Projects go better when legal support is integrated

On major construction projects, whether in the infrastructure, real estate, or energy sectors, the legal input required is as layered and dynamic as the project itself. External legal advisers are often engaged at different stages, but their true value is unlocked when their roles are connected across the lifecycle of the project.

For both businesses behind major projects and the law firms that advise on them, this necessitates a move away from the traditional siloed approach of operating with separate ‘front-end’ and ‘disputes’ legal teams. This is the case no matter the location of the project or the legal regime under which the project sits, notwithstanding that the location of the project and the applicable legal regime will shape how external advisers can serve the interests of the businesses that engage them.

Below, we look at the types of lawyers typically engaged on major projects and why bridging the gap between front-end strategy and back-end resolution – and leveraging teams involving both legal skillsets – can create a more resilient and efficient project delivery environment. 

The role of front-end lawyers 

Front-end lawyers are engaged early on in the project lifecycle – if acting for the procuring entity, they are often engaged while the project is still at a conceptual stage. Their work includes: 

• when acting for procuring entities, structuring procurement strategies and delivery models;
• whether acting for procuring entities or the supply chain, drafting and negotiating contracts with partners, employers, contractors, consultants, and suppliers;
• supporting bid processes and tender documentation.

Their goal is to create a contractual framework that reflects their client’s commercial objectives while achieving an allocation of risk which is acceptable to all parties involved. Done well, this work lays the foundation for smoother project delivery and fewer disputes. 

The role of project counsel  

Project counsel operate during the live phase of the project, i.e. once contracts are effective and being performed. They can be embedded in the project delivery team or closely aligned with it, providing: 

• project kick-off guidance; 
• real-time advice on contract interpretation and risk management;
• pro forma notice and communications support;
• support with change management, variations and claims; 
• guidance on governance, reporting and stakeholder communications; 
• strategic input on early dispute avoidance and resolution.

They help translate the contract into action, ensuring that the contract is a living document and that legal strategy supports operational delivery. Their presence can prevent issues from escalating and keep the project on track. 

The role of dispute resolution lawyers

Dispute resolution lawyers are typically engaged when things go wrong – or are at risk of doing so. Their work includes:

• advising on claims strategy and dispute avoidance;
• preserving evidence and managing document production;
• supporting settlement negotiations and mediation; 
• managing formal dispute processes, such as adjudication, arbitration or litigation;
• overseeing enforcement following a decision.

Increasingly, however, their role is proactive. When involved early, they can help shape strategy, protect entitlements, and avoid costly escalation. 

The problem of silos and advantages of integration

Fragmented legal support across front-end, delivery and disputes phases creates inefficiencies and increases risk for major projects. In contrast, integrated legal teams provide continuity, enabling proactive risk management and strategic decision-making throughout the project lifecycle.

Early involvement of front-end lawyers ensures robust contractual frameworks, reducing the likelihood of costly disputes later, while the embedding of project counsel during delivery helps maintain governance, manage variations, and avoid escalation. Early engagement of dispute resolution specialists can also help shape strategy and protect entitlements, preventing claims from spiralling.

For businesses behind major projects, this integrated approach means fewer delays, better cost control, and stronger stakeholder confidence – all features critical in the competitive infrastructure and energy markets especially.