Modeling an Individual and Group Decision on the Implementation of a Real Estate Development Project

The implementation of the real estate development project are accompanied many management decisions. These decisions can be made by one person or a project team. The article describes the advantages and disadvantages of individual and group decisions. The results of a comparative research of decision-making by one person and a group using computer decision support systems and without them. It is shown that using of automation tools facilitates decision making and increases confidence in its correctness. It has been experimentally proved that the individual solution is based on a smaller number of factors, is accepted more quickly and more satisfied by the person making the decision, in comparison with the group decision. Further the difficulties in implementing computer decision support systems in the work of a development company and acquired benefits are listed.

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Using group decision support systems in the preparation of real estate development projects

E3S Web of Conferences ◽

10.1051/e3sconf/20199701004 ◽

2019 ◽

Vol 97 ◽

pp. 01004 ◽

Cited By ~ 1

Author(s):

Elena Gusakova ◽

Elena Romanova

Keyword(s):

Decision Support ◽

Real Estate ◽

Decision Support Systems ◽

Group Decision ◽

Support Systems ◽

Development Project ◽

Group Decision Support ◽

Group Decision Support Systems ◽

Real Estate Development ◽

Development Projects

The preparation and implementation of a real estate development project requires the adoption of a large number of diverse management decisions. For the preparation of decisions often attract experts. The opinions of many experts sometimes do not agree with each other and even are mutually exclusive. For their analysis using computer-based decision support systems (DSS). The article provides an analysis of several DSS, their applicability for the preparation of the project of real estate development. The results of the comparative experiment are also presented - the advantages and disadvantages of direct and indirect discussion of the project. It is revealed that the mediated written discussion with the use of information and communication technologies has advantages over direct discussion. It has been established that the quality of the discussion improves when there is a specially trained moderator who controls the process. Analysis of the features of the implementation of real estate development projects showed that there are no group decision support systems on the software market that can meet all the requirements necessary for the effective preparation and implementation of a real estate development project.

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A Configuration of Intelligent Decision Support Systems for Strategic Use: Concepts and Demonstrations for Group Decision Making

Lecture Notes in Economics and Mathematical Systems - User-Oriented Methodology and Techniques of Decision Analysis and Support ◽

10.1007/978-3-662-22587-5_3 ◽

1993 ◽

pp. 35-47

Author(s):

Fumiko Seo ◽

Ichiro Nishizaki

Keyword(s):

Decision Making ◽

Decision Support ◽

Decision Support Systems ◽

Group Decision Making ◽

Group Decision ◽

Support Systems ◽

Intelligent Decision ◽

Intelligent Decision Support Systems ◽

Intelligent Decision Support

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Group Decision Support Systems

E-Collaboration ◽

10.4018/978-1-60566-652-5.ch008 ◽

2009 ◽

pp. 82-89

Author(s):

John Wang ◽

James Yao

Keyword(s):

Decision Making ◽

Information Technology ◽

Decision Support ◽

Decision Support Systems ◽

Group Decision ◽

Support Systems ◽

Group Support Systems ◽

Group Decision Support ◽

Group Decision Support Systems

Group decision support systems (GDSSs) which aim at increasing some of the benefits of collaboration and reducing the inherent losses are interactive information technology-based environments that support concerted and coordinated group efforts toward completion of joint tasks (Dennis, George, Jessup, Nunamaker, & Vogel, 1998). The term group support systems (GSSs) was coined at the start of the 1990’s to replace the term GDSS. The reason for this is that the role of collaborative computing was expanded to more than just supporting decision making (Patrick & Garrick, 2006). For the avoidance of any ambiguities, the latter term shall be used in the discussion throughout this paper

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The Decision Hedgehog

Encyclopedia of Decision Making and Decision Support Technologies ◽

10.4018/978-1-59904-843-7.ch017 ◽

2011 ◽

pp. 148-154

Author(s):

Patrick Humphreys

Keyword(s):

Decision Making ◽

Decision Support ◽

Decision Support Systems ◽

Group Decision ◽

Support Systems ◽

Group Decision Support ◽

Group Decision Support Systems ◽

Decision Systems ◽

Perceived Need ◽

The Impact

The discourses established as the foundations of group decision support systems (GDSS) have been called into question not only in the interests of advancing the academic GDSS field (Bannon, 1997), but also out of the perceived need to plug gaps that sophisticated GDSS systems throw up in practice (Huber, 1981; Humphreys & Brezillon, 2002; Humphreys & Jones, 2006; Stabell, 1987). The limitations of rational perspectives of “decision- making as choice” have been raised (Carlsson, 2002; Cyert & March, 1992; Nappelbaum, 1997). The challenges relate to failures of implementation, the rise of unintended outcomes, the impact of cultures of fear and failure within organisations (Humphreys & Nappelbaum, 1997), and problems associated with externalisation of decision systems designers who “play God” by designing from outside the game for those who are inside (Humphreys, 1989).

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Prioritization of IT Product Backlog Items Using Decision Support Systems

INFORMACIONNYE TEHNOLOGII ◽

10.17587/it.26.631-640 ◽

2020 ◽

Vol 26 (11) ◽

pp. 631-640

Author(s):

T. K. Kravchenko ◽

◽

S. N. Bruskin ◽

D. V. Isaev ◽

E. V. Kuznetsova ◽

...

Keyword(s):

Decision Making ◽

Decision Support ◽

Decision Support Systems ◽

Group Decision ◽

Support Systems ◽

Problem Situations ◽

User Stories ◽

Different Types ◽

High Level ◽

Support Methods

The article focuses on the application of decision support systems for prioritization of product backlog items in IT projects implemented using the Scrum methodology. The study identified the features of prioritization of different types of the product backlog items — user stories, epics and themes. It is justified that high-level product backlog items (epics and themes) require comprehensive prioritization, due to the following reasons. First, high-level product backlog items are particularly important because they determine the planning and implementation of detailed user stories within individual sprints. Second, any high-level item can be considered in terms of different criteria. Third, the implementation of epics and themes takes longer time compared to the implementation of user stories, so it is necessary to take into account possible future states of the project's environment. Fourth, prioritizing epics and themes requires increased objectivity and validity, so group decision making with participation of several experts seems reasonable. Taking into consideration the aforementioned features the conclusion regarding limitations of existing methods of prioritization is made. It is argued that prioritization of high-level product backlog items (epics and themes) may be performed using multi-criteria decision making methods with availability of several problem situations (possible future states of the environment), as well as involvement of several experts. The idea of applying decision support methods and systems is illustrated on the appropriate example. It is also argued that increased consumption of time and resources related with setting and solving decision support tasks may be considered as acceptable for high-level product backlog items.

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