MODULE 2 CONTENTS:

q Project Delivery Methods

§ Architects Role in Construction Manager-Contracto
Project Delivery Method
§ Overview on Integrated Project Delivery
§ Contractor-Led Design Build
PROJECT § Architect-Led Design Build; Architect Developer
§ Emerging Issues in Project Delivery
DELIVERY
METHODS
 q PROJECT DELIVERY METHODS
MODULE 2
PROJECT DELIVERY § A project delivery method is a system used by an agency or owner
METHODS for organizing and financing design, construction, operations, and
§ ARCHITECTS ROLE IN maintenance services for a structure or facility by entering into
CONSTRUCTION MANAGER- legal agreements with one or more entities or parties.
CONTRACTOR PROJECT § All construction projects begin with an owner - whether an
DELIVERY METHOD individual, company, institution, or public entity - identifying the
§ OVERVIEW ON INTEGRATED need for a capital improvement. Developing a plan to design and
PROJECT DELIVERY execute a project that will meet the program needs, technical
§ CONTRACTOR-LED DESIGN requirements, and vision of the owner can seem daunting. The
BUILD first step - and a critical one that will determine the success of the
§ ARCHITECT-LED DESIGN project - is selecting a team for the project.
BUILD; ARCHITECT
DEVELOPER § The project team will be responsible for translating the owner's
§ EMERGING ISSUES IN vision into an executed design, maximizing the outcome and
PROJECT DELIVERY minimizing risk. This section has been developed to assist those
involved in capital design and construction programs in
understanding how project teams are selected, procured,
contracted, and coordinated for successful project delivery.
 ASSEMBLING A PROJECT DELIVERY TEAM
MODULE 2
Delivery teams typically include those professionals involved in the
PROJECT DELIVERY programming, planning, design and construction of the project. The size and
METHODS composition of the project team will vary depending on the extent of the capital
§ ARCHITECTS ROLE IN design, the construction budget, and the various facets of the project.
CONSTRUCTION MANAGER- Construction projects are typically regulated at the state-level, through state-
CONTRACTOR PROJECT specific building codes. States often require plans and specifications for new
buildings, major additions to existing buildings, and remodeling projects to be
DELIVERY METHOD
prepared by a licensed architect or engineer. Therefore, delivery teams typically
§ OVERVIEW ON INTEGRATED are led by an architect or an engineer.
PROJECT DELIVERY
§ CONTRACTOR-LED DESIGN CORE PROJECT TEAM MEMBERS: ROLES AND
BUILD RESPONSIBILITIES
§ ARCHITECT-LED DESIGN § OWNER - Establishes the vision and goals for the project and chooses
BUILD; ARCHITECT the project team
DEVELOPER § ARCHITECT -Plans, designs, and oversees the construction of a building.
§ EMERGING ISSUES IN Some architects specialize within the design profession by building type
PROJECT DELIVERY or service area
§ ENGINEER -Plans, designs, and oversees the construction of structures
and systems. There are many different types of engineers: civil (site
infrastructure), structural, mechanical (heating and cooling
systems), electrical (power and lighting), and plumbing. Some firms
offer multiple engineering disciplines.
 q ARCHITECTS ROLE IN CONSTRUCTION MANAGER-
MODULE 2 CONTRACTOR PROJECT DELIVERY METHOD
PROJECT DELIVERY
METHODS There are at least three different building project delivery systems in use
§ ARCHITECTS ROLE IN today. Construction Management method is the preferred approach for many
CONSTRUCTION MANAGER- projects. Construction Management is a building project delivery system that
CONTRACTOR PROJECT uses the services of a professional manager, who in essence becomes the
third member of the traditional Owner/Architect team. The Construction
DELIVERY METHOD
Manager works with the Owner and the Architect in coordinating the entire
§ OVERVIEW ON INTEGRATED project, utilizing specialized skills and knowledge to bring a project in on time
PROJECT DELIVERY and on budget, all while maintaining the highest quality. This happens by
§ CONTRACTOR-LED DESIGN adding construction expertise and by enhancing services in the pre-
BUILD construction phases of the project: budgeting, value engineering,
§ ARCHITECT-LED DESIGN constructability reviews, scheduling, and phasing.
BUILD; ARCHITECT
DEVELOPER This process will ensure that the project
§ EMERGING ISSUES IN § meets the approved schedule,
PROJECT DELIVERY § meets all construction deadlines, and
§ is feasible concerning phased occupancy.
 ARCHITECTS ROLE IN CONSTRUCTION MANAGER-
MODULE 2 CONTRACTOR PROJECT DELIVERY METHOD
PROJECT DELIVERY
METHODS When it comes time to build, the Construction Manger is totally familiar with
§ ARCHITECTS ROLE IN the project and will manage the bidding, awarding and construction phases
CONSTRUCTION MANAGER- of the project. I have worked on more than ten (10) different projects that
CONTRACTOR PROJECT have used the Construction Management method and this can endorse this
approach. What are the three different building project delivery systems?
DELIVERY METHOD
§ OVERVIEW ON INTEGRATED
There are at least three different building project delivery systems in use
PROJECT DELIVERY today:
§ CONTRACTOR-LED DESIGN § the General Construction model,
BUILD § Design/Build model, and
§ ARCHITECT-LED DESIGN § the Construction Management model.
BUILD; ARCHITECT
DEVELOPER § GENERAL CONSTRUCTION (GC)
§ EMERGING ISSUES IN § ARCHITECT provides all pre-construction services alone.
PROJECT DELIVERY § Builder often determined by low bid.
§ Owner hires a Clerk or Construction Administrator to observe
construction.
§ Owner has little control over the builder.
MODULE 2 With the General Contractor approach, the Architect and the Contractor are
not working together; in fact, they are often working against each other. The
PROJECT DELIVERY Architect often has a difficult time telling the Contractor to put more money
METHODS into the project after the contract is awarded or during the construction. The
§ ARCHITECTS ROLE IN Architect dominates the design phases while the Contractor dominates the
CONSTRUCTION MANAGER- construction phase of this delivery method.
CONTRACTOR PROJECT
§ DESIGN/BUILD (DB)
DELIVERY METHOD
§ ARCHITECT works for the builder.
§ OVERVIEW ON INTEGRATED § Builder determined by price, qualifications, and concept.
PROJECT DELIVERY § Single source responsibility for design and construction work.
§ CONTRACTOR-LED DESIGN § Owner often hires a Clerk-of-the-Works to observe construction
BUILD work.
§ ARCHITECT-LED DESIGN
BUILD; ARCHITECT With the Design Build approach, the Architect and the Contractor are
DEVELOPER working together in a business relationship, but realistically, the Architect is
§ EMERGING ISSUES IN going to have a very hard time telling the Contractor to put more money
into the project. The Contractor dominates this delivery method.
PROJECT DELIVERY
 § CONSTRUCTION MANAGEMENT (CM)
MODULE 2 § ARCHITECT and Construction Manager provide pre-construction
PROJECT DELIVERY services, as a team.
§ Builder selected based on qualifications and fee if desired.
METHODS § No additional Owner on-site representation required.
§ ARCHITECTS ROLE IN § Choice and control of the sub-contractors.
CONSTRUCTION MANAGER-
With the Construction Management approach, the Architect and the
CONTRACTOR PROJECT
Contractor are working together as a true team. Moreover, neither the
DELIVERY METHOD
Architect nor the Construction Manager will dominate this delivery method,
§ OVERVIEW ON INTEGRATED as the Architect / Construction Manager team shares control and
PROJECT DELIVERY responsibility.
§ CONTRACTOR-LED DESIGN
§ WHAT EXACTLY IS CONSTRUCTION MANAGEMENT?
BUILD
§ ARCHITECT-LED DESIGN Construction Management is a building project delivery system that uses the
BUILD; ARCHITECT services of a professional construction expert as a manager. They become
DEVELOPER the third member of the traditional Owner/Architect team. The Construction
§ EMERGING ISSUES IN Manager works with the Owner and the Architect in coordinating the entire
PROJECT DELIVERY project, utilizing specialized skills and knowledge to bring a project in on
time, on budget, and with minimum claims, all while maintaining the
highest quality.
MODULE 2 This happens by adding construction expertise and by enhancing services in
the pre-construction phases of the project: budgeting, value engineering,
PROJECT DELIVERY constructability reviews, scheduling, and phasing are all addressed.
METHODS
§ ARCHITECTS ROLE IN This process will ensure that the project
CONSTRUCTION MANAGER- (1) meets the approved schedule,
CONTRACTOR PROJECT (2) meets all construction deadlines, and
(3) is feasible concerning phased occupancy.
DELIVERY METHOD
§ OVERVIEW ON INTEGRATED When it comes time to build, the Construction Manager will manage the
PROJECT DELIVERY bidding, awarding and construction phases of the project to ensure the
§ CONTRACTOR-LED DESIGN highest quality work, in a timely fashion, within the budget. This allows the
BUILD Architect to focus on what they do best, the programming and designing of
§ ARCHITECT-LED DESIGN the building.
BUILD; ARCHITECT
DEVELOPER
§ EMERGING ISSUES IN
PROJECT DELIVERY Reference:
The Construction Management Delivery System An Architect’s Point of View
Daniel Davis, AIA University of Hartford
 qINTEGRATED PROJECT DELIVERY (IPD)
MODULE 2
Integrated Project Delivery (IPD) is a construction project delivery
PROJECT DELIVERY method that seeks efficiency and involvement of all participants (people,
METHODS systems, business structures and practices) through all phases of design,
§ ARCHITECTS ROLE IN fabrication, and construction. IPD combines ideas from integrated practice
and lean construction. The objectives of IPD are to increase productivity,
CONSTRUCTION MANAGER- reduce waste (waste being described as resources spent on activities that
CONTRACTOR PROJECT does not add value to the end product), avoid time overruns, enhance final
DELIVERY METHOD product quality, and reduce conflicts between owners, architects and
§ OVERVIEW ON INTEGRATED contractors during construction. IPD emphasizes the use of technology to
facilitate communication between these parties involved in a construction
PROJECT DELIVERY process.
§ CONTRACTOR-LED DESIGN
• INTIGRATED PROJECT DELIVERY IN PRACTICE
BUILD
§ ARCHITECT-LED DESIGN In Practice, the IPD system is a process where all disciplines in a
BUILD; ARCHITECT construction project work as one firm. The primary team members include
the architect, key technical consultants as well as a general contractor and
DEVELOPER subcontractors. The growing use of building information modeling in the
§ EMERGING ISSUES IN construction industry is allowing for easier sharing of information between
PROJECT DELIVERY project participants using IPD and considered a tool to increase
productivity throughout the construction process.
 Unlike the design–build project delivery method which typically places the
MODULE 2 contractor in the leading role on a building project, IPD represents a return
PROJECT DELIVERY to the "master builder" concept where the entire building team including
METHODS the owner, architect, general contractor, building engineers, fabricators,
§ ARCHITECTS ROLE IN and subcontractors work collaboratively throughout
CONSTRUCTION MANAGER- the construction process.
CONTRACTOR PROJECT
§ MULTI-PARTY AGREEMENTS
DELIVERY METHOD
One common way to further the goals of IPD is through a multi-party
§ OVERVIEW ON INTEGRATED agreement among key participants. In a multi-party agreement (MPA), the
PROJECT DELIVERY primary project participants execute a single contract specifying their
§ CONTRACTOR-LED DESIGN respective roles, rights, obligations, and liabilities. In effect, the multi-party
BUILD agreement creates a temporary virtual, and in some instances formal,
§ ARCHITECT-LED DESIGN organization to realize a specific project. Because a single agreement is used,
BUILD; ARCHITECT each party understands its role in relationship to the other participants.
DEVELOPER Compensation structures are often open-book, so each party's interests and
§ EMERGING ISSUES IN contributions are similarly transparent. Multi-party agreements require
trust, as compensation is tied to overall project success and individual
PROJECT DELIVERY
success depends on the contributions of all team members.
 Common forms of multi-party agreements include
MODULE 2
§ project alliances, which create a project structure where the owner
PROJECT DELIVERY guaranteed the direct costs of non-owner parties, but payment of
METHODS profit, overhead and bonus depends on project outcome;
§ ARCHITECTS ROLE IN § a single-purpose entity, which is a temporary, but formal, legal
CONSTRUCTION MANAGER- structure created to realize a specific project;
§ and relational contracts, which are similar to Project Alliances in that
CONTRACTOR PROJECT
a virtual organization is created from individual entities, but it differs
DELIVERY METHOD in its approach to compensation, risk sharing and decision making.
§ OVERVIEW ON INTEGRATED
PROJECT DELIVERY § THE ROLE OF TECHNOLOGY IN IPD
§ CONTRACTOR-LED DESIGN
The adoption of IPD as a standard for collaborative good practice
BUILD
on construction projects presents its own problems. As most construction
§ ARCHITECT-LED DESIGN projects involve disparate stakeholders, traditional IT solutions are not
BUILD; ARCHITECT conducive to collaborative working. Sharing files behind IT firewalls, large
DEVELOPER email attachment sizes and the ability to view all manner of file types
§ EMERGING ISSUES IN without the native software all make IPD difficult.
PROJECT DELIVERY The need to overcome collaborative IT challenges has been one of the
drivers behind the growth of online construction collaboration technology.
Reference: From Wikipedia, the free encyclopedia
 q THE DIFFERENCE BETWEEN ARCHITECT-LED &
MODULE 2 CONTRACTOR-LED DESIGN-BUILD
PROJECT DELIVERY
METHODS Architects and Contractors are becoming increasingly interested in providing
§ ARCHITECTS ROLE IN design-build services to their clients. The design-build process of project
CONSTRUCTION MANAGER- delivery differs significantly from the design, bid, build process previously
CONTRACTOR PROJECT used for many decades, and still commonly used today that has been used
for many decades. Before providing any design-build services, architects and
DELIVERY METHOD contractors should be familiar with the shift in contractual obligations, as
§ OVERVIEW ON INTEGRATED well as governing regulations specifically regulating design-build services.
PROJECT DELIVERY
§ CONTRACTOR-LED DESIGN There are two basic types of design-build services, one being led by the
BUILD architect, and the other being led by the contractor. The duties of the
§ ARCHITECT-LED DESIGN architect and contractor change depending on which of these two basic
BUILD; ARCHITECT approaches is utilized. The following briefly discusses some of the significant
DEVELOPER changes in roles of the architect and contractor.
§ EMERGING ISSUES IN
PROJECT DELIVERY

Reference: https://www.dl-firm.com/the-difference-between-architect-led-contractor-led-design-build/ Jim Zahn, Of Counsel

 q THE DIFFERENCE BETWEEN ARCHITECT-LED &
MODULE 2 CONTRACTOR-LED DESIGN-BUILD
PROJECT DELIVERY
METHODS § ARCHITECT-LED DESIGN-BUILD SERVICES
§ ARCHITECTS ROLE IN
CONSTRUCTION MANAGER- Architect is in responsible charge of construction means, methods,
CONTRACTOR PROJECT techniques, safety procedures and precautions of everyone working on
the project.
DELIVERY METHOD
§ OVERVIEW ON INTEGRATED The Architect must obtain proper licenses and contractor’s commercial
PROJECT DELIVERY general liability policies in order to perform construction services. The
§ CONTRACTOR-LED DESIGN Architect is responsible for the total cost of design and construction of
the project; for all timing issues such as dates of substantial and final
BUILD completion; for all costs of project delays if caused by any party for
§ ARCHITECT-LED DESIGN whom the architect is legally liable; for all safety procedures and
BUILD; ARCHITECT precautions; for all costs of mechanics liens incurred by the owner after
DEVELOPER the owner pays the architect for work performed, and the architect or
§ EMERGING ISSUES IN the architect’s subconsultants or subcontractors fail to pay their
PROJECT DELIVERY respective subconsultants or material suppliers. Basically, the architect
is responsible for all professional design services as well as all
construction services necessary in order to construct the project.
 q THE DIFFERENCE BETWEEN ARCHITECT-LED &
MODULE 2 CONTRACTOR-LED DESIGN-BUILD
PROJECT DELIVERY
METHODS § CONTRACTOR-LED DESIGN-BUILD SERVICES
§ ARCHITECTS ROLE IN
CONSTRUCTION MANAGER- The Contractor is in responsible charge of construction means, methods,
CONTRACTOR PROJECT techniques, safety procedures and precautions of everyone working on
the project.
DELIVERY METHOD
§ OVERVIEW ON INTEGRATED The Contractor must obtain proper licenses and professional liability
PROJECT DELIVERY insurance policies in order to offer and perform professional
§ CONTRACTOR-LED DESIGN architectural design services. The Contractor is responsible for the total
cost of design and construction of the project; for all timing issues such
BUILD as dates of substantial and final completion; for all costs of project
§ ARCHITECT-LED DESIGN delays if caused by any party for whom the contractor is legally liable;
BUILD; ARCHITECT for all safety procedures and precautions; for all costs of mechanics liens
DEVELOPER incurred by the owner after the owner pays the contractor for work
§ EMERGING ISSUES IN performed, and the contractor or the contractor’s subconsultants or
PROJECT DELIVERY subcontractors fail to pay their respective subconsultants or material
suppliers. Basically, the contractor is responsible for all professional
design services as well as all construction services necessary in order to
construct the project.
 q THE DIFFERENCE BETWEEN ARCHITECT-LED &
MODULE 2
CONTRACTOR-LED DESIGN-BUILD
PROJECT DELIVERY
METHODS § REGULATIONS GOVERNING DESIGN-BUILD SERVICES
§ ARCHITECTS ROLE IN All states govern the practice of architecture. It is incumbent that the
CONSTRUCTION MANAGER- architect or contractor engaging in a design-build situation, whether
CONTRACTOR PROJECT architect-led design-build or contractor-led design-build, be knowledgeable
DELIVERY METHOD of the current laws governing the practice of architecture in the state in
§ OVERVIEW ON INTEGRATED which the project it to be constructed by the design-build entity.
PROJECT DELIVERY
§ CONTRACTOR-LED DESIGN § RISKS VERSUS REWARDS
BUILD An architect can increase potential profits by offering architect-led design
§ ARCHITECT-LED DESIGN build services to clients interested in using the design-build process. That
BUILD; ARCHITECT said, be extremely cautious in evaluating your own construction
DEVELOPER experiences and knowledge of the construction process. The design-build
§ EMERGING ISSUES IN process is definitely not as easy as it may first appear to an uninformed
PROJECT DELIVERY architect or contractor. It is difficult and very expensive for an architect to
obtain a construction commercial general liability policy. It is also slightly
less difficult, but still very expensive for a contractor to obtain a
professional liability policy covering the design services being performed.
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY 1. ARTIFICIAL INTELLIGENCE (AI) AND AUTOMATION
METHODS
Project Management Institute notes that 81% of professionals say that AI is
§ ARCHITECTS ROLE IN
impacting their organizations. That number is likely to increase further in the
CONSTRUCTION MANAGER- coming years. Thilo Huellmann, Chief Technology Officer at Levity.ai, notes
CONTRACTOR PROJECT that automation holds immense promise. “By automating low-value-add
DELIVERY METHOD tasks, project managers may focus their efforts and energy on tasks that will
§ OVERVIEW ON INTEGRATED most dramatically benefit their businesses, allowing them to affect greater
PROJECT DELIVERY change, increasing the possibility of each project reaching its strategic goals.”
§ CONTRACTOR-LED DESIGN
BUILD Recent years have seen AI adoption on a larger scale by organizations to
§ ARCHITECT-LED DESIGN ensure successful project completion in several ways such as:
§ Generating performance insights
BUILD; ARCHITECT
§ Supporting the decision-making processes
DEVELOPER § Making estimates and predictions
§ EMERGING ISSUES IN § Optimizing resource scheduling
PROJECT DELIVERY § Enabling data visualization
§ Performing risk analysis
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY 2. ADVANCED RESOURCE AND PROJECT MANAGEMENT SOFTWARE
METHODS
A 2020 report from Wellingtone notes that 54% of organizations lack access to
§ ARCHITECTS ROLE IN real-time KPIs for their projects and over a third of them spend over 1 day to
CONSTRUCTION MANAGER- collect data. This underlines how project management tools can no longer be
CONTRACTOR PROJECT ignored. Combined with AI-based automation capabilities, project
DELIVERY METHOD management software can bring about positive changes in the way
§ OVERVIEW ON INTEGRATED organizations go about managing their projects, no matter how complex they
PROJECT DELIVERY are.
§ CONTRACTOR-LED DESIGN Here are some ways that the right software can make a massive difference:
BUILD § Leverage historical project data to make better bids and plans for
future projects
§ ARCHITECT-LED DESIGN
§ View resource availability, skills, and other details to simplify allocation
BUILD; ARCHITECT § Automatically track all time spent on tasks and projects through AI
DEVELOPER § Quickly allocate and track budgets to stay on top of financials
§ EMERGING ISSUES IN § Capture all expenses with invoices for all projects in real time
PROJECT DELIVERY § Track all projects through customizable dashboards and make more
informed decisions on the fly
§ Keep all stakeholders and team members informed of project status,
progress and changes made in real time.
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY
3. RISE IN REMOTE WORKING
METHODS
§ ARCHITECTS ROLE IN § Remote working was already on the rise but recent years have seen its
CONSTRUCTION MANAGER- adoption boosted to unprecedented levels. While the global pandemic
CONTRACTOR PROJECT forced organizations to let employees telecommute due to safety concerns,
DELIVERY METHOD it is likely that remote working will continue for the foreseeable future.
§ OVERVIEW ON INTEGRATED This brings up some interesting challenges for project managers. According
PROJECT DELIVERY to Forbes, up to 97% of employees are not interested in going back to their
§ CONTRACTOR-LED DESIGN offices full-time.
BUILD § Cloud-based project management software can play a crucial role in these
§ ARCHITECT-LED DESIGN circumstances. These tools can be easily deployed globally for hybrid or
BUILD; ARCHITECT remote workforces, allowing them to stay on top of their tasks and
DEVELOPER projects seamlessly. The software can capture all the relevant data that
§ EMERGING ISSUES IN needs to be tracked, verified and used by project managers to make more
PROJECT DELIVERY informed decisions in real time, irrespective of shift timings and locations.
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY 4. DEMAND FOR EMOTIONALLY INTELLIGENT LEADERS
METHODS § While organizational and analytical skills are necessary for project managers,
§ ARCHITECTS ROLE IN there has been an increasing demand for emotional intelligence in recent
CONSTRUCTION MANAGER- years. The Future of Jobs report by the World Economic Forum supports the
CONTRACTOR PROJECT increasing demand by employers for emotional intelligence and other social
DELIVERY METHOD skills. This is relevant for project managers since, in essence, their work
involves having a deep understanding of people. To lead projects to success,
§ OVERVIEW ON INTEGRATED
they must manage their people resources more effectively and to do so, they
PROJECT DELIVERY must understand those people first. The ability to connect and empathize
§ CONTRACTOR-LED DESIGN with others has become a lot more important due to one of the other project
BUILD management trends: the rise in remote working.
§ ARCHITECT-LED DESIGN
§ An excellent example of leveraging emotional intelligence for the greater
BUILD; ARCHITECT good comes from Dave Birdsall, senior manager at The Parker Avery Group.
DEVELOPER He has noticed the interesting project management trend of scheduling daily
§ EMERGING ISSUES IN touch point meetings for more than just work. “…the agendas for these daily
PROJECT DELIVERY stand-ups are no longer just about work. These meetings not only serve as
means to keep tabs on work items but also gives people an outlet to
socialize. I have found by doing this, I am able to stay on top of what people
are working on and ensure that their work-life balance is not suffering.”
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY
5. INCREASING FOCUS ON DATA ANALYTICS FOR DATA-DRIVEN
METHODS PROJECT MANAGEMENT
§ ARCHITECTS ROLE IN
CONSTRUCTION MANAGER- § Organizations of all sizes generate copious amounts of data every day.
CONTRACTOR PROJECT Therefore, it is only intelligent to leverage that data to drive decisions. Data
DELIVERY METHOD analytics and reporting can help project managers identify early signs of
§ OVERVIEW ON INTEGRATED scope creep, measure project progress rates and more.
PROJECT DELIVERY
§ CONTRACTOR-LED DESIGN § AI-powered analytics provide a complete picture of the entire organization
and all projects. They deliver granular-level visibility into the activities and
BUILD
generate custom reports to help visualize the data in the exact way needed
§ ARCHITECT-LED DESIGN by the project managers. With these tools, project managers can make
BUILD; ARCHITECT informed decisions in real time instead of making gut-based decisions
DEVELOPER based on reports that are compiled manually.
§ EMERGING ISSUES IN
PROJECT DELIVERY
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY 6. HYBRID PROJECT MANAGEMENT
METHODS
§ ARCHITECTS ROLE IN § In the post-pandemic era, there have been renewed efforts to find a more
CONSTRUCTION MANAGER- reliable and efficient methodology for project success. To that end,
organizations have begun to experiment with a hybrid approach in which
CONTRACTOR PROJECT
different elements from two or more methodologies are brought together.
DELIVERY METHOD It is no longer about agile, scrum or lean only but rather about bringing
§ OVERVIEW ON INTEGRATED specific attributes together for increased flexibility in driving project
PROJECT DELIVERY success. This has enabled organizations to find unique approaches to suit
§ CONTRACTOR-LED DESIGN specific industries and projects.
BUILD
§ ARCHITECT-LED DESIGN § The hybrid concept extends to the development of project team structures
BUILD; ARCHITECT as well. Olivia Montgomery, Project Management Expert at Capterra,
DEVELOPER recently wrote an article on the subject of hybrid project management. She
mentions how their survey “found that 37% of teams are cross functional
§ EMERGING ISSUES IN
led by a dedicated PM. In addition to leveraging untapped skills from new
PROJECT DELIVERY team members, cross-functional teams can share their department’s best
practices for the project team to then decide whether or not they want to
incorporate into their own processes”.
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY 7. INCREASING EMPHASIS ON SOFT SKILLS
METHODS
§ ARCHITECTS ROLE IN § Traditionally, the value of project managers depended on their
CONSTRUCTION MANAGER- certifications and their skills in implementing different methodologies.
CONTRACTOR PROJECT However, more and more organizations are now shifting their focus to soft
DELIVERY METHOD skills. This project management trend is understandable as AI-powered
§ OVERVIEW ON INTEGRATED solutions have become capable enough to handle the trickier technical
PROJECT DELIVERY parts of project management. Managers are free to focus on other
responsibilities and that is where soft skills become necessary.
§ CONTRACTOR-LED DESIGN
BUILD § Project managers now need to focus and strengthen their soft skills such as
§ ARCHITECT-LED DESIGN conflict resolution, stakeholder engagement, negotiation, mentoring and
BUILD; ARCHITECT training, decision-making, and team building. Developing these skills will
DEVELOPER help project managers deliver more value to their organization.
§ EMERGING ISSUES IN
PROJECT DELIVERY
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY
8. PROJECTS AND ORGANIZATIONAL STRATEGY COMING TOGETHER
METHODS
§ ARCHITECTS ROLE IN § Projects and organizational strategy have traditionally been separate
CONSTRUCTION MANAGER- domains. Essentially, the role of a project manager was only to execute
CONTRACTOR PROJECT projects to successful conclusions. However, current trends in project
DELIVERY METHOD management show that this role is now being expanded upon. Project
§ OVERVIEW ON INTEGRATED managers are taking on a more hands-on role in executing the broader
PROJECT DELIVERY organizational strategy.
§ CONTRACTOR-LED DESIGN
§ This is understandable since organizations have had a difficult time in
BUILD executing their strategy and acting upon them. That is why project
§ ARCHITECT-LED DESIGN managers are increasingly being asked to focus on understanding the
BUILD; ARCHITECT relationship that exists between program, portfolio and project
DEVELOPER management. This allows an organization to see how individual projects
§ EMERGING ISSUES IN are related to each other and how they connect with the overall strategic
PROJECT DELIVERY goals of an organization.
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY
9. CLOUD-FIRST APPROACH BECOMING THE STANDARD
METHODS
§ ARCHITECTS ROLE IN § The demand for cloud computing solutions is increasing rapidly with more
CONSTRUCTION MANAGER- and more organizations shifting to the cloud to keep up with the changes
CONTRACTOR PROJECT in how they operate. To increase their operations, organizations are
DELIVERY METHOD looking for cost-effective measures that do not sacrifice functionality or
§ OVERVIEW ON INTEGRATED performance. That makes cloud computing the ideal solution.
PROJECT DELIVERY
§ CONTRACTOR-LED DESIGN § The rise in hybrid and remote working environments have also increased
focus on cloud solutions as they enable resources to work from anywhere
BUILD without losing access to critical business applications. Cloud solutions,
§ ARCHITECT-LED DESIGN additionally, have become more accessible and flexible, making them
BUILD; ARCHITECT easier to adopt. With all these changes, it is quite likely that a cloud-first
DEVELOPER approach is going to become the new standard to manage projects
§ EMERGING ISSUES IN intelligently for organizations everywhere.
PROJECT DELIVERY
 q EMERGING ISSUES IN PROJECT DELIVERY
MODULE 2
PROJECT DELIVERY 10. GROWING ATTENTION TO MENTAL HEALTH
METHODS
§ There has been a growing focus on mental health in recent years. With
§ ARCHITECTS ROLE IN
organizations beginning to reopen offices or shift to hybrid or remote
CONSTRUCTION MANAGER- working, there is bound to be elevated levels of stress among employees
CONTRACTOR PROJECT who have to acclimatize to these changes. To keep their employees
DELIVERY METHOD motivated and productive, organizations must seek ways to help them
§ OVERVIEW ON INTEGRATED manage stress and mental health effectively.
PROJECT DELIVERY § There are several steps that organizations can take to prioritize their
§ CONTRACTOR-LED DESIGN employees’ mental health. To start, organizations can implement flexible
BUILD hours to give their employees more freedom with “how” they work.
§ ARCHITECT-LED DESIGN Fitness programs also make for a good option. From a project management
BUILD; ARCHITECT perspective, managers should set clear expectations on project deadlines
DEVELOPER and goals while trying to offer more praise than criticism. These are just a
§ EMERGING ISSUES IN few steps that organizations can start implementing for improved mental
PROJECT DELIVERY health of their employees.

-END OF MODULE 2-
Reference: 10 Project Management Trends Emerging in 2022 / by Arpan Patra Published : March 28, 2022