This paper describes the ways in which factors of project environments determine the application of management concepts, particularly risk management, in industrial design engineering (IDE) and architectural projects. The paper is based on a set of eight design cases prepared for the IDE+A conference. Given the limited number of cases and the constraints imposed by the overall case study design, it was necessary to supplement the insight derived from the cases with a review of generally accepted accounts of the design process in IDE and architecture. By sorting the cases according to the emergent dimensions of internal vs. external project and market- vs. client-driven and comparing the applications of project management concepts in each case, we will find that the environmental factors provide a clearer picture of how and why different project management concepts are applied than do the disciplinary factors. Indeed, by focusing on the project environment factors we may be in a better position to predict project management approaches will be required in design-build or other unusual or innovative project organisations. innovative project organisations.