Analyzing enablers and barriers to successfully project control system implementation in petroleum and chemical projects

Abstract

Purpose The purpose of this study is to analyze the interaction between the enablers and barriers to successful project control system (PCS) implementation in petroleum and chemical projects and to provide a knowledge-based foundation for the evaluation of the dominant factors of PCS success. Design/methodology/approach An integrated approach of interpretive structural modeling (ISM) and cross-impact matrix multiplication applied to classification (Matrice d’Impacts Croisés Multiplication Appliquée à un Classement) were used. An expert group of industry professionals and academics was consulted at the initial stage as an input for the ISM methodology to explore the contextual relationships among the critical factors to PCS implementation in petroleum and chemical projects. Findings This study identifies three dominants enablers of PCS success: the technical skills of the project controller; explicitly defined roles of project team members; and an accurate work breakdown structure. Additionally, six dominant barriers to successful PCS implementation have been identified: lack of standard processes, vague contract deliverables, unclear project goals, unclear project milestones, disparate control system between owner and contractor and lack of information communication. Organizations in the petroleum and chemical sectors should put more effort into the development of these factors to optimize the implementation of PCS. Research limitations/implications A limitation of this current study is its focus on the petroleum and chemical sectors in Saudi Arabia. It is expected that the findings will have wider applicability, but further studies in different sectors and geographic regions should be undertaken to validate this assumption. In this study, a second validation expert group was used to ensure the reliability of the results as much as was possible. However, further studies could be completed to evaluate alternate classification schemes and to test the robustness of the expert consensus and techniques reported, in this study, including an increased number of experts. Practical implications The present study makes some practical contributions to the project delivery process. It provides different project stakeholders with a better understanding of the factors that improve PCS outcomes and helps project owners and contractors to evaluate the PCS used by both parties to understand how they might be aligned for successful project execution. Originality/value The successful implementation of PCS is a key contributor to the total project delivery process. Although there is growing attention on PCS as a critical project management tool in petroleum and chemical projects, the literature in project management shows that PCS implementation has not been taken up as much as originally anticipated. This paper will address this gap by focusing on improving the take-up of strategical PCS implementation through the identification of six dominant enablers and nine dominant barriers as driver factors of success.

Project control system (PCS) implementation in engineering and construction projects: an empirical study in Saudi’s petroleum and chemical industry

“…Therefore, the main objectives of this study were: (1) to investigate the PCS elements that are critical to achieve project success; and (2) to identify the significant enablers and barriers of PCS success by examining the impact of these enablers and barriers on each elements of PCS. Based on the results of a previous studies (Jawad and Ledwith, 2020, 2021), three enablers, six barriers and six elements of PCS success were selected to further study in this research.…”

“…Their study identified a total of nine enablers and 15 barriers that related to PCS success (Jawad et al, 2018). A follow-on study was then conducted using interpretive structural modeling (ISM) to examine the relationship between these enablers and barriers and to identify the most dominant ones (Jawad and Ledwith, 2020). This study identified (3) dominant enablers that drive successful PCS: 1) "Skilled and experienced project team members", 2) "Explicitly defined roles of project team members" and 3) "An accurate Work Breakdown Structure (WBS)".…”

“…Although previous studies present practical frameworks for 1) the main elements of PCS success and 2) the enablers and barriers of successful PCS implementation (Jawad and Ledwith, 2020, 2021), the relationship between these two frameworks needs to be investigated in the context of project success. Two questions remain unanswered; 1) which PCS elements are critical to achieve project objectives of scope, schedule and cost?…”

“…To achieve this, three enablers, six barriers and six elements of PCS success were selected from previous research (Jawad et al. , 2018; Jawad and Ledwith, 2020, 2021) to develop a model for this study. The significance of this research is to provide organizations in the engineering and construction industry with a direction for implementing and developing PCS as a strategic tool that can improve project outcomes.…”

A measurement model of project control systems success for engineering and construction projects case study: contractor companies in Saudi's petroleum and chemical industry

“…Numerous studies address the significance of project control in achieving project objectives. These studies have demonstrated that project performance can be enhanced if devoted PCS is set up and successfully implemented (Jawad et al , 2018; Jawad and Ledwith, 2020; Ling and Ang, 2013). An effective PCS can decrease project schedule slippage by 15% and improve project cost by 10% (Ekambaram, 2006; Ford et al , 2007).…”