KPIs: a critical appraisal of their use in construction

Abstract

Traditionally businesses have measured their performance solely in financial terms. This limited approach has been challenged, with the introduction of the concept of key performance indicators (KPIs) for non‐financial results. In response to the Latham and Egan Reports, the UK construction industry has developed its own set of KPIs. However, their effective use has been limited. This paper reviews these and other construction KPIs and concludes that most of the KPIs used are post event, lagging measures that do not provide the opportunity to change. Their results are not validated and thus are open to interpretation. The result is that KPIs are being used within the industry as a marketing tool, and not as an integral part of business management. This paper distinguishes between three types of measure and suggests a framework for their effective use within an overall performance measurement system based on change action driven by results.

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