Conflicts in any organization can either be functional or dysfunctional and can contribute to or detract from the achievement of organizational or project objectives. This study investigated the frequency and intensity of conflicts, using five conflict centers, on projects executed with either the integrated or traditional method in Nigeria. Questionnaires were administered through purposive and snowballing techniques on 274 projects located in twelve states of Nigeria and Abuja. 94 usable responses were obtained. The collected data were subjected to both descriptive and inferential statistical analysis. In projects procured with traditional methods, conflicts relating to resources for project execution had the greatest frequency, while conflicts around project/client goals had the least frequency. For projects executed with integrated methods, conflicts due to administrative procedures were ranked highest while conflicts due to project/client goals were ranked least. Regarding seriousness of conflict, conflicts due to administrative procedures and resources for project execution were ranked highest respectively for projects procured with traditional and integrated methods. Additionally, in terms of seriousness, personality issues and project/client goals were the least sources of conflict in projects executed with traditional and integrated methods. There were no significant differences in the incidence of conflicts, using the selected conflict centers, between the traditional and integrated procurement methods. There was however significant difference in the intensity or seriousness of conflicts between projects executed with the traditional method and those executed with integrated methods in the following areas: technical issues, administrative matters and personality issues. The study recommends that conscious efforts should be made at teambuilding on projects executed with integrated methods.