الفهرس 
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Abstract
The concept of managing the performance has been started since the beginning of the
nineteenth century by mainly measuring the performance either by using account
standards and /or return on investment calculations (ROI). Gradually the non-financial
measures have directly effect on the cost had been adopted and used as quantity of nonconformity
and ratio of defects. By the late of 1970s, the concept of managing the
performance was developed and the focus had been shifted to manage what was
measured as a result of slow economic growth and high competition between the
companies. This was considered as an approach and introduction for a new different
management technique as (Total Quality Management, ISO ”quality management
system” standard, Malcolm Baldrige model….etc.).
In the manufacturing industry and during the last 50 years, these models have played a
great role in enhancing business and operation goals. The percentage of waste / loss was
improved and became 12% or less. The historical successes of applying different quality
performance management models in manufacturing industry have encouraged
construction companies to apply such models in managing projects’ performance to
control and improve four main areas, namely revenue improvement, cost reduction,
process cycle-time improvement and increased customer satisfaction.
Problem statement
However, after more than three decades, the role of quality performance management is
still limited; and low significant enhancement in the construction projects’ performance
compared to manufacturing industry. The waste in the construction industry was
reached up to 40% average. This problem urged a lot of researchers to conduct plenty of
significant studies to identify the causes for this limited role of quality performance
management systems in construction industry.
The difference in properties between manufacturing and construction industries is
considered one of the main causes for such limitation. This resulted in identifying
barriers such as, using more paperwork, increased project cost, the need for training,
delayed work progress, difficulty of measuring, less flexibility in operation, etc.
Therefore, all construction companies aiming at implementing quality management
models/systems should extend their effort firstly to develop an adapted performance
management model, consider the difference between the properties in both the
manufacturing and construction fields and mitigate the effect of the barriers to apply
quality performance management in construction projects.
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The Objective of the Research
The purpose of this research is to provide a proactive performance management
model that can be used to manage critical success factors (required operations
conditions) to apply quality performance management systems in construction projects;
and to be part of the main/general performance management model of construction
companies. The proposed proactive management model is based on identifying the
critical success factors / required operation conditions to apply quality performance
management system in construction projects, the barriers stand against the required
operations conditions, control actions to the barriers’ causes and key performance
indicators in order to measure / detect early the quality level of the implementation of
the performance management system.
The Methodology of the research
Comprehensive literature review was carried out to collect relevant information. Semi
structured interviews and focus group techniques were implemented for analyzing the
collected data using different tools as root causes and brainstorming. As result of the
study, a proposed proactive model was developed and evaluated by selected
construction professionals used quantitative analysis tool ―Failure Mode and Effect
Analysis‖. The thesis is divided into five chapters.
- Chapter 1: It includes the introduction, problem statement, research objectives and
methodology.
- Chapter 2: A comprehensive literature review was carried out for significant
number of studies that had been conducted on main topics related to this thesis
―Developing Performance Management Model in Construction Projects‖.
- Chapter 3: The design and formulation method of the new proposed performance
management model based on the data gathered through the literature review,
verified and classified the collected data throughout the conducted interviews, set
control actions; key performance indicators and evaluation scale to quantify the
control actions throughout conducted workshop.
- Chapters 4: Assessment of the proposed performance management model,
identification of the critical barriers and discussion of the obtained results.
- Chapter 5: It presents brief summary and conclusions with recommendations for
future research.