Blog Post: Do you know the difference between a Contract Administrator, Project Manager, Employer’s Agent, and a Project Monitor? Part 3: The Project Manager

Misunderstanding the scope of the different roles often leads to disagreements and disappointment if not suitably communicated and agreed beforehand.  Can the sporting world help in unpicking who is who?

The Project Manager (PM) ‘Technical Director’

So far we have looked at the Contract Administrator ‘The Referee’ and the Employer’s Agent ‘The Coach’.  This week it’s the turn of the Project Manager, and to keep with the sporting analogy ‘The Technical Director’.

Photograph below – Gradient are appointed as the project management for this £3m new build Fishing Quay on Eastbourne Harbour.  Phase 1 completed 2021, phase 2 due for completion 2022.

As Project Manager we are leaving pitch side to go sit in the stands and, on occasion, the director’s box.  Our role as a Project Manager (PM) is to lead, direct, manage and be accountable for the success of the project.  We are often appointed as a PM when the client has a vision but is not sure how to take their idea forward and, in this case, get the building they want and need.

As a PM we spend a lot more time with our clients, particularly at the beginning of the project.  Our client, whether an individual or board of directors, needs us to be their construction strategic advisors and deliver them a building that will support, enhance and even transform their lives or business.  This means we can be involved in funding, communication with external stakeholders, press and media, legal teams and are often involved in landlord and tenant matters.

As a PM we are expected to manage our client’s risk, consider options for building (traditional or modular), make key decisions (appointing the design team), lead value engineering (cost saving), scheduling and programming and ensure the technical aspects of the project and construction process are tracked.  We are the link between the client and the construction and design teams, just as a ’Technical’ or ‘Sporting Director’ might liaise between the team owner and the playing staff.

There are a number of different types and methods of project management, examples include PRINCE2®, Agile, Scrum and Kanban – we see this as the teams formation or the ethos of what the team stands for.  There are advantages and disadvantages for each and selection may depend upon the complexity and scope of the project, with many of our clients adopting elements to suit their own preferences and experiences.  Luckily we are well versed in the principles of them all.

As PM our authority extends across the design and construction teams, and we can in some circumstances be named in the contract.  Where we are also appointed as a Contract Administrator ‘The Referee’, we will often nominate a different member of our team to ensure there is no confusion over roles and responsibilities as we progress to the construction phase.  We will manage the team to develop and deliver a project for the client, providing information, controls and manage communications between the team and the owner so that they in turn can make informed decisions.

The administration of a contract by a PM is associated with the New Engineering Council (NEC) suite of contracts, but as with the CA and EA roles, when named in the contract we must act impartially.

Part 4 – The Project Monitor (PMo) The ‘The Scout’ to follow next week

Please call for impartial advice on how we can assist and support you. Whether you are planning to spend a few hundred thousand or multi millions on your project, your call to us could set you in the right direction for success.

richard@gradientconsultants.com | Tel. 07734 478 775