Experience-Driven Model of Decision-Making Processes in Project Teams

Abstract

This article presents a model of decision-making processes in project teams. Project teams constitute a specific type of organization appointed to implement a project. Decisions made by project teams result from the methods of project management and best management practices. The authors have undertaken the task of formalizing these processes using the classical method of constructing decision trees. It has been established that this method cannot be fully exploited because the decision-making paths need changing (the decision tree must be dynamically generated after every decision). Therefore, the authors applied a method for collecting experiences, the Set of Experience Knowledge Structure (SOEKS), to support the structure of a decision tree. This method was used to support decision-making processes regarding the selection of methods and technologies of project management and to classify the location decisions resulting from exceeding levels of particulate matter.