The that one of the major difficulties to promote

The increasing
demand for quality public services is clear in many countries around the world.
There are incredible changes happening to the government’s approach to providing infrastructure to the
public, as the world is facing challenges of modernization, globalization and
restructuring of national economies. The public private partnership provides
competitive and transparent mechanisms to pursue opportunities that bring
together the ideas, experiences and skills of both sectors, and develop creative
solutions to meet a community’s needs, expectations and aspirations.

 

Egypt is moving more seriously into using the partnership with the
private sector in many projects and areas to offer a new source of investment capital and
financing, reduce sovereign borrowing and associated risks, and reduce the
burden on the budget. There is a general agreement with researchers and
professionals that one of the major difficulties to promote improvement in
construction companies is the lack of proper performance measurements. This
evaluation is required to identify and measure in a quantitative manner the
success from many perspectives, not only the financial and profitability points
of view.  Also, measuring performance
helps an organization identify the areas that require attention and
improvement, giving them a chance to take the necessary corrective actions or improvement
plans. A questionnaire survey was conducted to identify the important indices
for choosing key performance indicators on PPP projects. With 60 responses received,
the prioritization of KPI areas has been satisfactorily instituted. The
research output will contribute to improving the existing but limited knowledge
of PPP performance measurement in developing countries, especially Egypt, by
providing a framework for selecting KPIs to measure the PPP concessionaire
performance. It is expected that government and policymakers adopt an evaluation
system for concessionaire selection based on their recorded performance. The
following are a summary of the findings and conclusions of this research:

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KPIs for PPP projects are classified to three main
categories which are functional, operational and professional.Economic sub-category gets the first rank of prioritizing functional
KPI sub-categories, monitoring the effects of PPP projects to monetary issues
followed by Innovation and learning. Environmental. sub- category gets the
third ranking, followed by social KPIs. Customer satisfaction on service gets the highest rank of overall assessment for the
components of functional KPIs. The
second rank of importance
was given to life cycle cost, followed by profitability. Mechanical and electrical components get the first
prioritization of the professional KPIs followed by the civil and structural (C&S) components. Usually,
the most difficult part in a project from the professional point of view is the
electromechanical works.Construction components represented the highest rank of operational
KPIs, which reflect a high level of agreement by the respondents on the problems faced in
construction projects.Expert interviews concluded that incorporating KPIs on PPP is
feasible to be applied to
Egypt, at least partially right now and fully later after the assessment of the
private concessionaire. Consistent monitoring, and strict implementation should
be performed to ensure the success of KPIs for Egypt PPP projects.KPI’s could be used by the Egyptian PPP Central Unit to rank
Egyptian companies, like many developed countries do, which considers
performance as the main basis for a contractor’s evaluation and gives a positive impact on
using KPI’s in all the Egyptian companies. The implementation needs a strong
system to collect a real performance data of all companies and issue periodically,
classification manuals for company’s categorization. The overall results prove an awareness of the construction
players has developed for
achieving the required
profitability to sustaining environment
interest where the environmental have been prioritized as the third
sub-category in the functional KPIs. The same is also shown for innovation
and learning, including its component technology transfer which gets the second
rank. Future work on
key performance indicators based on this work is creating prediction models to anticipate
the performance of PPP projects based on the results measured at any phase of the project life cycle.

The increasing
demand for quality public services is clear in many countries around the world.
There are incredible changes happening to the government’s approach to providing infrastructure to the
public, as the world is facing challenges of modernization, globalization and
restructuring of national economies. The public private partnership provides
competitive and transparent mechanisms to pursue opportunities that bring
together the ideas, experiences and skills of both sectors, and develop creative
solutions to meet a community’s needs, expectations and aspirations.

 

Egypt is moving more seriously into using the partnership with the
private sector in many projects and areas to offer a new source of investment capital and
financing, reduce sovereign borrowing and associated risks, and reduce the
burden on the budget. There is a general agreement with researchers and
professionals that one of the major difficulties to promote improvement in
construction companies is the lack of proper performance measurements. This
evaluation is required to identify and measure in a quantitative manner the
success from many perspectives, not only the financial and profitability points
of view.  Also, measuring performance
helps an organization identify the areas that require attention and
improvement, giving them a chance to take the necessary corrective actions or improvement
plans. A questionnaire survey was conducted to identify the important indices
for choosing key performance indicators on PPP projects. With 60 responses received,
the prioritization of KPI areas has been satisfactorily instituted. The
research output will contribute to improving the existing but limited knowledge
of PPP performance measurement in developing countries, especially Egypt, by
providing a framework for selecting KPIs to measure the PPP concessionaire
performance. It is expected that government and policymakers adopt an evaluation
system for concessionaire selection based on their recorded performance. The
following are a summary of the findings and conclusions of this research:

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!


order now

KPIs for PPP projects are classified to three main
categories which are functional, operational and professional.Economic sub-category gets the first rank of prioritizing functional
KPI sub-categories, monitoring the effects of PPP projects to monetary issues
followed by Innovation and learning. Environmental. sub- category gets the
third ranking, followed by social KPIs. Customer satisfaction on service gets the highest rank of overall assessment for the
components of functional KPIs. The
second rank of importance
was given to life cycle cost, followed by profitability. Mechanical and electrical components get the first
prioritization of the professional KPIs followed by the civil and structural (C&S) components. Usually,
the most difficult part in a project from the professional point of view is the
electromechanical works.Construction components represented the highest rank of operational
KPIs, which reflect a high level of agreement by the respondents on the problems faced in
construction projects.Expert interviews concluded that incorporating KPIs on PPP is
feasible to be applied to
Egypt, at least partially right now and fully later after the assessment of the
private concessionaire. Consistent monitoring, and strict implementation should
be performed to ensure the success of KPIs for Egypt PPP projects.KPI’s could be used by the Egyptian PPP Central Unit to rank
Egyptian companies, like many developed countries do, which considers
performance as the main basis for a contractor’s evaluation and gives a positive impact on
using KPI’s in all the Egyptian companies. The implementation needs a strong
system to collect a real performance data of all companies and issue periodically,
classification manuals for company’s categorization. The overall results prove an awareness of the construction
players has developed for
achieving the required
profitability to sustaining environment
interest where the environmental have been prioritized as the third
sub-category in the functional KPIs. The same is also shown for innovation
and learning, including its component technology transfer which gets the second
rank. Future work on
key performance indicators based on this work is creating prediction models to anticipate
the performance of PPP projects based on the results measured at any phase of the project life cycle.

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