Exploring Decision Support and Strategic Project Management in the Oil and Gas Sector
By: ASRILHANT, Boris; MEADOWS, Maureen; DYSON, Robert Graham
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ArticlePublisher: Oxford : Elsevier, February 2004European Management Journal 22, 1, p. 63-73Abstract: This article attempts to increase understanding of best practice in decision-making in strategic project management, as applied to the upstream oil and gas sector. It describes what is meant by strategic project management in that context, outlines the wide range of techniques that can be applied to managing strategic projects, and explores the elements (or dimensions) of the strategic project management process, and the appropriateness of techniques in facilitating strategic project management, by proposing a set of multidisciplinary elements framed by the balanced scorecard's (BSC) rationale, and investigatting the extent to which techniques address the proposed set of elements
This article attempts to increase understanding of best practice in decision-making in strategic project management, as applied to the upstream oil and gas sector. It describes what is meant by strategic project management in that context, outlines the wide range of techniques that can be applied to managing strategic projects, and explores the elements (or dimensions) of the strategic project management process, and the appropriateness of techniques in facilitating strategic project management, by proposing a set of multidisciplinary elements framed by the balanced scorecard's (BSC) rationale, and investigatting the extent to which techniques address the proposed set of elements
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