Abstract: Significant long-term investment projects can involve complex decisions. These are often described as capital projects and the factors that contribute to their complexity include budgets, motivating reasons for investment, stakeholder involvement, interdependent projects, and the delivery phases required. The complexity of these projects often requires management groups to be established involving stakeholder representatives, these teams are inherently multidisciplinary. This study uses two university campus capital projects as case studies for this type of management group. Due to the interaction of projects with wider campus infrastructure and users, decisions are made at varying spatial granularity throughout the project lifespan. This spatial-related context brings complexity to the group decisions. Sensemaking is the process used to achieve group situational awareness of a complex situation, enabling the team to arrive at a consensus and make a decision. The purpose of this study is to understand the role of people and data in complex spatial related long-term decision and sensemaking processes. The paper aims to identify and present issues experienced in practical settings of these types of decision. A series of exploratory semi-structured interviews with members of the two projects elicit an understanding of their operation. From two stages of thematic analysis, inductive and deductive, emergent themes are identified around the group structure, the data usage, and the decision making within these groups. When data were made available to the group, there were commonly issues with perception of veracity and validity of the data presented; this impacted the ability of the group to reach consensus and therefore for decision to be made. Similarly, there were different responses to forecasted or modelled data, shaped by the experience and occupation of the individuals within the multidisciplinary management group. This paper provides an understanding of further support required for team sensemaking and decision making in complex capital projects. The paper also discusses the barriers found to effective decision making in this setting and suggests opportunities to develop decision support systems in this team strategic decision-making process. Recommendations are made for further research into the sensemaking and decision-making process of this complex spatial-related setting.
Abstract: Trust management and Reputation models are
becoming integral part of Internet based applications such as CSCW,
E-commerce and Grid Computing. Also the trust dimension is a
significant social structure and key to social relations within a
collaborative community. Collaborative Decision Making (CDM) is
a difficult task in the context of distributed environment (information
across different geographical locations) and multidisciplinary
decisions are involved such as Virtual Organization (VO). To aid
team decision making in VO, Decision Support System and social
network analysis approaches are integrated. In such situations social
learning helps an organization in terms of relationship, team
formation, partner selection etc. In this paper we focus on trust
learning. Trust learning is an important activity in terms of
information exchange, negotiation, collaboration and trust
assessment for cooperation among virtual team members. In this
paper we have proposed a reinforcement learning which enhances the
trust decision making capability of interacting agents during
collaboration in problem solving activity. Trust computational model
with learning that we present is adapted for best alternate selection of
new project in the organization. We verify our model in a multi-agent
simulation where the agents in the community learn to identify
trustworthy members, inconsistent behavior and conflicting behavior
of agents.