project's strategy.
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