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首页> 外文会议>SAVE International annual conference >THE INTEGRATION OF THE PERFORMANCE MEASURES PROCESS INTO VALUE STUDIES
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THE INTEGRATION OF THE PERFORMANCE MEASURES PROCESS INTO VALUE STUDIES

机译：将绩效考核过程整合到价值研究中

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Value Methodology (VM) has traditionally been perceived as an effective means for reducing project costs. This paradigm only addresses one part of the value equation and has typically overlooked the positive effect that VM can have on project performance for the sake of cost savings. The Performance Measures Process was developed in conjunction with the California Department of Transportation over the past several years as a means of developing a better understanding of the effects of recommendations developed in value studies have on project performance. The greatest strength of this process lies in its focus on achieving total value improvement. This process seeks to measure performance by: 1 Identifying and defining key performance attributes 2 Determining the relative importance of performance attributes in meeting a project’s Purpose and Need 3 Developing measurement scales to quant ify (or qualify) performance levels 4 Comparing performance to cost ratios (i.e., value) of multiple design concepts This paper will describe how the Performance Measures Process may be integrated into value studies at each stage of the job plan. This paper will also demonstrate how the Performance Measures Process can augment Value Methodology by: 1 Building consensus among project stakeholders (especially those holding conflicting views) 2 Developing a better understanding of a project’s goals and objectives as they relate to Purpose and Need 3 Developing a baseline understanding of how the project is meeting performance goals and objectives 4 Identifying areas where project performance can be improved through the VM process 5 Developing a better understanding of an alternative concept’s effect on project performance 6 Developing a deeper understanding of the relationship between performance and cost in determining value 7 Using value as the basis for selecting the best project or design concept
机译：传统上，价值方法论（VM）被认为是降低项目成本的有效手段。这种范例仅解决了价值方程的一部分，并且通常忽略了VM可以为节省成本而对项目性能产生的积极影响。 过去几年中，与加利福尼亚州交通运输部共同制定了绩效评估程序，以更好地了解价值研究中提出的建议对项目绩效的影响。该过程的最大优势在于其致力于实现总价值的提高。 该过程旨在通过以下方式衡量绩效： 1识别和定义关键绩效属性 2确定绩效属性在满足项目目的和需求方面的相对重要性 3制定衡量标准以量化（或鉴定）绩效水平 4比较多个设计概念的性能与成本之比（即价值） 本文将描述在工作计划的每个阶段如何将绩效评估过程整合到价值研究中。本文还将通过以下方式演示绩效衡量过程如何增强价值方法论： 1在项目利益相关者（尤其是持不同意见的利益相关者）之间建立共识 2更好地理解与目的和需求相关的项目目标 3对项目如何达到绩效目标有基本的了解 4确定可以通过VM流程提高项目绩效的领域 5更好地了解替代概念对项目绩效的影响 6在确定价值时对性能和成本之间的关系有更深入的了解 7以价值为基础选择最佳项目或设计概念

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