| dc.description.abstract | Organisations are heavily relying on project-based structures in order to stay
competitive in a fast-changing environment. Nevertheless, project-based structures
have some potential challenges and threats that can lead to financial overruns, delay
in progress or poor quality. Awareness of the potential negative outcomes of
project-based structures are beneficial and important, especially since the use of
projects are increasing. A potential threat to decision-making in projects is
cognitive biases, such as the averaging bias. The averaging bias was first introduced
as the tendency people have to underestimate calorie content when asked to evaluate
a meal containing both healthy and unhealthy food items. Previous research has
recently found support for the averaging bias in project management. This thesis
aims to establish a deeper understanding of the averaging bias in project
management and to offer a more comprehensive insight of the mechanisms that
influence decision-making. Our qualitative study has investigated how the colourcode
system affects decision-making in project management, and whether there is
a difference between large and small projects. The data has been gathered through
an in-depth case study of two projects in a large Norwegian organisation within the
building sector. Based on our findings, we offer six propositions, which also serve
as suggestions for future research on the topic.
Keywords: Project Management, Averaging Bias, Colour-Code System,
Reporting System, Decision-making, Information Overload, Categorical Thinking | nb_NO |
