**1. Introduction**

The topic of this chapter is managing uncertainty in the construction phase of road projects. Road projects are characterized by high complexity and high uncertainty, making the project objectives relatively challenging to achieve. Managers need to know challenges that threaten the foundation for uncertainty management. To improve uncertainty management, we need to understand the main enablers that can improve the uncertainty management process. This will pave the way for better performance of road construction endeavors. To start with, this chapter provides theories that cast light on the nature of uncertainty and the strategies and methodologies used for its management. This chapter aims to provide a suggested conceptual framework to manage uncertainty, thereby enhancing project management's capacity to flourish in the dynamic world of construction projects.

Improved processes and productivity of road projects contribute to reduced construction costs, lower project time, shorter travel times, and higher safety for travelers and goods. Many stakeholders believe that better roads lead to a firm's productivity and therefore yield economic benefits beyond those perceived by users [1]. The construction phase of road projects embraces different uncertainties, such as soil conditions, weather conditions, and material provision and quality. Furthermore, the choice of delivery models, contracts with contractors, and competency of project team members, as well as the quality of communication among stakeholders and many others, are influencing uncertainty factors.

Numerous studies have been undertaken on construction projects' uncertainty and risk management. Despite the extensive research on the matter, construction projects persist in experiencing both cost and time overruns, as well as underruns [2]. Complexity and ambiguity may be identified as principal factors contributing to the presence of uncertainty. Uncertainty, according to Galbraith [3], originates from a lack of information when a decision has to be taken. He explained that uncertainty hinders the ability of businesses to plan proactively and make sound decisions before project execution. Risks are uncertainties with negative effects on the project's objective. Opportunities are elements with potential for positive outcomes [4]. Uncertainty will relate to different aspects of projects, such as cost, time, quality, reputation, safety, sustainability, and others [5]. Uncertainties can affect different levels of a project: strategic, tactical, and operational levels. Handling uncertainties in a project is done through different types of uncertainty analyses, including managing uncertainty in the project and by uncertainty leadership in the project owner organization [6]. Different frameworks for uncertainty management exist in the literature [7–10]. In summary, uncertainty is managed by seeking to understand up front what we do not know for sure, analyzing its potential consequences, and actively choosing remedies to increase our control over the development.

The construction phase of the projects has not received adequate attention from researchers [11]. However, it is in the early phase and construction phases of the project life cycle that risk management practices are more extensively employed compared with the conceptual or termination phases [12]. Consequently, the analysis of the construction phase, regarding its complexity and demanding nature, becomes crucial.

Effective management of uncertainty in the construction phase poses a perpetual challenge. Understanding what kind of uncertainties matter in the construction phase seen from the owner's or the contractor's side is a challenge in most projects. Finding the risk that matters and estimating the right level of contingency reserves are critical for making the right decisions in the front end and for managing the project through execution. Small reserves could lead to overruns, and large reserves could lead to spending more money and time than necessary, which again is a waste.

In the uncertainty management process, some challenges persist. Knowing these challenges is useful to effectively address them in future projects [13]. Some challenges are related to the uncertainty analysis process, such as the inadequate composition of the uncertainty analysis group, excessive details in cost estimation methods (complexity), failure to recognize opportunities, and underestimated levels of uncertainty in different phases [4]. The aforementioned challenges pertain to the analysis of uncertainties in advance. Despite knowing these challenges, only a limited number of studies have deeply explored practical obstacles in uncertainty analysis and management and proposed effective solutions for them.

A multitude of uncertainty factors affect road projects [14]. Uncertainty management includes different components, such as human and organization, processes and tools, and techniques [8, 15]. Familiarity with the different components and the

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

challenges in uncertainty management [6] is crucial for managers, engineers, and stakeholders. It equips them with the knowledge and skills necessary to effectively manage uncertainties and contribute to the success of road projects. For better recognition of challenges and to find solutions for overcoming them, understanding the uncertainty management components is important.

Understanding different components of uncertainty management [8] offers insight into uncertainty management practices. It will help project managers with strategies on how to manage uncertainties in the construction phase of the projects. Simultaneously, it will help to identify challenges and enablers for uncertainty management. These components are inseparable from uncertainty management practices because they are interdependent and may influence one another. Not knowing them makes the management process difficult or even impossible.

There are numerous models for uncertainty and risk management [4–7, 16, 17]. The availability of models or tools is not regarded as a significant concern. A variety of models, tools, and techniques to analyze and manage uncertainty in projects are available and working if they are used right. The inadequate consideration given to the process of managing uncertainty throughout the construction phase is of greater concern. The risk management process needs to be improved. One way of doing this is by analyzing how successful projects identify and manage opportunities and risks in the construction phase in practice. This represents a research gap addressed in this chapter.

The purpose of this chapter is to introduce a suggested conceptual framework for uncertainty management in the construction phase of road projects. Increased knowledge about uncertainty factors, uncertainty management enablers and challenges, and uncertainty management components are needed. The questions addressed to answer the purpose are as follows:

**Q1:** How are uncertainties in the construction phase managed?

**Q2:** What are the main challenges and enablers in the uncertainty management of road construction projects?

The second section will introduce the basic theories and components of uncertainty management. The third section focuses on the findings from empirical studies, which cover uncertainty management and challenges and enablers in uncertainty management. Section four discusses the findings, and the last section presents the conclusion and way forward.
