Contents
Chapter 1: Good Decision-Making: The Key to Project Success
Good Decision-Making Begins with a Decision Context
The Three Cornerstones of Decision-Making
A Planned Process for Decision-Making
A General Framework for Making Decisions
Chapter 2: Managerial Decision-Making
Strategic, Operational, and Tactical Decisions
Generic Project Management Decisions
The Importance of Project Management Decisions
Project Management Decisions Contribute to Project Success
A Management Perspective on Failed Projects: Two Case Studies
The Solution—Good-Quality Decisions
Chapter 3: Decisions and the Project Management Life Cycle
The Project Management Life Cycle
Control Gates within the Project ManagementLife Cycle
Stakeholder Decisions in the Project Management Life Cycle
Chapter 4: Overview of Decision-Making
Literary Views of Decision-Making
Decision-Making Methods and Aids
Chapter 5: Project Management Decisions
A Project Management Decision Structure
Decisions for Project Management
Product (Operational) System Decisions
Development (Project Management Organization) System Decisions
Chapter 6: Framing the Decision
The Importance of Decision Frames
Suggested Decision Frame Format for Project Management
Chapter 7: Generating Decision Alternatives
The Problem Definition Process
Using All Alternatives to Find Additional Alternatives
Determining the Need for More Information and Analysis
Alternatives and Decision Frames— The Cuban Missile Crisis
Chapter 8: Analyzing the Alternatives in Terms of Values and Uncertainty
Dealing with Biases and Heuristics
Requirements for Good Decisions
Chapter 9: Handling Risk and Uncertainty
Developing a Risk Management Plan
How Do People Address Uncertainty?
Chapter 10: Training Project Managers as Decision Makers
The Elements of Traditional Project Management Training
The Pitfalls of Project Management Training
A Decision Analysis Curriculum
Appendix A: Project Success Case Studies
Appendix B: Project Management Decisions