Strategic decision making in project management : a knowledge visualization framework

Purpose: Managing a project involves taking a number of critical decisions that can have a crucial impact on the success or failure of the initiative. The analytical definition and visualization of the main components of a project can support project managers engaged to address the right issues at the right time. This article aims to identify crucial crossroads in the management of a project and to provide a visual representation of knowledge involved into a system of project components and decisions. Design/methodology/approach: A design science process is adopted to define the initial goals and requirements and to develop the knowledge visualization framework. Expert feedback is also gathered to obtain a preliminary validation of the framework. Findings: Moving from a system view of project dimensions, we identify eight types of strategic decisions, i.e. growth, problem shifting, goals balancing, escalation, rewarding, resource allocation, problem fixing and cooperation. We then present a visualization map of project decision making addressing six categories of knowledge (i.e. “what-knowledge”, “how-knowledge”, “who-knowledge”, “why-knowledge”, “what for-knowledge”, “when-knowledge”). Research limitations/implications: The framework needs further theoretical refinement in terms of more fine-grained decision types, other determinants and the reciprocal influence in the management of project activities. Practical implications: The article can support project managers attempting to build a comprehensive view of project decisions, and it can be a basis to develop novel types of knowledge management systems for project-related applications. Originality/value: The article proposes a new approach to sustain strategic decision making in project management by adopting a knowledge visualization view. Moreover, it provides an operational tool for managers and analysts at different levels engaged into the management of a project.