The level of information disclosure by all stakeholders, especially, the project execution team (PET) members, during a building development project, significantly influences the project outcome. The quality content of the information available to the design team, reflects on the quality of the working drawings. Similarly, the project management system, level of information and knowledge sharing have overaching implications on the construction phase, as well as the ability to resolve any emerging constructability challenges. However, if any PET member treats their knowledge are as patent right, rather than open secret, that will create clogs in the wheel of progress, resulting in project delays, and time and cost overrun.

The case study strategy of qualitative research was adopted, to study the cause as well asof the delyas experienced during the construction of a building project, in a higher education (HE) institution in Nigeria. The findings revealed that the delay was because the project architect was economical with information on the concept adopted for the design. This created constructability challenges, significant time and cost overrun, as well as lingering maintenance problems. This research observed that because the project architect, who doubled as the project manager (PM) was reticent about the design concept, he held the project to ransom. Therefore, to ameliorate the negative impacts of being a judge in one's own case, this research recommends that the PM, in any building project, should be and independent individual or organisation and not anyone from among the consultants involved in the project.

Keywords: Design concept, Project manager, Project outcome.