Paper Sample on Benchmarking: Management Process for Continuous Improvement

Introduction

Benchmarking is the main technical central point of overall leadership, a subject dependent on the culture of constant improvement. As argued by Ramabadron, Dean and Evans (1997), benchmarking is a process of recognizing exceptional performance and practices of other projects or companies and to adopt such know-how for comparative strength. Besides, benchmarking is a process of learning to find the most effective ways of getting things done. benchmarking is the management process used for continuous improvement through which performance is frequently contrasted with the top performers than the present (Themistocleous and Irani, 2001). The main reasoning of benchmarking is the potential to acknowledge one’s weaknesses and recognise that an individuals effort, especially in the construction of a three-storey hotel complex with en-suite bedrooms plans, are executed is important. Benchmarking has nothing to with imitating and copying, instead, it is concerned with accommodating experience acquired from the finest for the growth of an enhanced project output (Barber, 2004).

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Rahimi, Tavassoli, & Mollaee (2009) posited that when organizations resolve to benchmark the best in the business, they frequently undergo exceptional performance and broaden their institutional framework. Rahimi, Tavassoli, & Mollaee (2009) emphasise that benchmarking can greatly enhance the functioning of managing organizations and the same patterns may result in the performance of project management. According to (Parker, 1996), the individuals who decide benchmark have no obligations to start from scratch and can focus on upgrades and improvements. Rahimi, Tavasosoli and Mollaee (2009) argue that benchmarking at first glance might be misunderstood as an imitation. The writers deduce that this could be refuted. Besides, benchmarking is a procedure that enables companies to advance following the present ideas and stimulates an external opinion to guarantee meticulousness of setting objectives and improving internal policies required to achieve those goals. Moreover, project benchmarking can offer detailed information concerning the development of the project.

The Description of Benchmarking

The description of benchmarking discloses that benchmarking is not merely a measurement method that gives rise to a relative measure of performance, but also illustrates the methods of attaining outstanding achievements. The extraordinary achievements are revealed by performance measure indicators, referred to as benchmarks and the activities that accelerate the extraordinary achievements referred to as enablers. Enablers illustrate the aims of the extraordinary performance, for this reason benchmarking investigations are done with the help of two elements when they are linked practically. To be precise, benchmarks can be accomplished by achieving enablers (Wever, Boks, Marinelli and Stevels, 2007). To convert benchmarking analysis conditions to the two types of output, numerous models have been developed by from the initial ten-step four models developed by Xerox to describe and direct the benchmarking procedure. A number of the methods are effective and most of them borrow from recurrent benchmarking method suggested by W.E Deming. This model is therefore notoriously known as the “Deming Cycle” and it encompasses at least for stages.

The main driver as a result of benchmarking together with that of project management is upgrading. According to Maylor (2005), project management has four stages; and the idea behind process development is for constant learning and upgrading, through assessing the progress of the project, finding out from its experience and employing the knowledge to develop the future project management processes. The development process is composed of two parts; learning by doing and learning before doing (Themistocleous and Irani, 2001). Devices for instance scorecards, audit reviews, and lessons learnt are employed to assess the progress of the project. On the other hand, benchmarking links the two that is “learn before doing” and “learn by doing” to improve and learn the future project management processes.

Also, benchmarking is the process of evaluating the value of project management and getting lessons for future projects. In most cases, the project supervisor is in charge of coordinating the project management process. It is therefore important that the project managers have particular competencies and skills to realise success in project management. As the best practice, the skills are measured for the organization. Competence is described as the personal attributes, knowledge and skills that result in an excellent performance.

Benchmarking Projects

Through benchmarking projects, full benefits have received the projects, not just from the results of the project but also from the knowledge gathered from the efficiency of the process of project management in addition to the best practice that can be employed to recognise sections of improvement for future project management. Additionally, the best practice of project management in a company can be recognised, offering a prospect for corporate training. On the contrary, benchmarking project management has its disadvantages, for instance, most projects are single entities with a specified lifespan. For that reason, there exists little common ground between the projects.

Facilitating Communication

Among the proposed technological solutions that facilitate communication and to aid collaboration, building information modelling, there has become a great top for the UK construction industry. The building information modelling can be defined as the process of development and use of a digital model of the facilities intended to be built. The following are out coming result of the building information model, the ambition of the core centre hub for all information in which all the information about all the facility from its source of inception onward. The information needs to handle in many ways accords to their roles through the lif4e cycle of the facility presented.it has realized that the conceptualization (Ritter and Al-Hussein, 2017). To the use of the model as the core hub for all source of the information require all stakeholders to the project to achieve its goals and the use of the building information depository this done through the collaborative effort (Luo and Tang, 2015).

Conclusion

The building information modelling has enabled projects, the model normally has a major mean of communication that is a very important fact that normally improve collaboration. Although mostly in practices, modelling software is not ideal and that date is needed more so, in different disciplines. Therefore, it is very vital to achieve harmony when differentiating between uses of models.