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Traditionally, a physical facility went from concept to completion under a relatively simple system embodying the virtues of a three-legged stool: the owner provided the outline of the needed facility and furnished the money; the architect/engineer (A/E) expressed that desire in plans and specifications, and the contractor put the physical members in place pursuant to those plans and specifications. Of course, this tripartite relationship was never quite that simple since as problems arose, conflicts had to be resolved and compromises had to be made in order to achieve the result. There were, however, fairly clear lines of authority and responsibility among the three partners of the enterprise. The emergence of construction management as an important tool in the construction process, particularly in larger and more complex projects, has changed this traditional relationship and raised a number of pertinent issues: 1. What constitutes construction management? 2. What licensing requirements must a construction manager (CM) satisfy? 3. Can an A/E or a general contractor simultaneously operate as the CM? 4. What liability concerns can the CM expect to encounter? This article attempts to highlight the controversies concerning these issues. In particular, the article explores the problems that A/Es will face as they enter the field of construction management.

New Construction Methods and New Roles for Engineers