Effective Management of Benchmarking Projects

See if you have enough points for this item. Effective Management of Benchmarking Projects shows you how to apply benchmarking to a variety of projects.

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Effective Management of Benchmarking Projects equips the project team or manager with all the necessary competence for managing projects effectively. This practical book begins with definitions of 'what to benchmark' and ends with a stimulating real case study where a benchmarking project was conducted by observing all the necessary rules and with total adherence to the various protocols. This book deals with the application of benchmarking. It gives real examples of effective applications from such companies as: Key Account Management and Planning.

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Readers can access tens of thousands of print and e-books from our extensive catalogue of titles. Skip Navigation and go to main content Bargains Books. Routledge Routledge is the world's leading academic publisher in the Humanities and Social Sciences. While benchmarking may succeed with senior management support alone, it is far more likely to succeed if it has the support of middle management and the project team. Furthermore, the project team is far more likely to support the benchmarking initiative if it is understood that the goal is system improvement and not individual or team performance appraisal.

The IPT members should be confident that data submitted for benchmarking will not be used for performance appraisals if accurate data are to be obtained. The validation of benchmarked data is a critical component of any benchmarking system. Some benchmarking services collect data through a survey instrument and then use an experienced analyst to review them. The project team is interviewed to clarify and resolve issues. A different approach to validation is to share responsibility between the project team and an outside organization.

An independent reviewer serves as an honest broker and validates the data by ensuring their completeness and accuracy. The reviewer should be a trained, independent professional with a good understanding of the data to be collected, the measures to be produced, and the project management process used.

A rigorous examination of all data is performed by the service provider as a final check.

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Whatever approach is used, a validation process assists in maintaining consistency across organizations. Benchmarking processes are not easy to implement, and to be successful an organization must overcome numerous barriers. Some private-sector companies fear that they may lose their competitive advantage by sharing information, and others fear exposure of organizational weakness. Use of an identity-blind process, whereby data are posted without attribution, can mitigate these concerns.

For some organizations, arrogance is a major obstacle. These organizations may believe they are the best, so why benchmark? As renowned management consultant W. Edwards Deming would probably ask superconfident organizations that lack performance data and comparison to other organizations: How do you know? Other organizations are unaware of the value of benchmarking and believe that benchmarking systems do not adequately address their needs.

Benchmarking agreements and training increase familiarity with the benchmarking process and can help to reduce these barriers.

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One of the greatest barriers to benchmarking is a lack of resources. Most organizations are leaner today than in the past, and dedicating the essential resources can be difficult. For some organizations, project processes and computer systems are not sufficiently developed to easily support benchmarking CII, For these organizations the benchmarking process will require more manual intervention and consequently greater resources.

As project processes become automated, this barrier should shrink. Lessons learned from past benchmarking efforts can be helpful for an organization embarking on a benchmarking initiative:. Senior management buy-in and support are vital to success, but even with this support, generating enthusiasm is difficult McCabe, Benchmarking will be successful only if made an integral part of the project process.

Effective Management of Benchmarking Projects

Commonly accepted, effective metrics for assessing project performance are necessary to assess the extent to which best practices are used. Input, process, output, and outcome performance measures are necessary, and it is possible to implement them.

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Performance measures should be applied through a structured benchmarking process. Cost-effective, value-added benchmarking can be implemented through standardization of definitions and application of computer-based technologies. Construction Industry Institute Data Report. Managing in a Time of Great Change. Harvard Business School Press. Mikel, Harry, and Richard Schroeder.