【正文】 (granted by owners) should be 延長(zhǎng)時(shí)間（授予業(yè)主）應(yīng) added in revised construction time. 加入經(jīng)修訂的建筑時(shí)間。 These were carefully 這些都是謹(jǐn)慎 discussed to finalize quantitative formulas of KPI1 and 討論最后確定量化公式的KPI 1和 KPI2 ( 關(guān)鍵績(jī)效指標(biāo) 2（ Table 2 表2 ). ）。 Data collection traditionally starts with a pilot data 數(shù)據(jù)收集傳統(tǒng)始于一個(gè)試驗(yàn)數(shù)據(jù) collection phase [8] 收集階段 [8] . 。 Thus, the essential information to因此，基本信息 design questions in a second survey was identified 在第二次調(diào)查設(shè)計(jì)問題被確認(rèn) through a pilot survey involved in 27 aforementioned 上述27個(gè)項(xiàng)目涉及通過試點(diǎn)調(diào)查 project managers and engineers. 項(xiàng)目經(jīng)理和工程師。 The purpose of this 這樣做的目的 Table 2 表2 Major KPIs with evaluation approach 主要表現(xiàn)指標(biāo)與評(píng)價(jià)方法 Code 代碼 KPIs 關(guān)鍵業(yè)績(jī)指標(biāo) Evaluation approach 評(píng)價(jià)方法 SD 統(tǒng)計(jì) Mean 有意義 KPI1 關(guān)鍵績(jī)效指標(biāo) 1 Construction cost 建筑成本 performance 性能 The percentage of construction cost variance 188。 建筑成本的百分比差異188。 actual construction costestimated construction cost 實(shí)際建造成本估計(jì)造價(jià) estimated construction cost 建造費(fèi)用估計(jì) 194。 100 100 KPI2 關(guān)鍵績(jī)效指標(biāo) 2 Construction time 施工時(shí)間 performance 性能 The percentage of construction time variance 188。 建造時(shí)間的百分比差異188。 discounted construction time 折扣施工時(shí)間 revised construction time 經(jīng)修訂的施工時(shí)間 194。 100 where, 100在那里， discounted construction time = actual construction time 192。 revised construction duration, 折扣建造時(shí)間=實(shí)際施工時(shí)間 ， 施工時(shí)間調(diào)整， revised construction time = original construction duration (recorded in contract) + the 經(jīng)修訂的建造時(shí)間=原建筑的時(shí)間（在合同記錄）+的 extension of time (granted by the owner) 延長(zhǎng)時(shí)間（授予所有者） KPI3 關(guān)鍵績(jī)效指標(biāo) 3 Customer satisfaction 顧客滿意 on services 關(guān)于服務(wù) The degree of customer satisfaction on the contractor39。s construction services is measured by a 顧客滿意對(duì)承包商的施工服務(wù)的程度是衡量一 10point Likerttype mark (from 1 = 39。39。extremely dissatisfied39。39。 to 10 = 39。39。extremely satisfied39。39。) 10點(diǎn)利克特式馬克= 39。39。 39。39。極為不滿10 = 39。39。 39。39。非常滿意（1） KPI4 關(guān)鍵績(jī)效指標(biāo) 4 Customer satisfaction 顧客滿意 on products 關(guān)于產(chǎn)品 The degree of customer satisfaction on the contractor39。s construction products is measured by a 客戶滿意的承建商建筑產(chǎn)品的程度是衡量一 10point Likerttype mark (from 1 = 39。39。extremely dissatisfied39。39。 to 10 = 39。39。extremely satisfied39。39。) 10點(diǎn)利克特式馬克= 39。39。 39。39。極為不滿10 = 39。39。 39。39。非常滿意（1） KPI5 關(guān)鍵績(jī)效指標(biāo) 5 Quality management 質(zhì)量管理 system (QMS) 系統(tǒng)（QMS） The degree of QMS performance is measured by a fivepoint Likertype mark (from 1 = 39。39。very 在質(zhì)量管理體系的表現(xiàn)程度是衡量了五點(diǎn)利凱爾型標(biāo)志（1 = 39。39。非常 bad performance39。39。 to 5 = 39。39。very good performance39。39。) 表現(xiàn)不佳 ， 以5 = 39。39。 39。39。很好的性能39。39。） KPI6 關(guān)鍵績(jī)效指標(biāo) 6 The project team 項(xiàng)目團(tuán)隊(duì) performance 性能 The project team performance at the project level is measured by a fivepoint Likertype mark 該項(xiàng)目一級(jí)項(xiàng)目團(tuán)隊(duì)的績(jī)效是衡量了五點(diǎn)利凱爾型標(biāo)志 (from 1 = 39。39。very bad performance39。39。 to 5 = 39。39。very good performance39。39。) （從1 = 39。39。 39。39。表現(xiàn)很糟糕5 = 39。39。很好的性能39。39。） KPI7 關(guān)鍵績(jī)效指標(biāo) 7 Change management 變更管理 The change management performance at the project level is measured by a fivepoint Liker 在項(xiàng)目的水平變化的管理業(yè)績(jī)進(jìn)行衡量的五點(diǎn)利凱爾 type mark (from 1 = 39。39。very bad performance39。39。 to 5 = 39。39。very good performance39。39。) 類型標(biāo)記（從1 = 39。39。 39。39。表現(xiàn)很糟糕5 = 39。39。很好的性能39。39。） KPI8 關(guān)鍵績(jī)效指標(biāo) 8 Material management 物資管理 The material management performance at sites is measured by a fivepoint Likertype mark 在材料管理網(wǎng)站的性能測(cè)量了五點(diǎn)利凱爾型標(biāo)志 (from 1 = 39。39。very bad performance39。39。 to 5 = 39。39。very good performance39。39。) （從1 = 39。39。 39。39。表現(xiàn)很糟糕5 = 39。39。很好的性能39。39。） KPI9 關(guān)鍵績(jī)效指標(biāo) 9 Labor safety 勞動(dòng)安全 management 管理 The labor safety performance at the project level is measured by a fivepoint Likertype mark 該項(xiàng)目一級(jí)勞動(dòng)安全性能是衡量了五點(diǎn)利凱爾型標(biāo)志 (from 1 = 39。39。very bad performance39。39。 to 5 = 39。39。very good performance39。39。) （從1 = 39。39。 39。39。表現(xiàn)很糟糕5 = 39。39。很好的性能39。39。） Note : SD = standard deviation. 注 ：標(biāo)準(zhǔn)差的標(biāo)準(zhǔn)差。 VT Luu et al. 室速琉等。 / International Journal of Project Management 26 (2008) 758–769 /國(guó)際項(xiàng)目管理雜志26（2008）758769 761 761 Page 5 第5頁(yè) survey is to uncover possible subindicators of each 調(diào)查揭示可能的分指標(biāo) ， 每個(gè) KPI in order to facilitate measures in practice. 關(guān)鍵績(jī)效指標(biāo) ， 以便在實(shí)踐中的措施。 Based 基于 on identified subindicators through the pilot survey, 對(duì)確定的分指標(biāo) ， 通過試點(diǎn)調(diào)查， questions are ready to collect data from 15 selected 問題現(xiàn)在已經(jīng)準(zhǔn)備好15個(gè)收集數(shù)據(jù)選擇 projects. 項(xiàng)目。 Fifteen project managers are concerned in data collec 15個(gè)項(xiàng)目經(jīng)理來(lái)說(shuō) ， 在數(shù)據(jù)收集 tion. 重刑。 Interview methods are widely used because of gen 面試的方法被廣泛使用 ， 因?yàn)樵诟?eral application for differing information requirements 全部擦除申請(qǐng)資料要求不同 and differing situations [44] and, therefore, semistruc 和不同的情況 [44]，因此，半struc tured interviews were selected to collect data relating to tured面試被選定有關(guān)的數(shù)據(jù)收集 KPI1, KPI2, KPI5, KPI6, KPI7, KPI8 and KPI9 關(guān)鍵績(jī)效指標(biāo) 1，關(guān)鍵績(jī)效指標(biāo) 2，關(guān)鍵績(jī)效指標(biāo) 5，KPI的 6，關(guān)鍵績(jī)效指標(biāo) 7，關(guān)鍵績(jī)效指標(biāo) 8和KPI 9 ( （ Table 2 表2 ). ）。 In addition, the authors have used various此外，作者以各種 data to discover best practices among contractors. 數(shù)據(jù)發(fā)現(xiàn)承建商之間的最佳做法。 Those 那些 data came from observations, and historical project doc 來(lái)自觀測(cè)數(shù)據(jù)和歷史的項(xiàng)目文檔， uments (eg site diaries, contract documents, the project’s uments（如網(wǎng)站日記，合同文件，該項(xiàng)目的 budget and schedule, bids, quality control programs, 預(yù)算和進(jìn)度，投標(biāo)，質(zhì)量控制程序， safety programs, punchlists, asbuild drawings and so 安全計(jì)劃，punchlists，作為建造圖紙等 on). 上）。 These were bined with sudden investigations 這些都是結(jié)合突然調(diào)查 without any notice or partial working together with pro 沒有任何通知或部分工作與親一起 ject teams at sites to know whether the information pro 在網(wǎng)站主語(yǔ)隊(duì)的資料是否親 vided by participants are reliable. 與會(huì)者vided是可靠的。 The personal contact 個(gè)人接觸 methods normally produce a high response rate, thus cus 通常的方法產(chǎn)生高回應(yīng)率，從而兌換， tomers were interviewed to portray their satisfactions 成功應(yīng)對(duì)接受訪問 ， 描繪他們的滿意 about the contractor39。s services (KPI3) and products 對(duì)承包商的服務(wù)（關(guān)鍵績(jī)效指標(biāo) 3）和產(chǎn)品 (KPI4). （關(guān)鍵績(jī)效指標(biāo) 4）。 According to the definition of customers sug 據(jù)賽格客戶的定義 gested by Mallak et al. [33] and Vietnamese business gested由Mallak等。[33]和越南業(yè)務(wù) environment, customers in this study are project owners 環(huán)境，在這項(xiàng)研究項(xiàng)目業(yè)主客戶 and capital suppliers. 和資本的供應(yīng)商。 The deta