A Framework for Understanding and Influencing Decision Making in Large Projects (original) (raw)

A Decision Research Perspective on the Management of Mega-projects

A substantial academic literature has developed in recent years concerned with the performance and management of so-called ‘megaprojects’. It is argued, implicitly or explicitly, that such projects are special in some way and deserve specific attention. The difference is typically conceived as one of scale of absolute financial commitment, but arguably, they possess separate and perhaps only partially correlated, other characteristics such as strategic importance and size relative to the context of their implementation. Over a rather longer timescale, the Business and Management academic literature has developed a significant stream of work looking to analyse and improve strategic management within organisations. A feature shared by each stream of work is the adoption of a cognitive, decisional perspective as one lens through which to view, and hopefully better understand, the issues concerned. In this paper, decisional perspectives identified in each of the two literatures are taken and used as a framework for understanding the implementation of megaprojects. Building on this platform, questions are then asked about how the management of such large and demanding projects might be done differently, especially in terms of seeking to address some of the principal criticisms of megaproject analysis and management, for example, over-optimistic performance projections and cost estimates. The aim throughout is to distil the insights the academic decision research literature and perspective can offer, but to develop from that foundation advice and support clearly attuned to a practitioner viewpoint.

Detect, reflect and adapt: factors influencing critical project decisions

This report takes the first step in building a clear picture of the ways that critical project decisions are made in practice. The intention is to suggest ways to enhance practitioner understanding of how decision-making effectiveness can be improved through simple techniques that can be embedded into daily practices. The study asks: what are the factors that influence decision-making in practice and how can project professionals ensure that critical project decisions are as effective as they can be. The research results from several data collection methods that sought to understand how decisions are made in practice from the perspective of project professionals these include: a survey of 430 responses that captured decision-making styles and perceptions of UK project professionals, 30 semi-structured interviews to further understand the experiences of project professionals and three simulation workshops to validate the previous findings and provide in-depth practical insights.

Anatomy of decision making in project planning teams

International Journal of Project Management, 1994

The paper examines the extent of involvement of the key parties in project planning, focusing on the anatomy of decision making within the planning team that they constitute. The involvement throughout project life is analysed by planning stages, decision-making phases, and functional plans, a classification evolved in the course of three recent studies of project planning being adopted. An overview of participation in both owner/designer and constructor planning is presented first. Then, specific representative findings of involvement in project definition and design are provided. Finally, attention is given to an investigation of the phase model of decision making used. The methodology and findings of the research demonstrate the feasibility and usefulness of differentiating the project-planning process by planning parties, areas, stages, and phases.

Shaping mega-projects: practical steps for success

1.0 Synopsis While measuring success in mega-projects is not straightforward and often interpreted differently by different individuals and stakeholders, there is a general perception that too many large engineering/science facility projects fail in terms of budget overruns, schedule slippage, and or promised performance. This failure to be designed appropriately and/or delivered on time and within budget has profound implications not only for the construction and commissioning organisations, but also for the funding agencies (often spending public money), and the clients or user community. Successful design and delivery is therefore not only a commercial necessity but also a societal imperative. In recent years, there has been a growing recognition of the importance of front-end shaping to project success. In this paper, I look at the inception, planning and feasibility phases of complex mega-projects in some depth, based on extant and updated research into the literature and several case studies. I focus on key success drivers from recent studies of large scale complex projects; drawing out factors shown to be especially potent at the preliminary stages. In particular, I discuss the importance of deciding the project goal(s) and success definitions, especially those beyond the physical structure; tackling the multi-headed Hydra of complexity; and early selection of competent procurement (contracting) processes. I explore resilience-building processes to curb optimism, learning from like-projects, and instilling a " mission-assurance " mindset. Lastly, I advocate an approach to risk management that goes beyond the traditional risk assessment models to help prepare project organisations against unexpected mishaps (Black Swans). Importantly, this paper newly captures a particular grouping of success precursors that require simultaneous attention specifically at the project initiation stage for maximum effect. The goal of this paper is to draw out the more subtle, often overlooked, aspects of complex mega-project management shown to be crucial at the start-up stages. I present strategies, practical approaches, and finally, proffer a project audit tool, readily applicable to large engineering projects. 2.0 Introduction/background Success and failure in projects is a topic frequently discussed among engineers and other project management (PM) practitioners. Similarly, public funded mega-scale projects especially are scrutinised for performance by funders, users, and the popular press. While a good number of notable mega-projects are delivered within acceptable parameters of time, budget and scope, many large complex projects-especially those underpinned by, or delivering, new technology-too often fail in

Project management as a compass in complex decision making contexts

2011

The world of decision makers and business in general have always been interested in research on complexity, since the widespread conviction that traditional interpretation schemes and predefined schemes reveal their inadequateness to guarantee survival in the turbulent dynamism of the context. Organizations, as service systems, need to shift their focus from the operational (techniques) to the government (methods) approach. This paper proposes the Viable Systems Approach (VSA) as a methodological framework for decision making and the (VSA) ConsulCube as a meta-model of reference for a systems approach to Project Management (PM). From a (VSA) perspective, it recognizes Project Management as an effective technique which supports decision making in complex contexts, by acting as a compass that orients and generates a 'syntropy' in the convergence toward shared goals.

Decision making approaches in project management: A study in the Malaysian construction industry

2012

It was May 1992; Jamilus Hussien, had been given 24-hour notice to report for duty to head the new airport task force that was the KL International Airport (KLIA). The Public Works Department engineer was overwhelmed.“I had managed million ringgit projects, but to be summoned overnight for a multi-billion ringgit project floored me….” The Government allocated one billion ringgit for initial start-up costs that included land acquisition for the replacement airport in Sepang. The responsibility was assigned to KL International Airport Berhad (KLIAB), a newly formed wholly government-owned entity under the Minister of Finance Incorporated and Jamilus Hussein as the Managing Director.The rest of the task force had similar directives, and were thrown into the deep end to evaluate a project that had no precedence in Malaysia. Normally this kind of project will take 10 to12 years.Apparently, the biggest challenge for KLIAB was the deadline.The urgency to have the airport built by 1998 requ...

Manageability of Complex Construction Engineering Projects: Dealing with Uncertainty

2009

Complex underground construction projects appear to suffer from high levels of unmanageability caused by the gap between the information required to build the systems and the information available to the decision-makers. Many project managers attempt to address this problem by increasing the information available to them, often using input from hired stakeholders. Two example projects, Boston's Central Artery/Tunnel Project and The Hague's Souterrain, show that this strategy can cause even more uncertainty than it solves. The information providers may provide the information with strategic values in mind and the decision-makers may misinterpret the information due to an overemphasis on objectifiable, quantifiable information and criteria, while disregarding less tangible potential causes of deviance. The solution may be found by reconsidering the incentives in the project organization.