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.

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Since the establishment of the Last Planner® system (LPS) by Ballard and Howell, multiple studies have been conducted to evaluate the implementation of LPS in many construction projects. However, few studies have recorded the implementation process in infrastructure projects. This study investigates the implementation of LPS in an infrastructure project (Minnevika Bridge project), detect the challenges that arise during the implementation, and suggest measures to overcome these challenges. Several data collection methods were used in an action research approach; namely, a single case study, a literature study, non-participant/participant observations, six semi-structured interviews and two surveys. The study revealed that the project followed the best practice process map for LPS implementation mentioned in the literature. Moreover, the project experienced challenges described in the literature that tend to arise when adopting LPS, similar to those reported from other construction projects (e.g. participants' resistance to the system). The study concludes with suggested measures to overcome these challenges (e.g. sufficient training and openness towards the LPS). Finally, the researchers represent challenges that are not clearly described in the literature (e.g., fear of responsibility when making the commitments).

As the adoption of both alliancing and lean in the construction industry has started becoming more prevalent, knowledge of the alignment of Lean Construction with alliancing could be valuable to practitioners looking at adopting lean project delivery. This paper contributes to addressing this issue by providing insight into the relationship between the alliancing project delivery method and Lean Construction project delivery through the review of a literature review, interviews and a document study. A major driver of alliancing is to deliver value for money to the client, so it comes as a surprise that, to this date, alliancing has yet to fully capitalize on the Lean Construction operating system to drive the pursuit of maximum value. The inclusion of a lean operating system would require only minor changes to the existing structure of a standard project alliancing agreement. Alliancing could essentially remain the same, both structurally and commercially, while incorporating Lean Construction methods and tools into its operating system. In the right circumstances, this combination could be used to deliver greater value to the client.