RE: Info. On Developing Performance Measurers

["Paul Epstein" <epstein@pipeline.com>]

To Sally Simpson, State of MO:

If your design, construction, & project management software gives you a good
handle on performance vs. budget & schedule for your projects, then I'd say
your already on top of the most important stuff for capital project
management.  It sounds like you can use your software to report on measures
such as:

1. No. [and Percent] of projects on time [or within N weeks of schedule]
2. No. [and Percent] of finished projects completed within budget [or within
X% of budget]
3. No. [and Percent] of progressing projects projected to stay within budget
[or within X% of budget]
4. Combination of #3&4: No. projects completed or projected to stay within
budget [or within X% of budget]
5. Total Percent [and dollars] Project Budget Overruns

I would suggest inlcuding the time and cost of all design review,
contrsuction inspection, & project management activities in the overall
project plans & budgets developed with your design, construction, & project
management software, and then tracking those activities as part of your
overall time & cost performance as part of measures shown above.  So your
project schedules & budgets would not just include contractor (or in-house)
design & contruction time & cost, but also the time & cost for all the
design review, inspection, & project management efforts of State staff.  I
presume your software is robust enough for you to code those activities so
you can cull them out for separate analysis, and see how much design review,
inspection, & project management effort contributes to the
timeliness/lateness and amount over/under budgets that projects run,
project-by-project and division wide.

I hope that's helpful.

--Paul Epstein
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Phone: 212-349-1719  Fax: 212-349-4054  e-mail: epstein@pipeline.com

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