A comparative study of early contractor involvement and project alliancing

The advantages of integrating construction knowledge into design development have long been recognised by the construction industry. Early contractor involvement and project alliancing are two recent relational contracting labels that have been largely utilised in the Australian construction industry for the public and private infrastructure projects over the last few years. Although both models are classified as collaborative form of procurement, there are some substantial different requirements in project management behaviours and working relationships between these models. This paper contributes to this area by comparing these two models through in depth interviews with experts. The findings suggest that the change in relationship; gaining greater control through trust, price certainty and contract formality together in different stages of the project; lesser extent and length of senior level managers involvement in the project; and reluctance of contractor to contribute in innovation before the construction stage, are the key project management behaviours