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This work researched ad hoc decision making practices in multiple project environments. The aim of this research was to analyze the organisational motives and organisational structure that influences ad hoc behaviors and practices and explored the factors facilitating or impeding the practice. The methodology comprised both quantitative and qualitative data collection through a global web-based questionnaire survey and face-to-face semi-structured interviews. The study found that there are links between ad hoc, flexibility and the decision making process that influence organisational performance both positively and negatively. Flexibility was also found to be a key tool in leadership traits. The findings also indicate that successful organisations are efficient in management processes, implementing leadership and resource training programmes, have clear vision and are climbing the maturity ladder. Furthermore the results influenced the development of an agile, flexible decision making buffer model

Exploring ad-hoc portfolio management: Does it work, and is it the flexibility that supports project portfolio management?