Decision-Making in Software Project Management: A Qualitative Case Study of a Private Organization

Abstract

Context: In software project management, the decision-making process is a complex set of tasks largely based on specific knowledge and individual cultural background, as well as human relations. The factors that affect the decisions of the software project managers (SPMs) and their potential consequences require attention because project delays and failures are usually related to a series of poor decisions. Objective: To understand how SPMs make decisions based on how they interpret their experiences in the workplace, and also to identify antecedents and consequences of those decisions in order to increase the effectiveness of project management. Method: Semi-structured interviews were carried out with SPMs within a Brazilian large private organization. The data was analyzed using techniques from grounded theory approach. Results: We found that decision-making in software project management is based on knowledge sharing in which the SPM acts as a facilitator before making decisions. This phenomenon is influenced by individual factors, such as experience, communication, negotiation, self-control and systemic view of the project and by contextual factors such as the autonomy of the SPM and team members' technical competence. Also, these factors are mediated by cognitive biases. Conclusions: Due to the uncertainty and dynamism inherent in software projects, the SPMs focus on making, monitoring and adjusting decisions in an argument-driven way.