ABSTRACT
In recent years we have witnessed an emerging number of built projects marking an
exciting turning point in landscape architecture design and construction practice. In
addition to addressing the problems of our contemporary environment, complex and
ambitious projects such as the Queen Elizabeth Olympic Park, London have inspired
new documentation and construction processes. In this final chapter we focus on
how these changes have reconceived the nature of collaboration, challenging hierar-
chical and disciplinary power structures and developing new relationships between
designers, clients and contractors. As David Scheer notes we are now at a pivotal
moment where the designer’s role will move from the generalist to specialist, from
the master builder to the collaborator.1
