The Impact of Project Management Methodologies on Project Success: A Case Study of the Oil and Gas Industry

Abstract

Oil and gas industry is complex and competitive and its projects are characterized by their importance and complexity. To achieve sustainability, oil and gas firms have to initiate and complete projects to scope, schedule, cost and quality. Hence, efficient Project Management Methodologies (PMMs) play a crucial role in successful project delivery. A conceptual model, adopted from the literature, was used to assess the influence of PMMs on project success. Based on a questionnaire data from 95 project management practitioners within the oil and gas industry in the Kingdom of Bahrain, correlational and regression analyses were used to test the research hypotheses. The quantitative study was backed with 17 semi-structured interviews to obtain in-depth understanding about the organizational PMMs. The major finding of the study revealed that applied PMMs have higher influence on project success in comparison with comprehensive PMMs. The companies in the oil and gas industry in Bahrain need to pay sharper attention to their methodologies and get them evolved with time to achieve higher success rates.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Berssaneti, F. T. and Carvalho, M. M. (2015). Identification of variables that impact project success in Brazilian companies. International journal of project management, 33 (3), 638-649.

  • Charvat, J. (2003). Project management methodologies selecting, implementing, and supporting methodologies and processes for projects. Hoboken: John Wiley & Sons, Inc.

  • Cooke-Davies, T. (2002). The real success factors on projects. International journal of project management, 20 (3), 185-190.

  • Cooper, R. J. (2006). Managing technology development projects. Research technology management, 49 (6), 29-37.

  • Cooper, D. R. and Schindler, P. S. (2014). Business research methods, 12th ed. New York: McGraw-Hill/Irwin.

  • Crawford, L. (2005). Senior management perceptions of project management competence. International journal of project management, 23 (1), 7-16.

  • Dumrongthai, P. and Puta, W. M. (2015). SW-CPDEP, project management process for the right decision in geothermal field drilling and completion. Proceedings world geothermal congress, Melbourne.

  • Forture, J. and White, D. (2006). Framing of project critical success factors by systems model. International journal of project management, 24 (1), 53-65.

  • Flyvbjerg, B. (2013). Quality control and due diligence in project management: getting decisions right by taking the outside view. International journal of project management, 31 (5), 760-774.

  • Guangshe, J., Li, C., Jiangou, C., Shuisen, Z., and Jin, W. (2008). Application of organizational project management maturity model (OPM3) to construction in China: an empirical study. International conference on information management, innovation management and industrial engineering, Taipei: IEEE, 56-62.

  • Hair, J. F., Black, W. C., Babin, B. J., and Anderson, R. E. (2010). Multivariate data analysis, 7th ed. Upper Saddle River, New Jersey: Pearson Prentice Hall.

  • Halari, A. A. (2010). Effective project management of oil and gas projects: a model for oil sands’ SAGD plants. MSc Thesis, University of Calgary.

  • Hong, N., Yoo, J., and Cha, S. (2010). Customization of scrum methodology for outsourced e-commerce projects. Asia pacific software engineering conference, Sydney, 310-315.

  • Jha, K. N. and Iyer, K. C. (2006). Critical determinants of project coordination. International journal of project management, 24 (4), 314-322.

  • Joslin, R. and Muller, R. (2016). The impact of project methodologies on project success in different project environments. International journal of managing projects in business, 33 (2), 364-388.

  • Joslin, R. and Muller, R. (2015). Relationship between a project management methodology and project success in different project governance contexts. International journal of project management, 33 (6), 1377-1392.

  • Jugdev, K. and Muller, R. (2005). A retrospective look at our evolving understanding of project success. Project management journal, 36(4), 19-31.

  • Khan, K. A., Turner, J. R., Maqsood, D. (2013). Factors that influence the success of public sector projects in Pakistan. IRNOP XI 2013 conference, Oslo. Available at: http:www.researchgate.com/publication/264942679_Factors_that_influence_the_success_of_public_sector_projects_in_Pakistan [Accessed: 08 Jun. 2017].

  • McHugh, O. and Hogan, M. (2011). Investigating the rationale for adopting internationally-recognized project management methodology in Ireland: the view of the project manager. International journal of project management, 29 (5), 637-646.

  • Milosevic, D. and Panatakul, P. (2005). Standardized project management may increase development projects success. International journal of project management, 23 (3), 181-192.

  • Moore, D. S., McCabe, G. P., and Craig, B. A. (2009). Introduction to the practice of statistics, 6th ed. New York: W.H. Freeman and Company.

  • Papke-Sheilds, K. E., Beise, C., Quan, J. (2010). Do project managers practice what they preach, and does it matter to project success?. International journal of project management, 28 (7), 650-662.

  • PMI. (2017). A guide to the Project Management Body of Knowledge (PMBoK), 6th ed. Newtown Square: Project Management Institute.

  • PMI. (2014). PMI’s pulse of the profession: The high cost of low performance. Newtown Square: Project Management Institute. Available at: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2014.pdf [Accessed: 15 Jun. 2017].

  • PMI. (2013). A guide to the Project Management Body of Knowledge (PMBoK), 5th ed. Newtown Square: Project Management Institute.

  • PMI. (2010). The value of project management. Newtown Square: Project Management Institute. Available at: https://www.pmi.org/-/media/pmi/documents/public/pdf/white-papers/value-of-project-management.pdf [Accessed: 01 Jul. 2017].

  • Rolstadas, A., Tommelein, I., Schiefloe, P., and Ballard, G. (2014). Understanding project success through analysis of project management approach. International journal of managing projects in business, 7 (4), 638-660.

  • Saunders, M., Lewis, P., and Thornhill, A. (2012). Research methods for business students, 6th ed. Essex: Pearson Education Limited.

  • Serrador, P. and Turner, J. (2015). The relationship between project success and project efficiency. Project management journal, 46 (1), 30-39.

  • Tatweerpetroleum.com. (2016). Company profile. [online] Available at: http://tatweerpetroleum.com/company-profile/ [Accessed: 20 Jul. 2017].

  • The Standish Group. (2010). Chaos summary for 2010. Boston: The Standish group international Inc. Available at: https://cours.etsmtl.ca/mti515/notes/cours01/chaos%20summary%202010.pdf [Accessed: 6 Aug. 2017].

  • Terlizzi, M., Meirelles, F., and Moraes, H. (2016). Barriers to the used of an IT project management methodology in a large financial institution. International journal of project management, 34 (3), 467-479.

  • Toor, S. and Ogunlana, S. (2010). Beyond the iron triangle: stakeholder perception of key performance indicators (KPIs) for large-scale public sector development projects. International journal of project management, 28 (3), 228-236.

  • Wells, H. (2012). How effective are project management methodologies? An explorative evaluation of their benefits in practice. Project management journal, 43 (6), 43-58.

  • Zikmund, W. G., Babin, B. J., Carr, J. C., and Griffin, M. (2010). Business research methods. 8th ed. Boston: South-Western Cengage Learning.

OPEN ACCESS

Journal + Issues

Search