Not every construction project follows a straightforward path from completed design to tender and construction. On larger or time-sensitive projects, owners may need to begin construction activities before all design work has been finalized. When this level of flexibility is required, traditional contract models can become difficult to manage. The construction management contract for services (CCDC 5A) was developed to address this challenge by bringing construction expertise into the project earlier and allowing work to proceed in phases.
Unlike traditional contracts where a general contractor is responsible for delivering the completed project, CCDC 5A establishes a relationship between the owner and a construction manager who acts primarily in an advisory and coordination role. The construction manager provides expertise during design development and assists with planning, scheduling, procurement, budgeting, and project administration throughout construction.
A defining characteristic of CCDC 5A is that the owner enters into separate contracts with the various trade contractors. Rather than managing subcontractors directly, the construction manager oversees and coordinates their activities on the owner’s behalf. Because the owner holds these contracts, this delivery method is often referred to as the “owner at risk” construction management model.
One of the primary benefits of CCDC 5A is the opportunity for early contractor involvement. By participating during the design stage, the construction manager can provide valuable input regarding constructability, scheduling, material availability, and cost implications before design decisions are finalized. This collaborative approach can help identify potential challenges early and reduce the likelihood of costly redesigns or delays later in the project.
The phased nature of CCDC 5A can also support accelerated project schedules. Rather than waiting for the entire design package to be completed, individual portions of the work can be tendered and constructed as designs become available. For projects facing tight timelines, this overlap between design and construction can significantly shorten overall delivery schedules.
Cost control is another key consideration. Since the full scope of work may not be defined at the outset, project budgets can evolve throughout the design process. To provide greater financial certainty, owners and construction managers frequently establish budgeting controls or guaranteed maximum price arrangements as the project progresses.
With CCDC 5A, it is important to note that, because the owner contracts directly with the trades, the owner consequently assumes greater responsibility for project risk, contract administration, and overall project oversight. Therefore, this model is often most successful when the owner has internal construction expertise or retains experienced professionals to support project management and decision-making.
CCDC 5A is an ideal choice for complex projects where schedule pressures, evolving designs, or the need for early construction input make a traditional design-bid-build approach less practical. By creating opportunities for collaboration during design and construction, it offers a more flexible path to project delivery while maintaining separate contractual relationships between the owner and the trades.
The next article in this series will examine CCDC 5B, the construction management contract for services and construction, a closely related model that shifts more responsibility and risk to the construction manager by having them contract directly with the trades.
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