Study guide
2.2 Project Delivery Methods
Certified Construction Manager Exam
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1 Program & Project Management Fundamentals
1.1 Project Management Fundamentals 1.2 Project Initiation & Chartering 1.3 Scope Management & WBS 1.4 Resource Allocation & Management 1.5 Project Relationships & Stakeholders
2 Chapter 2: Project Planning & Pre-Construction
2.1 Pre-Construction Phase Services 2.2 Project Delivery Methods 2.3 Bidding, Procurement & Award 2.4 Project Communications Management 2.5 Site Management & Logistics
3 Cost Management & Value Engineering
3.1 Cost Management Principles 3.2 Cost Estimating Techniques 3.3 Value Engineering Processes 3.4 Earned Value Management (EVM) 3.5 Progress Payments & Cost Control
4 Chapter 4: Time Management & CPM Scheduling
4.1 Time Management & Scheduling Fundamentals 4.2 Scheduling Techniques (CPM, GERT, Line of Balance, PERT) 4.3 CPM Network Calculations and Logic 4.4 Schedule Compression (Crashing, Fast-tracking, Leveling) 4.5 Time Extensions, Delay Analysis & Schedule Control
5 Chapter 5: Contract Administration & Project Documentation
5.1 Contract Management & Administration Principles 5.2 Contract Types & Payment Provisions 5.3 Submittals, Shop Drawings & RFIs 5.4 Change Orders & Change Directives 5.5 Project Closeout Procedures
6 Chapter 6: Quality Management & Commissioning
6.1 Quality Management Principles 6.2 Quality Management Systems 6.3 Quality Assurance (QA) and Quality Control (QC) 6.4 Quality Inspection & Testing 6.5 Building Commissioning
7 Chapter 7: Safety Management & Incident Prevention
7.1 Safety Management Principles 7.2 OSHA Compliance & Construction Standards 7.3 Hazard Identification & Mitigation 7.4 Safety Training & Communication 7.5 Accident Investigation & Safety Performance
8 Chapter 8: Risk Management, Insurance & Bonds
8.1 Risk Management Principles 8.2 Risk Identification & Assessment 8.3 Risk Response & Mitigation Planning 8.4 Construction Insurance & Bonds 8.5 Contingency Planning & Management
9 Chapter 9: Professional Practice & CMAA Standards
9.1 Professional Practice & Construction Law 9.2 Roles & Responsibilities of the CM 9.3 Ethics & Professional Conduct 9.4 CMAA Standards of Practice 9.5 Construction Claims & Disputes
10 Chapter 10: Sustainability & Environmental Compliance
10.1 Sustainability & Green Construction 10.2 Sustainable Practices & LEED 10.3 Environmental Compliance & Risk
11 Chapter 11: Construction Technology & BIM
11.1 Construction Technology & BIM 11.2 Project Management Software 11.3 Site Technology & Tools
2.2 Project Delivery Methods
Key Takeaways Explain This Topic AI
A project delivery method dictates the contractual relationships between the owner, designer, and constructor, influencing risk allocation and project control.
Design-Bid-Build (DBB) is the traditional method, characterized by distinct phases and linear progression, but it can lead to adversarial relationships and longer schedules.
Design-Build (DB) provides the owner with a single point of responsibility for both design and construction, facilitating fast-tracking and early cost certainty.
Construction Management at Risk (CMAR) involves the CM acting as an advisor during design and transitioning to a general contractor role during construction, typically providing a Guaranteed Maximum Price (GMP).
Integrated Project Delivery (IPD) aligns the interests of all key stakeholders through a multi-party contract, shared risk/reward, and collaborative decision-making.
Last updated: July 2026
Understanding Project Delivery Methods
A Project Delivery Method is the comprehensive system used by an agency or owner for organizing and financing design, construction, operations, and maintenance services for a structure or facility. The chosen method defines the contractual relationships among the primary parties—the owner, the designer (architect/engineer), and the constructor (contractor/CM).
Selecting the appropriate delivery method is one of the most critical decisions an owner makes early in the project lifecycle. The choice impacts how risks are allocated, how much control the owner retains, the speed of project execution, and the overall cost structure.
Design-Bid-Build (DBB)
Design-Bid-Build (DBB) is the traditional and most widely used delivery method, especially in public sector projects due to statutory requirements for competitive bidding.
Structure and Process
In DBB, the owner holds two separate contracts: one with the designer and one with the general contractor. The process is strictly linear:
Design: The owner hires an architect/engineer to complete 100% of the design documents.
Bid: The completed design is released to the market, and contractors submit competitive bids.
Build: The contract is typically awarded to the lowest responsive and responsible bidder, who then executes the construction.
Advantages
Familiarity: It is a well-understood process with established legal precedents.
Owner Control: The owner has significant influence over the final design before committing to a construction contract.
Competitive Pricing: The open bidding process theoretically yields the lowest initial construction cost.
Disadvantages
Linear Schedule: The sequential nature prevents "fast-tracking" (overlapping design and construction), resulting in a longer overall project duration.
Adversarial Relationships: The separation of design and construction often leads to finger-pointing and disputes over design errors or omissions (change orders).
No Constructor Input During Design: The contractor cannot provide constructability reviews or value engineering during the design phase.
Design-Build (DB)
In the Design-Build (DB) method, the owner holds a single contract with a Design-Builder, an entity responsible for both the design and construction of the project. This entity can be a single firm, a joint venture, or a contractor with an architect as a sub-consultant.
Advantages
Single Point of Responsibility: The owner relies on one entity for the entire project, eliminating the "blame game" between designer and contractor. If there is a design flaw that impacts construction, it is the Design-Builder's responsibility to fix it, not the owner's.
Fast-Tracking: Because the same entity handles both design and construction, construction can begin on early phases (like site work and foundations) before the final design is complete, significantly shortening the project schedule.
Early Cost Certainty: The owner typically receives a firm price much earlier in the process compared to DBB.
Disadvantages
Less Owner Control: The owner has less influence over the design details once the performance criteria are established and the contract is signed.
Difficulty in Evaluating Proposals: Comparing DB proposals can be challenging, as the owner is evaluating varying designs and technical solutions alongside price.
Construction Management at Risk (CMAR or CM/GC)
Construction Management at Risk (CMAR) , also known as Construction Manager/General Contractor (CM/GC), involves the owner holding separate contracts with a designer and a construction manager. However, unlike DBB, the CM is engaged early in the design phase.
Structure and Process
Pre-Construction Services: The CM acts as an advisor to the owner and designer, providing constructability reviews, cost estimates, and scheduling.
Guaranteed Maximum Price (GMP): At a certain point in the design process (often around 60% to 90% completion), the CM provides a GMP. The CM guarantees that the project will be built for a sum not exceeding this price.
Construction: Once the GMP is accepted, the CM transitions into the role of a general contractor, holding the risk for construction performance and subcontracting the work.
Advantages
Early Constructor Involvement: The CM provides valuable input during design, leading to better cost control and fewer constructability issues.
Cost Protection: The GMP protects the owner from budget overruns, assuming the scope remains unchanged.
Open Book: The CM typically manages the project on an "open book" basis, allowing the owner to audit costs and often share in any savings if the project finishes under the GMP.
Disadvantages
Potential Conflict of Interest: The CM's role shifts from an objective advisor during pre-construction to a risk-bearing contractor during construction, which can sometimes create friction regarding the GMP development.
Two Contracts: The owner still manages separate contracts with the designer and the CM, retaining some coordination risk.
Multi-Prime Contracting
In Multi-Prime Contracting , the owner acts effectively as the general contractor, holding separate direct contracts with various trade contractors (e.g., electrical, mechanical, structural) rather than a single general contractor.
Characteristics
The owner has maximum control but assumes immense risk and responsibility for coordinating the trades and managing the schedule.
Often used by sophisticated owners with large in-house construction management teams, or in conjunction with an Agency CM who manages the primes on the owner's behalf without taking financial risk.
Integrated Project Delivery (IPD)
Integrated Project Delivery (IPD) is an emerging, highly collaborative delivery method. It seeks to align the interests, objectives, and practices of all key stakeholders (owner, architect, and general contractor) through a single, multi-party contract.
Core Principles of IPD
Shared Risk and Reward: The primary participants tie their profit to the overall success of the project, not just their individual scopes of work.
Early Involvement of Key Participants: The entire team is assembled at the very beginning of the conceptual phase.
Collaborative Decision-Making: Decisions are made by consensus among the core group.
Liability Waivers: The contract often includes waivers of liability between participants to foster open communication and eliminate defensive behavior.
IPD is highly effective for complex projects (like hospitals) where innovation and close coordination are critical, though it requires a significant cultural shift and high trust among participants.
Choosing the Right Delivery Method
There is no one-size-fits-all delivery method. The decision must be based on a thorough analysis of the owner's priorities:
If lowest initial cost and total control over design are paramount, DBB may be appropriate.
If speed (fast-tracking) and single-point responsibility are critical, Design-Build is often the best choice.
If cost certainty, transparency, and pre-construction expertise are desired, CMAR provides a balanced approach.
If the project is highly complex and the owner wants to foster innovation through shared risk, IPD should be considered.