Decisions Made on Scant Information: Overview

Williams, Terry M.

Abstract

This chapter brings an overview to an edited book that looks at how decisions can be made at the front-end of major projects, in circumstances where information is usually scant. The book examines how projects can be successfully aligned with the desired direction; how sufficient, appropriate and valid information can be gathered at the front-end; how information can be analysed; and finally how decisions can be made. Each chapter of the book is written by an expert in the field, and each chapter speaks for itself. However, some key themes run throughout the book. These include the need for alignment between organisational strategy and the project concept; dealing with complexity, in particular the systemicity and interrelatedness within project decisions; consideration of the ambiguity implicit in all major projects; taking into account psychological and political biases within estimation of benefits and costs; consideration of the social geography and politics within decision-making groups; and preparation for the turbulence within the project environment, including the maintenance of strategic alignment.

Citation

Williams, T. M. (2009). Decisions Made on Scant Information: Overview. In T. M. Williams, K. Samset, & K. Sunnevåg (Eds.), Making Essential Choices with Scant Information: Front-End Decision Making in Major Projects (3-17). Palgrave Macmillan. https://doi.org/10.1057/9780230236837_1

• Publication Date: Mar 26, 2009
• Deposit Date: Apr 1, 2022
• Publisher: Palgrave Macmillan
• Pages: 3-17
• Book Title: Making Essential Choices with Scant Information: Front-End Decision Making in Major Projects
• ISBN: 9780230205864
• DOI: https://doi.org/10.1057/9780230236837_1
• Keywords: Project Management; Organisational Strategy; Major Project; Turbulent Environment; Social Geography
• Public URL: https://hull-repository.worktribe.com/output/3634133
• Publisher URL: https://link.springer.com/book/10.1057/9780230236837