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A project manager undertakes much of the client's role in a building project. The project manager may prepare the project brief, select and sign agreements with the design consultants, manage the design and documentation process, arrange approvals, invite tenders, recommend tenderers and manage construction and handover of the project. In addition, the project manager may also be involved in the feasibility stage of the project – project financing, taxation-benefit analysis, marketing and leasing and assisting the client during the occupation phase.
See Scope of services section in Acumen note Project management - planning, programming and administration.
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The terms 'project management' and 'project manager' are not confined to the building industry. They are frequently used in a wide variety of contexts, from mining and medical-research projects to the publishing industry and elsewhere. Consequently, the term has different meanings in different contexts. Even within the building industry, there are various meanings.
Role of the project manager
In the context of the building industry, a project manager can be:
- An on-site member of the contractor's workforce, who has the responsibility to see that the project is managed satisfactorily on site.
- A member of the contractor's organisation, responsible for the total conduct of the project, not only on site but also in other aspects.
- A member of the owner's organisation (especially in the case of large client bodies) who acts for the owner and liaises with the architect.
- Someone who undertakes a project management role, and is responsible for the management of both design and construction.
- An independent consultant, engaged by the owner, to manage the design and delivery process for a building project.
- A member of the project team who undertakes the project-management role in addition to their normal role.
- An architect – Architects have traditionally undertaken both the design and project management roles, although the project-management role of the architect may be narrower than the role of the specialist, independent project manager.
The project manager must have, or have access to, a wide variety of resources and skills – such as management, financial, technical, legal, leadership qualities – over a wide variety of aspects of a project, from the smallest details to the broadest principles.
Architects considering offering independent project-management services should pay particular attention to the following:
- Do you have the necessary experience and resources to perform the role in a professional manner?
- Is the role and service clearly defined?
- Will you be appropriately compensated for the services?
- Do you understand the responsibilities and potential liabilities?
- Are the terms of the contract for the project-management services realistic?
- Are you professionally satisfied that the owner's interests will best be served by this procurement method?
- Does your professional-indemnity insurance cover the service and potential liabilities involved?
The involvement of a third party, such as a project manager, should not impede the interpretive process between the architect and the owner/user. Architects should encourage clients to understand the importance of the close relationship between them.
The project management process
Within the construction industry it is now accepted that project management is provided by a person or organisation who:
- provides a single point of control for all aspects of the project and its program
- is accountable only to the owner and acts in the interests of the owner
- performs this role for the duration of the project from inception to completion.
The project management process can start at the time when the prospective building owner conceives the need for a building and continues, and can continue until the completed building is in use. Refer also Acumen note Client note: The independent role of the project manager.
Project management embraces a number of submanagement phases, including:
- Pre-design – including site selection, financial feasibility, establishing consultancy contracts, arranging finance, briefing of consultants.
- Design – including feasibility studies, environmental-impact studies, management and coordination of schematic design, developed design, services design, cost planning.
- Documentation – including coordination of construction and contract documentation.
- Pricing – including selection of a contractor or subcontractors who are able to construct the building at an acceptable price.
- Construction management by a person responsible for the building construction.
- Contract management by a person accountable to the owner for the contract administration of the building construction.
- Post-contract management including training of users and occupiers in the operation and maintenance of the building.
See Acumen note Project management - planning, programming and administration.
Disclaimer
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