The paper explores project activity sequencing that is related to/sourced from project changes. Changes often occur in a complex project, which makes the linear management model limited. Therefore research into multi-functional decision-making process in a changing environment is needed to enrich our understanding of project planning and control. Data have been collected mainly through semi-structured interviews from two international engineering companies ( solution centres) based in the UK. Interview topics revolved around both foreseen and unexpected operations changes throughout project life cycle. Designed for comparative case study, theoretical sampling and template analysis were used to guide the fieldwork and identify pattern ( s) where and when managers dealt with separate and/or conflicting objectives in the development of customer requirements and system( product) specifications. Two patterns of decision-making related to project changes were identified in the project departmental processes. The patterns seemed to depend on project size, system novelty and application destination. Iterative and interactive processes of project planning and control, although very costly to manage, evolved with the companies' project experiences. The openness of system specifications indicated and support a dual process of product/system innovation and operational optimisation. More ( case) studies are needed to generalise the emerging patterns of change management. Although decision-making as a functional process may be company specific, solution-based business operations tend to e-merge as a generic approach to the project management of complex products and systems ( COPS). The reality of open system specifications suggests theoretic considerations for devising project decision models in future research. The conclusion of solution-based project sequencing experienced in the case study companies also indicates a possible new categorisation of output management compared to product-focused and service-oriented businesses. Based on the research, a series of management tools can be devised for use by companies seeking to bid, tender, participate in and deliver contracted complex projects. Criteria can be developed for identifying and evaluating emerging issues, activities, opportunities as well as risks. The framework of 'make-to-concept' discussed in the research will enable managers to implant ideologies and styles intended, and understand collective system/process designs and interactive decision-makings. This paper contributes to the project management literature by looking into the development of system specifications in complex projects. It also enriches decision-making literature by addressing conflicting business objectives-balancing development issues against optimization targets.
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