The Performance & Development

(P&D) Process
A Guide to Aurecon Key Performance Indicators (KPI’s)

P&D FY 2010/11  Page 1

PROJECT DELIVERY MANAGER
Objectives & Actions Measures & Targets Guidance Comments
CLIENT
Client satisfaction: Lead the Sector project Client feedback surveys in Sector with an average KPI to be assessed as a single rating taking a
delivery management team to reinforce client rating of X. X% of (or $XM) sector revenue from balanced account of all measures.
service and responsiveness in project delivery to repeat clients.
meet the scope and contract requirements of our
projects and intervene to rectify issues as
required. (For multi discipline projects, clients may
be internal)
PEOPLE
Safety of people on our projects: Lead the Conduct X safety leadership initiatives per month Select 1 to 3 of these measures. KPI to be
Sector project delivery management team to on Sector projects (walks, audits, workshops, etc). assessed as a single rating taking a balanced
ensure safety is effectively managed on our Recordable Incidents to be 100% and agreed account of all selected measures.
projects and be an exemplar model of the APAC improvements implemented. Lost Time Injuries in
safety culture. Sector less than X.
Grow Project Delivery and Management Skills: At least X Lessons learnt sessions are run in
Coach and mentor Portfolio Managers to enhance Sector. 100% completion of individual Project
their project delivery and management skills. Team Member Feedback forms and feedback
meetings for Sector.

BUSINESS
Individual utilisation: Spend a sufficient BST Utilisation X%. Refer to workbook for definition of utilisation and
proportion of time on billable projects. how it is measured.
Satisfactory financial performance of projects Sector Revenue $XM. Sector NLM X. Sector Effort KPI to be assessed as a single rating taking a
in Sector: Lead the Sector project delivery Performance X. Sector Debtors X. Debtor Days & balanced account of all 6 listed measures.
management team to oversee financial Aged debts < X%AR. Sector Unbilled (Positive Sector Debtors and Sector Unbilled to be
performance of projects and intervene to rectify WIP) X% of monthly billings. measured each month, overall result for
issues as required. assessment period to be the average of the
monthly results.
Effective quality and risk management of X% or X (No.) of Sector projects under go QA Select 2 to 4 of these measures.
projects in Sector: Lead the Sector project audit. X% of Sector projects undergo a major KPI to be assessed as a single rating taking a
delivery management team to oversee quality and project review. X% of review/audit findings have balanced account of all selected measures.
risk management of projects and intervene to been adequately addressed in timely manner. Sector QA Business Partner is able to gather data
rectify issues as required. Project close outs occur on X% of projects over $Y and report on these measures for Sector.
in value.

P&D FY 2010/11  Page 2

PORTFOLIO MANAGER
Objectives & Actions Measures & Targets Guidance Comments
CLIENT
Client satisfaction: Reinforce client service and Client feedback surveys in Portfolio an average KPI to be assessed as a single rating taking a
responsiveness in project delivery to meet the rating X. X% of (or $XM) Portfolio revenue from balanced account of all measures.
scope and contract requirements of our projects repeat clients.
and intervene to rectify issues as required. (For
multi discipline projects, clients may be internal)
PEOPLE
Safety of people on our projects: Ensure safety Conduct X safety leadership initiatives per month Select 1 to 3 of these measures.
is effectively managed on projects and be an on Portfolio projects (walks, audits, workshops, KPI to be assessed as a single rating taking a
exemplar model of the Aurecon safety culture. etc). Recordable Incidents to be 100% and agreed balanced account of all selected measures.
improvements implemented. Lost Time Injuries in
Portfolio less than X.
Grow Project Delivery Skills: Coach and mentor At least X Lessons learnt sessions are run in
Project Leaders to enhance their project delivery Portfolio. 100% completion of individual Project
skills. Team Member Feedback forms and feedback
meetings for Portfolio.
BUSINESS
Individual utilisation: Spend a sufficient BST Utilisation X%. Refer to workbook for definition of utilisation and
proportion of time on billable projects. how it is measured.
Satisfactory financial performance of projects Portfolio Revenue $XM. Portfolio NLM X. Portfolio KPI to be a assessed as a single rating taking a
in Portfolio: Oversee financial performance of Variance X. Portfolio Debtors X. Debtor Days & balanced account of all 6 listed measures.
projects in Portfolio and intervene to rectify issues Aged debts<X%AR. Portfolio Unbilled (WIP) X. Portfolio Debtors and Portfolio Unbilled to be
as required. measured each month, overall result for
assessment period to be the average of the
monthly results.
Effective quality and risk management of X% or X No. of Portfolio projects audited. X% of Select 2 to 5 of these measures.
projects in Portfolio: Oversee quality and risk Portfolio projects undergo a major project review. KPI to be assessed as a single rating taking a
management of projects in Portfolio and intervene X% of review/audit findings have been adequately balanced account of all selected measures.
to rectify issues as required. addressed in timely manner. Project close outs Sector QA Business Partner is able to gather data
occur on X% of projects over $Y in value. At least and report on these measures for Portfolio.
X Lessons learnt sessions are run in Portfolio.

P&D FY 2010/11  Page 3

PROJECT LEADER
Objectives & Actions Measures & Targets Guidance Comments
CLIENT
Client satisfaction: Reinforce a client focussed X no. of client feedback surveys conducted with an KPI to be a assessed as a single rating taking a
culture and ensure client responsiveness in average rating of X. balanced account of both listed measures.
delivery of projects to meet the scope and contract
requirements of the project.
PEOPLE
Safety of people on our projects: Ensure safety Recordable Incidents to be 100% and agreed KPI to be a assessed as a single rating taking a
is effectively managed on projects and be an improvements implemented. Lost Time Injuries on balanced account of both listed measures.
exemplar model of the APAC safety culture. projects less than X.
Grow Project Delivery Skills: Coach and mentor At least X Lessons learnt sessions are run. 100%
Project Team members to grow and enhance their completion of individual Project Team Member
project delivery skills. Feedback forms and feedback meetings.

BUSINESS
Individual utilisation: Spend a sufficient BST Utilisation X%. Evidence of forward workload Refer to workbook for definition of utilisation and
proportion of time on billable projects. Proactively planning where utilisation is below target. how it is measured.
plan individual forward workload and seek
opportunities to work on billable projects via
consultation with People Manager.
Satisfactory financial performance of projects: Project Effort Performance X (weighted average of KPI to be a assessed as a single rating taking a
Manage projects to approved budget targets. all projects undertaken in assessment period). balanced account of all 3 listed measures.
Project Debtors X days (measured each month for
all current projects, overall result for assessment
period to be the average of monthly results.
Project Unbilled (WIP) X days (measured each
month for all current projects, overall result for
assessment period to be the average of monthly
results.
Effective quality and risk management of X% or X No. of projects (or phases of large KPI to be a assessed as a single rating taking a
projects: Effectively manage risk on projects. projects) audited. X% of review/audit findings have balanced account of all 3 listed measures.
Ensure projects are conducted in accordance with been adequately addressed in timely manner. Sector QA Business Partner is able to gather data
the Aurecon methodology. Conduct project close Conduct project close out on all projects (over $X and report on these measures for each Project
outs with project team members. value) as evidenced by project close out reports Leader.
submitted to PFM.

P&D FY 2010/11  Page 4

PROJECT TEAM MEMBER
Objectives & Actions Measures & Targets Guidance Comments
CLIENT
Client satisfaction: Meet client needs in terms of Project Leader feedback form is rated satisfactory.
project scope, quality and timelines of work to
ensure we meet our commitments.

PEOPLE
Develop staff: Develop Aurecon emerging Project Leader feedback form is rated satisfactory. Level 5 and above only.
professionals by imparting skills, mentoring and
delegating tasks.

Your development: Develop your technical, client Project Leader feedback form is rated satisfactory. Level 1 to 4 only.
and business skills.
Safety of people on our projects: Comply with Project Leader feedback form is rated satisfactory.
Aurecon and project safety management
procedures.
BUSINESS
Individual utilisation: Spend a sufficient BST Utilisation X%. Evidence of forward workload Refer to workbook for definition of utilisation and
proportion of time on billable projects. Proactively planning where utilisation is below target. how it is measured.
plan individual forward workload and seek
opportunities to work on billable projects
accordingly via consultation with People Manager.
Satisfactory performance of tasks: Conduct Project Leader feedback form is rated satisfactory. Project team member to obtain at least 4
tasks in accordance with Aurecon methodology completed project feedback forms from Project
and project risk management plan. Leaders.

P&D FY 2010/11  Page 5

PEOPLE PERFORMANCE MANAGER

Objectives & Actions Measures & Targets Guidance Comments

PEOPLE
Staff Engagement: Ensure appropriate Aurecon Statistics on turnover must be less than X Human Capital Business Partners will produce
communication with sector staff. Coaching and %. Project Team Member feedback forms and monthly and YTD reports indicating full details of
regular feedback is provided for sector staff P&D process for sector completed on time. staff movement and turnover.
though the people management function.

People Performance and Reward and Evidence of performance management plans in PPMs will need to agree with their GM on specific
Recognition: Develop and manage a place for low and high performers. Development measures around how performance management
performance management plan that addresses and implementation of training plans. Distribution plans are structured and monitored for the whole
low and high performers, including ensuring all of sector annual performance ratings matches sector.
staff development goals and initiatives are being Aurecon guidelines and sector performance.
proactively addressed. Performance is
appropriately evaluated and rewards (salary and
bonus) aligned accordingly.
Grow Lead People Manager & People Manager Coaching and mentoring of Lead People
Skills: Enhance the skills of the Lead People Managers and People Managers on a regular
Managers and People Managers in driving basis. Measured though formal and informal
business performance to ensure employees feedback.
achieve their KPIs and Development goals.
BUSINESS
Utilisation: Ensure sector utilisation targets are Achieves sector utilisation target of X%. Refer to workbook for definition of utilisation and
achieved. how it is measured, Individual targets set by sector
leadership team.
Sector Business Plans: Ensure Sector Business KPIs and Development goals are in place for all
Plans are translated into KPIs and Development Sector staff as measured by the P&D system.
Goals and these are in place for all staff.

Sector Recruitment Plan: Develop and action a Achieve Sector recruitment plan.
Sector Recruitment plan to meet Sector business
plan requirements.

P&D FY 2010/11  Page 6

LEAD PEOPLE MANAGER

Objectives & Actions Measures & Targets Guidance Comments

PEOPLE
Drive People Performance: Employees have Regular coaching and feedback occurs. P&D
clear expectations and their performance is completed on time for all staff. Development and
managed (low and high performance) though training plans in place and actioned. Team and
regular coaching and feedback meetings. individual one on one meetings are facilitated
appropriately and regularly.
BUSINESS
Utilisation: Ensure sector utilisation targets are Achieves sector utilisation target of X%. Refer to workbook for definition of utilisation and
achieved. how it is measured, Individual targets set by sector
leadership team.

P&D FY 2010/11  Page 7

PEOPLE MANAGER

Objectives & Actions Measures & Targets Guidance Comments

PEOPLE
Drive People Performance: Employees have Regular coaching and feedback occurs. P&D
clear expectations and their performance is completed on time for all staff. Development and
managed (low and high performance) though training plans in place and actioned. Team and
regular coaching and feedback meetings. individual one on one meetings are facilitated
appropriately and regularly.

P&D FY 2010/11  Page 8

RESOURCE MANAGER

Objectives & Actions Measures & Targets Guidance Comments

CLIENT
Key Stakeholder satisfaction: Projects are Staff are working on cross sector projects. Feedback form to be developed based on KPIs
resourced with the right people from Aurecon. Identify recruitment needs for Sector and feed specific to Resource Manager role. Key
Collaborate with Recruitment, Development, Client into Sector recruitment plan. Feedback from key stakeholders could include Project Leaders,
and Delivery functions to identify areas for strategic stakeholders through specially designed People Managers, General Manager, Portfolio
recruitment. Resource Manager performance feedback form. Managers, etc.
PEOPLE
Facilitate staff movements: Develop mobility Mobility plans are in place and appropriate Feedback form to be developed based on KPIs
management plan for both international and action is taken. Feedback from PMs, PLs, HC specific to RM role.
interstate/inter office opportunities to ensure projects and secondees through RM performance
are resourced appropriately and staff are developed in feedback form.
line with development plans.

BUSINESS
Sector Utilisation: Achieve sector utilisation. Put in Achieve Sector utilisation target of X%. Target utilisation figures listed in Business Plan
place actions and make recommendations to manage for relevant Sector.
sector utilisation.

Resource Planning: Develop and maintain a six Evidence of a developed, maintained and Feedback form to be developed based on KPIs
month plan of projected resourcing and skills actioned 6 month plan during the FY in specific to Resource Manager role.
requirements and identify skill surplus and shortages. consultation with key stakeholders.

P&D FY 2010/11  Page 9

DEVELOPMENT MANAGER

Objectives & Actions Measures & Targets Guidance Comments

CLIENT
FY10/11 Revenue from new <Sector> clients: $XM of actual revenue from new <SECTOR> The focus should be on the strategic
Convert key FY10/11 bids to new <sector> clients in FY10/11. aspects e.g. teaming arrangements, needs
clients. assessment and positioning, etc.

FY10/11 cross sector sales: Sell the capabilities X% Effort provided by OTHER sectors on Need to understand BSTs capability to measure and
of OTHER sectors to <SECTOR> clients. <SECTOR> projects in FY10/11. report this.
FY11/12 and FY12/13 pipeline – new Realistic pipeline $XM for 2011/12 and $YM for Focus should be on the strategic aspects
<SECTOR> clients: Identify opportunities and 2012/12. e.g. teaming arrangements, needs
build pipelines and position to bid with new assessment and positioning, etc.
<Sector> clients of future work.
PEOPLE
Grow Development Leader Skills: Coach and Evidence of achievement of sub sector
mentor the Development Leaders to enhance their development plans. Formal and informal feedback.
development skills.

BUSINESS
Individual Utilisation: Time spent on billable BST Utilisation X%. Focus on the achieving utilisation in
projects. strategic bidding activities or client
interfacing roles on projects

Significant development focus on Development plan in place and initiatives(s) to Initiative should link to a revenue or pipeline
geography/subsector/service initiative(s) to be be achieved by Development Manager. result.
completed in FY10/11: Create business plan
and Asia Pacific and Global initiatives that will
support this.

P&D FY 2010/11  Page 10

DEVELOPMENT LEADER (SUBSECTOR)

Objectives & Actions Measures & Targets Guidance Comments

CLIENT
FY10/11 revenue from new <SUBSECTOR> $XM of actual revenue from new The focus should be on the strategic aspects
clients: Convert key FY10/11 bids to new <SUBSECTOR> clients in FY10/11. e.g. teaming arrangements, positioning,
<SUBSECTOR> clients. bidding strategies, etc.

FY10/11 cross sector sales: Sell the X% Effort provided by OTHER sectors on Need to understand BSTs capability to measure and
capabilities of OTHER sectors to <SUBSECTOR> projects in FY10/11. report this.
<SUBSECTOR> clients.
FY11/12 and FY12/13 pipeline – new Realistic pipeline $XM for FY2011/12 and $YM The focus should be on the strategic aspects
<subsector> clients: Identify opportunities and for FY 2012/13. e.g. teaming arrangements, positioning,
build pipelines and position to bid with new bidding strategies, etc.
<Subsector> clients of future work.
BUSINESS
Individual utilisation: Time spent on billable BST Utilisation X%. Focus on the achieving utilisation in strategic
projects. bidding activities or client interfacing roles
on projects.

Development focus on subsector initiative(s) Subsector development plan in place and Initiative should link to a revenue or pipeline result.
to be completed in FY 10/11: Contribute to initiatives(s) to be achieved by Development
business plan with respect to Asia Pacific and Leader.
Global <SUBSECTOR> initiatives.

P&D FY 2010/11  Page 11

CLEINT RELATIONSHIP MANAGER

Objectives & Actions Measures & Targets Guidance Comments

CLIENT
Client Surveys: Support Client Relationship Meet or exceed an average score of 7/10 for Average score should be reviewed and set by
Executives in their facilitation of the Key Client Overall Client Satisfaction and 8/10 for Client each Sector.
surveys. Loyalty from all Key Client surveys facilitated by
the Client Relationship Executives. Improvement
in Beaton overall relationship score.
PEOPLE
Grow Client Relationship Executive Skills: Annual performance of Client Relationship
Coach and mentor the Client Relationship Executives. Provide evidence of regular formal
Executives to enhance their client relationship and informal coaching and mentoring.
skills.

BUSINESS
Revenue FY 10/11 (current 12 months): Meet or exceed $X revenue (measured as Net
Grow revenue from Key Clients (as currently Billings ex GST in BST) from Key Clients for
defined). Cascade all Business Plan actions FY10/11.
into Client Relationship Manager activities.
Identify appropriate Client Relationship
Executives for key clients selected by the
sector. Support, coach, and encourage Client
Relationship Executives. Assist Client
Relationship Executives with client
management plans. Collaborate with cross
sector Client Relationship Managers to
maximise revenue with cross sector clients.
Quality of Revenue: Ensure quality of revenue For Key Clients, achieve NLM (chargeable hours)
from Key Clients reflects financial performance equal to or exceeding X.
requirements of Aurecon.
Revenue FY 11/12 (beyond 12 months): Build Meet or exceed $X revenue(measured as
Contracted plus Weighted Pipeline for Key Clients Contracted plus weighted pipeline in FFS) from
beyond current 12 month outlook. agreed Key Clients for beyond current 12 month
outlook

P&D FY 2010/11  Page 12

CLIENT RELATIONSHIP EXECUTIVE

Objectives & Actions Measures & Targets Guidance Comments

CLIENT
Client Surveys: Conduct at least the minimum Meet or exceed an average score of 7/10 for Average score should be reviewed and set by
number of Key Client surveys as agreed with the Overall Client Satisfaction and 8/10 for Client each Sector.
sector Client Relationship Manager at the Loyalty from Key Client surveys conducted.
beginning of the Financial Year.

Business Improvement: Take survey data and Formal action plans in place to address all
provide feedback into business to affect improvement areas. Evidence of actions
improvement completed provided.

BUSINESS
Revenue FY 10/11 (current 12 months): Grow Meet or exceed $X revenue (measured as Net
revenue from Key Client (as currently defined). Billings ex GST in BST) from Key Client for
Work with Client Relationship Manager to activate FY10/11.
client function. Develop, execute, and maintain
client relationship plans.

Quality of Revenue: Ensure quality of revenue For Key Client, achieve NLM (chargeable hours)
from Key Client reflects financial performance equal to or exceeding X.
requirements of Aurecon.

P&D FY 2010/11  Page 13