ABSTRACT
This chapter looks at how new procurement routes have changed the relationship between the three entities (the client, the design team and the contractor) that comprise the project team, as well as considering and naming the two generic project teams. It discusses the changes that have occurred within each of the three entities and how these can give rise to overlaps and complexities when creating a project team. Certain forms of procurement use a traditional project team during the early project stages and then revert to a contractor-led team by replacing the contractor as the client once the design has been developed to a specified stage. Determining and fixing the cost of a project continues to remain the most challenging aspect of any project. Management contracts can be used to minimise the overall duration for the design and construction of a project but they require significant overlaps between design, procurement and construction.
