Owners of capital projects in the energy industries have often ignored their project management responsibilities. As a result, they have failed to adequately manage their project resources. This paper proposes a management model that energy industry project owners can use to strategically manage their capital projects. It opens by defining strategic management, strategy, and projects and by identifying the project owner's thirteen project management responsibilities. It then outlines a management system for proactively planning, organizing, and controlling the resources used to support enterprise purposes, a system that involves articulating a clear mission statement and developing six project management sub-systems: structure, information, planning, control, culture, and human resources. It then discusses two case projects--one failure, one success--in relation to the impact of not using and using the six sub-systems.