The systematic process of measuring an organization’s performance against that of both their own internal project portfolio, and industry peers for the purpose of determining best practices that, when adapted and utilized, lead to superior performance by improving capital efficiency through the total lifecycle of a project including operations and maintenance.
The Construction Industry Institute established the CII Benchmarking and Metrics (BM&M) program in 1995 to provide self-analysis tools to member companies, quantify the benefits of CII Best Practices, and support research teams. By 2002 the program had achieved those goals by deploying the first online benchmarking questionnaire and by generating key reports and many industry-sponsored studies.
The program currently enables members to perform self-analysis of project performance and best practices use. The database can also be mined to formulate typical industry norms that can help users understand how the industry in general performs. The newly released Performance Assessment System (PAS) interface provides a more intuitive and user-friendly approach to conducting self-analysis and mining the data to support decision making.
CII has responded to industry-specific benchmarking needs with absolute metrics and data to support member companies engaged in the pharmaceuticals and biotechnology, upstream oil and gas, downstream oil and gas, and healthcare sectors. CII’s strategic goal of expanding its geographical reach to serve members’ global operations is supported through the establishment of Performance Assessment Labs (PALs) in regions throughout the world. This expansion leverages local support, knowledge, and resources, while expanding and improving the program’s capacity to serve member companies.
CII’s 10-10 Program is a breakthrough in the benchmarking of project performance. Unlike any other benchmarking program in the industry, CII research concluded that modern benchmarking needed to be based on the concept of anonymously surveying members of a project’s management team regarding their project’s performance, team dynamics, and organizational relationships. The 10-10 Program surveys by phase (instead of at closeout) using simple statement-based questions. Ten leading indicators (input measures) are obtained throughout project development that can warn senior management of impending problems. This diagnostic capability aids the development of corrective action plans and the implementation of CII resources. Ten outcome measures (lagging indicators) provide certainty that the project is proceeding on target. Together, these measures are the basis of the program’s name: 10-10.
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