Understanding how to systemise, organise, and finance the design, construction, operation, and maintenance activities are all parameters needed to be optimised simultaneously in a Project Delivery Method. To meet the challenges of increasingly complex projects, a new class of delivery methods is emerging. These methods are often labelled “collaborative” since they seek to align the client’s interest with those of the supply chain. The purpose of this article is to present the current state-of-the-art through a review of 156 identified articles concerning Partnering, Integrated Project Delivery, Alliancing, Relational Contracting, and Relationship-Based Procurement. A framework for the methodological procedure based on the state of the art within qualitative research was elaborated and is reported on in this paper. The results show that there is a range of research on collaborative project delivery methods across the world. By analysing the study purposes, important themes generated and delineated as a) Conceptualisation, b) Implementation and experiences, c) Pros & Cons, d) Building Partnership & Social Dimensions, and e) Performance and Success. The paper provides an overview of collaborative project delivery methods identified in the realm of academic journals. Secondly, knowledge gaps have been identified by creating a summary of the body of evidence.

The study aims to identify the effects of implemented elements of Integrated Project Delivery (IPD) on the production phase, and the effect on team, individual and task needs. The paper advances research on IPD in practice and facilitates better transition to IPD to resolve challenges in the construction industry. The research includes a single case study of the Tønsberg Project in Norway, combined with a literature review. The case study consists of a document study and semi-structured interviews with key informants from the contractor. The research established that too many elements were attempted implemented at once, causing a tendency to fall back on traditional ways of doing things when the process lagged. Even so, the interviewees saw great potential in IPD, with more education and training. Furthermore, the experienced effects in the Tønsberg Project fulfilled team needs to a greater extent than individual and task needs. This reflects the IPD idea of the owner, contractor and designer working together as a unit and shows the value of leaders using IPD. The research is limited by a single case study and the contractor's perspective. Further work might study different projects or increase the differentiation in roles and data collection.

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The international construction industry is subject to several types of crime. Among the least researched is the exposure to counterfeited, fraudulent and substandard (CFS) materials. The study presented in this paper examines the presence of these materials in the Norwegian construction industry and the characteristics of the construction industry that that render it vulnerable. A survey was sent out to different stakeholders within the industry, collecting experiences and knowledge about these types of materials. More than half of the respondents (9 of 17) stated that they pose a threat to the industry to a high or very high degree. To investigate the presence of these steel products, 3 semi-structured in-depth interviews were conducted with key actors. The data shows the occurrence of these materials in the industry. The interviewees all believed that CFS steel products exist in the Norwegian construction industry, and examples were given of the occurrence of it. The interviewees believed that the industry is vulnerable to this threat because it is easily accessible for temporary and dishonest actors, and it has a high degree of trust combined with a certain lack of controls. Further work can result in recommendations for possible countermeasures.

Target costing aims at making both cost and value to drivers for design. Still, few have studied how this is done in a high-performance building project, where a set of parameters beyond the typical cost, schedule, and quality parameters are optimised. Here we explore how a construction project team collaborated to reach the owner's allowable cost during design using observations and document study. The findings show that the owner should precisely describe expectations before starting Target Value Design. If not, the owner will get disengaged or develop suspicion towards provided cost estimates. Furthermore, we argue that the typical development of expected cost can inhibit a high-performing design team. The expected cost typically starts at the owner's allowable cost, increases drastically during design, and has to be substantially reduced. The consequence is that a highperforming team's mood moves from optimism towards realism and eventually into a realm where challenges occur. The domain where challenges arise is when the project team must substantially reduce the expected cost to reach an acceptable level. To remain high-performing throughout, the project team should avoid a drastic increase in expected cost in the initial stages.