(Microsoft Word - \307\355\344\307\323 \322\337\355107 -99)


 

    

Al-Khwarizmi 

Engineering   
Journal Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, March, (2018) 

P.P. 108- 117 

 

Building a Management System to Control the Construction Claims  

in Iraq 
 

Inas Z. Hadi 
Directorate, Ministry of Higher Education and Scientific Research / Baghdad/ Iraq 

Email:inasszaki@yahoo.com 
 

(Received 10  May 2017; accepted 24 August 2017)  

https://doi.org/10.22153/kej.2018.08.004 

 

  
Abstract 

 
The paper deals with claims in construction projects in Iraq and studies their types, causes, impacts, resolution 

methods and then proposes a management system to control the impacts of claims. Two parts have been done to achieve 
the research objective (theoretical part and practical part). The findings showed that the main types of the claims are 

extra work claims, different site condition claims, delay claims and the main causes of the claims are variation of the 

orders, design errors and omission, delay in payments by owner, variation in quantities and scheduling errors. The 

claims have bad impacts on the cost by increasing (10% to 25%) and also on the duration of the project by increasing 

from (25% to 50%).The negotiation is the main method which is used to resolve the claims in the construction project in 

Iraq. Finally, the proposed claims management system is developed to control the causes of the claims during the 

preconstruction phase and construction phase. 

 

Keywords: Claims, Construction projects, Controlling, Delay, Management, System, Variation Orders. 

 

  

1. Introduction 

 
     Today, projects of construction are the subject 

of more claims than in any other time. The high 

competition has forced contractors to bid projects 

with minimum profits in order to stay in business. 
In addition to their multiparty nature the projects 

are becoming more complex and risky. 

Claims commonly arise between the parties to 
construction contracts  (owner, consultant, and 

contractor). Claims in construction project are 

considered by participants of the project to be 

one of the most unmanageable and unpleasant 
events of a project (Ho and Liu 2004). This can 

be caused a many problems such as; delays, 

changes, unforeseen circumstances, insufficient 
information, and conflicts. Claims might be made 

for loss and expense, extension of time, 

liquidated damages and so on. The contract 
should set out what can constitute a claim and 

how it should be dealt with. There may also be 
claims associated with the appointment of 

consultants. The main objectives of this study is 

to identify the characteristics of claims building 
projects in Iraq including ; types , causes, impacts 

and Proposing an efficient system for managing 

claims in building projects in Iraq. 
 

 

2. Overview of Construction Claims 

 
     Many researchers had taken place on claims 

in the construction project and the following are 
the main researches: Ala'a S. Shdiefat (2013) 

study claims causes that related to (owners , 

engineers , contractors and other ) and also 
determine the impacts of claims in projects in, the 

research findings showed that the main causes 

were the changes related to owner, while the 
delay by the contractor was the second cause, the 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

109 

 

claims impacts on the cost by increasing 10% to 
25% of total cost , and on time by increasing 25% 

to 50%. 

According to Zaneldin (2006) the construction 
industry in the United Arab Emirates is 

considered the largest single industry, yet, it is 

also very complex and the most fragmented 

industry as it involves multidisciplinary 
participants. In this multidisciplinary 

environment, claims appear to hinder the 

completion of construction and cause delays in 
delivering projects. This research presents the 

results of a study of the types, causes, and 

frequency of construction claims in the emirates 

of Dubai and Abu Dhabi in UAE using a data 
from 124 claims for a variety of projects in the 

two emirates. The data were analyzed and the 

results of this analysis along with 
recommendations on how to reduce/prevent 

claims in construction are then presented. 

Al-Momani (2000), This study is to 
investigate causes of delays on 130 projects in 

Jordan and to aid the mangers of construction 

projects in establishing adequate evaluation of 

the contract award by using quantitative data. 
The Results of this indicated main causes of 

delay in construction of public projects relate to 

planners, client changes, climate, site conditions, 
late conveyances, financial conditions and 

increment in amount. The presence of these 

factors has an effect on the completion at the time 
specified. Findings suggested that special 

attention to factors identified can help industry 

practitioners by minimize the risk of contract 

disputes. 
Frank DK. (2010) study the causes of delay in 

construction projects in Ghana and identify the 

important according to the project participants. 
Thirty-two possible causes of delay were 

identified. The list of delay causes was subjected 

to a questionnaire survey for the identification of 

the most important causes of delay. The results of 
the study show that the respondents agree that 

financial group factors ranked highest. The 

budgetary gathering variables were deferral in 
respecting installment testaments, trouble in 

getting to credit and change in costs. Materials 

bunch components are second trailed by planning 
and controlling elements. 

Wilkinson, (2001. This research about project 

management companies in New Zealand. The 

major issues confronted were relationship-based. 
The examination in this paper found that venture 

administration organizations need to conquer 

issues in their associations with different experts 
on the venture group and with the customer. This 

study discusses the problems by using data 
collected from a survey to project management 

companies in the New Zealand construction 

industry and examined how project management 
companies saw their role, their experiences of 

managing construction projects and  suggestions 

for improving relationships This examination 

recommends that the issues confronted by 
organizations in New Zealand are probably going 

to be worldwide and accordingly any 

arrangement proposed can be connected to 
different nations. 

 

 

3. Methodology of Work and Data 

Collection 
      

This part of the study narrates the manner in 

which the research objective of the study would 

be illustrated. This section discusses the data 
collection process, the sampling technique 

deployed and the data analysis technique to be 

used in the following steps. Data collection 
generally involves two methods primary data 

collection and secondary data collection. Primary 

data collection refers to the information which is 

gathered from the owner's documents. Secondary 
data refers to information that is collected from 

the respondents; in this case the respondents are 

project managers of construction projects. The 
respondents would be given research 

questionaries’ to fill and this data would be 

utilized for the purpose of data analysis. Data 
collected, reported and discussed. The 

questionnaire survey was carried out, the results 

that have been obtained from processing of 

questionnaires using statistical package for social 
sciences SPSS.Finally proposed a management 

system to control causes and impacts of claims. 

 
 

4. Analysis of Existing Claims in 

Construction Projects in Iraq 

 
     A real data has been collected from existed 
projects to determine the types, causes, impacts 

of claims. Claims information have been 

collected includes: project duration, project 
budget, causes of claims, resolution method for 

claims and their impacts on the projects time and 

cost as follows: 

 

 

 

 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

110 

 

4.1 Project A 
      

The total budget of the project is 
15,000,000,000 ID with 2 years original duration. 

Table (4.1) shows the causes of claims which 
happened in this project and their impacts on 

project cost and time. 
 

 

Table 4.1, 

List of claims causes with their total impacts in project (A) as submitted by the contractor. 

claims 

no. 

causes of 

claims 

amount of 

claims in(ID) 

as submitted 

by the 

contractor 

amount of 

claims in (ID) 

as settled 

amount of 

claims in (days) 

as submitted by 

contractor 

amount of 

claims in 

(days) as 

settled 

methods of 

resolving 

claims 

1 
variation 
orders 

3,000,000,000 1,500,000,000 100 100 

negotiation 

2 
owner 

attitudes 
litigation 

3 

design 

errors and 

omissions 
 

 

4.2 Project B 

     The total budget of the project is 

5,000,000,000 ID with 8 months original duration. 

Table (4.2) shows the causes of claims which 
happened in this project and their impacts on 

project cost and time. 

 

Table 4.2, 

List of claims causes with their total impacts in project (B) as submitted by the contractor. 

claims 

no. 

causes of 

claims 

amount of 

claims in(ID) 

as submitted 

by the 

contractor 

amount of 

claims in 

(ID) as 

settled 

amount of claims 

in (days) as 

submitted by 

contractor 

amount of 

claims in (days) 

as settled 

methods of 

resolving claims 

1 
variation in 

quantities 

1,000,000,000 300,000,000 90 90 

negotiation 

2 
oral change 
orders  

3 

design 

errors and 

omissions 
 

 

4.3 Project C 

     The total budget of the project is 

44,000,000,000 ID with 4 years original duration. 

Table (4.3) shows the causes of claims which 

happened in this project and their impacts on 
project cost and time.  

 
Table 4.3, 

List of claims causes with their total impacts in project (C) as submitted by the contractor 

claims 

no. 
causes of claims 

amount of 

claims in(ID) 

as submitted 

by the 

contractor 

amount of 

claims in (ID) 

as settled 

amount of 

claims in 

(days) as 

submitted by 

contractor 

amount of 

claims in 

(days) as 

settled 

methods of 

resolving 

claims 

1 
delay in payment 

by owner 

5,000,000,000 2,000,000,000 320 320 

negotiation 

2 variation orders litigation 

3 
design errors and 

omissions  

 

 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

111 

 

4.4 Project D 
 

The total budget of the project is 

14,746,450,000 ID with 450 days original 

duration. Table (4.4) shows the causes of claims 
which happened in this project and their impacts 

on project cost and time. 

 

Table 4.4, 

List of claims causes with their total impacts in project (D) as submitted by the contractor 

claims 

no. 

causes of 

claims 

amount of 

claims in(ID) 

as submitted 

by the 

contractor 

amount of 

claims in (ID) 

as settled 

amount of 

claims in (days) 

as submitted 

by contractor 

amount of claims 

in (days) as 

settled 

methods of 

resolving 

claims 

1 
variation in 

quantities 

55,000,000 55,000,000 240 240 

negotiation 

2 

delay in 

payment by 

the owner 
 

3 
estimating 

errors  

 

4.5 Project E 
      

The total budget of the project is 

19,300,000,000 ID with 660 days original 

duration. Table (4.5) shows the causes of claims 
which happened in this project and their impacts 

on project cost and time. 

 
 
Table 4.5, 

List of claims causes with their total impacts in project (E) as submitted by the contractor 

claims 

no. 
causes of claims 

amount of 

claims 

in(ID) as 

submitted 
by the 

contractor 

amount 

of claims 

in (ID) as 
settled 

amount of 

claims in (days) 

as submitted 
by contractor 

amount of 

claims in 

(days) as 
settled 

methods of 

resolving claims 

1 delay by the owner 

100,000,000 0 120 120 

negotiation 

2 variation orders mediation 

3 
oral change order 

by owner  

 

4.6 Analysis of the Causes of Claims for the 

Studied Projects 
      

The analysis of the five selected project data 

showed that the highest frequent repetition of 

claim causes, as presented in Table, (4.6) is 
(variation orders and design errors and omission). 

 

Table 4.6, 

List of claim causes in the studied project. 
NO. Causes of claim in 

construction projects 

Total 

repetition 

1 variation orders 3 

2 owner attitudes 1 

3 design errors and omissions 3 

4 variation in quantities 2 

5 oral change orders 2 

6 delay in payment by owner 2 

7 estimating errors 1 

8 delay by the owner 1 

4.7 The Resolution Methods of the Claims 
      

Table below shows the resolution methods for 
the five projects. The table shows that the owner 

and the contractor resolved their claims through 

the negotiation process which is the main method 
of resolution. 

 
Table 4.7, 

Repetition of resolution method in the selected 

project. 

NO. 
methods of 
resolving claims 

Total repetition 

1 negotiation 5 

2 litigation 2 

3 mediation 1 

 

 

 
 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

112 

 

5. Statistical Analysis and Discussion of 

Tabulated Answers 

 
     The questionnaire was formulated based on the 

literature review, the questionnaire was sent to a 

selected number of project parties (owner, 
contractors, and consultant), and after the 

questionnaire responses were collected the next 

step was analyzing the tabulated answers 
statistically. Weighted arithmetic mean and 

standard deviations were calculated and used to 

evaluate the responses: 

 

5.1 The Sample Size and Sample 

Characteristics 
 

Table (5.1) shows the details of research sample 
 

Table 5.1, 

Research Sample 

Types of 

participants 

NO. of 

forms send 

No. of forms 

Responded to 

Owner 45 29 

Contractor 40 23 

Consultant 30 19 

Total 105 71 

The characteristics of sample have been 
identified from the responses of the participants as 

follows; 

1- The academic qualification of participants as 
(45) of respondents holding BSc degree , (20) 

holding MSc degree and (6) holding Ph. D. 

degree. 

2- The experience level among the paticipants 
showed that (9) have experiences between (6-10) 

years , (23) have experiences between (11-15) and 

(38) have experiences more than 15 years. 

 

5.2 The Reliability's Analysis of Claims 
     

The Cronbach’s Alpha is utilized to appraise 

the robustness of any research instrument. Any 
value above 0.70 is reliable especially for 

exploratory study (Nunnally, 1978), Table (5.1) 

shows the value of reliability for each causes 
which considered to be high and appropriate for 

the study purpose. 

 

 
 

 
Table (5.2), 

Reliability Statistics for the Claims Causes 

Items Cronbach's Alpha N of Items 

Owner 98% 6 

Consultant 92% 4 

Contractor 95% 6 

Overall 96% 16 

Reliability Statistics for the Claims Resolution Methods 

Items Cronbach's Alpha N of Items 

Overall 86% 5 

Reliability Statistics for the Claims Types 

Items Cronbach's Alpha N of Items 

Overall 89% 11 

 

 

 

5.3 Data Analysis for Types of Claims 

 
    Table (5.3) shows the highest type of claims are 

(Extra work claims) with a mean (3.8). 

 

 

 

 
 

 

 

 

 

 

 

 

 

 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

113 

 

Table (5.3), 

Ranking for the Types of Claims 

 

 

 
 

 

 

 

 

 
5.4 Data Analysis for Causes of Claims 

 
Tables (5-4) to (5-6) shows the ranking of the 

causes of claims which is related by the (owner, 

consultant, contractor). 

 

 

 

A. Owner 
Table (5.4),  

Ranking for the Causes Related to the Owen 

 

B. Consultant 

 

Table (5.5), 

Ranking for the Causes Related to the Consultant 

Ranking Std. Deviation Mean N Causes Related to Consultant NO 

3 1.35163 3.8 74 estimating errors 1 

2 1.21275 3.8 74 scheduling errors 2 

1 1.02034 4 74 design errors 3 

4 1.39736 3.7 74 poor written contracts 4 

 

C. Contractor 
Table (5.6), 

Ranking for the Causes Related to the Contractor 

Ranking Std. Deviation Mean N causes related to Contactor NO 

 1 1.12130 4.0  74 variation in quantities 1 
 3 1.46191 3.5  74 subcontractor problems 2 

 2 1.26848 3.7  74 delay caused by owner 3 

 5 1.32592 3.09  74 contractor financial problems 4 

4  1.25173 3.4  74 bad quality of contractor's work  5 

 6 .86693 1.6  74 changes in material , labor and machinery costs 6 

 

5.4. Data Analysis for Resolution Methods 

of Claims 
      

Table (5.6) shows the resolution methods. The 
table shows that the owner and the contractor 

resolved their claims through the negotiation 
process. 
  

 

 

Ranking Std. Deviation Mean N Types of Claims No. 

8 1.26087 3.1 74 Contract Ambiguity Claims 1 
2 1.32529 3.6 74 Delay Claims 2 
6 1.44375 3.4 74 Acceleration Claims 3 
4 1.28125 3.5 74 Changes Claims 4 
1 1.36817 3.8 74 Extra Work Claims 5 
7 1.41924 3.2 74 Different Measurements Pricing Claims 6 
3 1.24074 3.5 74 Different Site Condition Claims 7 
5 1.28414 3.4 74 Damage Claims 8 
11 1.43352 2.5 74 Negligence Claims 9 
9 1.31716 3.1 74 Termination Claims 10 
10 1.60709 2.7 74 Inefficiency and Disruption Claims 11 

Ranking Std. Deviation Mean N Causes Related to Owner NO 

3 1.39736 3.7 74 delay caused by owner 1 

2 1.30927 3.8 74 changes orders 2 

6 1.39444 3.02 74 Inducements changes orders by owner 3 

1 1.08991 4.1 74 delay in payments by owner 4 

4 1.21906 3.4 74 termination of contract 5 

5 1.31723 3.06 74 planning errors 6 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

114 

 

Table (5.7),  

Ranking of Resolution Method of the Claims  

 

5.6. Data Analysis for Impacts of Claims 
 

Tables (5.7, 5.8) and Figure (5.1, 5.2) show the 

effects of claims that caused the project cost and 
time to increase. 
 

Table 5.8, 

 Percentage of Claims impact on the project cost  

Increase of project completion cost 

Classes N % 

less than 10% 17 0.22973 

From (10%-25%) 33 0.445946 

From (25%-50%) 15 0.202703 

From (50%-75%0 6 0.081081 

From (75%-100) 3 0.040541 

more than 100% 0 0 

Sum. 74 1 

 
Table 5.8, 

 Percentage of Claims Impact on the Project Time 

A claims increase project time to  

Classes N    % 

less than 10% 16 0.216216 

From (10%-25%) 21 0.283784 

From (25%-50%) 23 0.310811 

From (50%-75%0 6 0.081081 

From (75%-100) 5 0.067568 

more than 100% 3 0.040541 

Sum. 74 1 

 

 

 
 
Fig. (5.1): Percentage of Claims Impact on the 

Project Cost 

 
 

Fig. (5.2): Percentage of Claims Impact on the 
Project Time. 

 

 

6. Proposed of Claim Management System 

for Construction Projects  

 
     Management system of claims is proposed to 
have efficient procedures for minimizing the 

claims impact (cost and time), the proposed 

management system has been divided into two 

stages (preconstruction phase and construction 
phase) which are shows in figure (6.1) and (6.2). 

 

6.1 Management System during the 

Preconstruction Phase 
      

This phase will be achieved by the following 

steps: 

1. Owner must select a qualified consultant (the 
consultant choosing should not depend on lower 

price. 

2. Consultant must review the contract 

documents in related to specifications, drawings, 
designs; bill of quantity .the aim of this revision is 

to identify any ambiguities in contract documents. 

3. Consultant should meet the owner for 
reviewing his needs and orientations. 

4. Consultant has to prepare full documents for 

changes (addition and omissions). Moreover he 
has to provide final set of modified contract 

documents to come out with final impacts of 

changes on project completion cost and duration. 

5. Owner has to give his approval for the new 
cost and duration. 

6. The Qualified Based Selection QBS should 

be a basic procedure in selecting the qualified 
contractor, both of performance and price should 

be the base of selecting the contractors. 

 

 
 

Ranking Std. 

Deviation 

Mean N Method of 

resolving 

claims 

NO 

1 1.15865 4.0 74 negotiation 1 
3 1.26175 3.6 74 mediation 2 

2 

1.20163 3.6 

74 

dispute 

adjudicatio

n boards 
3 

5 2.73608 3.4 74 arbitration 4 
4 1.44375 3.4 74 litigation 5 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

115 

 

6.2 Management System During The 

Construction Phase 

 

This phase will be achieved by the 

following steps: 
1. Consultant has to establish a documentation 

center. The documentation center is keeping all 

transaction and correspondence between the 
project parties. 

2. The contractor has to assign a project 

manager; the project manager responsibility is to 
assign a construction manager CM, the CM 

responsible for mange, claims, variation orders, 

and any technique issues related to works. 
3. The contractor should then notify both of the 

owner and the consultant about the causes of any 

claims, if the contractor fails to notify the owner 

and the consultant, he will then lose his right for 
any compensation. 

4. The construction manager shall prepare all 

the documents of claim. 
5. Contractor has to update the information 

about the claim through his project manager and 

CM. 

6. Engineers have to analysis documents of 
claims with contractors of the project and CM. 

7. If the contractor accepted the decision of the 

engineer, a copy should sent to the owner to paid 
and if not the claim then goes through any method 

of resolution. 

 
 

Fig. (6.1): claims Management System During The 

Preconstruction Phase 

 



Inas Z. Hadi                                  Al-Khwarizmi Engineering Journal, Vol. 14, No. 1, P.P. 108- 117 (2018) 

116 

 

 
 

Fig. (6.2):claims Management System During The 
Construction Phase 

 

 

8. Conclusions 

 
     The main types of claims in construction projects 

in Iraq are (extra work claims, different site condition 

claims, delay claims, Changes claims, and Damages 
claims) , and this types of claims caused by many 

causes which are the main five causes of claims in 

construction project in Iraq are (Variation orders, 
design errors and omission, delay in payments by 

owner, variation in quantities, scheduling errors). The 

main method which are used to resolving claims in 

construction project in Iraq is the negotiation method. 
There is an impact of claims on the project cost 

between (10%-25%) and on the project time between 

(25%-50%) and a claim management system should 
proposed to have efficient procedures for minimizing 

the claims impact (cost and time) during 

(preconstruction phase and construction phase) to 
reduce the claims in construction project in Iraq. 

 

 

9. References 

 
[1] Al-Momani A., (2000),”Construction delay: a 

quantitative analysis”, International Journal of 
Project Management, Volume 18, Issue 1. 

[2] FIDIC see International Federation of 

Consulting Engineers. 

[3] Fugar, Frank DK1; Agyakwah-Baah, Adwoa 
B, (2010),”Delays in Building Construction 

Projects in Ghana”, Australasian Journal of 

Construction Economics and Building, the 
Volume 10 Issue 1/2 (2010).  

[4] Ho, S P and Liu, (2004),”Analytical model for 

analyzing construction claims and 

opportunistic bidding”. Journal of Construction 
Engineering and Management, 130 (1), 94-

104. 

[5] Shdiefat A., (2013),” Evaluation of claims 
management, causes, impact and resolution in 

building projects in Jordan” , Jordan, 

university of Isra ,April ,2013. 
[6] Wilkinson S., (2001),”An analysis of the 

problems faced by project management 

companies managing construction projects”, 

Engineering, Construction and Architectural 
Management ISSN: 0969-9988. 

[7] Zaneldin E.,(2006),”Construction claims in 

United Arab Emirates: Types, causes, and 
frequency”, International Journal of Project 

Management United Arab Emirates University, 

PO Box 17555, Al-Ain, United Arab Emirates. 
 

 

 

 
 

 

 
 

 

 

 
 

 

 
 

 

 
 

 



 )2018(  108-117 ، صفحة1د، العد14دجلة الخوارزمي الهندسية المجلم                   ايناس زكي هادي                                    

117 

 

 

 

  

 العراقأعداد برنامج ادارة للسيطرة على التعويضات الحاصلة في مشاريع البناء في 
 

 إيناس زكي هادي
  وزارة التعليم العالي والبحث العلمي  /دائرة االعمار والمشاريع /قسم المشاريع

    inasszaki@yahoo.comالبريد االلكتروني:

 

  

  

  الخالصة
       

ق المتبعة لحلها ومحاولة ائيتناول هذا البحث دراسة التعويضات (المطالبات) في مشاريع البناء في العراق ودراسة انواعها واسبابها وتأثيراتها والطر
 ،, تم االستناد في هذه الدراسة على الجزء النظري والعملي التأثيرات الحاصلة نتيجة المطالبات (زيادة الوقت والكلفة )دارة لغرض التقليل من االاعداد نظام 

 اق هي (مطالبات االعمال االضافية، مطالبات اختالف ظروف موقع العمل،ع المطالبات الحاصلة في مشاريع العراان نتائج هذه الدراسة اظهرت ان اهم انو

اختالف في  ،تأخير في الدفعات المالية من قبل المالك ،اخطاء في اعداد التصاميم ،مطالبات التأخير ) وان اهم اسباب هذه المطالبات هي (االوامر الغيارية
ة في كلف المشاريع تصل ان المطالبات في مشاريع البناء في العراق اظهرت تأثيرات سلبية من حيث زياد شروع ).اخطاء في برمجة الم ،كميات االعمال

هي الطريقة الغالبة في  تواظهرت النتائج ان طريقة المفاوضات كان، %٥٠الى  %٢٥وزيادة في المدة الزمنية للمشروع بين  %٢٥الى  %١٠بحدود من 
  مشاريع البناء في العراق. حل المطالبات في مشاريع البناء ومن خالل ما ورد اعاله تم اعداد نظام ادارة للتقليل من تأثيرات المطالبات في