The development of an adequate performance measurement system represents a challenge for all modern companies, including those applying Lean Construction (LC) principles. LC companies adopt a broader scope that focuses not only on traditional financial performance but also on process improvement and value creation. Thus, management should evolve to embrace different performance criteria and related indicators. However, in spite of advances in other industries, in the construction sector, as well as LC, it is slow. Thus, this paper aims to analyse the performance measurement process in lean construction context through a multiple case study. This paper is expected to contribute to efforts undertaken by practitioners and academics because the framework and the gaps identified provide guidelines to what works and to what does not work when implementing performance measurement systems especially in LC projects.