Theoretical frameworks and literature review on project efficiency and delays

The causes identified in the literature indicates significant need for proper project planning. From business case concerns, to late delivery of materials, poor leadership, inadequate stakeholder engagement, poor performance measurement, delayed petroleum industry bill passage and lengthy bureaucratic process, these can be greatly improved if effective planning and monitoring are carried out.
The figure below shows the key stakeholders and their corresponding delay factors per existing literature. These can help narrow the causes to the key players for example, poor leadership decision tends to be an issue for client and contractor, tying back to the BMI forecast for O&G projects and how FID has impacted on official commencement of project work. The main players are identified as government (representatives), client companies, contractor companies, and host communities; and there is great need to get them involved for a relatively smooth flowing process, devoid of disruptions, especially in the execution phase. The main players are identified as government (representatives), client companies, contractor companies, and host communities; and there is great need to get them involved for a relatively smooth flowing process, devoid of disruptions, especially in the execution phase. 

The importance of completing projects on time can be deduced from the effects they have on nations, companies and assets as these parties continue to develop measures to reduce the economic price effect on multi-year projects. One questions if it is feasible to adopt a proactive approach through cause-and-effect methods or bowtie risk matrix, which are predominantly utilized in the safety management terrain. Much of this will be discussed in the Methodology section. The next chapter will apply methods to further narrow the causes of construction project delays in the Nigerian Oil and Gas sector.
This approach is expected to focus on the causes that have the likelihood of delay projects beyond one year, then develop both preventive and mitigative countermeasures; while linking them with oil and gas projects deliverables, KPIs, asset operations and reliability improvements.