Translating project complexity into award criteria; the balance of quality and price
A case study analysis into the use of award criteria in the procurement of replacement & renovation projects at ProRail
C.M.F. van der Feltz (TU Delft - Civil Engineering & Geosciences)
A Straub – Graduation committee member (TU Delft - Design & Construction Management)
Hans Ramler – Mentor (TU Delft - Integral Design & Management)
E.M. Bruggeman – Graduation committee member (TU Delft - Design & Construction Management)
More Info
expand_more
Other than for strictly personal use, it is not permitted to download, forward or distribute the text or part of it, without the consent of the author(s) and/or copyright holder(s), unless the work is under an open content license such as Creative Commons.
Abstract
Renovation and replacement (R&R) projects in public infrastructure are becoming increasingly complex, due to factors such as scope uncertainty, operational constraints, and the involvement of multiple stakeholder interests. Prior research has shown that for a successful delivery of complex projects it is essential to award contracts based on quality aspects, such as the contractor’s ability to manage complexity, rather than relying solely on price.
However, there is limited empirical evidence on the extent to which public clients translate project complexity into award criteria. This study addresses that gap by examining the case of ProRail, the Dutch railway infrastructure manager, and its use of award criteria in recent R&R tenders. It aims to analyze to what extent project complexity is translated into award criteria for the procurement of these projects. The research combines qualitative insights from interviews on perceived project complexity with a quantitative analysis of the award criteria and their weightings in four recent ProRail R&R tenders.
Findings reveal a partial but positive relationship: in more complex R&R projects, ProRail uses more project-specific quality criteria that are related to project complexity. Projects that were perceived as less complex relied more on ambition-related award criteria and price. Interview participants also mentioned that at ProRail technical complexity was addressed through strict requirements and not through award criteria, while organizational and environmental complexity were more translated into award criteria to create differentiation between bidders.
The research offers a first empirical foundation for understanding how a public client incorporates project complexity into its procurement practices. Although this study focuses only on ProRail, its findings and recommendations are relevant for other public infrastructure clients and can serve as a basis for future research into the alignment between project complexity and procurement strategies.