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Recent literature has proposed many theoretical methods to help decision makers choose an appropriate project delivery system (PDS) in a rational manner. None of these articles however systematically compare and systematize the available PDS selection methods and guide decision makers in choosing a method that best meets their PDS decision‐making circumstances. This paper aims to bridge this gap.

Four groups of PDS selection methods, namely, guidance (e.g. decision charts and guidelines), multi‐attribute analysis (e.g. multi‐attribute utility theory and analytical hierarchical process), knowledge‐ and experience‐based (e.g. case‐based reasoning), and mix‐method approaches are reviewed, compared and systematized.

The discussed methods vary in their underlying concepts, complexities of implementation and levels of required information. They also differ in the ways how decision makers' preferences are elucidated, expressed and measured. A conceptual framework is proposed to help decision makers match a PDS selection method with their decision‐making circumstances.

The paper highlights limitations of the discussed methods, and presents areas for future research.

This paper helps decision makers develop a fundamental understanding of the available PDS selection methods, and match a PDS selection method with their unique decision‐making circumstances. Using a suitable method will improve the decision‐making efficiency.

Project goal setting, led by a project proposal development team, is an important operations process because effective goal setting aligned with the operations strategy can enhance project investment decision making, project success and thereby operations performance. The purpose of this paper is to argue that because of the strategic nature of this task, the organizational climate (OC) that the proposal development team works in is critical for the effectiveness of their goal setting.

The authors raise hypotheses regarding the role OC plays in enhancing the effectiveness of the support senior executives provide to project proposal teams. The authors test the hypotheses in a longitudinal survey of 200 managers in the USA.

Results show that a formal organizational process used by proposal development teams for setting project goals is highly effective and that an appropriate OC further intensifies the positive effect of such a process. However, a formal organizational process has no positive effect on effective goal setting if implemented in an environment with a poor OC.

The paper contributes to the literature by finding that a positive OC intensifies the already positive effect of organizational support. In practice, the creation of such a climate can enhance project goal setting, project success, and as a result, operations performance.