ABSTRACT
The advent of new procurement methods for construction work and the wider role of the professional adviser has led to a fundamental reappraisal of the various functions carried out by construction professionals. Indeed, as has been mentioned previously, the more sophisticated clients are now taking an active role in the project management process itself. This has correspondingly led to a considerable change in the organization of both the projects and the traditional professional practice, with the architect or engineer no longer automatically considered to be the project leader. The leader of the project can now rise from any of the participants depending on the procurement method, form of agreement, etc.
