Towards a Substantive Theory of Decision-Making in Software Project Management: Preliminary Findings from a Qualitative Study

Abstract

Context: In software project management, the decision-making process is a complex set of tasks largely based on human relations and individual knowledge and cultural background. The factors that affect the decisions of the software project managers (SPMs) as well as their potential consequences require attention because project delays and failures might be related to a series of poor decisions. Goals: To understand how SPMs make decisions based on how they interpret their experiences in the workplace. Further, to identify antecedents and consequences of those decisions in order to increase the effectiveness of project management. We also aim to refine the research design for future investigations. Method: Semi-structured interviews were carried out with SPMs within a Brazilian large governmental organization and a Brazilian large private organization. Results: We found that decision-making in software project management is based on knowledge sharing in which the SPM acts as a facilitator. This phenomenon is influenced by individual factors, such as experience, knowledge, personality, organizational ability, communication, negotiation, interpersonal relationship and systemic vision of the project and by situational factors such as the autonomy of the SPM, constant feedback and team members' technical competence. Conclusions: Due to the uncertainty and dynamism inherent to software projects, the SPMs focus on making, monitoring and adjusting decisions in an argument-driven way. From the initial relationships among the identified factors, the research design was refined.