DECISION MAKING IN PROJECT MANAGEMENT:

RELATIONSHIPS BETWEEN DECISION-MAKING PATTERNS AND THE TALENT TRIANGLE

Abstract

The aim of this study is to investigate the relationship between the decision patterns of project managers (PMs) in the Engineering and IT sectors and their choices regarding the dimensions of the Talent Triangle (TT), a tool created by the Project Management Institute (PMI). As for the methodological procedures, the Q Methodology was adopted, aiming to capture subjective aspects by suggesting to the participants that they establish the most priority items of the TT dimensions. The results point to a slight inclination to the strategic apex of the TT. The discussions presented emphasize a subject that is sometimes overlooked: decision making as a cognitive process with regard to project management. Thus, they favor the establishment of a link between market concepts and academic research.