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| Key success factors measurement items of construction program |
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| SF1. Clear vision, strategic goals, and mission. |
| SF2. Well-defined and realistic organizational goals. |
| SF3. Well aware of opportunities and threats for industry development. |
| SF4. Have a positive organizational culture and organizational structure system. |
| SF5. Have a clear and documented accountability system. |
| SF6. Have a good communication and management system. |
| SF7. Strategic support from executives. |
| SF8. The senior executives fully trust and authorize the program/subproject management team. |
| SF9. The strategic alignment between the objectives of the program and the technology. |
| SF10. Correct feasibility study. |
| SF11. Reasonable program financing method. |
| SF12. Reasonable program delivery system. |
| SF13. Allocate correct and sufficient resources to each subproject such as funds, materials, and equipment. |
| SF14. Stable employment of the employee system. |
| SF15. Regular evaluation of the objectives of the program and subprojects. |
| SF16. Adequate communication among program stakeholders. |
| SF17. Clear program objectives, deliverables, and benefits. |
| SF18. The consistency of the program objectives and organizational strategy. |
| SF19. Outstanding program/project manager. |
| SF20. Familiar with the exact information needs of executives. |
| SF21. Correct program cost estimation. |
| SF22. Appropriate program budget allocation. |
| SF23. Effective program cost management. |
| SF24. Reasonable program/subproject schedule. |
| SF25. Effective program/subproject schedule management. |
| SF26. Effective program quality management. |
| SF27. Effective program change management. |
| SF28. Effective communication management to control disputes and conflicts. |
| SF29. Effective risk management. |
| SF30. Effective stakeholder management. |
| SF31. Reasonable distribution of benefits among stakeholders. |
| SF32. Reasonably adjust and guide the program/subproject performance based on the strategic objectives. |
| SF33. The program manager pays attention to the mutual influence between the program/subproject targets. |
| SF34. Use mature tools, techniques, and management processes in program management. |
| SF35. Use integrated and coordinated management to achieve strategic goals. |
| SF36. There are enough program management business cases/plan charters for reference. |
| SF37. Provide continuous financial support according to the program budget. |
| SF38. Powerful and integrated program management office. |
| SF39. The government’s policy affirmation and support for the program. |
| SF40. Government departments provide efficient services for the program implementation. |
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