Despite recent efforts carried out by academics and the growing interest from construction sector associations to disseminate performance measurement concepts and practices, the use of performance indicators is not systematic in most construction companies. The lack of adequate measures has been pointed out as a major difficulty for establishing performance measurement systems in those companies. This article describes some results of a research project that aims to propose some guidelines to the conception, implementation and use of performance measurement systems. Such guidelines emphasise the need to establish a link between performance measurement and firms’ competitive strategies, as well as the effective insertion of measures into the management of critical processes. This research project is based on five case studies carried out in medium and small sized companies from the Metropolitan Region of Porto Alegre, State of Rio Grande do Sul, Brazil. This paper focuses on the framework that was proposed to establish performance measures aligned with the firm’s competitive strategy. It identifies a number of best practices and improvement opportunities related to the conception and implementation of such systems.
Performance measurement, strategies, process management, best practices