School of Architectural and Civil engineering

Construction Technology and Management (CoTM)

Examining the Performance Comparison of Design-Build and Design-Bid-

Build Approaches in Selected Road Administration Projects in Ethiopia.

January 2024
 TABLE OF CONTENT

1 INTRODUCTION..........................................................................................................................1
1.1 General..................................................................................................................................1
1.2 Background of the study..........................................................................................................1
1.3 Statement of the problem.........................................................................................................1
1.4 Objective of the study..............................................................................................................2
1.4.1 General Objective............................................................................................................2
1.4.2 Specific Objective............................................................................................................2
1.5 Research question...................................................................................................................2
1.6 Scope of the Study..................................................................................................................3
1.7 Significance of the Study.........................................................................................................3
1.8 Limitation of the Study............................................................................................................3
2 LITERATURE REVIEW.............................................................................................................4
2.1 General..................................................................................................................................4
2.1.1 Design-Bid-Build (DBB)..................................................................................................4
2.1.2 Design-Build (DB)...........................................................................................................5
2.1.3 Construction Manager at Risk (CMAR).............................................................................5
2.1.4 Construction Management Multi-Prime (CMMP)...............................................................6
2.1.5 Public-Private Partnerships (PPP or P3).............................................................................6
2.1.6 Integrated Project Delivery (IPD)......................................................................................7
3 RESEARCH METHODS...........................................................................................................10
3.1 Introduction..........................................................................................................................10
3.2 Study Area...........................................................................................................................10
3.3 Target population..................................................................................................................10
3.4 Sample size determination and Sampling................................................................................10
3.5 Sources and Instruments of Data Collection.............................................................................11
3.6 Data Analysis.......................................................................................................................11
3.7 Type of Data and Method of Collection..................................................................................12
3.7.1 Type and Source of Data................................................................................................12
3.7.2 Method of Data Collection..............................................................................................12

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 3.7.3 Development of Interview..............................................................................................12
3.7.4 Ethical Consideration.....................................................................................................12
3.8 Reliability and Validity Test..................................................................................................13
4 WORK PLAN AND FINANCIAL PLAN....................................................................................14
4.1 Work Plan............................................................................................................................14
4.2 Financial Plan.......................................................................................................................16
5 REFERNCES..............................................................................................................................17

January 2024 Page 4 of iii

LISTS OF TABLES

Table 4-1: Activities Schedules..........................................................................................................14

Table 4-2: Planned Budget..................................................................................................................15

<<>>

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List of Acronyms/Abbreviations

GDP: - Gross Domestic Product

ERA: - Ethiopian Road Administration
DB: - Design Bid
DBB: - Design Bid Build
PPP:-Public-Private Partnership

January 2024 Page i of 5

1 INTRODUCTION

1.1 General
This section of the research proposal addresses the background, problem statement, research
objectives, and research scope.
The construction industry holds a central position in the global economy, particularly in developing
nations like Ethiopia, playing a substantial role in the country's economic landscape with the highest
contribution to its GDP (Research and Market, 2023).
The remarkable growth in Ethiopia's economy and population has led to a significant expansion of
the construction sector, particularly in Addis Ababa and regional capitals. Construction plays a
crucial role in the country's economic recovery, resulting in larger and more complex road projects
in terms of physical size and cost. Effective performance in construction projects is a prevalent
challenge that has various negative impacts on the project and its stakeholders. Therefore, it is
imperative to identify well-performing bidding procedures to mitigate and prevent delays and their
associated consequences.
The Ethiopian Road Administration stands as one of the largest government institutes tasked with
the construction, control, and administration of roads under the Federal government.

1.2 Background of the study

The Ethiopian Roads Authority (ERA), previously known as Ethiopian Roads Administration
(ERA), is a longstanding institution with a rich heritage dating back to its establishment in 1951
(Development aid, 2023). Over the years, ERA has played a pivotal role in advancing the road
network's development in terms of size, standards, and quality.
ERA engages in diverse activities encompassing construction, supervision, monthly project
monitoring, and quality assurance. The administration is dedicated to achieving key objectives such
as reducing time and associated costs in road construction, ensuring the timely completion of
projects, facilitating equitable distribution and access to roads, enhancing maintenance capacity
through a focus on road resource management, bolstering corridor transport and international
connectivity, and mitigating traffic accidents within the country.
The primary goal of the administration is to perform tasks in adherence to the contract
requirements, which may involve progressing the works according to the program, completing
projects by the specified completion date, managing costs within the contract, and minimizing
associated risks.

1.3 Statement of the problem

Construction projects encounter challenges related to construction methods, administration, and
resource constraints, including limitations in budget and time. The critical issues often revolve
around the inability to complete projects within the stipulated schedule and budget. In recent

January 2024 Page 1 of 17

years, the prevalence of delays in civil engineering projects has become a common concern,
leading to substantial cost overruns, prolonged completion times, compromised deliverable
quality, and even contract terminations. Various factors contribute to project delays, resulting in
adverse effects on overall project outcomes.

In the context of Ethiopian construction practices, the timely completion of projects is infrequent,
particularly within the Ethiopian Road Administration construction bureau. Numerous road
construction projects under this administration have experienced delays, suspensions, or
abandonment, and these issues may be linked to the chosen project delivery system. The
performance of the two project delivery systems, design-bid-build (DBB) and design-build (DB),
may significantly differ based on project location, type, and size.

Despite the implementation of the design bid (DB) delivery system in the Ethiopian Road
Administration for over a decade, both delivery systems persist, and certain projects under each
system continue to face challenges such as delays, cost overruns, and quality issues. While project
management experts acknowledge that delays, cost overruns, and quality issues are inherent to
most projects, it is imperative for the construction industry, in the interest of the country, to
effectively execute large-scale, budget-intensive projects according to precise design standards
encompassing quality, cost, and time. To enhance the perception of project success, it is crucial to
explore various approaches to address these issues within the framework of design-bid-build
(DBB) and design-build (DB) project delivery methodologies.

1.4 Objective of the study

1.4.1 General Objective

The general aim of this to examine project performance between design bid (DB) and design bid
build (DBB) road projects under Ethiopian Road Administration.

1.4.2 Specific Objective

This study is undertaken with the following three specific objectives

1. To identify the primary challenges distinguishing design bid (DB) from design bid
build (DBB) projects.
2. To detect the attributes among design bid (DB) and design bid build (DBB) delivery system.

3. To determine the optimal delivery system type for enhanced project performance

1.5 Research question

1. What is the major challenge in delivering a project in DB and DBB?

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 2. What are the attributes while performing a project in DB and DBB delivery system?

3. Which delivery system is effective and/or needs amendment?

1.6 Scope of the Study

The scope of this research will be to evaluate several different Ethiopian Roads Administration
projects using the traditional delivery method (DBB) as well as the DB delivery method in order to
determine which delivery method is the best approach to meeting the needs. It is limited to selected
Ethiopian Road Administration Projects completed from 2010 GC up to now. 6 projects are
selected from which 3 of them are Design bid build (DBB) and the remaining are Design Bid (DB).
The data for this study has been gathered through detailed literature review, and interview with
key professionals and stake holders.

1.7 Significance of the Study

The study will assist the road construction industry in comparing the various project delivery
strategies. Therefore, it is anticipated that it will help important project stakeholders decide how to
precede effectively with the implementation of DBB and DB project delivery methodologies. To
complete the project with the planned time, standard of quality, and money, the findings and
recommendations will also serve as a guide for the project implementation procedures. The results
may also be very helpful to academics, particularly those who may want to conduct further research
on these project delivery strategies.

1.8 Limitation of the Study

The main limitation of the research was a tight schedule, lack of reliable and completed data, may
force the researchers to work on only three projects from each project delivery method, reducing the
study's representativeness at the country level.

January 2024 Page 3 of 17

2 LITERATURE REVIEW

2.1 General
The success or failure of a project is significantly influenced by its performance, which is contingent
upon the chosen procurement system and Project Delivery Methods. In the construction context,
procurement entails the process of acquiring necessary materials, equipment, or services for project
completion (Koch.D and Finity.J, 2024). Project delivery methods in construction play a crucial role
in determining how stakeholders collaborate during the planning, design, and construction phases.
Although construction projects typically involve an owner, a design team, and a builder, the
dynamics of their relationships can vary based on the chosen project delivery method.
According to Rev. Killough. D (Nov, 2023), there exist six Construction Project Delivery Methods,
outlined as follows
2.1.1. Design-Bid-Build (DBB)
2.1.2 Design-Build (DB)
2.1.3. Construction Manager at Risk (CMAR)
2.1.4. Construction Management Multi-Prime (CMMP)
2.1.5. Public-Private Partnerships (PPP or P3)
2.1.6. Integrated Project Delivery (IPD)

2.1.1 Design-Bid-Build (DBB)

Design-Bid-Build (DBB), also known as traditional project delivery, entails the collaboration of a
design team and a general contractor, both working directly for the owner under distinct contracts.
The design team collaborates with the owner to formulate contract documents, encompassing
drawings, specifications, and other exhibits. Upon completion of the design, it is circulated for
general contractors to submit bids for the project.
Subsequently, the design team and owner assess the proposals from general contractors and choose
one to enter into a contract with. After signing the contract, the procurement of materials and
equipment commences, facilitating the start of construction.
Advantages:
1. Potential for a cost-effective project due to the competitive nature of the bidding process.
2. Separation of the design and construction teams may reduce conflicts of interest.
Disadvantages:
1. The design phase may necessitate a significant upfront investment from the owner before
obtaining a fixed price for construction.

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 2. Depending on the design quality, the owner may be susceptible to change orders, delays, and
additional costs initiated by the contractor, who lacks the ability to provide feedback before
construction commences

2.1.2 Design-Build (DB)

Design-Build (DB) is a project delivery method where an owner enters into a contract with a single
firm for both the design and construction phases.
In this approach, either the architect or the contractor takes the lead throughout the entire project,
offering a distinct departure from the design-bid-build model. The integration of the design and
construction teams within a single entity is intended to enhance project efficiency.
Architect-led arrangements are typically employed for projects with complex design challenges,
such as new buildings or remodels. On the other hand, contractor-led projects, often involving
repetitive work like infrastructure or road projects, may not rely heavily on intricate design.
Regardless of the contract structure, there is usually a contractual connection between the architect
and the contractor, and one of them is linked to the owner, assuming a leadership role in project
management.
Design-build projects afford contractors and subcontractors the opportunity to contribute to the
design, leveraging their extensive experience. The timeline from initial design to project completion
is typically shorter, making it a preferred choice for fast-track projects.
Advantages:
1. Improved collaboration between design and construction teams may result in greater
efficiency and cost savings.
2. Owners benefit from simplified communication and financial commitments through a single
contract.
Disadvantages:
1. Potential conflicts of interest may arise between the contractor, focused on cost control, and
owners seeking a high-quality outcome.
2. General contractors may face added liability, potentially requiring additional errors and
omissions insurance.

2.1.3 Construction Manager at Risk (CMAR)

With Construction Manager at Risk (CMAR), a construction manager serves as the owner's
representative throughout both the design and construction phases.
Similar to traditional project delivery, the CMAR approach separates the design and construction
processes. The construction manager plays a role in the design phase, primarily focusing on cost
control, and also oversees construction in a manner similar to a general contractor.

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However, the CMAR assumes the responsibility for meeting the project deadline and the owner's
cost requirements, typically expressed as a guaranteed maximum price.
In case construction costs exceed expectations, the CMAR is expected to bear those additional costs,
thereby reducing their overhead and profit. Conversely, if costs are lower than anticipated, the
CMAR stands to increase their profit unless the contract stipulates sharing the savings. In either
scenario, the CMAR is motivated to minimize costs and ensure the project stays on schedule,
aligning with the owner's project goals.
Advantages:
1. Potential for cost control.
2. Enhanced communication between the owner and the design team or general contractor.
Disadvantages:
1. The CMAR represents a single point of failure, with the ability to significantly impact the
project.
2. The CMAR must actively guide and control the project to avoid substantial financial burdens
resulting from cost overruns.

2.1.4 Construction Management Multi-Prime (CMMP)

In Construction Management Multi-Prime projects, also known as multi-prime (MP), the owner
assumes the role of the general contractor and enters into contracts with each member of the design
team and major trade contractors. This method is particularly suitable for owners with extensive
experience in managing construction projects who seek greater control over the process.
Advantages:
1. Subcontractors establish a direct contractual relationship with the owner, potentially
minimizing payment issues.
2. Owners with significant construction experience can exert more direct control over their
projects.
Disadvantages:
1. Owners lacking sufficient experience may face challenges in effectively guiding projects.
2. The absence of a dedicated general contractor may result in difficulties managing issues as
they arise on site.

2.1.5 Public-Private Partnerships (PPP or P3)

Public-private projects, commonly referred to as P3 projects, combine the advantages of both public
and private initiatives. These projects result from a collaboration between a private and a public
entity, and they are frequently associated with developments such as affordable housing and
infrastructure. Similar to private projects, a private company is involved in the construction process,

January 2024 Page 6 of 17

bringing efficiency and specialized expertise. At the same time, akin to public projects, there is a
stable project owner, reduced payment risks, and a focus on delivering substantial public benefits.
The nature of these partnerships involves considerations for contractors and suppliers, particularly
regarding prevailing wage provisions and payment rights protection. Publicly funded projects are
subject to prevailing wage regulations at the federal or state level, whereas privately funded projects
typically are not.
In terms of payment protection, mechanics liens are applicable to projects owned by private entities,
while bond claims are necessary for collecting payments on publicly owned projects. P3 projects
may present a scenario where neither claim type is applicable, although bonds are generally present.
Advantages:
1. Utilizes government funding and benefits from private-sector construction expertise for
public good.
2. Projects are typically safeguarded by bonds, ensuring payment for all project contributors.
Disadvantages:
1. Projects may experience delays or be influenced by shifts in governmental agency priorities.
2. Bond claims, if available, can pose challenges for contractors seeking payment for their
work.

2.1.6 Integrated Project Delivery (IPD)

Integrated Project Delivery (IPD) is a relatively recent inclusion in the array of project delivery
options. In IPD projects, all team members are interconnected through a single contract. The entire
team is selected prior to the commencement of the design phase, and each member contributes
throughout the entire process, spanning from design to construction.
IPD is gaining popularity due to the equal sharing of project risks among all stakeholders. This
approach fosters innovative and collaborative project strategies, especially when combined with
other construction methodologies like lean construction, leading to enhanced construction efficiency
and significantly shortened project timelines.
Advantages:
1. Equal sharing of project risks among all stakeholders.
2. Improved collaboration by involving all parties from the project's inception.
Disadvantages:
1. Challenges may arise in making adjustments as the project progresses.
2. Requires a high degree of planning in the early stages of a project

January 2024 Page 7 of 17

Hence, when deciding on an appropriate procurement system, it is crucial to consider the
performance of projects under each delivery system. In Ethiopia, Design-Bid-Build (DBB) and
Design-Build (DB) have become the most prevalent delivery systems. Historically, DBB was the
primary delivery system adopted by the Ethiopian Road Administration (ERA). This study aims to
evaluate the performance of both DBB and DB projects within the context of ERA projects.

The DB project delivery system involves the client entering into a contract with a single entity
(Contractor) to handle both design and construction aspects under a unified DB contract. In this
scenario, the consultant's role is limited to project supervision, transferring a significant portion of
the risks to the contractor.

In DBB projects, which will be assessed in this research, the consultant first conducts detailed
design, including cost breakdown, and submits it to the client. Subsequently, the client invites bids
for both the construction and supervision work. Here, the client maintains complete control over
the design, as consultants are directly engaged by them. DBB projects often face challenges such as
cost overrun, time overrun, substantial variations, fragmentation, and initially lower bid prices. On
the other hand, DB projects are more likely to adhere to the scheduled budget and timeline, with
fewer variations, despite the higher initial project cost (Gbreyohannes.H, 2017).

According to a study by S. Ratnasabapathy and R. Rameezdeen (2007), DB projects generally have

a shorter completion time compared to DBB projects due to various factors:

 The potential for integrating design and construction.

 Fixed rates with additional costs (overheads, financial charges, etc.) borne by the DB
contractor, leading to higher risk for the contractor.

 Significant contractor involvement in design and construction.

 Single-point responsibility and the integration of subcontractors with design and

construction.

 High liquidated damages in DB projects.

Therefore, based on the aforementioned definitions and research findings, it is imperative for the
client to prioritize the careful selection of bids before initiating the procurement process.

As per Steve Rowlinson and Peter McDermott they have opted to address the weaknesses and
identify specific issues rather than establishing criteria for developing a selection methodology for
procurement systems. The following set of issues is outlined:

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a) Projects: The approach acknowledges that projects vary in complexity, requiring a tailored
contract strategy and procurement system aligned with the specific project's complexity.

b) Technology: The technology involved in a project may demand specialized skills and training
for project team members. The procurement system cannot compensate for the lack of technical
expertise within the team. Procurement system effectiveness depends on the presence of competent
and experienced personnel in both technical and managerial roles.

c) The Environment: The selection process functions as an open system that interacts with its
environment. Understanding the environmental forces influencing the system, and anticipating
potential changes during the project life cycle, is crucial.

d) In-house Capability: Evaluating the client's ability to handle the project internally is a critical
question at project inception. If the answer is negative, seeking advice from various parties, such as
a broker or advisor, becomes essential.

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3 RESEARCH METHODS

3.1 Introduction
The Objective of this chapter is to outline the methodologies for sampling, data collection, and data
analysis that will be applied in the research. It details the chosen research designs, data types and
sources, population and sample, sampling technique, sample size determination, data collection
methods, data analysis, reliability and validity testing, and ethical considerations. Each approach is
justified appropriately.

The research methodology selected and employed in this study will primarily involve a thorough
literature review, interviews, and the use of various books. These methods will be utilized to
evaluate the performance analysis between Design-Build and Design-Bid-Build projects in the
context of selected projects undertaken by the Ethiopian Road Administration.

3.2 Study Area

The study area in this research will primarily focus on selected Ethiopian Road Administration
projects that were successfully completed using the two-delivery system. The availability of data,
location, and a reasonable gap in time between project award dates, together with the nature and
scope of the project, will all be considered as selection criteria.

3.3 Target population

The study's target population consists of six completed Ethiopian Road Administration projects,
three of which are DB and the others are DBB.

3.4 Sample size determination and Sampling

The researchers will adopt nonprobability sampling technique for strong and convenience statistical
output.

The researchers will contact twenty (20) key consultants and twenty (20) key contractors
professionals from the engineering department and project administrative office who oversee the
construction and contract management on the selected case study road projects. In addition, ten (10)
staff members from the client Ethiopian Roads Administration (ERA) engineering department are
included.

Because the researchers want to select appropriate people who work on the project, the basic
technique or instrument will be cluster and random sampling for selecting the six projects and
purposive sampling for selecting respondents. Making a conscious decision on selecting the team
leaders, professionals, a construction office personnel's, consultants, contractors, and clients to work
on the projects of interest.
January 2024 Page 10 of 17
The researchers thought it was appropriate because the total population for this study consisted of
engineers, experts, and project planners, and it was appropriate for the researchers to use their
judgment to select interviewees based on their representativeness, knowledge of the project, work
experience, and position/title for their respective fields on the projects.

3.5 Sources and Instruments of Data Collection

The study will collect data from both primary and secondary sources. The primary data sources for
this study will be the project engineers assigned to represent the client on these case study projects
and the regional directors of the client's office. Professionals such as Resident Engineers, Assistant
Resident Engineers, and the Contract Engineer from the consultancy side will be interviewed.
Interviews will also be conducted for positions such as Project Manager, Construction Engineer, and
Contract Engineer from the consultancy side.

This research will use secondary sources of data such as project monthly progress reports,
correspondence letters, claim assessments, variation orders, contract agreement documents, final
payment certificates, and project completion reports. In addition, articles, magazines, journals, the
client's website, and other related publications will be used in the study.

3.6 Data Analysis

The data analysis is determined to establish the relative importance of various factors that
contribute to causes and effects on the performance of Design bid build (DBB) and the Design Bid
(DB) delivery systems in road construction projects in Ethiopia.

This section deals with the analysis of primary and secondary data collected, which includes
identifying the rate of occurrences and how they affect performance, identifying responsible parties,
and identifying and analyzing case study projects. While processing the questionnaire, the projects
will be recognized and analyzed, and an analysis of the case of selected projects will be carried out
through document study. The experience of respondents will also be analyzed using a questionnaire,
and the analysis will be based on the responses of the participants, with special attention paid to
performance issues of the project delivery systems. Discussions will be made based on the analysis
done on the gathered data to draw conclusions and answering the question of the problem
statement of the study. Conclusion will be produced from the analysis made in the research and
recommendations will be given regarding the performance of the two project delivery systems.

The research is a practical problem that arose from the observation of road construction projects,
and the research questions are geared toward investigating the performance of the delivery systems
in terms of project time, quality, and cost. The procedure will be used to analyze the results with the
goal of determining the mean score of the various factors responsible for project performance
parameters. Each factor's score will be computed by summing the scores assigned to it by
respondents. Therefore, the level of importance as indicated by the respondents will used to
measure the mean score of each factor. The mean score (MS) for each variable of performance
will be computed by using the following formula.

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MS=Σ (F x S)/ N

Where; S = score given to each variable by the respondents;

F = frequency of responses to each score for each variable;
N = total number of respondents.
To be able to select the appropriate method of analysis, the level of measurement must be
understood. For each type of measurement, there is an appropriate method that can be applied and
not for others. In this research, ordinal scales will be used. Ordinal scale is a ranking or a rating
data that normally uses integers in ascending or descending order (0, 1, 2, 3 and 4).

3.7 Type of Data and Method of Collection

3.7.1 Type and Source of Data

Six projects will be selected and from which 3 of them will be Design Bid (DB) and the remaining 3
will be Design Bid Build (DBB). In each project, the project details in terms of cost and completion
time will be carefully evaluated. Contract agreements, design data and payment sheets of projects
will be used. In addition, detailed interviews will be designed for the performance analysis on both
cases for each project. It will be distributed to the selected managers (Contractor’s construction
office manager, Resident Engineers, and project owner manager), team leaders and professionals
or experts of construction office that play dominant role in day-to-day construction activities and
contractor. In this research both primary and secondary data type will be used.

3.7.2 Method of Data Collection

Questionaries will be prepared to address how well the project performed and identify the causes
and its consequence. Secondary data will be collected from the contractors and supervisor office, if
possible, from client as well. Furthermore, interviews will also be forwarded. In general, the data
collection will be used to identify the delivery system which is effective for a project.

3.7.3 Development of Interview

To compare the performance of the two different delivery methods and to ensure that the two types
of projects were compared as precisely as possible, separate questionnaires were developed for DB
and DBB projects. The review of the literature will provide examples of other questionnaires used in
previous studies, which will be aided in the development of the questionnaires for this study in the
future. The interview will be planned to cover how well the project went. Secondary data will be
gathered from consultants, contractors, as well as the client if possible.

3.7.4 Ethical Consideration

The researchers will use the data collected from questionaries and individuals through interviews;

January 2024 Page 12 of 17

permission from the interviewers will be required. To protect the confidentiality of the information
provided by respondents, they will be instructed not to mention their names during the interview and
will be assured that their responses will be used only for academic purposes and will be kept
confidential. Finally, respondents will be included in the study voluntarily.

3.8 Reliability and Validity Test

For assessments to be sound, they must be free of bias and distortion. Reliability and validity are
two concepts that are important for defining and measuring bias and distortion. Reliability refers
to the extent to which assessments are consistent and validity refers to the accuracy of an
assessment whether or not it measures what it is supposed to measure.

The present study will try to present detail evidence of the research plan (i.e. details of the research
site, method of sample selection, instruments used) and its implementation in the methodology
section to assure the study’s reliability. The reliability of the interviews will be maintained by
having a total of 20 interviews with Resident Engineers, Contract Engineers, Project Managers,
Project Engineers and Regional Contract Directors for the selected case studies to ensure the
reliability of the information obtained by cross checking the respective responses gained from them.

To generate a valid response, the validity of the research was checked while developing structured
interviews by benchmarking the related literature review and questionnaires from previously
conducted related research. The validity of the data collection instrument was tested by soliciting
feedback from others with expertise in the studied area.

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4 WORK PLAN AND FINANCIAL PLAN

4.1 Work Plan

To effectively manage the intended research works, I have developed the activities schedules
before starting the work through incorporating the details of the activities to carry out.

The study will be expected to be completed within 6 Months. It starts from March 2024 up to
August 2024; all activities will be completed within the time allocated in the Table 1.

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Performance Analysis Between Design Build and Design Bid Build Projects in Case of Selected Ethiopian Road Administration Projects
Department of Construction Technology Management Research Proposal
Table 4-1: Activities Schedules

Month 1 Month 2 Month 3 Month 4

WORK DISCRIPTION 1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th 1st 2nd 3rd 4th
W W W W W W W W W W W W W W W W
Topic selection

Development of Proposal
Approval of the research proposal
Literature Review
Data collection
Data analysis and interpretation
Writing up of the research findings
Drafting and Draft Submission
Draft Submission and Comments

Final Submission

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4.2 Financial Plan
The study will incur some costs. However, the researchers try to optimize the cost target the
benefits that will be obtained. The costs are estimated per described items in the following table.
The total amount of budget required for the entire thesis work is 15,072.50

Table 4-2: Planned Budget

Total
No. Cost Items Measure Quantity Rate
Amount
1 Flash Disks(4G) Piece 2 1000 2,000.00
2 Typing Paper Reams 4 950 3,800.00
3 Typing Expenses Pages 50 10 500.00
4 Photocopy Expense Pages 200 3 600.00
5 Notebooks Pieces 1 150 150.00
6 Pens, Pencils, Folders, Pieces 5 65 325.00
7 Binding Pieces 4 100 400.00
8 Laminating Pieces 4 50 200.00
9 Transport Cost Lps 1 3,000 3,000.00
10 Other Costs Lps 1 3000 3000.00
Total 10,975.00
Contingency (10%) 1,097.50
Grand Total 15,072.50

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5 REFERNCES
1. Development aid. (2023).Ethiopia Road Authority. Routledge. https://www.developmentaid.org

2. Gebreyohannes.H (2017), Comparison Between Design Bid Build and Design Build Delivery
System in Federal Road Projects, National Academic Repository of Ethiopia,
3. Killough.D.(2023).6 Construction Project .Delivery Methods Compared.
Routledge.https//www.Procore.com
4. Koch.D and Finity.J(2024).Construction Procurement: A guide to purchasing & logistics.
Routledge. https//www.procore.com
5. Research and Market. (2022).The Construction Industry in Ethiopia.
Routledge.https:www.researchandmarket.com
6. Rowlinson, S., & McDermott, P. (Eds.). (1999). Procurement Systems: A Guide to Best Practice
in Construction (1st ed.). Routledge. https://doi.org/10.4324/9780203982785
7. S. Ratnasabapathy and R. Rameezdeen (2017), Design-Bid-Build Vs Design – Build Projects:
Performance Assessment of Commercial Projects in Sri Lanka,

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