This thesis proposed to improve an existing performance measurement methodology called the "General Measurement Methodology (GMM)." The GMM as well as its variations have been used in organizations to design a measurement effort to support performance improvement. It has evolved over a number of years and is currently being researched at the International Productivity Center (IPC). In order to attain its objective, this research adopted a case study approach supported by data from the literature as well as an expert panel. Three cases were considered to collect data on performance measurement system design and implementation. Two of these organizations (IPC and Acme Manufacturing Company) have used the GMM to set up performance measurement systems. The third case study (Golden State Power and Light {GSP&L}) was selected to lend another perspective to measurement system design since it used another approach or methodology. Site visits were made to each case study and data was collected primarily using the unstructured interview. The literature contributed more perspectives on how organizations measure performance. Responses from an expert panel of fourteen people enhanced the data base even further. Data from each of the above sources have been collected and processed. As explained in Chapter 6, the research design adopted had to be altered toward the end since the development and validation of the improved GMM was difficult. The strength and advantages of the improved version could not be completely verified. However, the conclusions of this thesis include a comprehensive description of the knowledge, wisdom and insight gained about measurement. A roadmap (based on the information acquired) toward effective measurement system design, development and implementation has also been presented. / Master of Science

M.Phil. / The foundation of Earned Value Performance Management (EVPM) was the cost/Schedule Control Systems Criteria originally defined in the USA in 1967. Earned Value Performance Management has traditionally been used in Defense projects with budgets in excess of R100M. Private industry is now implementing EVPM for major projects, which are large, complex or geographically dispersed. It is the objective of this dissertation to determine whether the Earned Value concept as developed over the years to the form it is in today is being used in the South African construction industry or not. As part of this dissertation the author devised and distributed a questionnaire to a limited and targeted demographic of Project Management practitioners. The results found that the concept of Earned value is being used in some form or other in selected few companies within the South African Construction industry. While it has been recognized, it's benefits are not being fully utilized. The benefit of the Earned Value concept contributing to the successful completion of a project is being acknowledged and more and more construction companies are slowly making Earned Value an intricate part of their Project Management system