Construction delivery systems have become more diverse in recent years due to the increasing complexity of building use, building owner needs, and construction technology. In addition, due to a lack of in-house engineers, the scope and responsibilities of each project stakeholder have become unclear. This paper clarifies the effects and problems of early entry of general contractors into projects and utilization of external project managers, based on interviews with building owners, architects, general contractors, and external project managers, and considers countermeasures.

(1) Early entry of general contractors into projects

　Many of the building owners, architects, and general contractors answered that it was effective in rationalizing and improving the construction period, planning of temporary works, and structural types, etc. And private building owners were positive about early entry of general contractors because value engineering proposals and cost reductions could be expected. On the other hand, public building owners are reluctant to involve general contractors in early phase of project unless special technology is required because transparency and accountability are difficult to achieve.

　Therefore, in order to involve general contractors in public works from an early stage of projects, it is necessary to take measures to ensure transparency of the general contractor selection process and construction costs. In addition, by utilizing an external project manager to promote operations from requirements arrangement to order support, it is possible to ensure the explanatory adequacy. However, in order to utilize project managers in public projects, it is necessary to establish a system that can correctly evaluate the effect of introducing them.

(2) Expectations for project managers

　This paper clarifies that there are cases in which accuracy is insufficient when the building owner arranges design requirements by themselves, and that there are cases in which an appropriate fee is not obtained when the architect arranges requirements. Building owners who have in-house engineers and who place orders on a daily basis answered that they organize design requirements internally. On the other hand, it is not clear whether the Contractor feels that the work has been sufficiently completed.

　If the project manager supports the requirements organization, the project will be more efficient, the level of deliverables will be maintained, and architects will be able to focus on their own work. In addition, there were responses from architects and general contractors requesting the project managers to acquire specialized knowledge and skills related to design and construction. On the other hand, there were responses from building owners that they wanted project managers to have knowledge and experience specific to their core business and building type. Project managers with such knowledge and experience can help organize useful design requirements.

　This paper shows the possibility of supplementing the problem by the coexistence of early entry of general contractors to the project and utilization of project managers. And the characteristics of the role of the project manager expected in Japan are described.