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M.M. Akalu (Mehari) and J.R. Turner (Rodney)

2002-04-16

Adding Shareholder Value through Project Performance Measurement, Monitoring & Control

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We present the various views and methods of measuring and controlling project performance, and factors affecting a project. The review indicates that there is a shift in the type and understanding of factors of project success or failure. However, the presence of various measurement methods, in addition to diverse interest groups, makes performance decision-making more complex and subjective. A holistic and uniform measurement approach is suggested for both project appraisal and subsequent follow-ups.

Additional Metadata
Keywords DCF techniques, accounting based methods, performance appraisal, project success or failure, value management techniques
JEL Firm Objectives, Organization, and Behavior (jel L2), Business Administration and Business Economics; Marketing; Accounting (jel M), Business Administration: General (jel M10)
Publisher Erasmus Research Institute of Management
Persistent URL hdl.handle.net/1765/191
Series ERIM Report Series Research in Management
Rights Copyright 2002, M.M. Akalu, R. Turner, This report in the ERIM Report Series Research in Management is intended as a means to communicate the results of recent research to academic colleagues and other interested parties. All reports are considered as preliminary and subject to possibly major revisions. This applies equally to opinions expressed, theories developed, and data used. Therefore, comments and suggestions are welcome and should be directed to the authors.
Organisation Erasmus Research Institute of Management
Citation
Akalu, M., & Turner, R. (2002). Adding Shareholder Value through Project Performance Measurement, Monitoring & Control (No. ERS-2002-38-ORG). ERIM Report Series Research in Management. Retrieved from http://hdl.handle.net/1765/191
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