Project delivery models — situational or fixed design?

This paper discusses project delivery models (PDM) and how they influence cost and value of the projects. More specifically, it raises the issue of the choice of project delivery models itself. Major projects are strategic endeavors and the choice of PDM for the project is an important corporate governance decision. On the other hand, optimization of PDMs need to consider the situation and the objectives of the project. Consequently, sponsors and project managers often develop the PDM in each case to deliver optimal results. To what degree is a "one size fits all" strategy viable? If there were one model that to an acceptable degree can fit all purposes and situations - what would we gain and loose from making such a unified choice? The paper discusses these lines of argument and shows that there are no obvious answer to the big question. More research is needed, but at this stage the arguments for standardization seems stronger than the arguments for designing PDM for each project.