Project Management
Mahdi Rostami; Mohammad Amin Ahangari
Abstract
AbstractThe complicated nature of oil and gas projects demands the deployment of integrated and effective project management methodologies to achieve the project objectives including the scope, cost and timing of the project. However, the availability of alternative methods such as PMI/PMBOK, IPMA, and ...
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AbstractThe complicated nature of oil and gas projects demands the deployment of integrated and effective project management methodologies to achieve the project objectives including the scope, cost and timing of the project. However, the availability of alternative methods such as PMI/PMBOK, IPMA, and PRINCE2, high rate of project failure, and limited available resources can make decision making a challenge for project managers. Identification and ranking the most important factors in project management could be done through different methods i.e., MCDM, Regression analyse, or Structural equation modelings depends on the nature of data and the purpose of research. The main purpose of this research is to provide insight to project managers and oil and gas companies on the effect of PMBOK's 10 knowledge areas including Integration Management, Scope Management, Time Management, Cost Management, Quality Management, Human Resource Management, Communication Management, Risk Management, Procurement Management, and Stakeholder Management on critical success factors in oil and gas industry in Iran. PMBOK knowledge areas were measured through the Project Management Planning Quality (PMPQ) survey and the dependent variables which are critical success factors were operationalized through the Project Implementation Profile (PIP) questionnaire. A total of 100 questionnaires were distributed among project managers, senior managers and project experts in oil and gas organizations in Iran and 72 acceptable responses were received and analyzed through structural equation modelling (SEM). The model is statistically significant and accounts for 33.7 % of the variation of CSFs. The SRMR value of the modified model is 0.098 and therefore the model fit is appropriate. The overall positive relationship between the variables is observed. The results of SEM analysis indicated that the scope management is the most effective knowledge area with the weight equals to 0.855 followed by communication management and risk management with the weights equal to 0.818 and 0.756 respectively.
Management
Abbas Alimoradi; Sepideh Borzoupour
Abstract
In the present business atmosphere, an organization should be able to respond to environmental needs occasioned by rapid and dynamic evolution as quickly as possible. It is obvious that such ability is impossible without a proper strategic approach, strategic thinking, and a suitable management accounting ...
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In the present business atmosphere, an organization should be able to respond to environmental needs occasioned by rapid and dynamic evolution as quickly as possible. It is obvious that such ability is impossible without a proper strategic approach, strategic thinking, and a suitable management accounting system. This study attempts to investigate the relationships between strategy, management accounting systems, and the performance of Iranian petrochemical companies under the framework of contingency theory. It is assumed that matches between organizational strategies and the content variables of organizational structure in controlling environments such as management accounting systems could produce an optimal level of performance. The statistical population of the study is Iranian petrochemical private companies, and the required information has been gathered by questionnaire the internal reliability of which is confirmed by a Cronbach's alpha coefficient of 83.4%. Structural equation modelling with LISREL software has been used for data analysis and hypotheses testing. The results not only confirm the direct association between strategy, management accounting systems, and company performance, but also support the effect of management accounting system as a mediating variable on the relationship between strategy and performance. According to the results, it might be concluded that contingency theory postulates are applicable to the Iranian petrochemical industry, and this conclusion may shed some light on the way in which these companies are managed and controlled.
