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On the strategic project management process in the UK upstream oil and gas sector

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  • Asrilhant, Boris
  • Dyson, Robert G.
  • Meadows, Maureen

Abstract

This paper reports on an investigation into strategic project management in the UK upstream oil and gas sector. The management process is represented by a set of elements which covers context, content and output and are balanced across financial, internal business, external environment, and learning and innovation perspectives. The paper uncovers elements that appear to explain successful project management and compares these with the elements to which managers pay greatest attention. There appears to be a mismatch between those elements which are associated with success and those receiving significant management attention.

Suggested Citation

  • Asrilhant, Boris & Dyson, Robert G. & Meadows, Maureen, 2007. "On the strategic project management process in the UK upstream oil and gas sector," Omega, Elsevier, vol. 35(1), pages 89-103, February.
    • Handle: RePEc:eee:jomega:v:35:y:2007:i:1:p:89-103
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    References listed on IDEAS

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    Cited by:

    1. Hui Li & Renjin Sun & Wei-Jen Lee & Kangyin Dong & Rui Guo, 2016. "Assessing Risk in Chinese Shale Gas Investments Abroad: Modelling and Policy Recommendations," Sustainability, MDPI, vol. 8(8), pages 1-17, July.
    2. Garza Escalante, Enrique F. & Paniagua Fernandez, L. Fernando, 2016. "Preparing transitions in public services: Payoff dimension, value estimation, schedule and budget computation," Socio-Economic Planning Sciences, Elsevier, vol. 55(C), pages 36-46.

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