Despite of extensive and systematic usage of ‘Lag’ type of performance metrics, Large Infrastructure Projects (LIPs) often struggle in achieving the intended performance and frequently tend to be overbudget & delivered late. This research investigates Key ‘Lead’ Indicators (KLIs) and provides suggestions on how to measure and influence them in the future large rail infrastructure projects. These ‘Lead’ Indicators are forward-looking performance metrics, unlike the ‘Lag’ indicators, and can forecast the deviation in the project performance at an early stage. Building on existing insights from theory on lead indicators, it asks: How can Key Lead Indicators be used to improve project performance of inner-city rail infrastructure projects across Europe? The research is performed through a combination of mixed qualitative research methods including literature review, case studies and an expert consultation meeting. From the literature review, it is observed that all the identified lead indicators tend towards negative aspects or events in a project. However, the research considered the indicators to be neutral which can help to forecast both positive and negative aspects of a project. The results of the literature review reveal that Design Change, Communication, Decision Making, Level of Experience, Mood, Attitude, Commitment, Conflicts, Trust, Criticism and certain External indicators are the most important and frequently repeated KLIs. Based on the literature results and three case studies each one from Sweden, Netherlands and Austria respectively, interviewees from each case are asked to respond to the questions framed in order to identify the KLIs from practice. The results of the analysis confirm that almost all KLIs observed from literature are similarly observed in practice. Level of Experience of the project personnel and Close Stakeholder Engagement are found to be the most frequently repeating KLIs across all the projects. It is concluded that in order to improve the performance of future LIPs, the identified KLIs should be responded at the earliest by measuring and influencing them. Broadly, more attention should be paid on improving the recruitment process, prioritizing client’s requirements, empowering stakeholders, improving personal relationships and creating positive project environments. A detailed set of recommendations is provided as starting points to enable the required change. This research contributes to scientific knowledge of lead indicators in project management by enriching the concepts of KLIs and discovering steps to measure and influence them. It also contributes to practical knowledge in the industry by identifying the Lead Indicators large construction projects.

In the upcoming years in the Netherlands, the Dutch government will be focusing on renovating infrastructure assets. Moreover, a shift from organizing each project individually to a more program-oriented approach has been observed in renovating infrastructure, whereby synergy a prominent feature is. In addition, it is becoming increasingly apparent that non-functional goals that focus on adding value (secondary goals) are outlined for construction programs besides functional goals. However, minor studies have been conducted to examine how achieving diverse program goals can be controlled and how a synergy can be optimally utilized in infrastructure renovation programs (IRP). The method used to improve utilizing this full potential is twofold, it consists of a literature study followed by empirical research, which consists of conducting three case studies and their synthesis. The proposed solution to gain control over both the primary and secondary goals of IRP is to shift the focus of control on performance this in turn would take control of the process. Regarding obtaining interpretable information, careful and constant attention to the connection between which content is essential and how this is acquired is critical. Considering the program organization, firstly, stimulating a collaborative working environment when executing tasks and creating awareness of the beneficial collective program management approach is essential. Secondly, implementing a change management procedure has been suggested. Lastly, the program management team should prioritize what needs to be coordinated on program level and what should be organized for all projects individually. The empirical research performed has generated in new synergy benefits that have not been described in scientific literature previously. Those new synergies found are the opportunity of empowering political urgency, removing obstacles that are in the way of performing research, decision-making based upon broad knowledge and a comprehensive overview of risks. To utilize all forms of synergy, the equilibrium between making the program manageable and utilizing synergy should be found by a combination of working in departments on tasks and practicing an integral way of working. To utilize the advantages of conducting research collectively, the focus should be directed upon the developments of the application-oriented innovation by associating the innovation directly to the program goals and involve knowledge institutions in the process. In order to utilize the program’s potential, it is recommended to program managers to notice and understand the forms of synergy accessible. Also, it is recommended for program managers to be aware of the tension between project and program management. Besides, a recommendation to program managers is to focus on the attitude of the program team towards the collective program approach. Furthermore, it is recommended that program managers reflect on their program to find out what barriers occur in their problem. Hence, the program manager can use this research to concretize actions on how to achieve improvements of their program. In addition, enabling the power of the iterative process is recommended. Lastly, structuring the improvements in the light of the program management cycle gives footing.