Level 4 · Integrated control
Developer + Project Manager
Use this pathway when you own the development decision and also coordinate construction delivery. It does not duplicate the two disciplines: it shows where one decision changes the other and what record is needed before moving forward.
Learn the development decision
Property Development
Understand strategy, site, feasibility, acquisition, planning, finance, sales and settlement before integrating delivery controls.
Open resourceLearn the delivery discipline
Construction Project Management
Understand design, consent, procurement, site, quality, commercial, inspection and close-out controls.
Open resourceApply both roles
Open the project workspace
Connect decisions, tasks, evidence, drawings, RFIs, cost, programme and close-out in one project record.
Open resourceIntegrated lifecycle
Decision → consequence → control → evidence → next decision
Open each gate when a development decision is about to create a design, construction, commercial or programme commitment.
1 · OpportunityIs this site and strategy worth investigating?
Construction consequence
Likely yield, access, services, hazards and existing conditions shape design and construction complexity.
Project-management action
Run a first-pass screen, record assumptions and commission only the investigations needed to reach the next gate.
Required evidence
Site screen, title/plan references, map layers, comparable-sales basis and risk notes.
Cost effect
Set investigation allowances and an early construction/civil range without treating either as a quote.
Programme effect
Set the offer and due-diligence decision dates before commissioning reports.
Consent effect
Screen likely planning/building/authority pathways without assuming an approval outcome.
Procurement effect
Commission only proportionate early investigations; do not appoint construction scope from a desktop screen.
Next PM action / decision
Decide whether to reject, monitor, negotiate or proceed to pre-offer feasibility.
2 · AcquisitionWhat must be verified before an offer condition is waived?
Construction consequence
Title, planning, ground, infrastructure and existing-building issues can change buildable area, method and sequence.
Project-management action
Coordinate lawyer, planner, surveyor, engineers, building reviewer, QS/accountant and lender around one due-diligence matrix.
Required evidence
Current title/instruments, LIM/property file, planning memo, inspections, service checks, finance/tax advice and feasibility version.
Cost effect
Update land value, civil/build allowances, professional fees, finance, contingency and exit assumptions.
Programme effect
Track condition deadlines, report lead times, approvals and settlement dependencies.
Consent effect
Identify approvals, conditions and investigations that affect the protected acquisition decision.
Procurement effect
Obtain focused fee proposals and early cost evidence needed for due diligence; keep unverified build allowances separate.
Next PM action / decision
Proceed, renegotiate, extend conditions or exit—and record why.
3 · Concept and yieldWhich concept balances market, planning, buildability and return?
Construction consequence
Form, levels, structure, retaining, access, services and product choices determine construction risk and cost.
Project-management action
Run coordinated design reviews and constructability checks before the layout becomes expensive to change.
Required evidence
Option drawings, planning advice, survey/geotech/civil inputs, QS estimate, market feedback and decision register.
Cost effect
Compare options using one scope basis and show unverified allowances separately.
Programme effect
Identify design freezes, long-lead investigations and approval-critical decisions.
Consent effect
Compare option compliance risk and supporting-report needs before freezing yield.
Procurement effect
Test constructability, material/system availability and cost-plan scope before selecting the concept.
Next PM action / decision
Select a controlled concept and brief the consent/design team.
4 · Approvals and designIs the project sufficiently coordinated to lodge and later build?
Construction consequence
Gaps between architecture, structure, civil, services, H1, products and consent conditions become RFIs, variations and delay on site.
Project-management action
Maintain design responsibility, drawing, RFI, consent-condition, producer-statement and authority registers.
Required evidence
Current issue sets, coordination records, calculations, specifications, lodgement receipts, RFIs and approved changes.
Cost effect
Update feasibility at each material design or consent change and before procurement.
Programme effect
Track information release, authority response, consultant dependencies and long-lead procurement dates.
Consent effect
Coordinate the application, consent conditions, design evidence and authorised-change pathway.
Procurement effect
Release only controlled scope; connect submittal, long-lead and design-responsibility dates to approval status.
Next PM action / decision
Confirm the approved scope and pre-construction readiness gate.
5 · Procurement and mobilisationWho is appointed, for exactly what scope, price, time and evidence?
Construction consequence
Missing scope, exclusions, unconfirmed products and unclear hold points become construction claims and quality gaps.
Project-management action
Package work, issue common information, level returns and link appointment, insurance, competency, programme and close-out obligations.
Required evidence
RFQ issue, quote comparison, clarifications, approvals, PO/subcontract, insurance and delivery/lead-time commitments.
Cost effect
Move approved commitments into the live forecast; never treat an unaccepted quote as committed cost.
Programme effect
Connect approvals, submittals, manufacture, delivery and site release dates.
Consent effect
Confirm the procured scope matches the current consent and pre-start obligations.
Procurement effect
Level scope, exclusions, approvals, insurance, lead time, evidence and close-out deliverables before award.
Next PM action / decision
Authorise mobilisation only when possession, safety, access, documents and hold points are ready.
6 · Construction controlCan the next work package proceed, be covered or be paid?
Construction consequence
Site quality, safety, sequencing and evidence determine rework, inspections, claims, CCC and buyer outcomes.
Project-management action
Use daily reports, lookahead, RFIs, variations, inspections, evidence requests, drawing revisions and ball-in-court controls.
Required evidence
Location-specific photos, approved documents, trade QA, consultant/council records, dockets, tests and formal decisions.
Cost effect
Reconcile instructed scope, commitments, claims, approved variations, forecast and contingency.
Programme effect
Track constraints, hold points, critical dependencies, recovery actions and evidence before concealment.
Consent effect
Use inspections, RFIs and authorised changes; never treat site progress as consent acceptance.
Procurement effect
Keep changes, deliveries, trade evidence and forecast commitments tied to the controlled scope.
Next PM action / decision
Release only verified work and keep the development forecast aligned with the site forecast.
7 · Completion and exitIs the project ready for practical completion, CCC, handover, sale or retention?
Construction consequence
Missing records, defects, commissioning and consent-condition evidence delay use, settlement, funding and buyer confidence.
Project-management action
Run defect, commissioning, CCC, warranty, as-built, handover and settlement readiness as linked close-out gates.
Required evidence
Inspection history, RBW records, producer statements, electrical/gas records, as-builts, manuals, warranties and accepted close-outs.
Cost effect
Forecast completion, retentions, unresolved variations, defect exposure, selling/settlement cost and remaining contingency.
Programme effect
Integrate final inspections, rectification, authority responses, title/sales, lender and settlement dates.
Consent effect
Track CCC, subdivision/title, consent conditions and authority acceptance as separate evidence states.
Procurement effect
Close trade defects, certification, as-builts, warranties and final accounts before representing the package complete.
Next PM action / decision
Close the project record, capture lessons and track post-completion obligations.
Use this in my project
Turn developer + project manager pathway into controlled action
Open the relevant workspace register, create the project-specific record, link the controlling documents and preserve evidence. The guide does not automatically approve or verify the action.