PHD DSSERTATION PROPOSIAL

Framework for Implementing Decision Technique in Construction

Industry: Contractor Selection Decision Technique

December 2021

1
  Table of Content

1.Abstract ------------------------------------------------------------------------------------------------------------- 3

2. Background -------------------------------------------------------------------------------------------------------- 4

a. Project Context ------------------------------------------------------------------------------------------ 9

b. Problem Statement ------------------------------------------------------------------------------------- 10

c. Literature Review ---------------------------------------------------------------------------------------15

3. Thesis Objectives ------------------------------------------------------------------------------------------------- 22

a. Aims ------------------------------------------------------------------------------------------------------ 22

b. Objectives ----------------------------------------------------------------------------------------------- 22

c. Research Questions --------------------------------------------- --------------------------------------- 24

4.Methedology ----------------------------------------------------------------------------------------------------- 26

a. Research Approach ----------------------------------------------------------------------------------- 26

b. Research Process -------------------------------------------------------------------------------------- 27

c. Research Design -------------------------------------------------------------------------------------- 28

d. Methods/Tools/Techniques ------------------------------------------------------------------------- 29

e. Proposed Framework --------------------------------------------------------------------------------- 31

5. Impact /Expected Contribution -------------------------------------------------------------------------------- 35

6.Time Line --------------------------------------------------------------------------------------------------------- 36

2
  1. Abstract

To improve the project delivery method, it is important to look at it in terms of processes that a

qualified contractor must use to provide construction project deliverables as per execution plan

and specification. Currently, Design-bid-build is the most common project delivery method

used by Qatar construction organisations. Most of the organisations do their design internally

but others outsource their project design as a contract. In outsourcing a project, an

organization will be looking for the best delivery deal. Theoretically, the Design-bid-build

method should be the most economic option since this method is conceived with the

understanding that a qualified contractor is willing to do the work at lower costs and at an

appropriate level of quality. However, in real practice this delivery method has proved to be the

most expensive option in construction projects. With lower costs contractors will most like be

looking for a less expensive way to do the work. The contractor will, for example, focus on

execution change orders to make more revenue. This is usually reflected on the delivery

product for which the manufacturer is willing to sell a less expensive product to project

procurement agency.

It has been observed that in some cases, the deliverable requirement and project quality are

not met and neither can they be controlled during the hectic project execution. While many

factors can be attributed to this anomaly, the contractor selection process is one of the major

contributions to the anomaly since the selection is usually based on lower costs rather than

other dimensions such as delivery and quality of the construction project. Therefore, the

project execution contractor selection process is a critical task that needs to be thoroughly

investigated. The overarching theme of this thesis is that the contractor selection process is a

complex decision-making problem that must be approached with caution. Consequently, the
3
contractor selection process is cast as a multi-criteria decision analysis (MCDA) problem that

requires explicit evaluation of multiple conflicting criteria in deciding the most suitable

contractor for a given project.

Considering this thought, complex trade-offs among alternative contractors will be analysed in

a bid to re-think, adjust, and decide on the most appropriate contractor to award the project. In

this study, a conceptual decision framework for the contractor selection process is developed

based on case studies from the Qatar construction industry.

The purpose of the proposed framework is threefold; (1) to help stakeholders in understanding

the relationships between; the overall goal of the project, the project delivery method, and the

interests of stakeholders, (2) to illustrate how expert opinions and viewpoints are captured and

how their linkages contribute towards decisions in selecting the most suitable contractor, and

(3) to provide guidelines for construction companies on the best way to get the most when they

choose to use the Design-bid-build project delivery method.

 2. Background

Projects and project management practices are diverse depending on the nature and needs of

an undertaking. Various project managers use different techniques, methodologies, and skills,

required to achieve project objectives. The objectives as per criteria are agreed upon by all

parties involved based on processes to be undertaken and milestones to be delivered. Most

construction projects are complex and require multidisciplinary input from various stakeholders

and diverse sectors such as utilities, civil, and IT ventures. Each project has its own

management processes and constrains based on the needs and deliverables of the projects.

Appropriate skills and specialized knowledge are required to see the project through.

4
In the construction sector, the growing demand for quality and efficiency has become

significant factors in producing modern solutions and suitable structures. Construction

industries worldwide aim to improve efficiency and their output index. Through research and

development, the construction industry can create new and innovative methodologies for

improving operating efficiencies (Lee et al. 2020).

Usually, all business firms or governmental organizations seek lower costs for construction

investments. This approach is usually expected to result in payback to the firm or the

organization, cost savings or other benefits for their future income (Murphy et al., 2015).

Construction firms and organisations are mostly looking for growth and development in the

construction investment. They seek to formulate suitable strategies on how to construct

industry projects. There are different project delivery methods used by business firms and

organisations, worldwide, and each has its own merits and demerits (Ofori, 2015).

Some of the project delivery methods commonly used are Integrated Project Delivery, Design-

Build, Public-Private-Partnership, Construction Manager at Risk, and Design-bid-build.

Different project delivery methods may have varying impacts on a project depending on the

context of application. The Integrated Project Delivery method is an efficient method which

integrates all elements of a project such as people, structure, systems, and practices during all

states of a project. Whereas the Construction Manager at Risk is a delivery method in which

the project is delivered within a Guaranteed Maximum Price and the specifications of the

project are stated when the contract is finalized (Whyte, Stasis, and Lindkvist, 2016). In

Design-Build delivery method the construction and designing of the project is carried out by

one service provider.

5
 In Public-Private-Partnership delivery method the private and the public (government)

cooperatively carryout, usually a long-term project to provide services to the public (Qiang,

Wen, Jiang, and Yuan, 2015). In Design-Bid-Build method the project goes through the

process of design, which produces construction documents, bidding, then project construction.

However, the design-bid-build contract selection decision methodology focuses on contractor

lower commercial bid criteria for selection only and does not taking into account other criteria

such as scope, risk assessments, and contractor construction capabilities (Sullivan et al.,

2017). Furthermore, the contractor organization finance, technical, and management

capabilities are essential constraints that will make a difference for decision making in contract

(contractor) selection. This methodology will develop positive implications in cost and time

during project construction as a variation which can benefit the business firm or the

organization.

This methodology has a decision limitation in the contractor selection process, since it focuses

mainly on one major decision criteria, i.e., lower commercial bids. Such a limited focus can

later impact other project criteria such as efficiency, effectiveness, and quality (Dotoli, Epicoco,

and Falagario, 2020). Therefore, multicriteria decision analysis techniques can prove to be a

better method that can be used to improve the contractor selection process.

The project bidding alternative process discussed in this thesis considers a full spectrum of

essential criteria for an effective evaluation and contractors’ selection that takes into account

all project essential processes and contractor’s capabilities during project biding (selection)

stage. In the proposed alternative process, costs can give decision-makers a range of valid

decision information to achieve the right decision for the right contractor selection based on a

6
list of criteria provided as questionnaires or commitment confirmation from the bidding

contractors about their bidding on tendered project.

In the proposed process, the contractors must document their current position, i.e., compliancy

or deviation, from the criteria and agree to the commitments for each criterion. Such

documentation can then be submitted to the decision committee for evaluation. In this way, it is

expected that the decision committee in the organisation will be able to select the best

contractor (Rouine, 2018).

The project bidding alternative process that will be developed in this thesis implements

multicriteria decision analysis techniques. This way of handling contractor selection in the

Design-Bid-Build project delivery method will be value adding to the contractor selection

process in any organisation or business firm. It will secure construction cost and increase

project planning and construction efficacy.

In addition, adopting the proposed process will ensure overall quality achievement including

time and cost savings. Moreover, it is expected to stabilize and secure the project overrun cost

and time or minimize it up to lower scales (Leśniak and Radziejowska, 2017).

One common observation from the construction industry is constant delays and cost overruns

as well as disputes over quality between clients and contractors. A huge amount of money is

wasted because of this and choosing a contractor is a very frequent procedure in which any

new construction project needs to go through this procedure of selecting the right contractor

(Ebrahemi, 2018).

Choosing the appropriate project delivery method is one of the most important management

decisions because it has a direct impact on the success of the project because it affects key

performance indicators such as cost, quality, schedule and safety. In fact, project delivery

7
methods have evolved over the years, and there have been many variations and alternatives

that have been introduced in the construction industry to meet different consumer

requirements (Ahmed & El-Sayegh, 2020).

The facility coordination process is part of the development and delivery of any project and can

be influenced primarily by the contracting process used. It is essential to coordinate the

process from start to finish to provide efficient facility accommodation and reduce delays

throughout the project.

Effective facility coordination can improve the delivery of transportation and other capital facility

projects, reduce project risks caused by delays, safety risks, and cost overruns, and implement

several strategies to quickly address road conditions. One approach is to use various

contracting methods to speed up project delivery, improve quality and buildability, or address

other resource constraints.

Alternative Contracting Methods (ACMs) have different impacts on project delivery, and facility

coordination is one process in which these effects have been little achieved (Taylor et

al.,2021). As construction projects become more complex, making strategic decisions such as

choosing the right delivery method and the right type of contract has become more complex.

Several studies have recognized that delays in progress payments and change orders during

construction projects are among the main causes of overruns in megaprojects (Ardakani & Nik

Bakht, 2021).

Over the past decade, Qatar has experienced rapid economic growth, making it one of the

richest countries in the world. The GDP of Qatar amounted to 115.27 billion US dollars in 2008

and about 167.61 billion US dollars in 2018 and is expected to reach 200 billion US dollars by

2022. Between 2018 and 2020, with an estimated growth rate of 5.2%, the Construction

8
industry accounted for 50% of this growth. Moreover, a large part of the construction industry

workload is focused on planning of infrastructure related to two major projects, the FIFA World

Cup in 2022 and Qatar National Vision 2030, which are on track to realize the emerging need

for Qatari investors. Their homes will increase the construction industry's contribution to the

national GDP, which is currently between 15% and 20%. However, most Qatari investors have

little or no knowledge of the construction industry and therefore find it difficult to identify and

select qualified contractors and designers (Naji et al., 2020). The 2022 FIFA World Cup™

(World Cup) and Qatar National Vision 2030 (QNV) dominate activities in Qatar's construction

and project sector.

The successful implementation of the World Cup will require that the Qatari government

complete the infrastructure development promised by FIFA. This will also help Qatar achieve

the goals it has set for itself in the Qatar National Vision 2030. The establishment of world-

class infrastructure in Qatar will ensure the continued success of the country's strong economy

(Safwan et al., 2013).

a. Project Context

Although factors that impact the success of the Design-Bid-Build method of project delivery

have been researched by many authors, the relationships among these factors in different and

unique contexts is not precisely known and neither is it clearly understood. This is particularly

critical in rapidly developing countries where large numbers of construction projects are

underway simultaneously. This study focusses on an in-depth understanding of contractor

selection process in a Design-Bid-Build method of project delivery.

During my research, there are delivery methods that are commonly used worldwide for project
delivery. The most common are design-build, design-bid-built, and construction-at-risk. By
9
focusing on my research delivery method, D.B.B. delivery, which is a common project delivery
method in the Arab region that focuses on one decision criteria: low bid contractor cost. The
method has two elements: the owner and the consultant, who do all the work from planning up
to tendering. Only the commercial evaluation will be done through the owner's internal
committee for contractor selection after bidding and technical evaluation. This technique does
not include other planning and contractor prequalification criteria as part of the bidding, which
will have an influence on the project later during construction in terms of quality, efficiency,
time delay, and cost overrun by raising project change orders.

The D.B.B delivery method has a clear gap in contractor selection (low bid), which is one
selection decision criteria without considering other criteria’s for contractor selection as
measures that have an impact on cost and time during project construction later. This delivery
method was chosen based on project quality efficiency and time and cost improvement as a
sustainable construction project by the proposed delivery method as framework by focusing on
project both dimensions. Project planning contractor prequalification passed on specified
criteria's as quality evaluated for contractor selection choice as one of the selected criteria's for
project planning a scope validation is one, risk assessments, reaction, and project
deliverables.

Equally quantifiable contractor prequalification criteria, the contractor's expertise in the same
project area, financial stability, and procurement abilities will be as measurable for contractor
selection for bidding. In the contractor selection choice, the selected contractors must
completely comply with the planning scope, risks, and execution plan, as well as the
sustainability and Integrated project concepts (IPD) final agreement as project risks sharing,
full team responsibilities, and communication.

b. Problem Statement

Although some of the construction companies in developed countries have moved away from

the Design-Bid-Build to the Integrated Project Delivery method, most organizations in

10
developing countries still find the Design-Bid-Build a convenient project delivery method due to

the context of application.

However, there is a general lack of adequate research regarding the contractor selection

decision process for the Design-Bid-Build project delivery method. In addition, specific

guidelines and improvement actions for the Design-Bid-Build method are not easily available in

the public literature. Such guidelines and improvement actions are particularly critical in rapidly

developing countries in which a large number of construction projects for infrastructural

developments are inevitable.

Moreover, decisions to start and finish construction projects in rapidly developing countries are

made within a short period of time to come up with late project deliveries and backlog. In such

a context, the lower bidder selection decision technique processes can be affected by high

constraints such as scope validation, and risk assessment.

An associated problem is how to take into consideration scope validation and risk

assessments during project planning. Another problem is how to identify contractor lack of

expertise beforehand which may result in high impact on project cost and time schedule during

construction (Issa, Mosaad and Hassan, 2020).

The complex interactions of the problems identified above means that project managers will

find it difficult to control due to continuous delays because the selected contractor is not able to

execute the project on time or the contractor is having difficulty during execution.

These consequences are mainly due to the fact that the contractor’s selection process was

done based on one commercial offer criteria (the lowest bidder) only without considering other

critical criteria (Al-Yami and Price, 2006).

11
Therefore, an effective lower contractor bid selection decision technique is required when an

organization adopts the Design-Bid-Build delivery method. This thesis contributes to

construction management by developing a conceptual framework for implementing multicriteria

decision techniques in the contractor selection process to improve the project bidding process.

While the Design-Bid-Build method has been used in various regions of the world, it is still

valuable in some contexts. However, there are some disadvantages of using the Design-Bid

Build method that need to be thoroughly investigated for practical purposes. Some of the

disadvantages include high cost, selection difficulty due to presence of a large number of

contractors/bidders, lack of control, and time overrun (Park & Kwak, 2017). Albeit, project

owners and stakeholders usually desire to award construction jobs to successful and reputable

contractors or construction organizations.

A successful construction organization does not consider it a producer of goods or services but

is looking for appropriate ways to attract target customers (project owners and stakeholders)

based on their will and the way they deal with the contractor selection process. The selection

criteria affect the choices of contractors.

In addition, the documented innovations and wide variety of achievements associated with

contractors also plays a part in the selection process (Erdogan et al.,2019). On another note, a

construction company's ability to develop new products, with optimum quality, cost and time, is

a prerequisite for international competitiveness.

However, innovation by nature is a risk. Ignoring these risks can be dangerous, for example, it

can lead to the project team being affected by unexpected risks, which may lead to failure.

12
In rapidly developing countries like Qatar, most construction organizations have adopted and

are still using the Design-Bid-Build method. In such context, it is expected that the project

contract will be impacted positively during project construction phase.

However, this may develop high constraints on cost and time schedule and may also be

reflected on project lower efficiency and quality. This can be a problem for the concerned

organisation or business firm that is looking for budgeted project cost, quality, and efficient

achievement.

This thesis will address such discrepancies with the help of case studies in the Qatar

construction industry. More specifically, this thesis focuses on finding new techniques that can

help to minimize and reduce project cost and time schedule (variations). This affects and

contributes in change within the levels of project quality, overall efficacy and improvement in

construction projects (Sullivan et al., 2017).

While the contractor selection decision is often based on lowest commercial bidder (Dotoli,

Epicoco and Falagario, 2020; Li, Arditi and Wang, 2014), it has been observed that it is

effective in rapidly developing countries where large number of projects are usually present. In

this context, a large number of contractors to choose from are usually available. Hence, the

selection of an appropriate contractor for a given construction project is critical. This calls for

implementation of new and innovative decision techniques.

The premise that “a significant number of building performance engineering tasks in design,

bid-and-build projects are typically provided by entities associated with the construction phase,

not with the architect of record” conflicts with the traditional understanding of bid-build design

and is presumably the result of increased time pressures. On the architect, lower architect

profit margins, attempts by architects to reduce liability, increase specialization in design and

13
construction, increase prefabrication (Hallowell & Toole, 2009), and as a result, increased

stakeholder demand for evidence-based studies that will provide insights and guidance for

architect’s policies and practitioners regarding measures that can be applied in achieving

effective implementation of rebuilding programs (Abdulquadri et al., 2018).

The choice of project delivery system in a construction project has different consequences as it

is related to the risks of the choice made. Many projects have experienced losses for both the

owner and the contractor, due to not knowing and anticipating the different possibilities and

consequences of the chosen project delivery system (Murtiana et al.,2021). To address this

gap, Jabareen (2008) has focused on building a conceptual framework through a process of

theorizing and using data sources through theories generated by theories in multiple

disciplines and identifying causal relationships.

New decision techniques can support high investment business firms and private organizations

that seek profit and revenue as return of investment in invested projects. This is so because

new decision techniques will secure project constraints during construction and will make

difference during contractor selection processes.

14
 

 c. Literature review

Over the past decade, Qatar has experienced strong economic growth, which has led to

widespread investments in the real estate, energy and infrastructure sectors (Jaffery, 2013),

and project performance is greatly influenced by the type of construction purchase method

used to deliver the project. Under this relationship, project clients often seek to choose the

method that best helps in achieving better project performance. Although many studies have

been conducted with the aim of developing models / tools to aid in the selection process, there

is very little research that has investigated how procurement methods actually affect project

15
performance (Ghadamsi & Braimah, 2012), regarding the selection of a project manager and

his relationship to success.

Construction projects as a project manager is one of the keys to the success of the projects, is

that the various elements have a contributing effect in the realization of a successful

construction project; This can be said to be true for most construction projects regardless of

geographical location. Looking at the various published research materials indicates that the

relative success of a construction project depends on many of these factors. The importance of

these factors is highlighted during the planning phase when they are carefully considered by all

involved in achieving a successful construction project framework (Ali, 2011).

Global environmental changes, energy consumption and water scarcity have imposed the

need to implement sustainable development strategies around the world. The construction

industry and its hygienic practices are no exception, as they must take more steps to mitigate

the harmful effects of unsustainable building practices on the built environment. Sustainable

building has many aspects such as passive design, selection of appropriate materials and

construction techniques, energy efficiency systems, and water conservation, urging the current

state of energy consumption, accelerating urbanization, and high pollution rates, specialists in

architecture, engineering, and construction (AEC).

On converting current traditional building methods to more sustainable methods, one of the

benefits in this regard is leveraging innovative technologies to narrow the gap and advance the

mission of sustainable green building. Building Information Modeling (BIM) is a relatively new

technology in the construction industry that, when properly presented, can help provide

adequate project quality, accurate take-off and quantity schedules, and reduce project costs.

16
For example, this tool can lead to more efficient design practices, which contribute to reducing

waste generation and energy consumption and promoting passive design strategies

(Mohamed, 2019). One such system is the Design-Bid-Build (DBB) system, which is a linear

process that follows One mission complete another task without overlapping.

It starts with the owner choosing an architect to prepare the construction documents. Often an

architect will release these documents either publicly to any general contractors or to a pre-

qualified specific group invited to bid for what they believe the total cost of construction will be.

This bid includes various other bids from subcontractors for each specific trade, and general

contractor fees are generally included.

The majority of government contracts require competitive bidding using this method.

Contractors submit a proposal for the project exactly as designed and work is awarded for the

least responsible and responsive bid. The design consultant team is selected separately and

reports directly to the owner. DBB contract is best suited for less complex projects which are

budget sensitive but not necessarily schedule sensitive or subject to change. The owner can

determine the design and control it through the architectural consultant (Kubba, 2012), which

will be pursued in the research by setting the framework for implementing decision-making

techniques in the construction industry in Qatar through the DBB through the appropriate

contractor and employing it appropriately.

The contractor is one of the success factors or Major failure of construction projects. As a

result, researchers make tremendous effort to study in-depth the factors applicable to the

selection of the contractor and the factors most influencing which have higher weights leading

to the final selection of the contractor. In addition, many scientific techniques based on

17
mathematical modeling and other methods have been implemented to solve the contractor

selection problem and achieve the best results.

However, there is no agreed set of factors for selecting neither contractors nor the best

approach to solving a contractor selection problem, since these factors depend heavily on the

laws and regulations of each country and each solution technology has its own weaknesses

(EBRAHEMI, 2018).

The way in which construction projects are executed and managed has evolved greatly over

the years. In fact, with the advancement of technology, the complexity of projects quickly

reached a point where it exceeded the grip of a single expert. The increasing complexity of the

stakeholders in the construction project led to specialization and thus the arrangement of the

project organization sequence, this development has led to what is currently known as the

classical delivery method, where the owner contracts with a team of architects and engineers

to design the building and then elects a contractor according to the base of lowest bid.

However, the classic Design-Bid-Build (DBB) delivery system is still far from perfect since most

construction projects have to experience some cost increases and scheduling overruns, which

can be really harmful to the owner. Moreover, in some parts of the world, such as in Quebec,

Canada, the construction industry is currently facing a decline in activity. The lack of efficiency

exhibited by the classical method encourages the use of alternative delivery methods such as

Design-Build (DB), which feature a single contract with an entity that dispenses with both the

design and construction of the building. Similar conclusions led to the development of Lean

Construction, which aims to improve performance at the project level (Plusquellec et al., 2017).

The steps, management capabilities, and techniques of strategic project selection are provided

through a systematic review using the content analysis method. One of the main contributions

18
of the paper is the development of a project selection framework, obtained through content

analysis, which demonstrates that strategic project selection can be covered through the four

general processes based on the review.

It becomes clear that the feasibility of obtaining sustainable project value depends on the

overall management capabilities of the organization. Based on the review, six important

management capabilities of an organization were identified and discussed.

It was also found that appropriate managerial capabilities must be evaluated and used in the

selection steps. The review clarifies that both qualitative and quantitative models can be used

in project selection steps, but they must be related to the managerial capacities applied.

The proposed strategic project selection framework is not a prescription but a proposal for the

systematic analysis of strategic projects. Based on the review, it is recommended that

management capacity analysis form an integral part of the project selection process.

Perspectives of risk, quality, stability, sustainability, governance, resources, organizational

strategy, and value and stakeholder management were identified as essential in project

selection (alsobai et al., 2020). Some of these alternative methods include DB and DBB

building management.

When choosing a contracting methodology for any type of project, the owner must consider a

number of factors including the ability to define criteria for what will be built, unforeseen

circumstances, potential changes in business, financing, risk allocation, cost, schedule

constraints, build ability issues, etc. till then.

One of the main purposes of any contract is to distribute the risks and benefits between the

parties to the contract. In the context of construction, different project delivery methods have

19
been developed to deal with the different methods offered and accepted by owners,

developers, contractors, consultants and public bodies.

For a construction attorney, the goal then is to ensure that the form and wording of the contract

properly allocates the risks associated with the project to the party who has accepted and (or

will be compensated for) bearing the risks (Asaminew, 2013).

Architect-led agreements are generally used on projects that have great difficulty in designing,

such as new buildings, remodeling, etc. Contractor-led projects do not usually depend on

complex design, and involve repeatable work, such as infrastructure or road projects,

regardless of the way in which the contract is written, the architect and the contractor are

usually contractually related between them, and one of them is connected to the owner and

takes a point. In a project, DB projects allow subcontractors to have a say in the design, which

may be beneficial when they have extensive experience.

The process from design inception to completion of construction is usually shorter as well, so it

is often used for fast-tracking projects. Design-Bid-Build features lie in the following (Ghadamsi

& Braimah, 2016): (One entity responsible for design and construction, construction often

starts before the design is completed, which reduces the project schedule. Construction cost is

known and fixed during design. Design and construction risk from owner to DB entity, focus on

cost control, requires less experience and resources for the owner).

Some of DBB's drawbacks include (Conflict of interest between the design team and the

contractor. The contractor is motivated to keep costs down, the owner wants a high-quality end

product, and the subcontractors are often picked up early, so it is difficult for new subscribers

to get a chance to participate in these. "Types of projects, there is an additional liability for

20
general contractors, who are not usually responsible for design errors and omissions of

insurance coverage).

DBB is also criticized for the long time required to design and build and the adverse

contractual relationship between project teams (AIA, 2005). The DBB has also been criticized

for the uncertainty in the high cost until completion of the design. Another drawback of DBB is

that the construction stage is often awarded on a low bid basis, despite the fact that low-priced

bids do not always guarantee the best value for the project. Moreover, the DBB does not offer

contractor participation in the design process nor does it provide incentives to reduce change

order costs (Jaffery, 2013).

Time delays and cost overruns usually have negative effects on the growth of national

economies, contribute to large financial losses, and impede the development of the

construction industry. A long-term study of a number of public works projects conducted in the

state of Nevada, United States, has shown the negative and costly effects of time delays. The

study examined several governmental designs, bid, and construction projects between 1991

and 2008 and concluded that large and long-term projects had significantly higher costs and

schedule overruns compared to smaller and short-term projects. Among the main factors of

time delays and cost overruns are: 1 Scoping, 2) Coordination of roles and responsibilities

between stakeholders, 3) Initial assessment and contingency planning, 4) Monitoring and

control systems (Senouci et al., 2016).

Analysis by Carpenter and Bausman (2016) indicated that the Design-Bid-Build (DBB) method

performed significantly higher across all cost measures, while CM at Risk produced higher

levels of product and service quality. Basically, public school principals were paying a large

premium for perceived improvements in both service and product quality. This research

21
empowers decision-makers and benefits the public by providing evidence of the most efficient

and effective means of building new public schools.

Ebrahemi (2018) study proposes a new framework for selecting a construction contractor by

defining criteria for selecting a non-price contractor; it develops a unique multi-criteria hybrid

decision-making method from DEMATEL-AHP-FRM to solve the contractor selection problem.

A case study was conducted from Qatar to verify the proposed model through a survey

conducted by interviewing professionals in the construction industry.

It was found that, according to the exemplary project data obtained, the choice of the proposed

model resulted in the selection of a contractor with an imbalance of price and price score,

neglecting the less expensive contractor. In fact, through careful analysis, it is found that the

output of the model selection is expected to ultimately improve the delivery aspects of the

project as the selected contractor is more capable in terms of technical and other aspects, i.e.

non-price parameters, than the contractor chosen based on the lowest price.

This study is important in proving that in most countries around the world, the traditional design

/ bid / build (DBB) delivery method has been the preferred approach in both public and private

construction projects. It remains the most widely used project delivery system today which is

still in demand by some countries. Because of its long history, the bid-and-build method is well

understood by the majority of owners, contractors and industry professionals. This delivery

system carries high risks; however, it takes less effort to control and oversight the designing

process of project building phases. This is considered to be a considerably fast and cheapest

cost method used for building process. Owners usually use this method due to the impatience

to project application. Nevertheless, this method has been modified somewhat and added to

the complexity by including green features / sustainability in the equation (Kubba, 2017).

22
  3. Thesis Objectives

a. Aims

The purpose of the study is to analyze the proposed framework for archiving the project's

quality, efficiency, and sustainability while maintaining time and cost stability by contractor

selection decision by focusing into to project planning validation and contractor prequalification

before Tendring at specific criteria’s as quality and efficiency measures.

As part of project planning, deliverables are validated and checked to avoid change orders,

and the execution plan as realistic to meets project execution milestones durations, including

risks identification as internal and external, with risk response planning implementation and

proper contractor prequalification for expertise contractor of powerful financial stability and

procurement experience, ensuring the best contractor selection.

b. Objectives

To achieve the aim, the following objectives will be addressed:

1. Examine and analyze the impact of project clarity of scope of deliverables on project

implementation in the construction industry.

2. Study the impact of the realistic bidding project implementation plan on contractors

who submit bids for projects in the construction industry.

3. Develop a method for evaluating and communicating internal and external project

risks to contractors during project bidding in the construction industry.

4. Design techniques for evaluate the importance and role of contractor experience

while selecting a contractor to implement a project in the construction industry.

23
 5. To study and explain why the financial stability of a contractor is necessary while

bidding for the implementation of the project in the construction industry.

6. Examine and analyse the impact of the justification for the purchase of project

materials (manufacturing) on the selection of the contractor during the bidding of the

contractor for the implementation of the project in the construction industry.

7. Examine and analyse the impact of the “Project Scope Outcomes” vision on project

implementation in the construction industry to reach an IPD agreement.

8. Study the impact of the realistic bidding project implementation plan on contractors

bidding for the project in the construction.

9. Studying the visibility of project risks internally and externally to contractors during

project bidding in the construction industry to reach IPD agreement.

10. Examine and analyse the role of the contractor's expertise during the selection of the

contractor to implement the project.

11. Determining the importance of the financial stability of the contractor during bidding

for the implementation of the project.

12. Develop a method or technique to justify the purchase of project materials

(manufacturing) while the contractor is implementing the project in the construction

industry in Qatar. This will include conducting a process analysis to determine the

impact of the use of contractor selection decision techniques with its dimensions

(project quality verification, project scope, project risks, project plan) on the

verification quality decision and its impact on the contractor selection decision with

its dimensions (project scope quality verification, prequalified contractor expertise,

examination of project risk quality check, financially pre-qualified contractor, project

24
 plan validation quality check, pre-qualified contractor procurement) as intermediate

variables and the effect of all of the above when selecting a contractor.

13. Conduct a process analysis to determine the impact of the use of contractor

selection decision techniques by its dimensions (project quality verification, project

scope, project risk, project plan) on the quality verification decision and its impact on

prequalification of contractor management in its dimensions (contractor experience,

financial contractor, contractor procurement management decision) as intermediate

variables and the effect of all of the above on the contractor's choice.

 c. Research Questions

Integrated project delivery (IPD) is a efficient method of project delivery that mainly drives after

enhancing the quality, efficacy and provide sufficient room for project improvement through the

phases of construction. The main question in research is: how do we develop a conceptual

framework for advancing the Design-Bid-Build project delivery method and why?

More specifically how do advance the contractor selection decision process in construction

industries in developing countries? This question will be addressed by developing an

innovative framework for the contractor selection process with the help of the Qatar

Construction industries.

A follow up question to the main research question is: what is the impact of the newly

developed framework for the contractors Selection Decision Techniques on project Efficiency,

Quality, Cost and Time schedule in the construction industry in Qatar?

This will all be presumably consolidated using interviews conducted by experts in the field from

this main question, a group of sub-Questions are described as follows:

25
 1) Is there an effect of the selection technique of selecting contracting with its dimensions,

checking the quality of the project, project, project plan quality decision and its impact on

the decision of selecting contracting with its dimensions (quality check, check the scope of

the project, contractor experience, on the other hand, new check of quality, Project, Eligible

Contractor for Project Quality, and Eligible Contractor Procurement), as intermediate

variables and the effect of the above on contractor selection ?

2) What is the impact on the completion of a project, of if project implementation is done

with an IPD agreement.

3) What is the impact of the public tender project implementation plan on the bids of

contractors for construction projects to reach the IPD agreement?

4) How to evaluate and communicate internal project data to contractors, legitimate in the

construction industry to get to the IPD agreement?

5) How effective are the contracting skills? Selecting contractors to implement the project in

the construction industry?

6) Why is the financial stability of the contractor necessary to support bidding for the project

in the construction industry?

7) How do you view the project (manufacturing) on the contractor's selection during the

contractor's bidding for the implementation of the project in the construction industry?

8) Is there an effect of using the contractor selection decision techniques with its dimensions

(project quality verification, project scope, project risks, project plan) on the verification quality

decision and its impact on the prequalification of contractor management with dimensions

(contractor experience, contractor financial, contractor procurement, management decision) as

intermediate variables and the effect of all of the above on the contractor's choice?

26
  4. Methodology

a. Research Approach

The study follows an empirical study of the qualitative research involves collecting and

analysing non-numerical data (e.g., text, video, or audio) to understand concepts, opinions, or

experiences. It can be used to gather in-depth insights into a problem or generate new ideas

for research. I’m expecting to determine what to research, identify how to research it, get buy-

in and alignment from project managers and other workers, prepare research, execute

research, synthesis and find insights, create research outputs and share and follow up on

findings.

Also, quantitative project management entails the use of measurements (metrics) to aid in

project management. Measures should be employed that provide the most insight into the

objectives and have the highest correlation with the objectives. I’m expecting to determine

observation of project personals, the output of management meetings, focus groups, One-on-

One interviews and expert consultations. The research methodologies you employ are

determined by the type of data required to answer your research topic. Use quantitative

methods to quantify something or test a hypothesis. Use qualitative methods to investigate

ideas, concepts, and meanings.

b. Research process

In this thesis the following hypothesis will be investigated:

1. The clarity of the Project Scope Outputs has an impact on project implementation in

the construction industry to reach the IPD agreement

27
 2. There is an impact of the realistic bidding project implementation plan on the

contractors bidding for the project to reach the IPD agreement

3. The contractor's experience during the selection of the contractor to implement the

project has an important role which is the construction project to reach the IPD

agreement

4. There is an effect of using the contractor selection decision techniques in its

dimensions (project quality check, project scope, project risk, project plan) on the

verification quality decision and its impact on the contractor selection decision in its

dimensions (quality check, project scope check, pre-qualified contractor experience,

verification from quality check, project risk, financially pre-qualified contractor, project

plan validation quality check, pre-qualified contractor procurement) as intermediate

variables and the impact of all of the above when selecting a contractor

5. There is an effect of using two-dimensional contractor selection decision techniques

(project quality verification, project scope, project risk, project plan) on the verification

quality decision and its impact on prequalification of contractor management with its

dimensions (contractor experience, contractor financial, contractor procurement,

management decision) as intermediate and impact variables.

c. Research Design

28
 Fig. 1 The General Framework of the Study

The general framework of the study consists of the following:

1. Theoretical literature: Theoretical literature consists of a set of previous studies, the

construction of theoretical literature, the general framework of the study.

2. Methodological procedures of the study

The methodology of the study consists of the following:

A. Determine the population and sample of the study

29
 B. Construction study tool: The study tool is built from the theoretical literature and the

reference review of the study. The tool consists of two tools, the first is a questionnaire

(Scale's Validity & Reliability) and the second is an interview.

C. Forming a model and framework for the study

3. Questionnaires will be collected, and an interview will be conducted

4. Analyse data, discuss and write results.

d. Methods/Tools/Techniques

Research Methods

The study follows an empirical study of the observation and measurement of project

phenomena in Qatar as directly observed by the researcher The data acquired in this manner

can be compared to a theory or hypothesis, but the results are still based on real-world

experience.

Case Study- the purpose of the case study is to community in local project companies within

State of Qatar.

Descriptive Study – the descriptive study will help in increasing efficiency, quality and reduce

cost.

The research study follows (Qualitative & Quantitative) approaches, namely: (1) the case study

approach, in which a similar system is studied, and the appropriate study structure design is

determined through it, and (2) the descriptive approach, in which a phenomenon will be

studied and described through a sample to be generalized to the study population.

30
  Study community:

The study community in Qatar is represented by Qatari construction companies and it related

to them by using this same approach, including the government, and a representative of

Electricity and Water Cooperation, with 8-12 engineers, and Public Work Authority (Ashghal),

7-9 engineers, including private, and a representative of Electricity and Water company, and 6

-8 engineers, Manateq Qatar has 5-10 engineers and Qatar Gas has 10-15 engineers, and is

also represented in construction project managers and engineers in Qatar.

 The study sample:

The study sample consists of the previous Qatari contracting companies, and the study sample

will depend on a comprehensive inventory of all construction project managers and engineers

31
in the companies specified in the previous table, and it was determined according to the nature

of the operation of those companies this sample contains a total of 6 companies in overall

Study Tools

The study administration consists of two tools:

1. The questionnaire, which is used in a set of questions that measure the variables of the

study, and it is directed to engineers working in construction projects in Qatar. I’m expecting to

get a data and information about type, levels and categories of nominal variable

measurements of variables Qatar construction projects are facing.

2. The interview, which is directed to project managers in those companies. Expecting to get

opinions and solutions used from deep experiences of project managers during their work in

projects within Qatar environment and the solution be effective and efficient.

Statistical Analysis Methods:

The study will depend on the two methods of special qualitative analysis of the interviews used

in the case study and the analysis of the questionnaire through a set of statistical methods

using the SPSS Minitab Statistical Analysis Methods. Frequencies, percentages. Passed on

that I will create a descriptive statistics and graphs, as well as a sense of the vagaries of

sample-based statistics and how various tests are better suited in certain scenarios.

d. Proposed Framework

 The framework development process

There are quite a few documented methodologies for developing a framework. Most of them,

though, admit the fact that the objective is to identify abstractions with a bottom-up approach:

start by examining existing solutions and be able to generalize from them. When adopting a

32
framework development process, it is important to take into account that any framework will

usually start as a white-box framework and ideally evolve into a black-box one.

It is also important to understand that developing a framework is more difficult than developing

an application for it, due to the fact that understanding the overall design is important for users,

which helps in the future decisions of design adjustments. Therefore, it is recommended to be

able to set adequate design practices and principles prior to application.

 Conceptual Model:

The conceptual model shown in Figure 2 includes three decision scenarios i.e. validation,

prequalification and contractor selection. The process will end with an IPD agreement.

33
  1st: Project validation and quality check:

This process will take place at the organization's early stages of the project to ensure scope

deliverables and requirements, project risk assessment and mitigations, and the required

project execution plan as a realistic plan. All of this will be done through validation and quality

decision to ensure that all of the project's requirements and risks, as well as the required

execution plan, are met.

Project Scope Factors Project Risks Factors Project Delivery plan

Factors

1.Scope Requirements 1.Risk Assessment. 1.Clear Plan (Realistic)

completed and Checked.

2.Scope deliverables 2.Risk Mitigation Plan 2.Unclear Plan (Unrealistic)

completed and Checked.

3.Scope deliverables and 3.Remaining Risks 3.Short Plan

requirements Validation

completed

 2nd: Contractor Management Prequalification:

This method will concentrate on the organization's management team prequalifying contractors

based only on their knowledge in the project's area, financial stability, and needs.

34
All of this must be reviewed and prequalified before the best contractor may bid on the project,

which will be dependent on Management's prequalification Decision.

Contractor Project Contractor Financial Contractor project

Expertise Factors Stability Factors. Procurements Factors.

1.Experties in Execute 1.Contractor Work Load 1.Materials Main

Similar project Manufacture.

2.Suitability Concept 2.Contractor Financial 2.Materials Third Party.

stability for last 3 years.

3.IPD (Integrated Project 3.Contractor Financial Cash 3.Materials local Suppliers.

Methodology) Concept flow.

4.Expertise Subcontractors 4.Main contractor

Workmanship

5.Subcontractor and local

Workmanship

 3rd: Contractor Selection Decision:

The prequalified contractor will be allowed to bid on the project solely based on their

responses to the investigated and accepted criteria by the bidders, as well as their standing

against each criterion:

Determine the scope of the project's deliverables and needs.

Risks to the project have been noted.

Plan for completing the project.

Expertise in contractor management.

35
 Financial Stability of the Contractor

Procurement of contractors.

 4th: IPD Contractual Agreement Method:

This method ensures project sustainability and confirm the contractor and owner set of well-

established communication and upcoming risk sharing during construction between them, and

provide additional value and esteem to the overall projective. It was chosen from one of the

reading articles which became after contractor selection as added value parties’ agreement.

My research focuses on the planning process in the early stages of the project to secure

project scope, risks, and plans. The research will also carefully examine as the contractor

prequalification to select best contractors. The selected contractors will then be eligible to bid

before tendering and contractor selection. This will ensure that the selected contractor is

qualified to execute the project based on agreed-upon criteria at the final stage, which will be

in the form of an IPD agreement between the owner and the contractor.

 5. Impact / Expected Contribution

The intended model will improve the quality and efficiency with risk minimization for any

industrial project by focusing on the early planning process and improving contractor

prequalification process for qualified contractor achievement with an integrated project

agreement with the selected contractor at the end to maximize the proper coordination and

share responsibly and risks that are not expected during construction.

36
6. Study Time Line

37