Multi-ontology Sense Making – Decision Making of Project Core Team

In order to understand core team's management task this paper studies the landscape of the decision making of the construction project core team. This paper uses multi-ontology sense making framework developed by Snowden. The four described situation illustrate the use of this framework. Firstly, a project core team create a project plan –timetable and cost estimate, that is supposed to be followed (rules and order) when making investment decision. Secondly, a project core team uses the plan but since the plan cannot be followed due to an unexpected situation the team changes the plan by calculating an optimal solution. In other words the team uses heuristic thinking when they change the rule (heuristics and order). Thirdly, the design group guides the design process by rules to get information for designing new facilities (rules and un-order). Fourthly, there are situations when the stakeholders have different kind of opinions in crisis and team cannot follow the preset orderly way of working (heuristics and un-order).