Integrated project emerging within the daily project life through active participation

Alliance as a project delivery method among other delivery methods enhancing collaboration has been increasingly implemented fully or partially especially for complicated construction projects to overcome so commonly experienced delays, exceeded budgets and legal disputes. These project delivery methods are not only based on common contracts but also on other management methods such early involvement of partners. Research has explored within construction management and elsewhere the benefits of alliancing and named principles of alliancing to enable forming more intense collaboration than in traditional projects.Yet, little has been said about how the daily life of alliance project looks like. Projects have particularities to which the alliance practices need to be adapted, but some practices seem to be transformed towards something that practitioners have not experienced before. This study explores the daily practices of an alliance project with an in-depth case study of a hospital project. We collected semi-structured interviews and made observations on meetings and workspaces to understand what was a new alliance way of performing project work.The defining quality of the alliance practices was in the case project active performing. We found three different types of practices based on the active performance of collaboration within the project. These practices formed the collaboration in daily project life that included a partial co-location. The paper contributes to construction management literature by introducing the daily practices of alliance project that produces intense collaboration and reflecting the relation of the practices to the contract and big room.