An Overview of Project Delivery Methods and the Diverse Roles of Architects in Each Approach
An Overview of Project Delivery Methods and the Diverse Roles of Architects in Each Approach
Hamidreza Mousavi, fall 2024
PROJECT DELIVERYAn Overview of Project Delivery Methods and the Diverse Roles of Architects in Each Approach
One of the most important and initial decisions that any client or developer must consider during the project lifecycle is the selection of the Project Delivery Method. This concept is referred to as (Project Delivery Method) in Publication 717 by the Iranian Planning and Budget Organization, known as The Guide to Selecting Project Procurement Methods. In other references, it is also termed as (Project Execution Method). Perhaps no other factor impacts the success or failure of a project as significantly as the choice of the Project Delivery Method and the method of project financing, which together form the Project Procurement Method.
A significant portion of the project delivery methods in Iran has been applied primarily in the industrial sector, with limited adoption in construction projects. Some methods, such as the Integrated Project Delivery approach, are emerging globally and are still undergoing their developmental and evolutionary phases. Simply put, the Project Delivery Method defines the “structure, responsibilities, obligations, and relationships of participants involved in the design, procurement, and construction processes of a project.
Experience with projects of varying scales has shown that many clients or developers, lacking comprehensive knowledge of the diverse Project Delivery Methods, often apply one or a combination of these methods in an incomplete or improper manner. Even more concerning is the fact that architects, too, frequently lack mastery of these methods. As a result, they are unable to effectively explain them to the client or accurately define their own role within the project.
Recognizing this necessity, the American Institute of Architects (AIA) has dedicated Part III, encompassing Chapters 9 through 14—nearly 450 pages—of its renowned and comprehensive reference book, The Architect’s Handbook, to Project Delivery Methods, with Chapter 9 specifically focused on Design Project Delivery. The translation of Section 9.1, titled Project Delivery Methods, is available to the public through the “Feeds” of the Future City Innovation Lab. Nevertheless, a brief and simplified introduction to these methods has been included in this text for ease of understanding.
In this method, the client follows the same linear sequence as the Design-Bid-Build approach, with the distinction that, in addition to utilizing the services of the architect and contractor, a Construction Manager is engaged as a technical arm to manage both the architect and contractor.
In recent years, the term Project Manager or the Fourth Party has been incorrectly used to describe the construction manager. The Planning and Budget Organization, in its document “541371/1401, dated 05/10/1401, has sought to address the inconsistencies arising from this misnomer.
In this method, the architect may continue to hold the same responsibilities as in the previous method—designing, managing the design project, and overseeing construction—or, if possessing the necessary knowledge and experience, the architect may also assume the role of Construction Manager – Consultant.
In this method, the Construction Manager acts on behalf of the client, hiring both the architect and the contractor. The architect’s role in this approach is similar to their role in the Design-Bid-Build method, and the construction manager acts as the client’s representative to oversee the architect. Typically, experienced contractors take on the Construction Manager – Agent role. However, an architect with experience in design and construction management, especially for non-industrial projects where the architectural aspect takes precedence over other disciplines, can also be a suitable candidate for this role.
The responsibilities of the Construction Manager – Builder are similar to those of a General Contractor, meaning the client entrusts the procurement and construction of the project to the construction manager, who then independently contracts with suppliers and subcontractors. Typically, the Construction Manager – Builder role is undertaken by an experienced contractor with a skilled technical and engineering team.
This method is similar to the Standard Design-Build method, with the key difference being that the client initially utilizes an architect for preparing the design (typically the conceptual design, preliminary design, and design development) and the technical specifications. Afterward, the client selects a design-build company and hands over the design and specifications to them so that the design-build company can proceed with preparing construction documents, using a technical-executive architect, and managing the procurement and construction of the project.
In this method, once the design-build company is selected, the architect’s role does not end. Instead, the architect continues to act as the client’s consultant throughout the preparation of the execution plans and the construction of the project, ensuring compliance with the initial design, criteria, and technical specifications. This method is referred to as Bridging due to the transitional phase where the responsibility for the design shifts from the conceptual architect to the technical-executive architect.
A program refers to a collection of projects that aim to achieve a common goal, with the success of the program dependent on the completion of all the individual projects. When a client undertakes a program, they usually hire two key roles, the Program Manager and the Design Manager, to work alongside them. The Program Manager provides consulting services to ensure the program’s quality, timing, and financial objectives are met throughout the design and construction phases. The Design Manager is the architect who defines the design standards, prepares the preliminary and developed designs for each project, and generally delegates the preparation of construction documents and oversight of each project to the executive architect of that project. If the number of projects in the program is limited, the Design Architect may also take on the responsibility for preparing the construction documents and supervising the projects.
• Program Manager: If they have sufficient experience in managing design and construction processes.
In the Integrated Project Delivery (IPD) method, the client, architect, and contractor either form a single legal entity or work under a specific legal structure with a unified leadership. From the inception of the project, they collaborate closely, working together as a cohesive team to drive the project forward. The risks and rewards of the project are shared equitably among the stakeholders.
Barbara Jackson, in her essay titled “The Need for Integrated Project Leaders,” outlines the dimensions of the integrated project delivery method and emphasizes the importance of having an integrated project leader to achieve success. In this approach, the architect’s central responsibility remains designing, managing the design process, and overseeing construction.