Even where a method of project delivery is selected, it can be unclear or incorporate aspects of other methods given that government contracts may be custom or highly modified and do not typically utilize a CCDC standard form of contract. Additionally, these contracts may in fact vary from project to project as the government implements their own ‘lessons learned’.
Roles and expectations may not be fully developed at the time of a Request for Proposal, and partners such as a construction manager may also be unknown (including their scope, which directly impacts the architect’s/consultant’s scope). This can result in a ‘worst-case scenario’, where both parties are awarded projects more or less by virtue of being the lowest compliant bidder and are limited in the scope of work they are responsible for and can undertake within their respective fee structure.
As such, the impact on an architect’s/consultant’s scope of services can be completely unknown, and may need to be re-evaluated upon award when roles and processes are more clearly defined.
Consider the above commentary with respect to any given method and exercise due care and diligence.
1 The Canadian Handbook of Practice for Architects Second Edition 2009, Section 2.3.9 Construction Procurement – Introduction (p.1)