A client-side project manager coordinates delivery for the owner; a superintendent administers the construction contract where that contract appoints one. The same person or firm may be engaged for both, but the roles and duties must be kept clear.

What does the project manager do?

The project manager helps the client manage the brief, consultants, procurement, decisions, programme, risk, stakeholder communication and reporting. Their authority comes from their appointment and the client’s delegations. They should identify what the owner needs to decide and when.

What does the superintendent do?

The superintendent performs functions set out in the particular building contract. These may include issuing directions, assessing payment claims, extensions of time, variations and practical completion. Some assessments require an independent or impartial exercise of judgement under the contract. The title alone does not tell you which functions or powers apply.

Where do owners get caught out?

Problems arise when a manager promises a change, a designer issues revised drawings and nobody checks who is empowered to instruct the contractor or certify its cost. Keep a written authority matrix and use the contract’s notice and approval process. If one consultant holds both appointments, record when they are advising the owner and when they are acting under the construction contract.

At the first project meeting, ask for two columns in the contact sheet: “owner advice and approvals” and “formal contract notices and certification”. That small distinction helps consultants and the builder send each matter to the correct person and reduces accidental instructions.

The exact position depends on the contract and appointment, so review those documents before directing work. Our guide to variations explains the decision trail.

Sources and further reading

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