Incorporating this data into the Proposal would offer a basic gauge of whether the Contractor has the necessary skills and capability to handle such a significant project. The Contractors should have been chosen based on a numerical assessment using an unweighted factor scoring model. Alternatively, if the project had determined its primary objective (Cost, Time, Quality), a weighted factor scoring model should have been employed, assigning greater significance to factors vital to the project, such as projected cost, finish date, and resources required. Once the contracts were awarded, there should have been a predetermined pricing structure based on the specific phase being handled. In order to effectively manage the beginning stages of a brand-new project, it is advisable to adopt a collaborative and mutually beneficial approach that involves sharing the potential risks. Therefore, a cost-plus incentive contract would have been a more appropriate choice. To motivate the Contractor to save expenses and complete the contract ahead of schedule, they will be granted an incentive. This fosters mutual benefits and cultivates a more harmonious working relationship, which could have prevented the tension that arose during the INFRACO contract. Subsequent stages should implement clearly defined and inflexible pricing, as there will be a more comprehensive grasp of the project's extent after the initial phase is completed. COMPRESS THE ABOVE