A critical issue that faces the Saudi Arabia Oil and Gas Sector (OGS)'s projects is the high level of uncertainty in the successful delivery of those projects. That high level of uncertainty makes it vital to monitor and control project performance for limiting financial losses, avoiding cost overruns, and improving predictability. One of the fundamental tools that sets the framework for project performance is the project Scope of Work (SOW). Having an effective project SOW at the front end the project is challenging for project practitioners and is an issue that needs to be addressed; as its development process and output can significantly affect the later stages of the project life cycle. The aim of this study was to develop a clearer understanding of the project SOW role in a project development and to make practical recommendations for its improvement by investigating project team members' perceptions of the SOW development process in two Saudi Arabian Oil and Gas companies. This research adopts a qualitative approach, a case study strategy and focus group discussions to collect primary data. The results suggested that the project SOW development process is the foundation for another twelve key project management processes that need to be considered in order to successfully complete a project On Scope, On Time, On Cost and On Strategy. To be considered effective, the project SOW should have the following four characteristics of: formality, usefulness, effective content elements and effective language quality. In addition, the project SOW should support effective decision making, risk management, project planning and project monitoring and control. The results show that the project SOW in Saudi Arabia OGS is developed in several phases as part of Front-End Loading (FEL) development and final project SOW is developed and approved at the end of the 2nd phase of FEL (FEL-2). It was found that there are eleven key enablers, such as clear vision, targets, and objectives; effective stakeholders' engagement; and effective assurance review process, for producing an effective project SOW. While eleven key barriers for producing an effective SOW were identified such as: absence of reward system; insufficient training programs; and insufficient budget. Therefore, enhancing the key enablers and overcoming the barriers may facilitated improvements in the project SOW development process. This study recommends that companies need to pay closer attention to the design of the temporary organisation and accordingly set their strategy, structure, process, rewards and people. The researcher details some implications, acknowledges some limitations and provides recommendations for future research in this area.

Not every project deserving of success achieves it. Conversely, not every project heading for the scrap heap arrives. The journey to project success is long and hard and does not happen overnight. To understand the journey to project success we need to understand what makes a project successful. A successful project can be classified as a Project of which the costs did not exceed 25% of the agreed capital approved with a less than 25% schedule slip and with all the operational problems being sorted out in less than a year. Project success potential, can be increased by focusing on the critical factors listed in this study, namely: Project Front End Loading (FEL), high calibre project teams, and people skills/soft skills of project management. The success of a project can be increased when the project has high calibre project teams starting the project with very effective Front End Loading (FEL) and keep project team members continuity based on the fact that the project is managed by a project manager understanding people who have the soft skill to lead and influence the project team, rather than managing the team. The research was conducted by means of a literature and empirical study. The literature study documents the critical factors for project success. Knowledge gained from the literature study formed the basis for the empirical study to test critical factors for project success in practice and the recommendations can be read in chapter four. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

Not every project deserving of success achieves it. Conversely, not every project heading for the scrap heap arrives. The journey to project success is long and hard and does not happen overnight. To understand the journey to project success we need to understand what makes a project successful. A successful project can be classified as a Project of which the costs did not exceed 25% of the agreed capital approved with a less than 25% schedule slip and with all the operational problems being sorted out in less than a year. Project success potential, can be increased by focusing on the critical factors listed in this study, namely: Project Front End Loading (FEL), high calibre project teams, and people skills/soft skills of project management. The success of a project can be increased when the project has high calibre project teams starting the project with very effective Front End Loading (FEL) and keep project team members continuity based on the fact that the project is managed by a project manager understanding people who have the soft skill to lead and influence the project team, rather than managing the team. The research was conducted by means of a literature and empirical study. The literature study documents the critical factors for project success. Knowledge gained from the literature study formed the basis for the empirical study to test critical factors for project success in practice and the recommendations can be read in chapter four. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

Not every project deserving of success achieves it. Conversely, not every project heading for the scrap heap arrives. The journey to project success is long and hard and does not happen overnight. To understand the journey to project success we need to understand what makes a project successful. A successful project can be classified as a Project of which the costs did not exceed 25% of the agreed capital approved with a less than 25% schedule slip and with all the operational problems being sorted out in less than a year. Project success potential, can be increased by focusing on the critical factors listed in this study, namely: Project Front End Loading (FEL), high calibre project teams, and people skills/soft skills of project management. The success of a project can be increased when the project has high calibre project teams starting the project with very effective Front End Loading (FEL) and keep project team members continuity based on the fact that the project is managed by a project manager understanding people who have the soft skill to lead and influence the project team, rather than managing the team. The research was conducted by means of a literature and empirical study. The literature study documents the critical factors for project success. Knowledge gained from the literature study formed the basis for the empirical study to test critical factors for project success in practice and the recommendations can be read in chapter four. / Thesis (M.B.A.)--North-West University, Vaal Triangle Campus, 2009.

Owner companies should consider all elements of Document Management during a project’s life cycle, identify shortcomings and address them successfully to ensure successful completion of projects and ultimately to also ensure legal compliance as stipulated by contractual agreements. Proper governance during the execution of projects involves, amongst others, the establishment of structures and processes, with appropriate checks and balances built into these structures and processes, to enable all stakeholders to be in a position to have access to relevant documentation. Executing projects makes a huge demand on the flow and management of project related documentation through the different phases of these projects. The research, as documented in this dissertation, investigates and evaluates whether Sasol Technology, as the project execution agent for the Sasol Business Units, has efficient governing Document Management processes and procedures in place to support the successful execution of capital projects. Sasol Technology uses a stage gate model, associated with project life cycles, as a systematic approach for the execution of capital projects. Document Management is a new business function that was established in 2008. Not all the functions involved in the life cycle of project execution are fully aligned with the central function managing documentation. There is thus a need for a fully integrated Document Management System, involving all the functions of Sasol which are involved during the different phases of project execution. The literature study analyses existing world best document management and records management practices and procedures and points out that meticulous and strict document and records management practices form the backbone of organisational authentic evidence compliance. The research design method that was chosen to authenticate the research question is an Exploratory Qualitative Approach, combined with a Descriptive Approach. Results are obtained from a combination of three methods. Published and available existing data of how documents are managed in Sasol was gathered and secondary findings are established. Focused and structured interviews were then conducted with experienced team members from the different functions involved in project execution and lastly, e-mail administrated questionnaires were developed and distributed to relevant project team members within Sasol Technology to assess the current system and to determine additional requirements for an enhanced Document Management System, specifically applicable to owner companies in the project execution environment. Whereas the scrutiny of the secondary sources provides a background and the progress iii made with regard to setting requirements for a standardised Document Management System for the execution of projects in the Sasol Technology and some of the other Sasol Business Units, the primary data findings indicate how the project team members perceive the existing Sasol Technology Document Management System to be. Key findings include, that documentation life cycle management is not fully developed and needs to be addressed in the Sasol Technology project execution environment. Furthermore, integration of the documentation management of the various departments, functions and structures in Sasol will enable better and improved management of project documentation. The specific output of this dissertation is the recommendation of an improved Document Management System to allow the different functions within Sasol Technology and some other Sasol Business Units to have access to an integrated system, included in it all relevant documentation requirements during the life cycle of projects. An added deliverable is a framework of requirements to be included in a document management philosophy, not only for Sasol, but also for other owner companies during project execution. / Thesis (M.Ing. (Development and Management Engineering))--North-West University, Potchefstroom Campus, 2010.

Owner companies should consider all elements of Document Management during a project’s life cycle, identify shortcomings and address them successfully to ensure successful completion of projects and ultimately to also ensure legal compliance as stipulated by contractual agreements. Proper governance during the execution of projects involves, amongst others, the establishment of structures and processes, with appropriate checks and balances built into these structures and processes, to enable all stakeholders to be in a position to have access to relevant documentation. Executing projects makes a huge demand on the flow and management of project related documentation through the different phases of these projects. The research, as documented in this dissertation, investigates and evaluates whether Sasol Technology, as the project execution agent for the Sasol Business Units, has efficient governing Document Management processes and procedures in place to support the successful execution of capital projects. Sasol Technology uses a stage gate model, associated with project life cycles, as a systematic approach for the execution of capital projects. Document Management is a new business function that was established in 2008. Not all the functions involved in the life cycle of project execution are fully aligned with the central function managing documentation. There is thus a need for a fully integrated Document Management System, involving all the functions of Sasol which are involved during the different phases of project execution. The literature study analyses existing world best document management and records management practices and procedures and points out that meticulous and strict document and records management practices form the backbone of organisational authentic evidence compliance. The research design method that was chosen to authenticate the research question is an Exploratory Qualitative Approach, combined with a Descriptive Approach. Results are obtained from a combination of three methods. Published and available existing data of how documents are managed in Sasol was gathered and secondary findings are established. Focused and structured interviews were then conducted with experienced team members from the different functions involved in project execution and lastly, e-mail administrated questionnaires were developed and distributed to relevant project team members within Sasol Technology to assess the current system and to determine additional requirements for an enhanced Document Management System, specifically applicable to owner companies in the project execution environment. Whereas the scrutiny of the secondary sources provides a background and the progress iii made with regard to setting requirements for a standardised Document Management System for the execution of projects in the Sasol Technology and some of the other Sasol Business Units, the primary data findings indicate how the project team members perceive the existing Sasol Technology Document Management System to be. Key findings include, that documentation life cycle management is not fully developed and needs to be addressed in the Sasol Technology project execution environment. Furthermore, integration of the documentation management of the various departments, functions and structures in Sasol will enable better and improved management of project documentation. The specific output of this dissertation is the recommendation of an improved Document Management System to allow the different functions within Sasol Technology and some other Sasol Business Units to have access to an integrated system, included in it all relevant documentation requirements during the life cycle of projects. An added deliverable is a framework of requirements to be included in a document management philosophy, not only for Sasol, but also for other owner companies during project execution. / Thesis (M.Ing. (Development and Management Engineering))--North-West University, Potchefstroom Campus, 2010.