An Owner's Guide to Project Delivery Methods - Desklib

Desklib's Owner's Guide to Project Delivery Methods provides an introductory guide for owners who face the choice of delivery methods for their projects. It compares various available methods, outlines the pros and cons of each, and provides an overview of the role of a program manager or agency construction manager in each delivery method. The guide also touches on procurement strategies, contractual arrangements, and compensation methods. The project delivery methods examined are Design-Bid-Build, Construction Management at Risk, Design-Build, and Integrated Project Delivery. The guide is delivery method neutral and will be periodically updated to reflect future developments.

AN OWNER'S GUIDE TO
PROJECT DELIVERY METHODS
Advancing Professional Construction and
Program Management Worldwide

ACKNOWLEDGMENTS
CMAA gratefully acknowledges the time and efforts of those who served as contributing editors in
developing this Owner’s Guide to Project Delivery Methods. Without the collective efforts of these
individuals, this document would not have been possible.
Copyright 2012
The Construction Management Association of America
All Rights Reserved

Preface
This document is an introductory guide for owners who face the choice of delivery methods for
their projects, and for the construction and program managers whose role it is to advise owners
and to manage the design and construction process utilizing the most appropriate method.
While not intended to be an exhaustive analysis of each delivery method, this guide provides a
comparison among the various available methods, an outline of the pros and cons of each, and an
overview of the role of a program manager or agency construction manager in each delivery
method.
There are many delivery methods in use today, but virtually all of them are variations of the four
most common methods that are the subject of this document. Closely related to project delivery
methods are procurement strategies, contractual arrangements, and compensation methods.
While not the focus of this document, there is a brief discussion that touches on how these
contract strategies align with the various delivery methods.
Project delivery methods will continue to evolve. This guide is thus a reflection of today’s
construction market, and will be periodically updated to reflect future developments. The
characteristics of each delivery method are objectively presented in keeping with CMAA’s policy of
remaining delivery method neutral.

Contents
Executive Summary ............................................................................................................... 1
1.0 Introduction .................................................................................................................... 3
2.0 Considerations in Selecting a Delivery Method ................................................................. 5
2.1 Owner’s Requirements and Risk Considerations .......................................................... 5
2.2 Project Delivery Methods Available to Owners ............................................................ 6
2.3 The Role of the Construction Manager ........................................................................ 8
2.4 Contracting Alternatives ............................................................................................... 8
2.5 Procurement Alternatives ........................................................................................... 10
3.0 Project Delivery Methods ............................................................................................... 12
3.1 Design-Bid-Build (DBB) ................................................................................................ 12
3.1.1 Multiple-Prime Contracting ......................................................................... 15
3.2 Construction Management at Risk (CMAR) ................................................................ 18
3.3 Design-Build (DB) ........................................................................................................ 21
3.3.1 Bridging ........................................................................................................ 24
3.3.2 Public Private Partnership (P3 or PPP) ......................................................... 25
3.3.3 Other Variations ........................................................................................... 26
3.4 Integrated project delivery (IPD) ................................................................................ 28
4.0 Conclusion ..................................................................................................................... 31

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CMAA Owner’s Guide to Project Delivery Methods - August 2012
Executive Summary
How the project will be designed and constructed, or the project delivery method, is one of the
most important decisions made by every owner embarking on a construction project. With a
variety of delivery methods in use today across the design and construction industry, it is possible
to tailor a delivery method that best meets the unique needs of each owner and each project.
Several fundamental project considerations are directly impacted by the delivery method selected.
These considerations include the need to adhere to a realistic budget, a schedule that accurately
presents the performance period, a responsive and efficient design process that leads to a quality
set of documents, a thorough risk assessment followed by the proper allocation of risk by the
owner, and a recognition of the level of expertise within the owner’s organization or available to it.
There is a wealth of information in the public domain regarding alternative delivery methods.
Most treatments divide the various options into three basic categories: Design-Bid-Build,
Construction Management At Risk, and Design-Build. Recent discussions, including the discussion
in this guide, add a fourth method, Integrated Project Delivery. Other delivery methods are
variations of these four, and are treated as such for our purposes.
The project delivery methods examined are:
Design-Bid-Build (DBB) – The traditional U.S. project delivery method, which customarily involves
three sequential project phases: design, procurement, and construction.
Construction Management At Risk (CMAR) – A project delivery method in which the Construction
Manager acts as a consultant to the owner in the development and design phases, but assumes
the risk for construction performance as the equivalent of a general contractor holding all trade
subcontracts during the construction phase. This delivery method is also known as CM/GC.
Design-Build (DB) – A project delivery method that combines architectural and engineering design
services with construction performance under one contract.
Integrated Project Delivery (IPD) – A project delivery method that contractually requires
collaboration among the primary parties – owner, designer, and builder – so that the risk,
responsibility and liability for project delivery are collectively managed and appropriately shared.
Each of these project delivery methods carries a different level of risk for the owner. Generally,
the level of control retained by the owner correlates with the level of risk, and those levels
typically have an inverse relationship to the risk and control levels of the contractor.
None of these delivery methods is right for every project. For each situation, there will be
advantages and disadvantages in the use of any specific method. The owner needs to carefully
assess its particular project requirements, goals, and potential challenges and find the delivery

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method that offers the best opportunity for success.
Construction Management is a discipline uniquely tailored to the planning, design, and
construction process of capital projects. Agency Construction Management is a management
process whereby the owner utilizes a construction manager (CM) as its principal agent to advise on
or manage the process over the life of the project, or during specific phases of the project. The use
of agency construction management, whether through an in-house resource to the owner or from
a third-party firm, has proven effective regardless of the chosen contract form or project delivery
method. The role of the CM on each project delivery method is discussed in this document.
Whether provided through owner staffing or a third-party firm, the CM should be engaged as
early in the project as possible to guide and assist the owner through all phases of delivering
the project. In fact, the CM can be an invaluable source of advice and counsel to the owner
when choosing the optimum delivery method for a project. The CM may also act as the
owner’s representative to the rest of the project team, being the point of contact for the
designer, contractor, and other specialty consultants engaged in the project by the owner.
Contracting and compensation methods for professional services and construction services will
generally fall into one of three categories: Lump Sum/Fixed Price (LS), Guaranteed Maximum
Price (GMP), or Reimbursable. These methods are not specific to any particular delivery
method, and may be applied to contracting for professional services, such as design,
engineering, and construction management, as well as contracting for construction services.
Procurement of professional and construction services will generally be accomplished in one of
three methods: price-based, qualifications-based, or a combination of both. Procurement may
also involve a single project award or multiple project award. Like contracting methods, these
procurement methods are not specific to any particular delivery method.
Every construction project or program is unique, and for each, there is an optimum project
delivery method. It requires expertise and experience to select the right delivery method for a
particular situation.

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1.0 Introduction
Every owner responsible for the implementation of a construction project must make an early and
important decision regarding the method by which the project will be designed and constructed—
the project delivery method. This decision has become more difficult in recent years as several
alternative delivery methods have been developed to address potential weaknesses in the
traditional design-bid-build scenario. Methods that have gained in popularity include construction
management at-risk, multiple prime contracting, design-build, and the latest, Integrated Project
Delivery. Proponents of particular alternative methods advocate or promise improvements over
the traditional system in terms of project schedule and cost control, and the number of disputes.
For the owner, with a wealth of choices available, the ultimate decision can be both good and bad.
The downside is that with the variety of delivery systems, along with the accompanying assurances
of the superiority of one method over another, confusion is inevitable. The good news is the
increased number of alternatives offers the owner or developer more flexibility to choose an
appropriate and effective system for its particular project.
Construction Management is a discipline uniquely tailored to the planning, design and construction
process of capital projects. It has proven effective regardless of the chosen contract form or
project delivery method. Indeed, owners have utilized construction management successfully in
all contracting methods and delivery systems, using either internal staffing or third-party firms. It
is particularly helpful for owners who do not continuously maintain a CM staff in numbers or
qualifications necessary to deal with the complex responsibilities involved in the management of
major projects.
A companion CMAA document, An Owner’s Guide to Construction and Program Management
defines CM and PM as follows:
Construction Management is a professional management practice applied to construction
projects from project inception to completion for the purpose of controlling time, cost,
scope and quality.
Program Management is the practice of professional Construction Management applied to
a capital improvement program of one or more projects from inception to completion.
Comprehensive Construction Management services are used to integrate the different
facets of the construction process—planning, design, procurement, construction and
commissioning—for the purpose of providing standardized technical and management
expertise on each project.
Construction management comes in two general, but very different forms, agency construction
management (CMA) and construction management-at-risk (CMAR or CM@R). Outside of this

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document, the abbreviation “CM” can be used to mean many things. For clarity, the following
abbreviations will be used for the remainder of the discussion to distinguish between various uses
of the CM abbreviation:
CMA Agency Construction Management– a management process.
CMAR Construction Management at Risk – a delivery method.
CM Construction Manager – a person or firm acting in an agency role.
CMR Construction Manager at Risk – a person or firm acting in an at-risk role.
Agency Construction Management, a management process, can be implemented regardless of the
project delivery method. In CMA, the owner utilizes a CM as its principal agent to advise on or
manage the process over the life of the project, or specific phases of the project.
Program Management (PM), also a management process, is the practice of professional
Construction Management applied to a capital improvement program of one or more projects.
For the purposes of this document, only CMA will be discussed since the CMA discussion also can
be applied to program management.
Construction management at risk, a delivery system, is similar in many ways to the Design-Bid-
Build system, in that the CMR acts as a general contractor during construction. The CMR holds
the risk of subletting the construction work to trade contractors and typically guaranteeing
completion of the project for a fixed, negotiated price following completion of the design.
However, in this arrangement, the CMR also provides advisory management assistance to the
owner prior to construction, offering schedule, budget and constructibility advice during the
project planning and design phases. Thus, instead of a traditional general contractor, the
owner deals with a hybrid CM/general contractor.

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2.0 Considerations in Selecting a Delivery Method
2.1 Owner’s Requirements and Risk Considerations
An owner has several areas of concern when embarking on a construction program or project. It is
necessary to choose an overall project delivery and contracting strategy that effectively and
efficiently delivers the project. The following are some of the key considerations that will
influence the selection of the project delivery method for a project:
Budget
Determining a realistic budget before design to evaluate project feasibility, to secure financing, to
evaluate risk, and as a tool to choose from among alternative designs or site locations is a primary
need. Once the budget is determined, the owner requires that the project be completed at or near
the established budget figure. Owners must decide how quickly they need to establish final
project costs and with what risk level of exceeding this cost.
Design
Of foremost importance to the owner is that the desired facility function as envisioned while
successfully fulfilling the needs of the owner and users. Therefore, the design team should be
well qualified in the type of facility being designed. In addition, the owner must ensure that the
program needs are clearly conveyed to the design team. Since the design of the facility must be
buildable and design intent must be properly communicated, the owner requires that the
design documents are constructible, complete, clear and coordinated. The documents should
properly incorporate unique features of the site to include subsurface conditions, interfaces
with adjoining properties, access, and other characteristics. Owners must decide how much
control they need to have over the design elements of a project.
Schedule
The owner has similar needs in the area of scheduling. The dates of design commencement,
construction completion and ultimately the operation of a new facility can be critical, either in
terms of generating revenue from the facility, or in terms of providing needed functional space
by a particular deadline. Therefore, a realistic assessment of project duration and sequencing
needs to be performed early in the planning process. The schedule must then be monitored and
updated throughout the design, construction and pre-occupancy phases to achieve the desired
goal. An owner must decide how critical it is to minimize schedule duration for a project.
Risk Assessment
In construction, issues of risk are closely tied to the status of the local construction market, on-site

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safety, the schedule and the budget. The owner requires an understanding of the risks involved in
construction, and should make a conscientious decision regarding allocation of these risks among
project participants, so that all areas of exposure are properly understood. In considering risk
allocation, the owner should strive to assign risks to those parties that can best exercise control
over those aspects. For example, it would typically be problematic to require that the contractor
correct problems due to design errors or changes at no extra cost since a contractor generally has
little control over the cause or magnitude of such errors or changes. An owner must decide how
much project risk they are comfortable in assuming.
Owner’s Level of Expertise:
The owner’s familiarity with the construction process and level of in-house management capability
has a large influence over the amount of outside assistance required during the process, and may
guide the owner in determining the appropriate project delivery method. An owner must make an
assessment of its ability to properly perform under the various delivery methods.
2.2 Project Delivery Methods Available to Owners
A project delivery method is a system designed to achieve the satisfactory completion of a
construction project from conception to occupancy. A project delivery method may employ any
one or more contracting formats to achieve the delivery.
Because of financial, organizational and time constraints, various project delivery methods have
evolved to fit particular project and owner needs. Most delivery methods used today are
variations of three methods: Design-Bid-Build, Construction Management At Risk, and Design-
Build. A fourth method, Integrated Project Delivery, although to date only used on a negligible
number of projects, is included here due to the attention is it getting and the interest in
understanding the concept. The four methods and the primary variations are:
Design-Bid-Build (DBB) – The traditional U.S. project delivery method, which typically involves
three sequential project phases: The design phase, which requires the services of a designer who
will design the project; the bid phase, when a contractor is procured; and a build or
construction phase, when the project is built by the contractor. This sequence usually leads to
the sealed bid, fixed price contract. A common variation is:
• Multiple Primes – An owner contracts directly with separate trade contractors for specific
and designated elements of the work, rather than with a single general or prime
contractor.
Construction Management At Risk (CMAR) (also called CM at Risk and CM/GC) – A delivery
method that entails a commitment by the CMR for construction performance to deliver the
project within a defined schedule and price, either fixed or a Guaranteed Maximum Price (GMP).
The CMR acts as consultant to the owner in the development and design phases, but as the legal

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equivalent of a general contractor during the construction phase.
Design-Build (DB) – A project delivery method which combines architectural and engineering
design services with construction performance under one contract. Variations include:
• Bridging – A designer is retained by the owner to develop the design documents to a
specific point (usually schematic level) prior to engaging the Design-Build contractor, who
then finishes the design and constructs the project.
• Public Private Partnership (P3) – A private entity or consortium of investors provides some
or all of the required capital with a commitment to deliver a completed project for a public
sector owner in exchange for revenue that the completed facility is anticipated to
generate.
Integrated Project Delivery (IPD) – A project delivery method that attempts to spread the risk,
responsibility and liability for project delivery equally among the primary parties—the owner, the
designer, and the builder, whether through partnership agreements or multi-party contracts.
Each of these project delivery methods carries a different level of risk for the owner. Generally,
the level of control provided to the owner correlates with the level of risk, as illustrated in the
following chart.
Integrated Project Delivery does not fit cleanly on the above chart because the basis of IPD is
shared risk among all parties, or an aligned relationship rather than an inverse relationship of risk
between the owner and contractor.
In today’s U.S. construction market, the prevalence of each of the methods described in this guide
varies between the vertical construction market and the horizontal construction market. In the

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vertical construction market, the breakdown is approximately as follows:
• Design-Bid-Build (DBB) 60%
• Construction Management at Risk (CMAR) 25%
• Design-Build (DB) 15%
• Integrated Project Delivery (IPD) <1%
The recent trend has been an increasing use of CMAR and Design-Build, with a corresponding
decline in the use of the Design-Bid-Build method. There has been a great deal of recent attention
to IPD. However, the formalization of IPD as a distinct delivery method is still relatively new and
still lacks an overall industry consensus. There are only a limited number of projects that have
actually employed the multi-party contractual arrangements that IPD proponents use to define IPD
as a delivery method as opposed to a collaborative management approach or philosophy.
In the horizontal infrastructure market, DBB is still most prevalent. DB is also used, particularly in
large public-private partnership infrastructure projects. One noticeable difference in horizontal
construction is that CMAR is seldom utilized in this market.
CMAA promotes a policy of project advocacy that requires being delivery method neutral. Owners
who are unfamiliar with alternate delivery methods should consult with a professional CM/PM to
determine what specific delivery method is best for them and their project.
2.3 The Role of the CM
There are benefits and trade-offs that come with various delivery methods, and it can be
invaluable for the owner to have professional CM advice to determine what makes the most sense
for any given project or program. For example, one owner may value the speed to completion
and the potential for design innovation that Design-Build promises while another owner may not
wish to accept the reduction in owner control of final design that accompanies Design-Build
delivery. In addition, many alternate delivery methods require the owner to have sufficiently
experienced staff resources to fully define the project or be willing to allow another entity to
define it. The owner must also be able to make decisions, handle inquiries, and manage other
processes quickly enough to take full advantage of the accelerations offered by some alternate
delivery methods.
Regardless of the delivery method utilized, the professional CM can play a pivotal role throughout
all phases of project implementation. In each section of this document describing a delivery
method, the role of the CM is discussed.
2.4 Contracting Alternatives
Contracting and compensation methods for professional services and construction services will
generally fall into one of three categories:

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1. Fixed Price or Lump Sum (LS)
2. Guaranteed Maximum Price (GMP)
3. Reimbursable
These methods are not specific to any particular delivery method, and may be applied to
contracting for professional services, such as design, engineering, and construction management,
as well as contracting for construction services.
Lump Sum contracting, also called Fixed Price, is when an owner contracts with an entity to
perform a fixed scope of work in exchange for an agreed lump sum payment for the specified
services. This method is one of the most commonly used.
Guaranteed Maximum Price contracting is an arrangement in which an owner contracts with an
entity to perform a fixed scope of work in exchange for a price that is guaranteed to not exceed a
stated maximum price. The GMP will typically include a base cost along with several allowances
and contingencies that, depending on their ultimate use, may result in a final cost below the stated
GMP. These “savings” may fall to the owner or may be shared with the entity providing the GMP.
Reimbursable contracts come in a variety of forms, and are sometimes coupled with a not-to-
exceed maximum price. With a reimbursable contract, an owner contracts with an entity to
perform a fixed or variable scope of work in exchange for a payment based on some agreed
calculation method. The forms of reimbursable contracts include:
• Unit Price – payment is based on actual quantities at set unit prices.
• Cost Plus Fixed Fee – payment is based on actual cost plus a fixed fee.
• Cost Plus Incentive Fee – payment is based on actual cost plus an incentive based fee.
• Cost Plus Award Fee – payment is based on actual cost plus a performance based fee.
• Time Spent – payment is based on actual hours spent at set billing rates.
• Time and Materials – payment is based on actual costs with a fixed markup on costs.

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2.5 Procurement Alternatives
Procurement of professional services and construction services will generally be accomplished in
one of three ways:
1. Priced based
2. Qualifications based
3. Best value (combination of 1 and 2)
Procurements may also involve a one-step process, in which there is just a single round of
submittals that determine the selection, or a two-step process, which may include a qualifications
submittal as the first step and then a price proposal as the second step.
For the procurement of construction services, the chart below illustrates the use of the various
options.
Services will be procured for a single project or for multiple projects within a single procurement.
By far, the most common procurement method is the single project award. In this method, an
owner has a specific project and they procure services specifically for, and only for, that project.
The other procurement option is the multiple project award method, of which there are several
variations. This method can be utilized to procure both professional services and construction
services. With this method, an owner procures the services of one or more firms to perform a
series of projects, also sometimes referred to as tasks. Each project is priced separately, but a

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single contract vehicle is used for all projects.
The various types of multiple project (task) awards include:
• Indefinite Delivery / Indefinite Quantity (IDIQ)
• Multiple Award Task Order Contract (MATOC)
• Single Award Task Order Contract (SATOC)
• Job Order Contracts (JOC)
The IDIQ award is commonly used with professional services. With an IDIQ, an owner will select
one or more firms and award an IDIQ contract to these firms. Billing rates are generally pre-
established in the IDIQ contract, and as subsequent projects or tasks are identified, the IDIQ firm(s)
will submit a proposal to the owner based on the requirements and prices set forth in the master
IDIQ agreement. When multiple firms hold the same IDIQ contract, they will generally be
competing for subsequent projects and tasks. IDIQ contracts are typically awarded for a 3-5 year
period of time, often with renewal options.
A MATOC is very similar to the IDIQ contract and actually is a form of IDIQ contract. It will always
involve multiple firms and typically be used for design-build or construction related work. The
MATOC contract is very common in government contracting. Similar to a MATOC, the SATOC
operates in the same manner but will only be awarded to a single firm.
Job Order Contracting (JOC) is another form of an IDIQ contract and is typically used to complete
large numbers of smaller projects or tasks. A single JOC contractor is selected and a contract is
executed based on a pricing guide (e.g. RS Means) which is used as the basis for payment. As tasks
are assigned to the contractor, pricing proposals are generated based on the rates in the pricing
guide multiplied by a fixed pricing factor, which is established with the contractor in the contract.

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3.0 Project Delivery Methods
3.1 Design-Bid-Build (DBB)
Description
The Design-Bid-Build system remains the most frequently used delivery method for construction
projects. Using this method, the owner engages a designer to prepare the design of the project,
including construction drawings, and specifications. The designer may also provide additional
services including environmental investigation, permitting, right-of-way purchase documents,
hearings for public approval, and submissions for project funding.
Once completed, the bid package, including the design and bidder’s information packet, is
presented to interested contractors, who prepare and submit their bids for the work. The owner
will select a contractor, usually based on the lowest responsive and responsible bid (for most all
public work), or some hybrid of price and technical merit. The selected general contractor will then
execute contracts with subcontractors to construct various specialty items. The contractor is
responsible for constructing the facility in accordance with the contract documents. The designer
typically maintains limited oversight of the work and responds to questions about the design on
behalf of the owner. If a CM is not involved in the process, the designer may also assist the owner
in administering the construction contract, including determination of project progress, for
validation of interim payments made to the general contractor.
Risk Analysis
The DBB delivery method has been the standard delivery method for many years. This method
gives the owner reliable price information for the project before construction starts. With
proper design oversight and budgeting of the total project, costs are somewhat predictable for
the owner once the bids are received. In DBB, the owner has more control over the design
content, relative to other delivery methods.
However, this method typically involves a longer time period to execute, in that construction
may not begin until the design and procurement phases are complete. DBB is prone to creating

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more adversarial relationships between all parties when issues develop, as there is no
contractual relationship between the contractor and the designer and no opportunity for
collaboration during the design phase.
Advantages:
• This method is widely applicable, well understood, and has well-established and clearly
defined roles for the parties involved.
• This method is the most common approach for public owners having to comply with local,
state or federal procurement statutes.
• The owner has a significant amount of control over the end product, particularly since the
facility’s features are fully determined and specified prior to selection of the contractor.
Disadvantages:
• The process may have a longer duration when compared to other delivery methods
since all design work must be completed prior to solicitation of the construction
contract.
• The designer may have limited ability to assess scheduling and cost ramifications as the
design is developed, which can lead to a more costly final product.
• The owner generally faces exposure to contractor change orders and claims over design
and constructibility issues since the owner accepts liability for design in its contract with
the contractor.
• This traditional approach, in some cases, may promote more adversarial relationships
rather than cooperation or coordination among the contractor, the designer and the
owner.
• If the owner uses the fixed price bidding and compensation method, the contractor may
pursue a least-cost approach to completing the project and the owner may receive less
scope or lesser quality than expected for the price, requiring increased oversight and
quality review by the owner. If the owner uses the unit price bidding and compensation
method, the contractor may pursue an increased-scope approach to maximize revenue
from the contract, while providing the owner more scope than expected.
• The absence of construction input into the project design may limit the effectiveness
and constructibility of the design. Important design decisions affecting both the types of
materials specified and the means and methods of construction may be made without
full consideration from a construction perspective.
• Technological and programmatic obsolescence can be a problem for very large, long
lasting project. The owner may be at a disadvantage negotiating programmatic and
technological changes in a DBB vehicle.

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The disadvantages listed above assume that the owner does not have experienced Certified
Construction Managers (CCM) on staff, and has not retained the services of a CCM during the
design phase of the project.
Contracting and Procurement Methods
Numerous variations in procurement exist when using the DBB method. The most common
approach to bidding a project in vertical construction – a building or treatment facility – is for
general contractors to submit a sealed lump-sum or fixed price bid. In most horizontal projects
such as transportation, the most common approach to bidding is unit price, line item bids,
where quantities are easily measured during construction and the owner pays only for what is
installed.
When allowed by governing procurement policy, many owners take some effort to pre-qualify
contractors, either through invitation or an objective set of criteria considering construction
experience and financial capability. Pre-qualification helps assure the owner that the contractor
is capable of performing the scope of work specific to the project at hand. Once the field of
bidders is established, an owner will require sealed bids, wherein the lowest responsive and
responsible bidder will earn the right to perform the work.
Public owners, where public funds mandate open competition by statute, are unable to develop
an invited bidders’ list, and are only allowed to eliminate contractors from bidding if the
contractor has not qualified for or has been removed from the agency’s approved bidder’s list.
Some private owners prefer to negotiate bids with pre-selected GCs. This can be an especially
powerful technique if the owner considers qualifications, history of claims and experience in
related work along with price in its evaluation. What the owner should really be seeking is the
best value for its money, not necessarily the lowest initial cost. Through a careful negotiation
and contractor evaluation, the owner can maintain the maximum amount of control over the
resulting construction portion of the project.
Role of the CM
In the past, most owners relied on the experience of the designer to provide a complete and
responsible set of contract documents. Recently, more and more owners have found the value
in utilizing the advice and expertise of those with overall process, program and construction
management knowledge during the design phase.
Whether provided through owner staffing or a third-party firm, the CM should be engaged as
early in the project as possible to guide and assist the owner through all phases of delivering
the project. The CM may also act as the owner’s representative with the other members of the
project team, being the point of contact for the designer, contractor, and any other specialty
consultants engaged in the project by the owner.

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In a Design-Bid-Build delivery, in addition to overall management expertise, the CM must also
provide construction expertise and advice to the project team during all pre-construction
phases since the contractor will not be involved on the project until the construction phase.
In the pre-design phase, the CM’s role may include development and evaluation of the project,
defining the overall program and scope of work, development of project budgets and
schedules, evaluation of project delivery methods, procurement of the design consultant, and
development of project procedures and standards. The CM may also develop contract
language for use during later procurement phases.
During the design phase, the CM’s role will continue to include tasks started in the pre-design
phase, and may include oversight of the designer, review of design documents, generation of
cost estimates, value engineering, budget and schedule management, and development of
overall phasing and contracting approaches.
In the procurement phase, the CM’s role may include generation of bidder interest, pre-
qualification of bidders (if used), management of bid document and addenda distribution,
conducting the pre-bid meeting and bid opening, and production of executed contracts.
As a project shifts into construction phase, the CM’s role may include representing the owner’s
interests through a system of project controls that include conducting periodic progress
meetings, document control, cost tracking and management, evaluation of payment requests,
change order management, quality management, schedule control, monitoring of contractor’s
safety efforts, commissioning and generation of the punchlist.
During the post-construction phase, the CM’s role may include commissioning, coordination of
occupancy procedures, the assembly and review of record documents and manuals, warranty
management, and final project close-out.
3.1.1 Multiple-Prime Contracting
Description
An important variation of Design-Bid-Build is multiple prime contracting, in which the owner
holds separate contracts with contractors of various construction work disciplines, such as
general construction, earthwork, structural, mechanical, and electrical. In this system, the
owner, or its CM, manages the overall schedule and budget
This system, which some owners are required to use, gained favor in part as another method of
“fast-tracking” construction. Work in each construction discipline is bid separately, allowing the
flexibility of awarding construction contracts on the first portions of the project as soon as the
respective aspect of design is completed. This fast-track approach can be a highly desirable
feature of this method of procurement when time of performance is critical.
Furthermore, the delivery system allows the owner to have more control over the project
schedule, since the owner sets the timeline for bidding individual portions of the work. For
example, if an initial phase of construction (such as foundation construction) is delayed, the

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owner may reduce liability for delays by postponing the bidding of follow-on work. Another
advantage of this system is that the owner has the potential to realize savings by directly
procuring major material items, such as structural steel or major mechanical equipment, and
avoiding contractor mark-ups.
Risk Analysis
The very nature of this delivery system causes its primary disadvantages. To work properly,
there is a need for increased coordination in the development of the separate bidding and
contract packages for each separate prime, leading to the potential that work scope will be
omitted or duplicated. Additionally, the final cost of the project is not known until the final
prime contract is procured. In addition, there have been numerous cases when this method did
not work well due to the absence of overall authority and coordination among the prime
contractors once construction was underway. The problems primarily arise from lack of
coordination and contractor delay issues. While the general construction prime contractor is
often given contractual responsibility to coordinate the work among trades, including schedule,
this contractor generally lacks the direct contractual authority to dictate the schedule of
another prime contractor.
Advantages:
• The ability to “fast-track” early components of construction prior to full completion of
design.
Disadvantages:
• No central point of contractor coordination and responsibility for all trades. By default,
the owner assumes this responsibility.
• Potential for numerous claims between various contractors.
Role of the CM
The role of the CM in a multiple prime contracting delivery system is very similar to the role of
the CM in a design-bid-build delivery. Whether provided through owner staffing or a third-

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party, the CM is engaged as early in the project as possible and guides and assists the owner
through all phases of delivering a project. The CM also acts as the owner’s representative with
the rest of the project team, acting as the point of contact for the designer, contractors, and
other specialty consultants engaged in the project by the owner.
The primary difference involves the fact that in most instances there is not a single prime
general contractor involved to oversee and manage the activities of all of the various trades.
Instead, in a multiple prime environment, all trades are contracted directly with the owner.
The CM, acting as the owner’s representative, may be required to actively coordinate and
manage all trade contractors on the project.
This effort involves increased levels of scheduling, since the CM role changes from managing a
single schedule from the general contractor to consolidating and managing the schedules of
multiple firms. Any schedule slip or design issue will potentially need to be addressed with
multiple trades simultaneously, so the level of effort can increase significantly for the CM.

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3.2 Construction Management at Risk (CMAR)
Description
This delivery system is similar in many ways to the Design-Bid-Build system, in that the
Construction Manager at Risk (CMR) acts as a general contractor during construction. That is,
the CMR holds the risk of construction performance and guarantees completion of the project
for a negotiated price which is usually established when the design is somewhere between 50
percent and 90 percent developed. However, in this scenario, the CMR also provides advisory
professional management assistance to the owner prior to construction, offering schedule,
budget and constructibility advice during the project planning and design phases. Thus, instead
of a traditional general contractor, the owner deals with a hybrid construction manager/general
contractor.
In addition to providing the owner with the benefit of pre-construction services which may
result in advantageous changes to the project, the Construction Management at Risk scenario
offers the opportunity to begin construction prior to completion of the design. The CMR can bid
and subcontract portions of the work with an approved design at any time, often while design
of unrelated portions is still not complete. In this circumstance, the CMR and owner often
negotiate a guaranteed maximum price (GMP) based on a partially completed design, which
includes the CMR’s estimate of the cost for the remaining design features. Furthermore, CMR
may allow performance specifications or reduced specifications to be used, since the CMR’s
input can lead to early agreement on preferred materials, equipment types and other project
features.
Risk Analysis
The primary disadvantages cited in the CMAR system involve the contractual relationship
among designer, CMR and owner once the price is fixed. The CMR then converts from a
professional advisory role of the construction manager to the contractual role of the general
contractor. At that time, tensions over construction quality, the completeness of the design,
and impacts to schedule and budget can arise. Interests and stake holding can become similar
to the design-bid-build system, and adversarial relationships may result. While the established

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GMP is supposed to address the remaining unfinished aspects of the design, this can in fact
increase disputes over assumptions of what remaining design features could have been
anticipated at the time of the negotiated bid.
One mitigating approach to this problem is for the CMR to open its books and share with the
owner its subcontractor bids, ensuring transparency in the process. The CMR may further
assume risk by taking some responsibility for design errors discovered during construction, if it
was involved in the review of the design prior to establishing the GMP. In addition,
arrangements can be made regarding risk sharing and profit sharing if there are over-runs or
under-runs in the GMP.
Advantages:
• The owner gains the benefit of having the opportunity to incorporate a contractor’s
perspective and input to planning and design decisions.
• The ability to “fast-track” early components of construction prior to full completion of
design
Disadvantages:
• A premium is placed on the proper selection of the CMR, based on the CMR’s particular
skills and experience, to provide the best value to the owner.
• While the CMR provides the owner with professional advisory management assistance
during design, this same assistance is not present during the construction phase, as the
CMR is in an “at-risk” position during construction.
Contracting and Procurement Methods
A common contracting approach in the Construction Management at Risk delivery method is to
enter initially into an agreement with the CMR for a fixed-fee contract for pre-construction and
General Conditions costs, along with an agreed contractor’s markup fee as a percentage of
construction costs.
Once the design has progressed to a point where a GMP can be established, the contract is
converted to a GMP contract, with all remaining fixed costs rolled into the GMP.
On the procurement side, the selection process is either a one-step or two-step process. In a
one-step process, an RFP is issued and proposals are received that will include qualifications of
the team, along with price proposals for the pre-construction costs, General Conditions costs,
and construction fee as a percentage. The owner will make their evaluations based on the
submitted information.
In a two-step process, step one will involve a Request for Qualifications (RFQ) and firms will
only submit their qualifications. The owner will then establish a short list of firms and a
Request for Proposals (RFP) will be issued to these firms, requesting the same cost information
submitted in the one-step process. The owner will then make a selection based on a
combination of qualifications and pricing.

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As with Design-Bid-Build, private owners may choose to negotiate directly with pre-selected
CMRs.
Role of the CM
The role of the CM in a CMAR delivery system is sometimes considered redundant. However,
there is still a vital role for the CM to play, whether the CM is from within the owner’s staffing
or from a third-party CM.
As in other delivery methods, it is important to engage the CM as early in the project as
possible to guide and assist the owner through all phases of project delivery. The CM will still
act as the owner’s representative with the rest of the project team, acting as the point of
contact for the designer, CMR, and any other specialty consultants engaged in the project by
the owner.
The CM’s role in a CMAR delivery method is similar to the CM’s role in a Design-Bid-Build
delivery with one major difference: the CM may not be the primary provider of construction
expertise and advice to the project team during the pre-construction phases once the CMR firm
is engaged by the owner, and as such may not be called upon to perform as many tasks. An
example of this would be that the CM might not provide estimating or constructibility reviews
during design phases if the owner relies on the CMR to perform these tasks.
Tasks that will remain with the CM include verification of schedule, overall project cost tracking,
quality control, administration of all contracts, and coordination with all owner stakeholders.

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3.3 Design-Build (DB)
Description
The design-build (DB) project delivery system has grown in popularity, and is seen by some in
the industry as a solution for addressing the limitations of other methods. For an owner, the
primary benefit is the simplicity of having one party responsible for the design and construction
of the project. While the other delivery systems often give rise to disputes among various
project participants, with the owner acting as referee (or party ultimately to blame), in DB
many of these disputes become internal DB team issues which may not affect the owner.
Under this system, the owner contracts with a DB team, which can be a joint venture of a
contractor and a designer, a contractor with a designer as a subconsultant, a designer-led team
with a contractor as a subcontracted entity, or a single firm capable of performing both design
and construction. Since contractors are most comfortable in the role of risking corporate
capital in performing projects, they usually are the lead members of this sort of team. One
variation of the typical DB team structure, known as fee-paid developer, involves the owner
engaging a developer, which then selects its own designer and contractor partners. However
formulated, the DB team performs the complete design of the facility, usually based on a
preliminary scope or design presented by the owner.
At some point early in the process, through a prescribed process, the DB team will establish a
fixed price to complete the design and construction of the facility. Once underway, the DB team
is then responsible for construction of the project, and for all coordination between design and
construction.
Risk Analysis
Since the design-build team is working together from the outset, DB offers the opportunity to
save time and money. However, the advantages of the system are offset by a significant loss of
control and involvement by the owner and other stakeholders. Accordingly, it is difficult for the
owner to verify that it is receiving the best value for its money without having a great deal of
transparency in the DB team.

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The primary caution for an owner considering DB is that the owner should carefully consider
the level of involvement it requires for a successful project. First, the owner needs to recognize
the effort and completeness that must be behind its initial scope/preliminary design which
forms the basis of its contract with the design-builder. Often, the owner will require additional
consultants to help it develop the scope or preliminary design, in the role of a traditional design
firm.
Owners with highly specialized program needs may not find it advantageous to turn over
responsibility to an outside DB team without ensuring adequate levels of oversight and
communication. For example, a government owner constructed a high-technology research
facility involving highly specialized equipment using the DB delivery method. During project
development, the DB team made several key design and equipment selection decisions without
full involvement of the owner, resulting in an unsatisfactory facility that required costly changes
before the facility could be used as intended.
With this lesson in mind, DB is best suited to conventional projects for which project
requirements can be clearly defined and for which expertise is widely available. For example, an
office facility might be a project ideally suited for DB. In a project of this type, the owner is not
assuming undue risk in conceding control over the project, and may benefit from the
advantages of DB.
Another primary consideration of the owner is proper selection of the DB team. Since the
owner selects a team that has been created prior to selection, it may be difficult for the owner
to maintain the proper balance of design expertise, financial capability, construction
experience, and experience in DB team roles. In particular, the owner should strongly favor DB
teams with a successful track record working together on previous similar projects in the same
DB roles. More so than in any other delivery system, the success of a DB project may hinge on
the initial selection process.
Advantages:
• DB can produce a project more quickly than a conventional DBB.
• There is a single point of accountability for design and construction.
• Cost efficiencies can be achieved since the contractor and designer are working together
throughout the entire process.
• Change orders would typically arise primarily from owner changes.
Disadvantages:
• Less design control and involvement by the owner and stakeholders.
• Owner must be highly responsive in its decision making to take full advantage of the
speed of DB.
• The owner does not receive the benefit of the checks and balances that exist when it
contracts separately with a designer and a general contractor.
• May be problematic when there is a requirement for multiple agency design approvals.

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• May be inappropriate if the owner is looking for an unusual or iconic design.
Contracting and Procurement Methods
One common contracting method in the Design-Build delivery method is to initially enter into
an agreement with the DB team for a fixed-fee contract for design and pre-construction costs
and an agreed General Conditions costs and construction fee given as a percentage of total
construction costs.
Once the design has progressed to a point where a Guaranteed Maximum Price (GMP) can be
established, the contract is converted to a GMP contract, with all fixed costs rolled into the
GMP.
Another method used is to enter into a fixed price sum agreement for the entire DB effort.
On the procurement side, the selection process is typically a two-step process. In a two-step
process, step one will involve an RFQ and teams will only submit their qualifications. The owner
will then establish a short list of teams and an RFP will be issued to these teams, requesting
cost information and a technical proposal which defines the project scope along with the firms’
innovations, schedule and details that define the quality of the delivered project. The owner
will then make a selection based on a combination of qualifications, approach and pricing.
As with other delivery methods, private owners may choose to negotiate directly with pre-
selected DB teams at any point in the process above.
Role of the CM
The role of the Construction Manager in a Design-Build delivery system is different than in the
CMAR delivery method during the design phase, primarily due to the differing relationships. In
DB, the designer is part of the builder’s team, rather than under direct contract with the owner.
There continues to be an important role for the CM, whether provided through the owner’s
staffing or through a third-party firm. This role is particularly critical if the owner does not have
experience with the DB delivery method.
Owners with deliberate and time-consuming decision-making processes may find themselves
particularly pressured in DB, since the speed of execution offered by this delivery method relies
on the owner’s promptness and responsiveness.
As in all delivery methods, it is important to engage the CM as early in the project as possible to
guide and assist the owner through all phases of project delivery. It is particularly important in
Design-Build because the program of requirements must be thoroughly analyzed and tightly
documented. The contractor will ultimately be held to delivering the requirements of these
program documents that are the basis for the DB proposal.
In a DB environment, the CM will act as the owner’s representative with the rest of the project
team, acting as the point of contact for the DB team and any other specialty consultants
engaged in the project by the owner.

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The CM’s role in a Design-Build delivery method begins early in the project, assisting with the
development of the owner’s project requirements and the important selection of the DB team.
The role then becomes similar to the CM’s role in a CMAR delivery method with a few
differences: since the owner’s control over design is not as tight as in other delivery methods,
the CM’s reviews of the design will need to focus on compliance with the owner’s project
requirements and overall cost compliance.
3.3.1 Bridging
Description
Bridging is not Design-Build in the typical sense but makes use of a design-build form of
agreement between the owner and the contractor. In Bridging, the owner has its own
“bridging architect” (also referred to as the “owner’s design consultant” or “ODC”). The ODC
and its consulting engineers, working with the owner, prepare preliminary design documents
along with bid documents for a “Design-Build” form of agreement.
The ODC, and/or the owner’s CM, will assist the owner in obtaining proposals and award of the
Design-Build contract, later review the construction documents prepared by the contractor’s
designer for payment recommendation, and represent the owner throughout the construction
with full typical construction phase services as design consultants normally provide except for
the detailed checking of shop drawings.
The Design-Build contractor, along with a design subconsultant or an in-house design division,
prepares the final construction documents. The construction documents may be thought of as
an enormous set of shop drawings and should not be confused with the bridging contract
documents.
Risk Analysis
The Bridging approach provides a good alternate for owners who like the benefits that the DB
approach can bring to a project, but who would like more control over the ultimate design of
the project.

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Significant advantages of Bridging arise from the method’s focus on communicating the owner’s
intentions for the project. Other potential advantages are that the owner obtains a firm price
for the construction in less time and less design cost as compared with typical Design-Bid-Build
pricing, and reduced exposure for the owner to contractor initiated change orders and claims.
With bridging the owner has an opportunity to retain the desired level of control of the design,
design details, quality of engineering and quality of construction.
Role of the CM
The role of the Construction Manager in a Bridging delivery system will fall somewhere
between the CM’s role in a CMAR delivery system and in a Design-Build delivery system. This
role can be filled either through owner’s staffing or through a third-party firm.
Tasks that will remain with the CM include verification of schedule, overall project cost tracking,
quality control, administration of all contracts, and coordination with all owner stakeholders.
3.3.2 Public Private Partnership (P3 or PPP)
Description
Public Private Partnership is a delivery method whereby a public entity partners with a private
entity for the purpose of delivering public infrastructure. The National Council for Public-
Private Partnerships identifies 18 variations of P3s. In the most typical of these variations, the
private entity will be comprised of a design-build team, a maintenance firm, and a lending firm.
This entity will design, build, finance, maintain and/or operate the facility for a set number of
years, agreeing to meet specified performance criteria in exchange for lease payments or some
other compensation. At the end of the specified period, the facility is returned to the public
entity.
Various forms of P3 compensation include a fee contract, in which the P3 firm receives its
compensation through a fee charged to the owner, and a concession contract, in which the P3
firm receives its compensation directly from the consumers rather than the owner.
Risk Analysis
P3 has gained much attention due to its ability to provide a funding option for public entities that
may be struggling to identify adequate sources of capital. While this approach is a good option as
a means of bringing a project to reality, it is also a very complicated and deliberate process that
needs to be carefully considered.
P3 can benefit public projects in the following ways:
• Targets alternative revenue and funding sources to close a funding gap
• Allows use of low cost tax-exempt or taxable financing

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• Transfers risk to the private sector
• Not subject to capital budget allocations or voter referendums
– Accelerates construction starts
– Reduces construction cost and interest rate risks
• Takes advantage of private-sector efficiencies and innovations in construction,
scheduling, and financing
• Provides efficiencies in long-term operations and maintenance
• Presents an opportunity to combine public and private uses in mixed-use developments
to leverage economic development
Disadvantages of P3 include:
• The owner may experience higher total life cycle costs.
• The proposal process can be very expensive for all involved.
• A high level of expertise is required to execute a P3 project.
Role of the CM
The role of the CM in a P3 delivery system will be very similar to the CM’s role in any other
Design-Build delivery system, although often there is much more of a program management
focus. It would be important for the CM to have experience specific to PPP projects since there
are many unique characteristics related to this process.
As always, this role can be filled with qualified personnel either through owner’s staffing or
through a third-party firm. The CM tasks will include verification of schedule, overall project
cost tracking, quality assurance, administration of all contracts, and coordination with all owner
stakeholders.
3.3.3 Other Variations
There are numerous other variations of Design–Build and/or P3 delivery systems. The National
Council for Public-Private Partnerships publishes a list that includes:
• Operations and Maintenance (O&M) – A public entity contracts with a private entity to
provide operations and maintenance of a public asset.
• Operations, Maintenance, Management (OMM) - A public entity contracts with a private
entity to operate, maintain and manage a public asset.
• Design-Build-Maintain (DBM) – Similar to a design–build contract on a public project, but
the private entity is also contracted to maintain the public asset for some defined period.

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• Design-Build-Operate (DBO) - A public entity contracts with a private entity to design, build
and operate a public asset.
• Design-Build-Operate-Maintain (DBOM) - A public entity contracts with a private entity to
design, build, operate, and maintain a public asset.
• Design-Build-Finance-Operate-Maintain (DBFOM) - A public entity contracts with a private
entity to design, build, operate, and maintain a public asset. Additionally, the private entity
will also finance the project in exchange for either user fees, lease payments or some other
revenue stream.

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3.4 Integrated project delivery (IPD)
Description
Integrated Project Delivery contracts are a relatively new entry into the U.S. marketplace and
very few projects have been carried out using these contracts; however, the concepts of IPD
have been around for many years. Pure IPD, in its contractual sense, requires a multiparty
agreement among the prime players in the design and construction process – at least the
owner, the designer and the builder – but this agreement can include many of the important
subconsultants and subcontractors as well. The intention of the multiparty contract – or the
closely integrated family of contracts – is a team-based approach that, according to Integrated
Project Delivery, A Working Definition, Version 2, AIA California Council and McGraw Hill
Construction, 6/13/2007:
… integrates people, systems, business structures and practices into a process
that collaboratively harnesses the talents and insights of all participants to
reduce waste and optimize efficiency through all phases of design, fabrication
and construction.
IPD is an attempt to properly reflect, in contract, the working relationships and efforts that are
possible when a team is working in an integrated fashion to complete a design and construction
project.
Compensation for parties in the IPD delivery method, other than the owner, is typically
comprised of three components: Cost reimbursement to cover costs, incentive for achieving or
bettering agreed project cost targets, and rewards for accomplishing set project goals. Ideally
all costs, bases of costs, and cost inputs from all parties to the contract(s) are fully open-book in
nature; and all incentive and goal achievement compensation will be agreed to by the team and
incorporated in the contracts in advance.
As the entire project team is equally (or similarly) incentivized to achieve the same set of goals,
which they have been party to setting or agreeing to, IPD requires the owner to assemble the
major players into a contracted team at the very earliest opportunity, ideally as early as project
inception and feasibility.
This early creation and agreement of project goals results in earlier engagement of the project
team than in other delivery methods. During the pre-design phase, the IPD team designates all
of the criteria it will be bound under contract to deliver.

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Risk Analysis
All of the advantages of the CMAR and DB project delivery approaches would apply under an
IPD approach. At the same time, the IPD approach addresses the issues discussed related to
tensions created by the completion of design, the setting of the GMP and the execution of the
construction phase of a CMAR project.
IPD creates a different set of tensions and issues for the owner, not present in the CMAR
approach. These tensions include making a team selection that can be based as much on
behavioral characteristics as on ability and on belief in total cost more than initial costs.
Advantages:
• The owner gains all the advantages of DB or CMAR
• The entire team’s interests are aligned with the project goals making the chance of
success, once underway, extremely high.
Disadvantages:
• Actual agreement on the criteria and the final IPD contract can be very difficult and can
take an inordinate amount of time and effort, for which the owner may be paying, if not
in money then in time.
• Industry inexperience with working in non-adversarial team relationships makes the
chance of failure most dependent on the behavior of individuals within the team.
Damaging behavior is very difficult to control or to correct and can cause the breakdown
of collaborative processes that are critical to success.
• Objective selection of the team is very difficult to achieve and can rely on little more
than instinct for an owner who does not already have a team or teams that it knows and
works with well.
• While team members are paid at cost for the work they do, prediction of and control of
the effort comprising “cost” is difficult at the time the team is selected and even after
the contract with fully agreed criteria is executed.

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• IPD contracts have not yet been tested in law, so the result of a failure within the team
is unpredictable.
Contracting and Procurement Methods
The most common contracting method in an Integrated Project Delivery approach is a joint
agreement that includes the design firm, the construction firm, and the owner. The typical
contract is a cost-plus-incentive-based contract built around target costs for all elements of the
project and on the achievement of non-cost-related project goals.
On the procurement side, the selection process is generally a qualifications-based selection,
consistent with the objective of making sure all team members make good team partners to
enhance the likelihood of the success of this approach.
The selected team enters into a pre-design phase and together creates and agrees on the
project’s target cost, program and definition, achievement goals, schedule, other critical players
to bring into the team (and the timing of entry) and other contract basics. At this point, the
contract is fully executed and the project process proceeds.
Role of the CM
The role of the Construction Manager in an IPD delivery system will be very similar to the CM’s
role in the CMAR and DB delivery approach in providing the industry and management
expertise to represent the owner within the IPD team, whether the CM comes from within the
owner’s staff or from a third party.
In addition to the owner representation, successful IPD teams require an integrator and leader
to keep the team on track, focused on project goals, and to facilitate the IPD behaviors
necessary to carry the team to success. This role would encompass initial leadership of the IPD
project management team, developing protocols to perform and then managing everyday
tasks, such as making recommendations on payment of invoices, managing disputes, resolving
issues and the like.
The CM, as owner’s representative, may or may not be party to the IPD agreement. The CM, if
playing the role of integrator, would typically be a party to the agreement and would share in
the common risk and reward of the contract to an appropriate extent.

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4.0 Conclusion
One of the most important decisions made by any owner embarking on a construction project is
the choice of the project delivery method – how the project will be designed and constructed.
There are many options for delivery methods and many variations within those options.
An owner faced with choosing a project delivery method should consider several factors in making
the decision, including:
• Project size
• Type of project
• Legislative and regulatory requirements
• Tolerance for risk
• Schedule
• Local market knowledge
• Desired level of involvement
• Owner’s resources and capabilities
When these factors are properly evaluated, a good decision can be made on the selection of a
project delivery method that best fits the goals and requirements of the owner and the project.
The use of a qualified Construction Manager can greatly help in developing a project and in making
the decision on project delivery methods, regardless of whether this expertise comes from internal
staff or from a third-party provider.