| dc.description.abstract | The construction industry is complex in its nature because it comprises large numbers of parties as owners (clients), contractors, consultants, stakeholders, and regulators. Despite this complexity, the industry plays a major role in the development and achievement of society's goals. According to (Shaban, 2008)the local construction industry is one of the main economic engine sectors, supporting the Ugandan national economy. Also mentions that the construction industry is a dynamic entity due to the level of uncertainties involved in technologies, budgets and development processes (Chan, Chan, & environment, 2004). Several developing countries at various levels of socio-economic development including Uganda have recognized the need and importance of taking measures to improve the performance of their construction industry. One of the means to this end has been to ensure efficiency in role of consultants’ performance in project execution.
Project failures occur in the whole spectrum of the project life cycle. It erupts from conception, formation, planning and control until implementation. However with good project management by skilled and qualified professionals, most projects are able to be implemented successfully and thus meet their set objectives .
Contract management is the process of actively managing contract implementation to ensure the efficient and effective delivery of the contracted outputs and/or outcomes. Effective contract management enables project owners (clients) to maximize value for money (VfM) in delivering development outcomes. The focus of contract management is on the activities that are undertaken during the contract execution/implementation phase, following the award of contract (downstream activities). However, the success of contract management is strongly influenced by upstream activities such as those undertaken during the procurement planning, choice of contract, and contractor selection phase | en_US |
