Like the Construction Management Contract (CCDC 5A – 2010), this model allows work to begin and advance in stages before the completion of all designs, as the phases are designed, competitive and built in stages, while imposing fewer contractual burdens and risks on the owner. Factors Early in the tender document development process, project teams should consider the following factors when selecting the appropriate contract format for a given construction project: if this obligation includes services, either exclusively (CCDC-5A) or in combination with the execution of the work (CCDC-5B), a management contract should be used to create the appropriate framework. In the first case, the owner directly entrusts the execution of the construction (for example. B under a CCDC-17 contract). It acts as the contracting owner, so that the risk of the site manager is limited to the quality of the services provided. Compared to the traditional price contract (CCDC 2 – 2008), which requires the owner to manage the two contractors separately, the consolidation of the role of the design consultant and the client, under a design contract, reduces the risk of dispute and disagreement between the planning consultant and the client during construction; However, this approach also eliminates a certain degree of control and balance between these two roles, as the design consultant no longer generates independent contracts and directly with the owner. Public-private partnership (P3) The public-private partnership or P3 contract model builds on the traditional design format while initiating a funding element into the project. In this format, the P3-Design Build consortium typically provides construction financing for the project on behalf of the owner, and then amortizes their investment and profits through various payment streams that may include future installment payments from the owner, direct user fees, or different combinations of the owner.