Benchmarking is introduced as a practice of non‐financial assessment that promotes continual performance improvement. Its relevance to and possible consequences for the public sector are discussed in relation to a case study in construction procurement. A pilot study investigating the achievements of government clients in construction procurement has identified a need for better client “ownership” of project risk and opportunity. The article argues that benchmarking can provide the vehicle for this “ownership”. In conjunction with the clients and HM Treasury, a second stage of project assessment has just been completed and the methods and results described. The aim is to realize consistent, relevant and feasible metrics, co‐operatively authored by client practitioners and academics with reference to private construction organizations, that will then be used for purposes of on‐going self‐assessment at both project and strategic levels.
Holt, R. and Graves, A. (2001), "Benchmarking UK Government Procurement Performance in Construction Projects", Measuring Business Excellence, Vol. 5 No. 4, pp. 13-21. https://doi.org/10.1108/EUM0000000006515Download as .RIS
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