Project owners


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.
member content locked

Log in or join PMI to gain access

or Join



Related Content

  • PM Network

    6: Singles Day member content locked

    It started as an alternative to Valentine's Day among students at Nanjing University back in the early 1990s. Celebrated each year on 11 November, Singles Day was a rather mundane affair—until…

  • PMI Sponsored Research

    The Management of Benefits

    By Aubry, Monique | Sergi, Viviane | El Boukri, Sanaa Questions pertaining to performance are crucial in any organizational context. Moreover, in the current economic climate marked by instability, performance, in general, has been attracting the…

  • PM Network

    Second Act member content locked

    By Ali, Ambreen Does Dubai have anything left for an encore? After decades of rapid growth and dynamic construction projects that crowned it a global business hub and architectural spectacle, the largest city in…

  • PM Network

    Strategic Kick-Start member content locked

    PM Network queries the project management community on ensuring team members have a firm grasp on strategic alignment and key objectives at kickoff.

  • Project Management Journal

    Strategic Value at the Front End of a Radical Innovation Program member content locked

    By Martinsuo, Miia Firms implement radical innovation programs to create strategic value. Ensuring the success of these programs may require involving the business network. This article pursues increased knowledge on…


Publishing or acceptance of an advertisement is neither a guarantee nor endorsement of the advertiser's product or service. View advertising policy.