**5. Conclusions and the way forward**

Market conditions, lack of competence in the project organization, and poor project planning are identified as the primary sources of uncertainty during the construction phase of road projects. Consistently, it has been acknowledged that these uncertainties are vital and can have a significant impact on project outcomes. To effectively manage these uncertainties, a comprehensive uncertainty management strategy could be helpful. Strategic uncertainties necessitate feasibility studies and scenario planning, whereas operational uncertainties can be addressed through comprehensive risk assessments and contingency plans. It is possible to manage contextual uncertainties such as market conditions by choosing the right contract strategy, involving stakeholders, and incorporating their perspectives.

### *Managing Uncertainty in the Construction Phase of Road Projects DOI: http://dx.doi.org/10.5772/intechopen.113042*

The other interesting observation was the differences between uncertainties in the early phase and uncertainties in the construction phase. Most uncertainties in the construction phase were not expected or identified in the early phase. This shows the dynamic and changeable environment for the road projects, the focus opportunities, and the need to continue through the construction phase.

Three main challenges identified in this chapter were as follows: emphasizing risk management over opportunity management, lack of a systematic approach, and systematic training on uncertainty management.

There is strong evidence that many road projects spend most of their focus on risk management as opposed to opportunity management. Improvements can be made by measuring and changing the process, focusing on opportunity before risk. In addition, the design of contract strategies and how to share the risks and opportunities among different parties must be well thought through. Projects can achieve better performance by improving their ability to navigate uncertainty and achieve positive outcomes. Creating a harmonious synergy between a skilled workforce, appropriate tools, and a well-defined process can serve as a solution for achieving improved performance in uncertainty management.

In the future, employing quantitative approaches in uncertainty management research holds significant potential for enhancing uncertainty management practices. Through empirical studies and case studies, valuable insights into different aspects of uncertainty management can be addressed, such as identifying uncertainties, registering them, and implementing effective measures to address them. Additionally, conducting research on uncertainty management across various contract strategies and comparing their performance could yield valuable findings. Such studies can shed light on the risk management effectiveness of different contract types, providing valuable knowledge for future projects.
