Put the project manager's authority, reporting lines and limits into one clear agreement

A project management agreement sets the boundaries of the manager's role before the project gathers pace. In construction, confusion often arises over who can issue instructions, approve variations, coordinate consultants, monitor programme or deal with site communications. If those points are left vague, payment disputes and responsibility gaps can follow. A properly drafted agreement records the actual remit, authority limits, reporting lines and fee structure in a way that matches the project. This service You will get a clear view of the legal issues and the next steps that matter.

Most project management agreements cover the services to be provided, the project stages involved, reporting obligations, meeting attendance, document control, fees, invoicing, payment triggers, authority limits, confidentiality, liability wording, variation procedures and termination rights. For construction projects, it is also common to address programme monitoring, consultant coordination, communication routes with the client and contractor, and how safety-related interfaces are handled without shifting legal responsibility unintentionally. The wording should reflect whether the manager is acting in an administrative role, a coordination role, or a broader delivery oversight role.

The drafting depends on the actual working arrangement, the project documents and the factual context, not just the label used for the appointment. Key points include who is appointing the manager, whether the fee is fixed, hourly or milestone based, what deliverables are expected, and whether the manager has any authority over instructions, variations or consultant coordination. It also matters whether the manager attends site, prepares progress reports, or interfaces with health and safety processes. Those details shape the risk allocation and wording far more than a generic professional services template.

A consultant appointment often suits a narrower advisory role with defined deliverables, such as design, surveying or specialist input. A project management agreement usually needs more detailed provisions on coordination, reporting lines, authority boundaries, programme oversight and day-to-day interaction with contractors and consultants. That difference matters because a project manager may sit in the middle of communications and change control without actually taking on contractor obligations. If the role includes active oversight across the job, the agreement should reflect that structure clearly rather than relying on a standard consultant form.

You can start with a generic consultancy template, but it often misses the construction-specific points that matter most in a project management role. Templates may be vague on authority to issue instructions, responsibility for progress reporting, involvement in variations, document control, meeting obligations and the limits of any site-related function. That can leave too much open to argument once the project is live. A tailored draft or review is usually more useful where the manager sits between multiple parties and the commercial position depends on clear scope, payment mechanics and responsibility boundaries.

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They'll send you a fixed fee quote outlining costs, scope, and timing. If you're happy, you can accept and sign our engagement letter online. Once that's done, we'll connect you with an expert lawyer who will complete your project via email, phone, or video chat, with the timing confirmed in your quote.

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Prices typically range from £100 to £1,500 depending on the complexity and scope of the work. For ongoing support, Sprintlaw Memberships include options such as legal templates, consultations, a legal helpline and credits for services.

If your project is larger or more complex, we will provide a tailored quote after understanding what you need.

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