If you’re a building owner, tenant, charity, or business planning construction works, you’ll quickly run into a sea of acronyms: PM, CA, EA, QS, PD, PC, “monitoring surveyor”, “programme monitoring”… and it’s not always obvious who is responsible for what.
This guide explains the most common roles on UK construction projects in plain English, including what each role typically does, what they typically produce, and when you may genuinely need them. It’s also a helpful checklist if you’re scoping a project and want to avoid gaps or duplicated responsibilities.
Why roles overlap (and why that’s normal)
Different procurement routes and stakeholders shape the team structure. A traditional (design–bid–build) project will often look different to a Design & Build (D&B) project. Add a landlord, funder, insurer, or complex stakeholder environment, and you can end up with monitoring and assurance roles layered on top.
The key is making sure someone owns decisions, programme, cost, risk and change control — and that the building contract is administered correctly.
The three roles most commonly confused: PM vs CA vs EA
Project Manager (PM)
What they do
The PM leads the project on behalf of the client (or tenant), coordinating the team, managing governance, driving decisions, and keeping the project aligned to your brief, budget, programme and risk appetite.
Typical outputs
- Project Execution Plan / Project Management Plan (how the job will be run)
- Programme strategy and reporting (and coordination with the contractor’s programme)
- Risk register and actions
- Decision log / approvals tracker
- Stakeholder and communications plan
- Change control process (and ensuring it is followed)
Contract Administrator (CA)
What they do
The CA administers the building contract under traditional procurement (commonly JCT Traditional forms, or similar). This is not “general management”; it is a contract role focused on issuing instructions, assessing time impacts, and certifying key stages such as Practical Completion.
Typical outputs
- Contract instructions / notices (as permitted by the contract)
- Extension of Time (EOT) assessments (depending on contract mechanism)
- Certificates (including Practical Completion and defects processes)
- Formal communications that keep the contract running properly
Employer’s Agent (EA)
What they do
The EA is most common under Design & Build. The EA acts on behalf of the Employer (client) to administer the building contract from the Employer side. In practical terms, it’s a similar “contract admin” function, but for D&B structures.
Typical outputs
- Contract instructions / notices under the D&B form
- Payment and milestone processes (as defined in the contract)
- Completion and handover certifications / confirmations
- Managing formal change under the contract structure
Simple rule of thumb
A PM runs the project for you. A CA or EA administers the building contract (Traditional = CA, D&B = EA). You may need both.
Cost and commercial roles
Quantity Surveyor (QS) / Cost Consultant
What they do
The QS manages cost planning, procurement advice, valuations, variations/change, and the path to final account. On many projects, the QS is essential to keep budget forecasts credible and to prevent “death by small changes”.
Typical outputs
Cost plan (and updates as design develops)
- Tender analysis and recommendation support
- Valuation support and cost reporting
- Variation/change logs and cost impact assessments
- Final account management
Commercial Manager (Contractor side)
What they do
Similar domain to a QS, but aligned to the contractor’s commercial position (subcontracts, claims, payment cycles, and risk pricing). It’s important to understand a contractor’s commercial team is not the same as an Employer’s QS/cost consultant.
Design, compliance, and safety roles (often misunderstood)
Principal Designer (PD) (CDM)
What they do
Under the Construction (Design and Management) Regulations, the PD coordinates health and safety during the pre-construction phase, ensuring design risks are identified, reduced where possible, and communicated appropriately.
Typical outputs
- Coordination of pre-construction information (PCI)
- Design risk management support and design risk registers
- Input into H&S file requirements (handover information)
Lead Designer / Architect
What they do
Owns design intent and coordination (particularly in traditional procurement) and often leads the design team. On some projects the architect may also be the CA, depending on appointment and structure.
Building Control / Approved Inspector
What they do
Checks compliance with Building Regulations. This is a compliance role — not project management and not quality control for finishes.
Delivery-side roles (who runs the site?)
Principal Contractor (PC)
What they do
The PC delivers the works, controls site safety and logistics, coordinates subcontractors, and manages quality processes and the construction programme. They will usually provide the “site truth” about productivity and sequencing — though their programme still benefits from robust oversight.
Design Manager (Contractor side, common in D&B)
What they do
Coordinates design deliverables, approvals, RFIs, and design responsibilities within the contractor’s supply chain. This role is a cornerstone of successful Design & Build delivery.
Monitoring and assurance roles (programme monitoring, monitoring surveyors, independent certifiers)
Monitoring roles typically exist because a third party (landlord, funder/lender, insurer, or major stakeholder) wants independent assurance over programme, progress, risk and/or cost.
Programme Monitoring
What it is
Independent review of the project programme and progress reporting — checking logic, critical path, float, sequencing, and whether progress claims are credible. It can be used to validate recovery plans, mitigate delay disputes, and support governance decisions.
Typical outputs
- Baseline programme review (logic, critical path, key assumptions)
- Regular progress assessments (often monthly)
- Delay analysis / risk-to-programme commentary (where appropriate)
- Review of recovery programmes and mitigation plans
Monitoring Surveyor (MS) / Lender’s Monitor / Funder’s Monitor
What they do
Provides independent oversight (often for funders) on progress, cost-to-complete, drawdowns, and risk. The monitoring surveyor’s client is typically the funder/lender, not the project team — so their reporting emphasis is “assurance” and “exposure” rather than delivery momentum.
Typical outputs
- Monthly monitoring reports
- Progress verification and drawdown recommendations
- Risk and contingency commentary
- Cost-to-complete and programme confidence assessment
Independent Certifier (IC)
What they do
Independently certifies milestone achievements or completion states under specific agreements (common where funders want a neutral certification mechanism).
Clerk of Works / Site Inspector
What they do
Inspects workmanship and quality on site, reporting defects or non-conformances. This is especially valuable on complex fit-outs, refurbishments, and projects where finishes and detailing matter.
Important note
Monitoring roles don’t replace delivery roles. A monitoring surveyor or programme monitor can highlight risk, but someone still needs to manage it (usually the PM, supported by the QS and contract admin role).
Typical team setups by procurement route
Traditional procurement (e.g., JCT Traditional)
- Client PM
- Lead Designer/Architect (often also CA)
- QS/Cost Consultant
- Principal Designer (CDM)
- Principal Contractor
Design & Build (common for commercial fit-out)
- Client PM
- Employer’s Agent (EA)
- Client QS/Cost Consultant (recommended for robust cost control)
- Principal Designer (CDM) (may sit with client team or contractor depending on structure)
- D&B Contractor (with Design Manager)
Tenant projects with landlord oversight (licence to alter)
- Client PM + QS + EA/CA (depending on procurement)
- Landlord surveyor / landlord technical reviewer
- Often additional: programme monitoring, monitoring surveyor, or independent checks (landlord/funder requirement)
How to avoid gaps and duplication
The fastest way to reduce confusion is to create a simple RACI (Responsible, Accountable, Consulted, Informed) for the project’s key processes:
- Scope definition and sign-offs
- Design development and approvals
- Cost reporting and contingency management
- Programme ownership and change to milestones
- Change control (who can instruct, who can approve, who tracks)
- Payment and certification
- Handover, commissioning, and defects
If you want help setting this up, Rockall Projects can provide a practical RACI and governance pack aligned to your procurement route.
FAQs
Do I need a Contract Administrator if I have a Project Manager?
Often, yes. The PM runs the project; the CA runs the contract mechanisms under traditional procurement. On smaller projects, one organisation may support both functions, but the responsibilities should still be clearly defined and correctly appointed.
What’s the difference between an Employer’s Agent and a Contract Administrator?
Both are contract administration roles. In simplified terms: CA is typically used for traditional procurement; EA is typically used for Design & Build. The correct role depends on the form of contract and procurement route.
What is programme monitoring and who is it for?
Programme monitoring is independent assurance that the programme logic and progress reporting are credible. It’s often requested by landlords or funders, or used by clients who want extra confidence on critical path and delay risk.
Is a monitoring surveyor the same as a QS?
No. A QS/cost consultant works for the project/client to manage cost planning, procurement and change. A monitoring surveyor typically works for a funder/lender to provide independent assurance and drawdown recommendations.
Who signs off Practical Completion?
This depends on the contract structure. Under traditional procurement, the CA typically certifies Practical Completion. Under Design & Build, the EA (or other defined certifier under the contract) typically manages the completion certification mechanism as set out in the contract.
Can one firm act as PM and EA/CA?
It can be done, especially on smaller projects, but it must be set up carefully so governance and contract processes remain robust, auditable, and aligned to your risk profile.
Need help scoping the right roles?
If you’re unsure which roles you need (or you’re seeing monitoring requirements from a landlord or funder and want to sanity-check scope and fees), we can help you map responsibilities and build a sensible, proportionate team structure.