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here is a wealth of knowledge concerning conflict management and its resolution in the workplace, howeverthere is a dearth of information relating to conflict management and its resolution in engineering project management. This paper set out to examine the reality of conflict management in engineering project management in New Zealand. This was achieved through a review of credible literature sources and the completion of a pilot study to gain subject matter expert perspectives. The research suggests that conflicts can be destructive, resulting in anxiety and strong emotional responses leading to reflexive reactions including avoidance, aggression, fight, hostility and a breakdown in communications and relationships. Findings indicate that managing a project structure is synonymous with handling conflict and these disagreements can be detrimental to the success of a project. The initial results suggest that a number of factors act as drivers of conflict in engineering projectsin New Zealand. These drivers are: power, personality, group dynamics and organisationculture. The conflict resolution tools cited as being widely used forengineering projectsare collaboration and negotiation. The paper also offers recommendations for future research

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