Orientador: Lesley Carina do Lago Attadia Galli / Resumo: Este estudo teve por objetivo evidenciar a relevância da utilização do Facilities Management (FM) enquanto elemento estratégico na gestão da organização do setor sucroenergético. Foi fundamentado no referencial teórico que trouxe como abordagem conceitos e teorias do FM, práticas de FM em diferentes setores do mercado e sistema de medição de desempenho. Desenvolvido no escopo de pesquisa descritiva, com abordagem qualitativa, utilizou procedimentos de análise de dados e estudo de caso. A empresa em análise é a líder mundial no setor sucroenergético, composta por 26 unidades de produção canavieira. A investigação ocorreu através de análise do banco de dados do sistema de gestão de FM e entrevista com gestores da organização. Consistiu na análise dos métodos de gestão de medição de desempenho de FM aplicáveis na área de apoio administrativo direcionado a gestão das unidades de produção, a partir de métricas e indicadores estratégicos de desempenho relacionados a área. A partir da análise dos dados coletados durante a pesquisa de campo, constatou-se que a utilização do FM no processo podem gerar redução de custos, qualidade na gestão dos processos e melhorias nos indicadores da perspectiva interna do negócio. / Abstract: This study aimed to highlight the relevance of using Facilities Management (FM) as a strategic element in the management of the organization of the sugar-energy sector. It was based on the theoretical framework that approached FM concepts and theories, FM practices in different market sectors and performance measurement system. Developed in the scope of descriptive research, with qualitative approach, used data analysis procedures and case study. The unit of analysis was the world’s leading organization in the sugarenergy sector, consisting of 26 sugarcane production units. The research consisted of the analysis of FM performance measurement management methods applicable in the area of administrative support directed to the management of production units, based on metrics and strategic performance indicators related to the area. From the analysis of the data collected during the field research, it was found that the use of FM in the process could lead to cost reduction, quality in the process management and improvements in the indicators of the internal business perspective. / Mestre

Orientador: Vagner Cavenaghi / Banca: Roberto Antônio Martins / Banca: Renato de Campos / Resumo: O transporte ferroviário no Brasil vem obtendo um crescimento constante em termos de sua produção nos últimos anos, principalmente após o início das concessões das malhas para a iniciativa privada. No entanto, ao se comparar a participação do modal ferroviário brasileiro, perante outros países, dentro da matriz de transporte, o Brasil ainda possui uma baixa participação neste tipo de modal. O aumento desta participação, por meio da continuidade do crescimento, será relevante para o desenvolvimento do país, devido à necessidade de uma maior competitividade externa dos nossos produtos, que pode ser alcançada pela redução de seus custos logísticos globais. Com isso, os operadores de transporte ferroviário poderão necessitar efetuar mudanças nas formas de gerir o desempenho de suas operações, buscando-se atingir os objetivos estratégicos de médio e longo prazo e também promover a melhoria contínua de seus resultados, tendo em vista outras perspectivas, além da financeira, tradicional medida de desempenho no ambiente organizacional. Diante deste cenário, este trabalho tem por objetivo propor um modelo de sistema de medição de desempenho para aplicação nos operadores de transporte ferroviário, o qual foi construído por meio de um estudo de caso realizado em uma empresa deste setor, visando estabelecer uma estrutura típica de análise, e também, pelo alinhamento de seus objetivos estratégicos comuns. Assim, buscou-se o Balanced Scorecard - BSC como uma opção de modelo de sistema de medição de desempenho a ser utilizado por essas organizações, devido a sua função estratégica e de instrumento de melhoria, possuindo quatro perspectivas de medição do desempenho (financeira, clientes, processos internos e aprendizado e crescimento), além de possuir uma relação de causa-e-efeito entre elas, conforme a orientação de um mapa estratégico. / Abstract: The Brazilian railroad transport has been achieving a continuous growth, in terms of its production in the last years, mainly after the beginning of the network concessions to private initiative. However, when comparing the participation of the Brazilian railroad modal, towards other countries, in the transports matrix, Brazil still has a low level of participation in this kind of modal. The increase this participation, through of the continued growth will be relevant for the development of the country, due to the necessity of a bigger external competitiveness of our products, which can be achieved by the reduction of its overall logistics costs. Thus, the railroad transport operators may need to make changes in the ways of managing the performance of its operations, searching up achieving the strategical objectives of medium and long term and also to promote the continuous improvement of its outcomes in view other perspectives, beyond financial, traditional measure of performance in the organizational environment. From this scenery, this work has for objective to propose a model of the system of performance measurement for application in the railroad transport operators, which was built through of a case study made in a company of this sector, seeking to establish a typical structure of analysis, and also, by alignment of its common strategical objectives. Thus, searched up the Balanced Scorecard - BSC like option of performance measurement system to be used by these organizations, due to its strategical function and also of improvement instrument, having four perspectives of performance measurement (financial, customer, internal processes and learning and growth), besides having a relation of cause and effect between them, as the guidance of a strategical map. / Mestre

During the late 1980s, government agencies in many countries commenced the implementation of public sector management reforms in an effort to improve their efficiency and effectiveness. Many of these reforms arose as a result of demands placed on governments for improved use of public funds. These reforms, which have been wide ranging, have involved important improvements in the methods in which public sector agencies collect and report information related to accountability, particularly in the area of performance measurement. This study seeks to add to the literature on public sector accountability and performance measurement by undertaking a comparative cross-country study involving Australia and Malaysia, a developed and a developing country. Each of these countries have adopted, in varying degrees, reforms to their public sector reporting mechanisms as a result of major demands for changes to public sector funding, accountability and reporting methods. Within the study, a multiple theory approach is undertaken which uses aspects of both agency theory and institutional theory to provide a more informed understanding of the impact specific influential parties have on the level of disclosure and dissemination of accountability related information. This study examines the impact of agency and institutional related variables on the extent and frequency of the disclosure and dissemination of performance measurement information by Australian and Malaysian government departments. / The major sources of data for this study comprise firstly, an analysis of the 2003/2004 annual reports of Australian and Malaysian government departments, secondly semi-structured interviews with senior finance officers of selected government departments and thirdly, a questionnaire survey forwarded to senior finance officers of all government departments in Australia and Malaysia. The findings of the content analysis and interviews concerning performance indicator disclosure by Australian Federal government departments show that cost and effectiveness performance indicators are the most disclosed indicator. For Malaysian Federal government departments, results and quantity performance indicators are the most disclosed indicators. For Australia, performance dissemination happens most often on a monthly basis whilst for Malaysia this occurs more regularly on an annual basis. In relation to performance indicator dissemination, Australian government departments are making increased use of the web to disseminate performance indicators whilst the main method of dissemination for Malaysia is their availability upon request. The major questionnaire was prepared using the annual report content analysis and interviews as a base and it was sent to the senior financer officers of all Australian and Malaysian Government Departments. The questionnaire resulted in a 37.1% response rate for Australia and a 21.7% response rate for Malaysian departments. The questionnaire was used as the base to test the influence of agency theory-related variables and institutional theory-related variables and culture on performance indicator disclosure and dissemination. / The results of the agency theory-related variables rejected the hypothesised influence of oversight bodies on performance indicator disclosure and dissemination for both Australian and Malaysian government departments. The relevant size of government departments was also rejected as being an influence on the frequency of performance indicator disclosure by both countries. However, for Australian government departments, a significant influence for frequency of size of government departments of performance indicator dissemination was found to exist. The citizenry was found to have no significant influence on performance indicator disclosure by both countries. However, in the case of Malaysia, the citizenry were found to have an influence on the level of performance indicator dissemination. The results of the institutional theory related variables provided evidence that none of the variables have an influence on the frequency of performance indicator disclosure and dissemination in both countries. Finally, the results for culture showed there is a level of influence of culture on the frequency of performance indicator disclosure and dissemination. Overall the results of this study indicate both some differences and similarities between Australia and Malaysia government departments in the disclosure and dissemination of performance indicators. There is evidence in this study to indicate that in Australia, both efficiency and effectiveness performance indicators are being disclosed more often in the annual reports of government departments. However, the results for Malaysia show a considerably lower level of disclosure of efficiency and effectiveness performance indicators in government departments' annual reports than in Australia. / Therefore the contrasts between the mail survey results and interview results provide for some future research that could expand the interview survey to include a larger sample to see if the Sofas perceptions are the same or different in regards to performance indicator disclosure and dissemination. The dual paradigm (agency and institutional) modeling of the determinants of performance indicator disclosure and dissemination have provided important findings from the perspectives of both the variables and the countries on which this study was based. The important findings of this study are that accountability and managerially have had differing emphases in Australia as compared to Malaysia, and that there are varying levels of disclosure, dissemination and use of performance measurement information between both individual government departments and the countries in which they reside. A range of future research possibilities are generated by this study. These possibilities range from extending the context of the hypotheses to encompass other government entities, other countries and other forms of performance measurement.

Abstract not available

Doctor of Philosophy (PhD) / After two decades of public management reform, the ‘new accountability’ of performance measurement is a routine feature in the relationships between Australian government agencies and the non-profit organisations they fund to provide child and family services. While performance measurement offers to resolve tensions about how governments manage the quality and productivity of contracted services, the indicators they commonly adopt raise well-documented practical, political and epistemological challenges in social services. Left unresolved, these challenges risk biasing representations of service performance, by emphasising the most tangible dimensions of service activities (such as measures of client throughput) over relationship building and care. Capturing only part of service activity compromises the usefulness of performance data for managing quality and outcomes, and denies policy makers critical information about the value and meaning of care in users’ lives. This thesis identifies and critically explores one set of challenges for performance measurement: the role of service users. Uniquely, I explore how user involvement in social service evaluation can make visible how these services enhance the quality of family and personal life. Using a case study of family support services in New South Wales, the research makes a series of empirical and theoretical contributions to problems of user involvement in social service evaluation. Firstly, the research examines the performance indicators currently used by government to monitor the efficiency and effectiveness of family support services in NSW. This shows that performance indicators in family support capture output more thoroughly than outcome, and confirms the minimal role that service users play in assessing service quality and outcomes. But while service users are largely excluded from participation in performance measurement, theoretical perspectives as diverse as managerialism and feminism treat service users as well placed to capture and report otherwise elusive information about care quality and outcomes. Further, participation in evaluation facilitates the exercise of users’ rights to self-expression and self-determination in the social service delivery and policy process. After identifying the widespread exclusion of service users’ perspectives from performance measurement in NSW family support, the thesis makes its more substantial contribution, in documenting findings from a detailed study involving adult family support service users (parents) and their workers (the ‘Burnside Study’). This qualitative study was conducted in four socio-economically disadvantaged service delivery sites located around New South Wales. Using focus group, interview and observational methods and a modified grounded theory approach, the study contributes exploratory evidence of what these service users think of, and how they think about service quality, outcomes, and evaluation in family support. The parents’ accounts of using family support capture their unfulfilled social ideals and the broader visions of the justice they hoped these social services would help them achieve. Their criteria for measuring service outcomes and service quality, and their views on evaluation methods embody core themes that social theorists have struggled to analyse, about the purpose of social services and the nature of ‘a good life’. The theoretical framework I develop highlights the role of family support in the context of service users’ struggles for social justice, and in particular, their struggles for self-realisation, recognition and respect (Honneth, 1995). The research extends theories of recognition beyond publicly articulated social movements to those struggles in social life and social politics that exist in what Axel Honneth terms the ‘shadows’ of the political-public sphere (2003a: 122). After establishing a conceptual framework that facilitates deeper interpretation of users’ perspectives, I present the findings in three categories: users’ perspectives on service outcomes; users’ perspectives on service quality; and users’ perspectives on evaluation methods. The findings show how service users define ‘service outcomes’ in the context of their struggles for recognition and respect, highlighting the contribution welfare services and welfare professionals make beyond the managerial ‘Three E’s’ of economy, efficiency, and effectiveness. Further, the findings confirm the importance of ‘helping relationships’ to the quality of service delivery in family support, despite the invisibility of service relationships in existing performance indicators. The complexity of worker-client bonds highlights the difficulty of evaluating social services using simple numerical counts of client or service episodes, and plays into broader debates about strategies for revaluing care work, and the role of care recipients. Finally, the findings show the role performance measurement processes and methods might play in facilitating users’ struggles for recognition. Users identified a role for evaluation in making visible the contribution of family support in pursuing their social justice goals, and saw evaluation as an opportunity in itself to facilitate recognition and respect. Overall, the thesis offers concrete evidence about how family support service users experience and define service quality and outcomes, and how they see their own role in evaluating the services they use. The research shows how users’ perspectives both contest and confirm the ‘new accountability’ of performance measurement, pointing to new directions, and further challenges, for conceptualising – and evaluating – social services.

<p>Problem</p><p>Performance management på individnivå innebär att styra individen utifrån individuella mål som förmedlar organisationens övergripande strategi till medarbetarna. För att förstärka styreffekterna av individuella mål kan en belöning kopplas till måluppfyllelsegrad. Effekten av ett bonussystem ställer stora krav på samarbete mellan chef och anställd då de tillsammans ska ställa upp realistiska mål som syftar till att utveckla den enskilde individen samtidigt som de bidrar till organisationens övergripande mål och resultat. Därmed är det viktigt att undersöka hur medarbetare och chefer påverkas av individuella mål kopplade till bonus och vilka effekter detta får inom företaget. Vilken effekt har målsättnings-, uppföljnings- och utvärderingsarbetet på styrning och motivation bland medarbetare och chefer?</p><p>Syfte</p><p>Syftet är att undersöka och öka förståelsen kring hur styrning och motivations-aspekter påverkas då performance management bryts ner till individnivå samt hur en belöningskoppling kan förstärka den eventuella styreffekten.</p><p>Metod</p><p>Undersökningen har genomförts i form av en fallstudie där intervjuer använts som främsta empiriinsamlingsmetod. Intervjuverktyget valdes för att få en förståelse för hur performance management påverkar personer inom en organisation utifrån ett styr- och motivations-perspektiv. Det gav möjlighet till att undersöka problemet på en djupare nivå där olika synsätt och åsikter kring ämnet kunde fångas upp under personliga intervjuer.</p><p>Resultat</p><p>Undersökningen visar att styrfilosofin inom en organisation inte påverkas i nämnvärd utsträckning av performance management på individnivå. Det som påverkas är hur organisationen väljer att hantera styrningen i form av de svårigheter som uppstår i och med att målen blir individuella. De största svårigheterna med ett individuellt målsättningsprogram är att få en jämvikt mellan finansiella och ickefinansiella mätetal där målen kommuniceras och förankras hos medarbetarna på ett fungerande sätt. Trots att de mjuka målen uppfattas som oerhört viktiga på individnivå så är det dessa mål som skapar de största svårigheterna. Fallstudien har visat att en tydlig målsättning med konkreta och realistiska mål är en förutsättning för att påverka styrningen i positiv riktning. Det framgår även att rättvisa är viktigt i och med att en bonus kopplas till måluppfyllelsegrad varför kvalitén på målsättningsarbete och uppföljningen är av stor vikt.</p> / <p>Problem</p><p>Performance management helps the organisation clarify the strategy through individual targets. To reinforce the management effect a bonus can be connected to the fulfilment of targets. When a bonus is connected to performance management it is vital that the communication between managers and co-workers is well functioning and that the individual targets support the co-workers learning as well as they support the organizations overall targets. Therefore it is important to investigate how co-workers and managers are affected by individual targets and what consequences it has on the organization. What impact has the target setting-, follow up- and evaluation process on the organisation’s management and the motivation among the staff?</p><p>Purpose</p><p>The purpose of this study is to investigate and increase the understanding of how management and motivational aspects is affected when performance management is broken down to individual levels and how a reward can enhance the possible control effect.</p><p>Method</p><p>This study has been performed through a case study where interviews have been the primary method. Several interviews were conducted to gain an understanding of how performance management influences employees in an organization on the basis of a control and motivational aspect. Interviews made it possible to examine the purpose on a deeper level, where different opinions and approaches to performance management could be collected.</p><p>Result</p><p>The control function is not influenced by the fact that performance management is broken down to individual levels. The difficulty with this topic is the problems that arise when targets are made individualized. Individual targets make it hard to find a balance between financial and non-financial measurements and to gain the approval of employees. Non-financial goals cause the biggest problems since these are the hardest goals to measure and reward. Despite problems surrounding the non-financial goals there exist a great confidence in such goals. The case study shows that performance management on an individual level demands a well functioning communication to effect organisational management in a positive direction. It also shows that a bonus connected to targets demands a high quality in the rewarding procedure where justice plays an important part.</p>

<p>The main purpose of this study is to define important criteria to consider when selecting and implementing performance measures on a strategic, tactical and operational level. The thesis is built around the questions "What to measure" and "How to measure". Generally within the thesis the question of "what" concerns different frameworks and working procedures that can be used to determine what to measure, while the question of "how" concerns criteria to consider when implementing performance measures, such as how to design measure formulas and targets, how to communicate measures, etc.</p><p>The study has been conducted as a qualitative study, where the empirical data has been collected through interviews and by using information material from the case company. The purpose of the case study was to test the theoretical framework. The studied case company was Sandvik Process Systems, a product area within the Sandvik group. The case study was complemented by two minor comparative studies of companies also belonging to the Sandvik group. In total the study comprised interviews with 15 persons within different organizational levels.</p><p>Several different frameworks aiming to help organizations to answer the question of what to measure have been developed during the last decades. The frameworks differ more or less, but theorists appear to agree on several matters. My conclusions of the most important criteria to be taken into consideration when answering the question of what to measure is:</p><p>* Complement the outcome measures, i.e. the financial measures that show the results from past efforts, by pro-active performance drivers - the measures that drive the future performance</p><p>* Ensure linkage between performance measures and company vision and strategic objectives</p><p>* Involve the co-workers in the process of developing measures</p><p>* Use an overall comprehensive view and methodic approach</p><p>* Limit the amount of measures</p><p>* Retain the methodic approach – manage the performance measurement system</p><p>After answering the question of what to measure there are also a number of important criteria to consider when it comes to how to measure and implement measures into the organization:</p><p>* Define measure purposes</p><p>* Assign reasonable targets to the measures</p><p>* Consider the field of application when designing a performance measure</p><p>* Communicate the performance measures</p><p>* Specify the measures</p><p>Despite attempting to simplify a complicated reality the frameworks aiming to help organizations to select measures are all rather complex. Hence, to develop and implement a PMS (Performance Measurement System) by the book will imply an extensive project for any company. How time- and resource demanding the project will become will differ from one company to another. Thus, a general conclusion of this study is that a company must start out from its own conditions in order for the development and implementation not to become too complex a project, where the organization loses focus and fails to manage the project all the way through.</p><p>Companies must consider factors such as the size and complexity of the organization, how the business is controlled and managed as well as the structure and control of an already existing PMS. For large organizations, already possessing a rather unstructured PMS, the best approach could be to look upon the development as a constantly on-going activity in the spirit of continuous improvements, rather than a complex project running over a limited time. A vital success factor is also to communicate the intentions to the whole organization at an early stage. If the whole organization is aware of the intention and the purpose this will facilitate the process of developing and implementing a successful PMS.</p>

Problem Performance management på individnivå innebär att styra individen utifrån individuella mål som förmedlar organisationens övergripande strategi till medarbetarna. För att förstärka styreffekterna av individuella mål kan en belöning kopplas till måluppfyllelsegrad. Effekten av ett bonussystem ställer stora krav på samarbete mellan chef och anställd då de tillsammans ska ställa upp realistiska mål som syftar till att utveckla den enskilde individen samtidigt som de bidrar till organisationens övergripande mål och resultat. Därmed är det viktigt att undersöka hur medarbetare och chefer påverkas av individuella mål kopplade till bonus och vilka effekter detta får inom företaget. Vilken effekt har målsättnings-, uppföljnings- och utvärderingsarbetet på styrning och motivation bland medarbetare och chefer? Syfte Syftet är att undersöka och öka förståelsen kring hur styrning och motivations-aspekter påverkas då performance management bryts ner till individnivå samt hur en belöningskoppling kan förstärka den eventuella styreffekten. Metod Undersökningen har genomförts i form av en fallstudie där intervjuer använts som främsta empiriinsamlingsmetod. Intervjuverktyget valdes för att få en förståelse för hur performance management påverkar personer inom en organisation utifrån ett styr- och motivations-perspektiv. Det gav möjlighet till att undersöka problemet på en djupare nivå där olika synsätt och åsikter kring ämnet kunde fångas upp under personliga intervjuer. Resultat Undersökningen visar att styrfilosofin inom en organisation inte påverkas i nämnvärd utsträckning av performance management på individnivå. Det som påverkas är hur organisationen väljer att hantera styrningen i form av de svårigheter som uppstår i och med att målen blir individuella. De största svårigheterna med ett individuellt målsättningsprogram är att få en jämvikt mellan finansiella och ickefinansiella mätetal där målen kommuniceras och förankras hos medarbetarna på ett fungerande sätt. Trots att de mjuka målen uppfattas som oerhört viktiga på individnivå så är det dessa mål som skapar de största svårigheterna. Fallstudien har visat att en tydlig målsättning med konkreta och realistiska mål är en förutsättning för att påverka styrningen i positiv riktning. Det framgår även att rättvisa är viktigt i och med att en bonus kopplas till måluppfyllelsegrad varför kvalitén på målsättningsarbete och uppföljningen är av stor vikt. / Problem Performance management helps the organisation clarify the strategy through individual targets. To reinforce the management effect a bonus can be connected to the fulfilment of targets. When a bonus is connected to performance management it is vital that the communication between managers and co-workers is well functioning and that the individual targets support the co-workers learning as well as they support the organizations overall targets. Therefore it is important to investigate how co-workers and managers are affected by individual targets and what consequences it has on the organization. What impact has the target setting-, follow up- and evaluation process on the organisation’s management and the motivation among the staff? Purpose The purpose of this study is to investigate and increase the understanding of how management and motivational aspects is affected when performance management is broken down to individual levels and how a reward can enhance the possible control effect. Method This study has been performed through a case study where interviews have been the primary method. Several interviews were conducted to gain an understanding of how performance management influences employees in an organization on the basis of a control and motivational aspect. Interviews made it possible to examine the purpose on a deeper level, where different opinions and approaches to performance management could be collected. Result The control function is not influenced by the fact that performance management is broken down to individual levels. The difficulty with this topic is the problems that arise when targets are made individualized. Individual targets make it hard to find a balance between financial and non-financial measurements and to gain the approval of employees. Non-financial goals cause the biggest problems since these are the hardest goals to measure and reward. Despite problems surrounding the non-financial goals there exist a great confidence in such goals. The case study shows that performance management on an individual level demands a well functioning communication to effect organisational management in a positive direction. It also shows that a bonus connected to targets demands a high quality in the rewarding procedure where justice plays an important part.

Performance measurement has grown in importance within transportation agencies due to decreased and stipulated funding and federal focus on system performance. A shift has occurred in how transportation planning and decision making historically took place including a rise in prominence of the Metropolitan Planning Organization (MPO). The public, state and local agencies, and other stakeholders are mutually served by the regional MPO to assure that transportation funding allocation and project selection meet the regional needs and coordinate the transportation planning process to provide a seamless transportation system. The recent Federal transportation funding program MAP-21 establishes performance measures for each MPO in coordination with the State department of transportation (DOT). Small MPOs, those which serve populations of less than 200,000 people, differ vastly from larger MPOs in the amount of funds available and authority to allocate funds as well as the resources that are available to perform a performance measurement program. Small MPOs often lack the resources to identify and use performance measures, even though performance measurement at the MPO level has promoted efficient decision-making in large MPOs. This research strives to find by interviews and surveys of the small Texas MPOs if the use of certain performance measures in small MPOs can be financially upheld with limited resources and budget. This thesis is timely in relation to the MAP-21 performance measurement requirements as it shows that performance measurement is, at this time, difficult to impossible based on small Texas MPOs’ very limited resources. Due to the estimated costs of basic performance measurement programs and the difficulty in quantifying the tangible benefits, the use of performance measurements in small Texas MPOs is unlikely. Small Texas MPOs listed potential performance measurement program benefits such as: project prioritization, funding allocation, and showing the public that professional planning is useful. It was found that any potential benefits of performance measurements are limited when dealing with small communities with fairly obvious transportation problems. The estimated cost of a basic performance measurement program in a small Texas MPO was determined to be around $150,000 per year. This cost exceeded both their abilities to fund a performance measurement program and the perceived benefits of such an effort. This research suggests the following performance measures are most likely to be beneficial when proven cost effective: V/C ratios, travel times, crash rates (safety) and VMT. These measures are often easily accessible and could be beneficial in the long-range planning of a local transportation system. However, fiscal and staffing limitations, along with realities of planning for a small community make the use of performance measures difficult. The results of this study can aid the Secretary of Transportation in understanding the limited technical capacities of small Texas MPOs in regards to performance measurement.

This study developed and applied a field test to evaluate the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE)/Chartered Institute of Building Services Engineers (CIBSE)/United States Green Building Council (USGBC) Performance Measurement Protocols (PMP) for Commercial Buildings in a case-study office building in central Texas. As the first integrated protocol on building performance measurement, the ASHRAE PMP accomplished its goal of providing the standardized protocols for measuring and comparing the overall performance of a building, including energy, water, thermal comfort, Indoor Air Quality (IAQ), lighting, and acoustics. However, several areas for improvement were identified such as conflicting results from different procedures or benchmarks provided in the ASHRAE PMP; limited guidelines for performing the measurements; lack of detailed modeling techniques, graphical indices, and clear benchmarks; and some practical issues (i.e., high cost requirements and time-intensive procedures). All these observations are listed as the forty issues, including thirteen for energy, five for water, and twenty-two for Indoor Environmental Quality (IEQ). Recommendations were developed for each issue identified. For the selected high-priority issues, twelve new or modified approaches were proposed and then evaluated against the existing procedures in the ASHRAE PMP. Of these twelve new or modified approaches, the following are the most significant developments: a more accurate monthly energy use regression model including occupancy; a monthly water use regression model for a weather-normalized comparison of measured water performance; a method how to use a vertical temperature profile to evaluate room air circulation; a method how to use LCeq – LAeq difference as a low-cost alternative to estimate low frequency noise annoyance; a statistical decomposition method of time-varying distribution of indices; and a real-time wireless IEQ monitoring system for the continuous IEQ measurements. The application of the forty recommendations and the twelve new or modified approaches developed in this study to the ASHRAE PMP is expected to improve the applicability of the ASHRAE PMP, which aligns the overall purpose of this study. Finally, this study developed a new single figure-of-merit rating system based on the ASHRAE PMP procedures. The developed rating system is expected to improve the usability of the protocols.