The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

Purpose Companies are turning to big data (BD) programs to help mitigate supply chain (SC) disruptions and risks that are increasing in frequency and severity. The purpose of this paper is to explore exactly how companies translate data into meaningful information used to manage SC risk and create economic value; an area not well researched. As companies are turning to big-data programs to help mitigate supply chain (SC) disruptions and risks that are increasing in frequency and severity, having the capability to internally integrate SC information is cited as the most critical risk to manage. Design/methodology/approach Information processing theory and resource-based view are applied to support capability development used to make value-based BD decisions. Semi-structured interviews were conducted with leaders in both the oil and gas industry and logistics SC partners to explore each companies’ BD transformation. Findings Findings illuminate how companies can build internal capability to more effectively manage SC risk, optimize operating assets and drive employee engagement. Research limitations/implications The oil and gas industry were early adopters of gathering BD; more studies addressing how companies translate data to create value and manage SC risk would be beneficial. Practical implications Guidance for senior leaders to proactively introduce BD to their company through a practical framework. Further, this study provides insight into where the maximum benefit may reside, as data intersects with other company resources to build an internal capability. Originality/value This study presents a framework highlighting best practices for introducing BD plus creating a culture capable of using that data to reduce risk during design, implementation and ongoing operations. The steps for producing the maximum benefit are laid out in this study.

The Project Management Institute estimates the current annual global investment in all capital projects and infrastructure is $12 trillion US, yet we have very little information on how and who initiated these investment decisions. Further, despite the creation of numerous programs and processes aimed at improving project success, completing projects on time and within budget still seems to elude project participants.Interviews were conducted with 21 executives in the upstream oil and gas industry to provide insight into how high profile capital project decisions were made. While capital projects were thought to be initiated by managers and follow a stage-gate process or are an output of the strategic planning process, a key finding is that these major projects were independently and intuitively conceived either by the CEO alone or by the CEO and other executives or board members. Four decision-making paths were modelled based on the type of opportunity: planned, opportunistic, combined, and one followed a rational decision-making process. Formal risk processes were not used in the decision-making process, nor were other resources such as consultants.These findings have implications for existing project management practices, including aligning risk perspectives and how risk is managed, the role of a stage-gate model, how projects are conceived and moved into the planning phase, and how projects are communicated within the executive team and organization. The findings also raise questions regarding broader external implications. If major decisions are made lll First and foremost to my supervisor and conunittee members for making this goal possible. To my supervisor Dr. Jergeas: thank-you for expanding my concept of project management and ensuring I had a more robust picture including the drivers within the oil and gas industry. Also, for making me think about the next steps and life after a PhD and suggesting there actually is a life (again) after a PhD! My sincere thanks for your willingness to 'step in' and ensure my transition was flawless. I appreciate your perspective and all of your support and suggestions over the last year.Dr. Hartman -we started this journey together and I am so glad we were able to finish together. Thank-you for shaking my foundation of what project management is, could be, and should be and for your deep passion for both the topic and your students. The monthly team meetings were a brilliant addition and helped me feel part of a team thus enforcing: you practice what you preach.Dr. Woiceshyn -for the challenge, for raising the bar and pushing me to be the best I could be, and always being there when I needed you. Your honesty and candor combined with your incredible talent, experience, and knowledge made me a better researcher and person. I always enjoyed our time together. Thank-you for everything: from taking me on until the very last suggestion; it has been a real pleasure and outstanding experience! V To my study team -Kara, Jason, Diana, Joseph, Tunde: they say no one understands w...