Towards Process-driven Decision-making : Comparing viewpoints of 15 project managers within a civil engineering company.

Change in the decision-making style helps to deal with the dynamics in the construction industry. The aim of this thesis is to identify the drivers and barriers to achieve a process-driven decisionmaking style in the project management context. A single case study is conducted for a consultancy and engineering firm in which 15 project managers have been interviewed. The change management theory of Kotter (1995) has been used to analyse the transformation into a process-driven organization. This study shows that the transformation is difficult, which is mainly caused by three main barriers: (1) the lack of sense of urgency, as project managers do not consider a technical-driven approach as a problem, (2) a lack of a shared vision regarding process-driven decision-making and (3) the allowance that obstacles still exist, as project managers adapt their decision-making style to the client, contract type, and project organization. Further, the results show that the distinction between technical- and process-driven project managers has to be considered neither fully process-driven nor fully technicaldriven, as project managers can apply different approaches to their projects.