Please use this identifier to cite or link to this item:
Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Naturalistic Decision Making and Decision Drivers in the Front End of Complex Projects
Author(s): Lawani, Ama
Flin, Rhona
Ojo-Adedokun, Racheal
Benton, Peter
Contact Email:
Keywords: Naturalistic Decision Making
Front End of Projects
Complex Projects
Date Deposited: 9-Aug-2023
Citation: Lawani A, Flin R, Ojo-Adedokun R & Benton P (2023) Naturalistic Decision Making and Decision Drivers in the Front End of Complex Projects. <i>International Journal of Project Management</i>.
Abstract: Decision making plays a crucial role in the front end of projects which is a critical stage for maximising the performance of complex projects. Although it has been suggested that project managers rely more on analytical approaches to decision making as opposed to an intuitive mode, there is emerging evidence of project managers using intuitive decision processes. Yet, little is known about how this occurs during the front-end phase, with few attempts to study the underlying cognitive processes and what influences project decision making. This research gap is addressed by interviewing project managers experienced in front-end decision making (n =16) of large-scale complex projects within the oil and gas industry. Adopting a naturalistic decision-making (NDM) methodology and using a form of cognitive task analysis, a thematic coding of their accounts of decision making during the front end of large complex projects identified key decision processes and influencing factors (drivers). Formal analytical processes (e.g., data-driven calculations, software rating tools) were favoured but, and in line with emerging findings, these experienced project managers also used intuitive decision-making processes, such as pattern recognition and feelings/associative memory. Decision drivers were grouped into 5 clusters - project external factors, project internal factors, social dimensions, individual differences, and time pressures. The findings suggest that project managers should be trained on how to recognise when intuitive decision making is occurring and how to use it while being aware of its strengths, weaknesses and influencing factors. A focus on building descriptive models of actual decision making in complex environments, for the training of project managers, by applying NDM methods will enhance the management of the front end of projects.
Rights: This item has been embargoed for a period. During the embargo please use the Request a Copy feature at the foot of the Repository record to request a copy directly from the author. You can only request a copy if you wish to use this work for your own research or private study.
Notes: Output Status: Forthcoming

Files in This Item:
File Description SizeFormat 
JPMA-D-22-00380_R3 submit.pdfFulltext - Accepted Version1.79 MBAdobe PDFUnder Embargo until 2027-08-04    Request a copy

Note: If any of the files in this item are currently embargoed, you can request a copy directly from the author by clicking the padlock icon above. However, this facility is dependent on the depositor still being contactable at their original email address.

This item is protected by original copyright

Items in the Repository are protected by copyright, with all rights reserved, unless otherwise indicated.

The metadata of the records in the Repository are available under the CC0 public domain dedication: No Rights Reserved

If you believe that any material held in STORRE infringes copyright, please contact providing details and we will remove the Work from public display in STORRE and investigate your claim.