STUDENT ASSESSMENT SUBMISSION AND DECLARATION

When submitting evidence for assessment, each student must sign a declaration confirming that the
work is their own.

Student name: Assessor name:

Mohamed alaa eldin mohamed Mr/ Mohamed Elgarhy

Issue date: Submission date: Submitted on:

7 March 2022 6 April 2022 5/4/2023

Programme:

Higher National Certificate/Diploma in Construction and the Built Environment (Construction -

Architectural Technology)

Unit: 4 / Construction Practice and Management

Assignment number and title:

Construction Companies and Tendering Processes. (1 of 2)

Plagiarism
Plagiarism is a particular form of cheating. Plagiarism must be avoided at all costs and students who
break the rules, however innocently, may be penalised. It is your responsibility to ensure that you
understand correct referencing practices. As a university-level student, you are expected to use
appropriate references throughout and keep carefully detailed notes of all your sources of materials for
the material you have used in your work, including any material downloaded from the Internet. Please
consult the relevant unit lecturer or your course tutor if you need any further advice.

Student Declaration

Student declaration
I certify that the assignment submission is entirely my own work and I fully understand the
consequences of plagiarism. I understand that making a false declaration is a form of
malpractice.

Student signature: Mohamed alaa Date: 5/4/2023

 “Assignment 1”
“Construction Practice and Management”

BY

Student Name: Mohamed Alaa Eldin Mohamed Habashy

Student ID: 2110139

British Applied College,

Umm Al Quwain

Under supervision of
Dr. Mohamed ElGarhy

March 2023
 expansion of the construction industry
The expansion of the construction industry has resulted in the formation of a highly
professionalized structure. The sector has a long and intriguing history. This is a quick rundown
of the major advancements in the construction sector throughout history, including its
professionalization:
Ancient Times:
Skilled artisans who performed construction work frequently passed on their knowledge
through apprenticeships. Several societies, like Mesopotamia and ancient Egypt, had priests in
charge of construction who carefully supervised religious activities. The professions of
engineering and architecture were highly regarded in classical Greece and Rome, and many of
their buildings still exist today. [1]
Medieval Times:
The majority of construction work was done by guilds throughout the Middle Ages. They were
groups of artisans who exchanged information. and resources, as well as cooperating to further
their trade. Members of the guilds were obligated to abide by rigid standards of behavior, and
they were highly structured and controlled. They contributed significantly to the growth of the
beloved Gothic style of architecture. [1]
Renaissance:
Architecture and engineering underwent a scientific revolution throughout the Renaissance, and
the first architects as professionals began to appear. One of the most well-known was Andrea
Palladio, who created a system of measures and proportions for structures that had enormous
influence. The Royal Institute of British Architects, the first professional organization for
architects in England, was established in 1834. [2]
Industrial Revolution:
Construction sector saw significant transformation as a result of the Industrial Revolution.
Concrete and iron were created as new building materials, and new construction techniques,
including They started using mass manufacturing. The first large-scale construction firms as
well as Thomas Telford's company, which was in charge of constructing many of the UK's
canals and bridges, emerged as a result of this. [2]
20th Century:
The building sector grew even more professionalized in the 20th century. Governments started
to control the sector more strictly, and new construction regulations and safety norms were
implemented. To advance high standards of professionalism and ethics in the field, professional
organizations like the American Society of Civil Engineers and the International Federation of
Consulting Engineers were established. [2]
The present:
The building sector is quite professionally and legally controlled nowadays. Professional norms
of conduct and stringent educational requirements apply to architects, engineers, and
constructors. and abide by norms of conduct for professionals. They design and build buildings
using cutting-edge technology and methods, and they collaborate closely with clients and
stakeholders to make sure projects live up to their expectations. Professional associations that
represent the sector and advance its interests exist in several nations, including the UK's
Construction Industry Council and the US's Associated General Contractors of America. [3]
In conclusion, the building business has developed into a highly professionalized and controlled
sector after traveling far from its prehistoric beginnings. The rise of professional organizations
and standards, changes in society and culture, and technological advancements have all
contributed to its growth. Currently, the building sector is essential in forming Our built
environment, its experts, and their goal is to provide customers and communities with safe,
high-quality structures.

unique traits and qualities of professionalism

There are some unique traits and qualities of professionalism that should be used by
professional organisations. This trait has a significant impact on the success of professionals in
their fields. It goes like this:
Attitude is a crucial component of professionalism; it should be positive and will thus
contribute to increased commercial success. [4]
Good manners and calm things should be displayed in behavior; spite should not be displayed.
Vocabulary: Always use appropriate language; it is inappropriate to use huge words since
vocabulary is frequently used to gauge a person's degree of professionalism. [4]
Mindset: A pattern of how experts think In order to achieve true professionalism in
constructions, specific facts were established to evaluate the aforementioned specialized
characteristics. [4]
These industry experts in construction deal with a range of crucial project management tasks,
including time, money, equipment, technology, and people management. These experts will
examine a project from beginning to end. They will be challenged throughout the process to
develop innovative ideas and solutions to get beyond the numerous challenges they will face
throughout the project, some of which may include:- [5]
Organisation of resources
Sequencing of the various work items for the project
Achieving budgets
Completion of the various work items within the stipulated time
Integrating organisations
Balancing the conflict interest of the stakeholders and end users
Appreciation of the various technology and methods available to undertake the project.
To guarantee that the project is effectively finished, a variety of tasks and duties must be
fulfilled. Following are some of the key jobs and their responsibilities:
Owner: The person or entity in charge of funding the building project is known as the owner.
They might be a business, a government organization, or a private person. [5]
Client: The client is the party who contracts with the construction company to complete the
project. They might be the same as the owner or they could be a different organization working
on the owner's behalf. [5]
Civil Department team: The civil department is in charge of designing and constructing the
project's structural and civil components, such as the building frame, foundation, and exterior
walls. [5]
Mechanical Department team: The mechanical department is in charge of designing and
constructing the building's mechanical systems, including the plumbing, electrical, and HVAC
(heating, ventilation, and air conditioning) systems. [5]
Architecture Department team: The inside and exterior look of the building is designed and
constructed by the architecture department. They design the building's general idea, which takes
into account its design, appearance, and construction materials. [5]
Contractors are businesses that the client hires to carry out particular tasks for a building
project. They could be experts in particular fields like plumbing, electrical work, or concrete
work. [6]
Subcontractors: The contractors appoint subcontractors to complete certain tasks within their
sphere of competence. A subcontractor could be hired by an electrical contractor, for instance,
to install the wiring for a building's lighting system. [6]
Project Manager: From the beginning phases of planning through to completion, the project
manager is in charge of supervising the whole construction project. They oversee the
coordination of all departmental activities and make ensuring the project stays on track and
within budget. [6]
Site Manager: The site manager is in charge of guiding daily activities at the building site.
They make sure that the construction is proceeding on schedule and that all personnel are
adhering to safety procedures. [6]
The quality control manager is in charge of making sure that all pertinent quality standards
are met by the building project. They conduct testing and inspections to find any flaws or
problems, then collaborate with the building crew to fix them. [6]
Linkage and how do they communicate:
The person or group that starts the project and provides the funds is the Owner in a construction
organization. The party that enters into a contract with the Owner to obtain the project's
finished product is the Client. The project's infrastructure, which includes roads, bridges, and
foundations, is planned, designed, and built by the Civil Department team. The project's
mechanical systems, such as the heating, ventilation, and air conditioning systems, are the
responsibility of the mechanical department team. The project's buildings and structures are
designed and arranged by the Architecture Department team. [7]
Contractors are businesses or people that the Owner or Client employs to oversee and execute
the construction project. Subcontractors are businesses or people that the Contractors employ to
carry out particular tasks or parts of the work. The project manager is in charge of managing the
whole construction project and making sure it is finished on schedule, on budget, and in
accordance with the necessary requirements. The daily management of the construction site's
operations and ensuring that the work is carried out safely and effectively fall within the
purview of the site manager.
Making sure that the construction work adheres to the necessary quality standards and
specifications is the responsibility of the quality control manager. To guarantee that the project
is finished to the specified quality standards, they collaborate closely with all the teams engaged
in the building process. In conclusion, each of these parties is connected to the others and must
cooperate well for the building project to be finished successfully. [7]
In a building project, communication is crucial because it enables everyone to keep informed
and cooperate in the pursuit of a common objective. People in a construction company can
communicate with one another in a variety of ways. [8]
One option is to hold frequent meetings so key participants, such as the project manager, site
manager, contractors, and subcontractors, may address any problems and make decisions
regarding the project's progress. Depending on where everyone is located, these meetings can
be held in person or electronically. [8]
Another approach to convey information and issue directions is through written
communication, such as emails, memos, and reports. It's crucial to write these statements in
simple, understandable language.
Technology may be a helpful communication tool as well. For instance, project management
software may assist with tracking progress and sharing crucial papers, and video conferencing
solutions can enable remote participants to participate in face-to-face meetings virtually.
Lastly, effective communication demands that both parties listen to one another and provide
feedback. This implies that everyone working on the project must feel at ease speaking their
minds so that they can collaborate to find answers to any issues that may arise.
In general, a construction project's success depends on excellent communication. Construction
companies may make sure that their projects are effectively finished by utilizing a range of
communication techniques and encouraging a culture of openness and cooperation.
All as shown in the following figure:
 tendering process
To carry out a certain project or offer products or services, eligible contractors or suppliers are
invited to submit bids through the tendering process. Three basic categories of tenders exist:
Open Tender: An open tender is an announcement inviting all interested parties that satisfy the
necessary requirements to submit a bid on a project or contract. Anybody may submit a bid in
an open tender, and the winning offer is often the one with the lowest price. [10]
Selective Tender: A selective tender is a request for proposals for a project or contract that is
only open to a certain number of suppliers or contractors. The selection procedure is typically
more competitive than an open tender since it is based on the credentials and expertise of the
bidders. [10]
Negotiated Tender: In a negotiated tender, the customer bargains with just one supplier or
contractor to supply the needed products or services. When there is only one qualified bidder or
when the project is complicated and calls for a more cooperative approach, this sort of tender is
typically chosen. [10]
There are variants of each of these primary tender kinds that can be employed in particular
situations in addition to these basic types. For instance, an electronic tender is a type of open
tender that is totally done online. A two-stage tender is another type of selective tender in which
bidders are initially chosen based on their qualifications and then requested to submit a more
thorough bid in a subsequent step. The kind of tender chosen will ultimately rely on the
project's particular demands and specifications.
M1: Throughout the years, there have been substantial changes in the construction industry's
organizational structures, personnel demographics, and contractual employment. Below is a
quick breakdown of each:
Organizational Structures: Small and medium-sized firms have historically dominated the
construction sector. Yet as time went on, we noticed a tendency toward consolidation, with
bigger businesses buying up smaller ones to acquire a competitive edge. Due to this, a small
number of powerful players have emerged. The emphasis has shifted away from long-term
growth and toward project-based structures, with businesses established particularly to
complete one-off initiatives. [9]
Employees: Historically, men have dominated the construction sector, with women making up
a very minor portion of the workforce. More women, minorities, and young individuals are now
entering the sector thanks to a concerted push to promote diversity and inclusion in recent
years. A tendency towards a more trained workforce has also emerged, with a stronger focus on
training and certification. [9]
Contract Work: Traditionally, the construction industry has used a bidding system in which
contractors submit their offers for projects, and the lowest bidder is chosen. This method,
meanwhile, has come under fire for being ineffective and encouraging a focus on cost-cutting at
the expense of quality. More collaborative contracting models, such design-build and integrated
project delivery, are becoming increasingly popular. These models encourage contractors to
collaborate closely with architects and owners to produce better results. [10]
In summary, the construction industry has undergone significant changes in company
structures, employee demographics, and contracted work over the years. While there are still
challenges to be addressed, such as improving safety and sustainability, there are also many
opportunities for growth and innovation in the industry.
D1: Construction businesses have changed their organizational structure and business ethos in
response to changes in the sector as well as more general social and economic developments.
Even though there have been improvements, like a stronger focus on diversity, sustainability,
and safety, there are still some things that construction companies could do better. [8]
One of the biggest shifts in the construction sector has been the merging of businesses, with
bigger enterprises buying up smaller ones to acquire a competitive edge. Despite the fact that
this has resulted in larger and more sophisticated structures being built as well as more major
projects, it has also lessened competition and increased consolidation in the sector. [8]
Another change has been the greater value placed on teamwork and collaboration in building
projects. There has been a shift toward more integrated project delivery and design-build
contracts rather than the conventional antagonistic interaction between owners, architects, and
builders. This strategy promotes cooperation and creativity, which improves project results.
In terms of business ethos, there is an increasing emphasis on safety, sustainability, and social
responsibility. By introducing better training and safety procedures, construction businesses
have improved worker safety, and they have also grown more conscious of their environmental
effect. To lessen their impact on the environment, several businesses have adopted
sustainability policies including utilizing recyclable products and cutting back on trash.
Moreover, some businesses have improved their social responsibility by contributing to local
communities, promoting education, and giving marginalized populations the chance to find
employment. [8]
Despite these improvements for the better, there are still certain areas where the building
industry might do better. As an illustration, there is still a sizable gender pay disparity in the
sector, with women earning less than men for performing the same work. In addition, there are
still problems with labor exploitation and breaches of health and safety, especially in
developing nations.
In conclusion, there is still opportunity for improvement even if there have been beneficial
changes to the organizational structure and business philosophy of construction organizations.
Businesses must continue to prioritize social responsibility, sustainability, and safety while
tackling problems like inequality and labor exploitation. So, they can contribute to the
development of a more moral and accountable construction sector that is advantageous to all
parties involved. [8]

connection between the contractor, customer, and design team

The connection between the contractor, customer, and design team might change based on the
procurement technique employed, which comes in a variety of forms. Following are some
typical techniques of procurement and how they affect these parties' interactions:
Traditional: Using this strategy, the customer commissions a design team to create the
blueprints before choosing a contractor in a competitive tendering procedure. The connection
between the design team and the contractor is strained throughout the tendering process, but
when the contractor is chosen, they collaborate to execute the project. The client is in charge of
overseeing the contractor's and design team's interactions. [10]
Speed: Because the design is finished before the contractor is chosen and the bidding procedure
might take some time, this approach may be slower than others.
The design team is in charge of assuring quality, but the contractor has little say in the design
process, which might cause problems with constructability.
Cost: Because the contractor is chosen through a competitive bidding process, this technique
might give cost certainty, but the fixed-price agreement may also encourage the contractor to
make compromises in order to stay under budget.
Design-Build: With this approach, the customer employs a single company—the design-
builder—who is in charge of both the project's design and construction. The design-builder,
who oversees the design and building processes, has a direct line of communication with the
customer. As the design team and the contractor are both a member of the same organization,
they collaborate closely on the project from beginning to end. [11]
Speed: Because the design and construction phases overlap, it is possible that this approach
will be quicker overall.
Quality: Because the design-build company is in charge of both the design and the
construction, there may be greater collaboration and communication, which in turn will
improve quality.
Cost: Because the design-build entity is motivated to finish the project under budget, this
strategy may result in cost savings that may be split between the customer and the entity.

Construction Management: In this approach, the customer engages a construction manager to

oversee the construction project on their behalf. A design team is also hired by the customer to
create the design. In order to verify that the design is constructible and that the construction is
done appropriately, the construction manager collaborates closely with the design team and the
contractor. [11]
Speed: Because the construction manager is involved in the project from the start and may
assist detect constructability difficulties early, this technique may be quicker.
Quality: To ensure quality, the construction manager collaborates closely with the contractor
and design team. Their attention to detail during building can lead to a higher quality end
product.
Cost: Because the construction manager may help discover cost-saving options throughout the
building phase and the customer has greater transparency into the project expenses, this strategy
may result in cost savings.

Integrated Project Delivery (IPD): Using this approach, the customer, design team, and
contractor sign a single contract under which they divide the project's risk and rewards. From
the start of the project, they collaborate and make choices together. A high level of
collaboration and communication between all stakeholders is encouraged by the IPD strategy,
and each party is motivated to produce the greatest results for the project.
Speed: This approach may be quicker because everyone collaborates from the start, lowering
the possibility of delays and revisions.
Quality: Because everyone is motivated to provide the best end possible, the collaborative
method used in IPD can lead to a higher quality product.
Cost-effectiveness: Because everyone shares in the risk and profit, this approach can reduce
costs.
Cost: Because everyone involved in the project shares the risk and the rewards, this strategy
may result in cost reductions by encouraging everyone to work well and look for ways to cut
costs.

traditional procurement method

Under the traditional procurement method, there are several pricing arrangements that can be
used to determine the cost of the construction project. These include:
Lump Sum (Fixed Price): In this pricing arrangement, the contractor agrees to complete the
project for a fixed price, which is determined through the competitive tendering process. This
price is based on the detailed drawings and specifications prepared by the design team. The
contractor assumes the risk of any cost overruns, and any savings are retained by the contractor.
Cost Plus: In this pricing arrangement, the contractor is reimbursed for the actual costs of the
construction work, plus an agreed-upon percentage for profit and overhead. The contractor
provides detailed records of all costs, and the client pays the actual cost of the work plus the
agreed-upon percentage. This arrangement is typically used when the scope of work is not fully
defined or when there is a high level of uncertainty or risk involved in the project. [12]
Guaranteed Maximum Price (GMP): In this pricing arrangement, the contractor agrees to
complete the project for a maximum price, which is negotiated before construction begins. The
client assumes the risk of any cost overruns up to the agreed-upon maximum price, and any
savings are shared between the client and the contractor. The GMP arrangement is designed to
provide cost certainty to the client while incentivizing the contractor to complete the project
under budget. [12]
Time and Materials: In this pricing arrangement, the contractor is reimbursed for the actual
cost of the construction work, plus an agreed-upon fee for profit and overhead. The fee is
typically a percentage of the actual cost of the work. This arrangement is used when the scope
of work is not fully defined, or when the duration of the project is uncertain.
The speed, quality, and cost of a building project can all be significantly impacted by the
procurement process. Below is a comparison of a few of the often employed procurement
techniques based on these criteria:

Design and Construct (D&C)

In the construction sector, the Design and Construct (D&C) procurement method comes in the
direct, competitive, and develop and construct varieties. Here's a quick breakdown of each:
Direct D&C: In this form, the customer enters into a direct contract for the project's
completion with a design and construction company. The design and construction company is
in charge of overseeing all aspects of the project, including subcontractor management and
design and construction. This approach is appropriate for smaller projects or clients that already
have a connection with a particular D&C organization. [13]
D&C that is competitive: In this form, the customer issues a request for proposals (RFP) or
bids from numerous D&C businesses, and the client chooses the best proposal based on a
number of factors. The chosen D&C organization is in charge of overseeing all aspects of the
project, including design, construction, and subcontractor management. This approach is
appropriate for bigger projects or projects where the customer wishes to guarantee a level
playing field in price.
During the project's design phase, the Develop and Construct (D&C) entity collaborates with
the client to make sure the project satisfies the customer's needs and budget. The D&C entity is
in charge of all aspect of the project, including design, construction, and subcontractor
administration. This approach is appropriate for projects when the client wishes to collaborate
closely with the D&C organization to realize a specific vision for the project.

types of construction companies

There are several types of construction companies that specialize in different aspects of the
construction industry. Here are some of the common types of construction companies:
General Contractors: These companies manage and oversee construction projects from start
to finish, including managing subcontractors, scheduling, budgeting, and ensuring compliance
with local regulations. [13]
Specialty Contractors: These companies specialize in a specific trade or aspect of
construction, such as electrical work, plumbing, roofing, or concrete. [13]
Design-Build Firms: These companies offer both design and construction services to clients.
They work on the project from the initial design phase through to completion, offering a
turnkey solution for clients. [13]
Construction Management Firms: These companies provide project management and
oversight services for construction projects, working on behalf of the client to ensure that the
project is completed on time and within budget. [13]
Real Estate Development Firms: These companies are involved in the planning, financing,
and construction of real estate projects, such as residential or commercial buildings, hotels, or
shopping centers. [13]
Homebuilders: These companies specialize in building homes, either as custom builders or as
production builders who build homes in large developments. [13]
Civil Engineering Firms: These companies focus on the design and construction of
infrastructure projects, such as roads, bridges, dams, and water treatment plants. [13]
Environmental Remediation Companies: These companies specialize in the cleanup and
restoration of contaminated sites, such as old industrial sites or landfills. [13]
Restoration and Renovation Companies: These companies specialize in the restoration and
renovation of existing buildings, such as historic buildings or homes damaged by natural
disasters. [13]
Industrial Construction Companies: These companies specialize in the construction of
industrial facilities, such as manufacturing plants or oil refineries. [13]
There are several sorts of construction companies, each having a special function within the
sector. These are some instances of how these businesses communicate with one another:
Owners/Developers: Owners and developers often act as the project's driving force, giving
both the funding and the project's vision. Companies frequently engage general contractors to
oversee the building process after working with architects and engineers to produce the
project's design and requirements.
Architects and engineers are in charge of designing the building or structure, defining the
materials and techniques of construction, and making sure that the design complies with
regional building standards and laws. To make sure that the design satisfies the client's
objectives and budget, they frequently collaborate closely with owners and developers.
General contractors are in charge of overseeing the construction process, organizing suppliers
and subcontractors, and making sure the project is finished on schedule and within budget. To
make sure the project complies with the client's specifications and demands, they frequently
collaborate closely with owners/developers, architects, and engineers.
Specialty Contractors: Specialty contractors are in charge of certain crafts or phases of the
building process, such as roofing, plumbing, or electrical work. They are frequently employed
by general contractors to finish particular tasks on the project.
Subcontractors: General contractors or specialized contractors employ subcontractors to carry
out particular tasks during the building process, such as painting or framing.
Regulatory Organizations: Regulatory organizations are in charge of enforcing building
norms and regulations as well as making sure that building projects are secure and adhere to
local laws. To make sure the project complies with legal standards, they frequently collaborate
with owners/developers, architects/engineers, and general contractors.
Trade associations: Trade associations are organizations that represent different sectors of the
construction business, such as general contractors, specialist contractors, or suppliers of
building materials. They frequently engage with other groups to advance the interests of the
construction industry, and they frequently offer education, advocacy, and training to their
members.[13]

Different companies and firms

coordinate with each other to complete projects efficiently and effectively. They work together
to ensure that the project is completed on time and within budget. They coordinate by
communicating regularly, sharing information, and working collaboratively. They ensure that
their work is integrated seamlessly into the overall project and that they meet their
responsibilities as part of the team. Through coordination and collaboration, they ensure that the
project is a success. [14]
General contractors: These companies are in charge of supervising the whole construction
project and are also in charge of employing all additional employees and subcontractors
necessary to finish the job. To make sure that the project is finished on schedule and under
budget, they collaborate closely with the owner or developer. [14]
Specialty Contractors: These companies are industry leaders in specific construction
disciplines, such as electrical, plumbing, or HVAC. The general contractor employs them to
carry out certain duties within their area of competence. [14]
Design-build companies: These companies operate as the client's single point of contact for all
phases of a construction project, from planning to execution. They collaborate closely with the
owner or developer to generate a design that fits their goals and budget, and they subsequently
monitor the building process to make sure the design is implemented as planned. [14]
Construction management companies: On behalf of the owner or developer, these companies
are in charge of supervising the construction project. They may also be in charge of hiring and
supervising subcontractors. They work closely with the general contractor to ensure that the
project is finished on time and under budget.
Real estate development companies: These businesses are in charge of spotting possible
development prospects and overseeing the whole process, from buying the site to finishing the
building project.
Businesses that specialize in restoring or renovating old structures are known as restoration and
renovation companies. They could be employed to modify an aging structure to make it more
energy-efficient or to restore a historic structure.[14]
Builders of new homes: These businesses focus on producing both custom and mass-produced
homes. They work closely with the owner or developer to design and build a home that suits
their wants and budget. [14]
Civil engineering firms: These businesses are in charge of creating the utilities, roads, and
other infrastructure needed for building projects. To make sure the infrastructure is constructed
according to their standards, they collaborate closely with the general contractor. [14]
Environmental remediation companies are in charge of clearing building sites of environmental
concerns including polluted soil or groundwater. To make sure that the site is secure for both
workers and the environment, they collaborate closely with the general contractor. [15]
Each type of construction firm plays a specific role in the building process, and they work
together to ensure that the project is completed on time and within budget. The coordination
between these firms is essential to the success of the project, and each firm relies on the others
to get the work done. [15]
Communication is really important in a construction project, as it helps everyone involved to
stay informed and work together towards a common goal. There are lots of ways that people in
a construction organization can communicate with each other. [15]
One way is to have regular meetings where the important parties, like the Project Manager, Site
Manager, Contractors, and Subcontractors can talk about the project's progress, discuss any
issues, and make decisions. These meetings can be done in person or virtually, depending on
where everyone is located. [15]
Another way is to use written communication, like emails, memos, and reports, to share
information and give instructions. It's important to use clear and easy-to-understand language
when writing these messages. [15]
Technology can also be a useful tool for communication. For example, project management
software can help to track progress and share important documents, while video conferencing
tools can allow people to have virtual meetings even when they're not in the same place. [15]
Finally, good communication requires everyone to listen to each other and give feedback. This
means that everyone involved in the project needs to feel comfortable sharing their thoughts
and ideas, so that they can work together to find solutions to any problems that come up. [15]
M2: Contracts and tendering procedures, which may be quite competitive and complicated, are
frequently used by construction businesses to establish connections. These are some significant
features of these connections:
Contracts: When one construction business employs another for a particular project, they often
sign a contract outlining the details of the project, including the work's parameters, schedule,
and payment arrangements. The possibility of disagreements or misunderstandings is reduced
thanks to this contract, which aids in establishing a clear understanding between the two parties.
In addition, if the businesses continue to collaborate on several projects, contracts may
potentially create a long-term partnership between them. [16]
Tendering: To secure contracts for certain projects, construction companies frequently
compete with one another. The bidding procedure entails submitting project proposals in
accordance with the client's specifications. After evaluating the proposals, the customer chooses
the best contractor. In order to boost their chances of getting contracts, businesses may need to
establish intimate ties with their clients in the highly competitive world of tendering. [16]
Subcontracting: Big construction firms could outsource specific project components to more
specialized local businesses. In addition to ensuring that the project is finished to a high quality,
this can assist the bigger organization in managing costs and risks. Contracts or tendering
procedures may be used to establish subcontracting arrangements. [16]
Joint ventures: To collaborate on a specific project, two or more construction companies may
establish a joint venture. Joint ventures may assist businesses in sharing resources, information,
and experience while distributing risk. These connections are frequently made through
contracts or tendering procedures, and they could include intensive discussion and formal legal
paperwork. [16]
The interaction between construction businesses established via contracts and tendering is well
shown by the construction of the Burj Khalifa in Dubai.
Skidmore, Owings & Merrill (SOM) designed the Burj Khalifa, and a joint venture between
Samsung C&T and Besix served as the project's primary contractor. Emaar Properties, a real
estate developer located in Dubai, was the project's owner.
The project involved numerous contracts between different construction-related businesses,
including those for the building's design, engineering, and construction. These agreements
defined the tasks to be completed, the due dates, and the payment arrangements for each side.
Additionally, a competitive tendering process was used to choose the project's suppliers and
subcontractors, including those who provided the steel, concrete, and elevators used in the
structure.
The many firms engaged in the project worked closely together as well, especially SOM and
the contractors. This cooperation was essential to the project's successful completion, which
took six years to complete and was completed in 2010.
Ultimately, the Burj Khalifa's development required an intricate web of connections between
several construction businesses that were developed through contracts and tendering
procedures. One of the most famous structures in the world was able to be completed only
because to these connections.
The Burj Khalifa is an excellent illustration of a project that required a lengthy tendering
procedure. Multiple stages and contracts were engaged in the Burj Khalifa's building, and
various companies participated at various levels.
A combined partnership between Samsung C&T and Arabtec Construction was chosen as the
project's primary contractor after a competitive tendering procedure. The tendering procedure
required presenting comprehensive bids for the building's construction, including blueprints,
schedules, and budgets. The proposals were assessed by the customer, Emaar Properties, based
on a number of factors, including technological proficiency, experience, and cost.
After choosing the primary contractor, they then subcontracted out a number of the project's
components to different businesses, including the steel provider and the mechanical and
electrical contractors. The primary provider evaluated offers from various businesses based on
predetermined criteria for each subcontracting relationship's unique bidding process.
The Burj Khalifa's tendering procedure was extremely competitive, with numerous businesses
competing for the chance to work on one of the most famous structures in the entire globe. But
in the end, the selection procedure made certain that the best-qualified businesses were picked
for each step of the project, leading to a high-quality structure that has become a famous
monument.

D2: It is clear from a comparison of the variables influencing contract relationships between
various tendering companies that cost, skill and experience, reputation, communication and
collaboration, and legal and regulatory requirements are all crucial aspects. Nevertheless, the
proportional weight assigned to each of these variables may change based on the particular
project, the sector, and the level of competition. [18]
Cost may, for instance, play the largest role in determining the outcome of a tendering process
in a highly competitive market when several businesses are competing for the same project. In
this situation, businesses might have to submit the lowest bid in order to secure the contract,
which might make it challenging to build a strong, cooperative relationship with the customer.
On the other hand, the customer can be ready to pay more for the contractor's knowledge and
abilities in a specialized business where experience and expertise are essential to project
success. The customer and contractor may have a more cooperative relationship in this instance,
with tighter communication and collaboration. [18]
The contractor's reputation can also have a variety of effects on the contractual relationships. A
business that has a good reputation for doing high-quality work may be able to charge more and
build stronger connections with clients, whereas a business with a bad reputation may find it
difficult to get contracts and may need to put in more effort to gain the client's confidence. [18]
Regardless of the sector or level of competition, successful contract partnerships depend on
effective communication and teamwork. The degree of cooperation needed, however, may
change based on the project's complexity and the client's expectations. [18]
Last but not least, all tendering procedures take legal and regulatory requirements into account,
and adherence to these requirements is necessary to preserve a good working relationship
between the client and contractor. The particular criteria, however, could change based on the
project's location and sector. [18]
As a result, even while there are some similar criteria that affect the contractual ties between
various companies participating in bidding, their relative importance might change based on a
number of variables. Effective contract management and consideration of these and other
aspects are necessary throughout the project. [18]
 References
1. "A History of Construction" by John F. Jameson and John H. Cook (1995) - Link
2. "The Evolution of Construction Management" by Jonathan F. Hutchings and Thomas W.
Henrie (2006) - Link
3. "The Professionalization of Architecture in the Nineteenth Century" by Dana Arnold
(1991) - Link
4. "Engineering Professionalism: A Historical Perspective" by William L. Gruber (2015) -
Link
5. "Construction Professionalism: A Study of Competence and Ethics" by Paul S.
Chinowsky and Steven R. Kleiner (2003) - Link
6. "Construction Contracting: A Practical Guide to Company Management" by Richard H.
Clough, Glenn A. Sears, S. Keoki Sears, and Robert O. Segner
Jr.https://www.wiley.com/en-us/Construction+Contracting
%3A+A+Practical+Guide+to+Company+Management%2C+9th+Edition-p-
9781119524002
7. "Construction Management: Theory and Practice" by Chris March:
https://www.routledge.com/Construction-Management-Theory-and-Practice/March/p/
book/9781138657299
8. "Procurement Systems: A Guide to Best Practice in Construction" by Steve Rowlinson
and Peter McDermott: https://www.routledge.com/Procurement-Systems-A-Guide-to-
Best-Practice-in-Construction-2nd-Edition/RowlinsonMcDermott/p/book/
9780415629576
9. "Design-Build Contracting Handbook" by Robert F. Cushman and Michael C. Loulakis:
https://www.wiley.com/en-us/Design+Build+Contracting+Handbook%2C+2nd+Edition-
p-9781119427135
10."Construction Law" by Julian Bailey. https://www.routledge.com/Construction-Law-
2nd-Edition/Bailey/p/book/9781138313073
11.Communication in Construction Projects: A Review -
https://ascelibrary.org/doi/abs/10.1061/%28ASCE%29CO.1943-7862.0000543
12.Effective Communication Strategies for Construction Projects -
https://www.nist.gov/system/files/documents/el/whitepapers/Effective_Communication_
Strategies_for_Construction_Projects.pdf
13.Communication and Collaboration in Construction Projects -
https://ascelibrary.org/doi/abs/10.1061/%28ASCE%29ME.1943-5479.0000019
14.The Importance of Communication in Construction Projects -
https://www.projectmanager.com/training/importance-communication-construction-
projects
15.Tatum, C. B. (2020). Building the Future: The Changing Structure of the Construction
Industry. Journal of Business Strategy, 41(3), 3-13.
16.Singh, S. K., & Ahsan, A. (2021). Sustainable Construction Practices in Developing
Countries: A Systematic Review and Future Research Agenda. Sustainability, 13(1), 76.
17.Lin, Y. T., Chen, S. K., & Chen, P. C. (2021). Socially responsible construction project
delivery system: a case study in Taiwan. Sustainability, 13(1), 70.
18.Yoon, M., & Kim, Y. (2020). Design-Build Contract in Public Construction Projects:
Risk Allocation and Efficiency. Journal of Construction Engineering and Management,
146(4), 04020025.