KPIs OF CONSTRUCTION

Benchmarking the Industry

55%

General Contractor or Construction Manager

45%

Speciality/Trade Contractor

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Many companies use key performance indicators (KPIs) to gauge and compare performance in terms of meeting both strategic and operational goals. However, the construction industry as a whole lacks objective benchmarks, or a way to measure excellence across the industry.

Autodesk commissioned a study with Dodge Data and Analytics to survey more than 200 US-based contractors in order to identify and analyze current processes for planning and executing projects.

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7 KEY PROCESS INDICATORS

The findings suggest that by adopting specific processes for project management, contractors can reduce risk, thus minimizing down stream problems and improving performance.

Click on a # below to explore key data.

  1. Construction Documents
  2. Request for Information (RFIs)
  3. Change Orders
  4. Schedule
  5. Safety and Inspections
  6. Labor Productivity
  7. Quality and Close Out
1 2 3 4 5 6 7

1 Construction Documents

The frequency with which contractors are capturing errors, omissions, and/or constructibility issues in the 'bid set' of construction documents.

  • 54% of respondents capture this information on more than half of their projects.

  • Of the same group, 66% are using the information to mitigate risk on future projects.

  • 67% of practitioners who are not currently pacturing this information believe increasing the frequency will provide high value.

2 Request for Information (RFIs)

The frequency with which contractors log Request for Information (RFIs) and responses.

  • 73% of contractors, on more than half of their projects, create a log of this information with trade contractors being more likely to report RFIs to Senior Management as potencital sources of risk.

  • 76% of high frequency practitioners value it.

  • 37% of low frequency practitioners would benefit from logging RFIs more often.

3 Change Orders

Frequency of which firms are collecting and documenting change orders including turnaround time, root cause evaluation, and schedule impacts.

  • 64% typically collect and document change orders on over half of their projects.

  • 76% of high frequency practitioners value it.

  • 69% of practitioners that document change orders on less than half of their projects, would benefit from increased frequency.

4 Schedule

The frequency of updating schedules and other related activities and outcome, including the impact of slippages.

  • 42% respondents update schedules daily or weekly.

  • 52% of practitioners use both overall and look-ahead schedules on more than half of their projects.

    20% Indicate they update it within 1-2 days of becoming aware of a schedule modification.

5 Safety and Inspections

If and how firms are using technology to manage safety and/or inspections.

  • 53% of large General Contractors are utilizing this type of software on at least half of their projects.

  • 37% frequently use software to manage sagety and/or inspections during construction.

  • 60% of high frequency practitioners value it.

6 Labor Productivity

The top factors negatively impacting labor productivity are Coordination and Communication, Contract Document Quality and Poor Schedule Management.

  • 62% General Contractors / Construction Manager

  • 56% Trade

  • Cited problems with coordination and communication between project teams as a key contributor.

7 Quality and Close Out

If and how firms are using software to manage punch list and close out activities.

  • 70% of General Contractors (almost) use this type of software on at least 25% of their projects.

  • 26% rate its value as high or very high and cite it as a key factor in improving the process.