Step 1: Target Population:

The target population for our survey comprises of expert project managers from large/megaprojects
Project managers of such projects entails significant challenges and impediments for a project manager
due to highly complex and diversified traits of such projects encompassing different departments and a
vast portfolio of diversified stakeholders. To coordinate the different heterogeneous stakeholders, a
new contracting process is needed to not only maintain project control but help avoid potential conflicts
in the future (Brookes et al., 2017; Ma et al., 2016). This ultimately, leads the project manager to design
contracts that fit the nature of complexity in a megaproject. As there is no sampling frame in our survey,

Step 2: Sampling frame

Usually sampling frame is described as the source from which the sample is drawn. In statistics it can be
referred to as a list of all those from a population that can be sampled. This includes individuals,
households or institutions. Importance of the sampling frame was first stressed by (Jessen,1978) and
(Salant and Dillman,2003). For our model, we will use public records to access managers currently
working or retired. We will then use them as our source and ask them to refer our questionnaire to at
least three of their team members.

Step 3: Sampling Technique

Non Probability Sampling:

This is a sampling technique in which a researcher selects the samples based on his/her selective
judgement rather than random selection. It is a direct method and is less stringent/complex. It is heavily
reliant on the expertise level of the researcher as it is based on his/her observation. It is widely used to
quantify qualitative data type. It is a type of sampling in which not all members of the population have
an equal chance of selection for the study, unlike probability sampling. Where each member of the
population has a certain likelihood of being selected. Non-probability sampling is best suited for
exploratory/investigative studies for example, a pilot survey (deploying a survey to a smaller sample
compared to pre-determined sample size). This is cheap and less time consuming.

We use convenience sampling and snowball sampling. Both of them are a subset of non-probability
sampling.

Convenience sampling: In convenience sampling, samples are selected from the population based on
how easily and readily they are available to the researcher. Researchers opt for these samples because
these are easy to find. Ideally, its best to test a sample that represents the population but in some
research, it is too time consuming and costly to reach the population therefore, researchers rely on
convenience sampling. This is the most common non-probability sampling method, because of its speed,
cost-effectiveness, and ease of availability of the sample.

Snowball Sampling: This type of sampling is used when a population is difficult to locate. Researchers
opt for this technique when the sample size is small and not conveniently available. This type of
sampling is more like a referral program. Once the researchers get hold of a suitable respondent, he/she
asks them for assistance to seek similar subjects to form a considerably good size sample.

We will use non-probability sampling mainly because it is easy to access project data and respondents.
Furthermore, we will choose respondents based on their willingness to participate in the study
(Carvalho and Rabechini, 2017; Wilkins, 2011; Zhao et al., 2013) rather than randomly choosing
respondents. Our respondents mainly consist of owner teams, consultant teams, contractor teams and
designer teams from large, megaprojects. We will send questionnaires after carefully screening and
selecting project managers who will agree to participate in our survey. Each project manager will be
asked to distribute the questionnaires to at least three members of his/her team. To ensure diversity in
results, no more than five respondents will be chosen from the same team. This forms a hybrid of
convenience/ snowball sampling. This method is inspired from a study of similar nature (Liang et al.,
2010; Stewart, 2006).

However, some of the weaknesses of this hybrid sampling technique are:

1. selection bias
2. sample might not be entirely representative of true population
3. not recommended by descriptive or casual research

Step 4: Sample Size

As project management literature has shown that % of questionnaires received with responses usually
ranges around 60-75% of the total distributed (This % was taken from google). Out of these not all can
be used for the survey. Therefore, we will distribute a total of 1,000 questionnaires to ensure we have
sufficient responses to perform our analysis.

Stage 5: Collect Data

Once target population, sampling frame, sampling technique and sample size have been established, the
next step is to collect data.

Step 6: Assess Response Rate

This is the number of respondents agreeing to participate. In reality, it is almost impossible to achieve a
100 percent response rate. Reasons for this are refusal to respond, ineligibility to respond, inability to
respond, or the respondent is located but researchers are unable to make contact. Response rate is
necessary to include as non-response can lead to a bias in the final sample collected. However, if the
sample is well defined, right sampling technique is used and a large sample is collected then in some
respects likelihood of sample bias can be reduced.

Step 7: Perform analysis

The responses will the then prepared for reliability and validity analysis and structure equation modeling
(SEM) analysis. We will also test the for normality using skewness and kurtosis analyses. After validation
from these tests, we will conduct a brief statistical analysis including mediation analysis, correlation
analysis and regression analysis.
Variables
Independent Variable, Moderator and Mediator
To investigate our model listed in Q1, a questionnaire will be designed to assess six categories: (1)
contractual adaptation; (2) contractual coordination (3) project control; (4) managerial support; (5)
project success and (6) basic information on the respondents, including their designation, work
experience, gender, age and enterprise background.

The contractual adaptation scale will be designed in accordance with existing literature such as (Athias
and Saussier, 2007; Cruz and Marques, 2013; Demirel et al., 2017; Nystén-Haarala et al., 2010; Susarla,
2012). The project control scale will be designed also using previous literature (Zhang and Huo, 2015).

Dependent Variable
Our dependent variable namely, project success will be measured using a questionnaire which was
developed by Kuen, C. W., Zailani, S., & Fernando in 2009. This questionnaire includes various questions
which covers all the dimensions on which a success of a project depends. These dimensions range from
benefits, outcomes, cost, time to stakeholder satisfaction

Scale
We will use a 7-item scale developed by Liden et al. (2008). Item are measured on a 7-point Likert-type
scale, from 1 = strongly disagree to 7 = strongly agree. The performance on this questionnaire is rated on
a 7-point scale, 7 = strongly agree to 1 = strongly disagree. An example is as follows:

Neither
Strongly Somewhat Agree Somewhat Strongly
Item Disagree Agree
Disagree Disagree nor Agree Agree
Disagree
1. Did the project
1 2 3 4 5 6 7
complete on time?

We use a Seven-point Likert item scale as it is shown to be easier to use and more accurate. It also
accurately represents and reflects a true representation of a respondent’s thoughts and views. In light of
these advantages, 7-point items appear to be the best option for questionnaires such as those used in
this paper for evaluations. Furthermore, it was found that 5-point item scale provided too coarse an
estimate (Russell & Bobko, 1992), and were consistently outperformed by 7-point Likert items in
subjective evaluations (Diefenbach, Weinstein, & O’Reilly, 1993).