A comparison between early contractor involvement (ECI) and project alliancing delivery systems
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. Both models introduce the project delivery contractor's expertise and advice much earlier in the project lifecycle than has traditionally been the case. 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 semi structured interviews with experts at the senior management level who have been involved in ECI and Alliances projects and played significant roles in the project process. The findings suggest that the change in relationship resulted by transitioning from collaborative approach at the early stage into a traditional type of working environment; 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 and working relationship differences when ECI is adopted for a project in comparison with Project Alliancing.