In modern construction, collaboration has become a key element for the success of projects. Both clients and contractors are aware of the importance of maintaining a solid relationship. However, as collaboration is subject to ambiguous factors that influence both the content of the project and the social elements, it is proven to be difficult to achieve this mission. Elemental differences in the goals, ambitions and responsibilities of clients and contractors during projects still exist and cause differences in perception. One of the elements collaborations are subject to, are external factors. These are especially hard to deal with due to the fact that the occurrence of said factors is beyond the control of the project team. This research provides insight in this volatile environment with the aim to increase the resilience of collaborations by answering the question: “What external factors are present during construction projects that influence the collaboration between client and contractors and how can the impact of these events be reduced up-front?”. To answer this question, a Q-study is performed. As input for this study, a model of the project environment distinguishing the internal and external project environment is created. The model defines 8 domains of external factors which influence client-contractor collaboration: economic, technological and political -context, the parent organisation of both client and contractor, subcontractors, related projects & surroundings and lastly the stakeholders. From the Q-study four perspectives on external factors are retrieved, confirming the difference in perception of the external factors for individuals, based on their respective role and organisations in the collaboration. To reduce the influence of external factors on the dynamics within the project team, a framework of measures to create resilient collaborations is composed. The measures are divided in three categories: preliminary organisation, creating flexibility and attention to soft side. Each category is elaborated on with specific measures and which domains are addressed by implementing these measures. Moreover, the implementation in the project life cycle is explained making the framework directly usable for project organisations.