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Table 4-9: Risk ranking for Nigerian oil and gas construction projects Rank 1 2 Risk Code R12.

15 R12.5 R12.6 $ 5 6 # ! ( 10 11 12 1 1$ 15 16 1# R12.# R12.( R12.1$ R12.10 R12.11 R12.1 R12. R12.1# R12.1! R12.1 R12.! R12.12 R12.2 R12.$ Risk factors Security threats from neighboring residents Incompetence of project team members "oor designs %ate interna& appro'a&s from c&ients "oor and inade)uate tendering Inade)uate project organi*ation structure Changes in design Inade)uate budgeting and poor project p&anning "oor project feasibi&ity studies Inefficient and poor performance of constructors Reduced )ua&ity in procured materia&s "oor coordination amongst sub+contractors and contractors ,amage to -ork by third party .ureaucratic project and go'ernment appro'a& procedures ,ifferences in practices bet-een &oca& and foreign contractors /n'ironmenta& protection pressure of other groups "oor re&ationship -ith go'ernment bodies RI 0.5621 0. !2 0. #5 0.2(#$ 0.2!11 0.2#$$ 0.2$5! 0.2 #! 0.22#! 0.2125 0.20(! 0.1(65 0.1#6$ 0.1665 0.16 ! 0.15(2 0.1$52

1! 1( 20

R12.16 R12.20 R12.1(

%ate pro'ision or de&i'ery of materia&s 0orking conditions deferring from contract specification %ack of e1perience in design and construction

0.1$52 0.1112 0.10!6

2 comprehensi'e &ist of the ranked risks as deduced from a combination of in+depth te&ephone inter'ie-s and )uestionnaire sur'ey is sho-n in the tab&e abo'e. 3he t-enty 4205 risks are sorted according&y6 in ascending order of their o'era&& impact on oi& and gas projects in 7igeria. 3he top ten risks -i&& then be ana&y*ed further to determine their features6 characteristics and causes8 so that ade)uate strategies can be proposed to mitigate the risks. 4.4.3 The analysis of the top ten risks in Nigerian oil and gas construction projects:

In &ine -ith the objecti'es of the study6 the top ten major risks in 7igerian oi& and gas projects -i&& be ana&y*ed thorough&y. In order to ana&y*e these top ten major risks8 the mean of occurrence and the mean of impact degree for each indi'idua& risk identified by the respondents -here determined. 3his can be seen as sho-n in tab&e $+10 as fo&&o-s9

Table 4-1 : Top ten risks statistics for Nigerian oil and gas construction projects ;ean of ;ean of <ccurrence Impact :re)uency ,egree 4:r5 4Im5 0.# 0.51 0.$( 0.26 0.5 0.$26# 0.$66# 0.56 0.$26# 0.$2 0.$26# 0.606# 0.2# 0. $ 0. ! 0.25 0.#6 0.65 0.6! 0.$! 0.526# 0.5( 0.$! 0.$26# 0.$!6# 0.$# 0.$5 0. 26# 0.# 0.$66# 0. 06# 0.56 Risk Inde1 Score 4RI5 0.5621 0. !2 0. #5 0.2(#$ 0.2!11 0.2#$$ 0.2$5! 0.2 #! 0.22#! 0.2125 0.20(! 0.1(65 0.1#6$ 0.1665 0.16 ! 0.15(2

Rank 1 2

Risk code R12.15 R12.5 R12.6

Risk :actors Security threats from neighboring residents Incompetence of project team members "oor designs %ate interna& appro'a&s from c&ients "oor and inade)uate tendering Inade)uate project organi*ation structure

$ 5 6 # ! ( 10 11 12 1 1$ 15 16

R12.# R12.( R12.1$ R12.10

Changes in design Inade)uate budgeting and poor project R12.11 p&anning R12.1 R12. R12.1# R12.1! R12.1 R12.! R12.12 R12.2 Improper project feasibi&ity studies Inefficient and poor performance of constructors Reduced )ua&ity in procured materia&s "oor coordination amongst sub+ contractors and contractors ,amage to -ork by third party .ureaucratic project and go'ernment appro'a& procedures ,ifferences in practices bet-een &oca& and foreign contractors /n'ironmenta& protection pressure of other groups

1# 1! 1( 20

R12.$

"oor re&ationship -ith go'ernment bodies

0.2# 0. 2 0.2 0.25

0..$( 0.$06# 0. 1 0.2(

0.1$52 0.1$52 0.1112 0.10!6

R12.16 %ate pro'ision or de&i'ery of materia&s 0orking conditions deferring from R12.20 contract specification %ack of e1perience in design and R12.1( construction

:rom tab&e $+10 abo'e6 it can be deduced that =security threats from neighboring residents> risk take up the first position -ith a risk+inde1 score 40.562156 to become the risk -ith the highest risk score+inde1. 3his is an e1terna& risk and has both the highest mean of impact degree 40.#65 and the highest mean of occurrence fre)uency 40.#5. It imp&ies that oi& and projects in 7igeria are high&y prone to this major risk. It -as gathered from the conducted inter'ie-s that the main causes of this risk -ere disturbances from the &oca& residents and mi&itants in the 7iger ,e&ta region in the form of assau&t and kidnapping of oi& and gas companies emp&oyees8 'anda&i*ing of oi& and gas pipe&ines8 and sabotage 4fire and e1p&osion of oi& and gas faci&ities5. It -as a&so gathered that due to &ack of compensation payment -hich -as supposed to be paid to the poor rura& d-e&&ers of these oi& rich regions for the compu&sory ac)uisition of their &ands for oi& and gas e1p&oration8 a&-ays generates crisis in the area. 4<gedengbe6 200#5 3he second to the fifth risks are as fo&&o-s9 =Incompetence of project team members> -ith a risk+inde1 score 40. !2 58 =poor designs> -ith a risk+inde1 score 40. #558 =&ate interna& appro'a&s from c&ients> -ith a risk+inde1 score 40.2(#$58 and =poor and inade)uate tendering> -ith a risk+inde1 score 40.2!115. :rom the second do-n to the tenth 42nd to 10th5 ranking risks are a&& interna& risks. 0ithin this &imits -ere risks -hich a&so occupied high positions in the risk ranking and -ere associated -ith the management acti'ities of the c&ient. 3hey are as fo&&o-s9 =Incompetence of project team members> as the 2nd8 =&ate interna& appro'a&s from c&ients> as the $th8 =inade)uate project organi*ation structure> as the 6th8 =inade)uate budgeting and poor project p&anning> as the !th and =improper project feasibi&ity studies> as the ( th. 3he fact that these management associated risks ha'e high ranking signifies that c&ients and emp&oyers in 7igerian oi& and gas construction projects are fai&ing in their duties of $

directing8 moti'ating emp&oyees8 organi*ing8 contro&&ing8 and p&anning oi& and gas projects. :rom the inter'ie-s conducted6 it -as re'ea&ed that the reason for these &apses accrue to &ack of a defined system in projects> structure and incompetent -orkers being used on projects. 3hus6 it can be inferred that8 in order to manage these risks6 there shou&d be a focus on impro'ing c&ients> management ski&&s6 abi&ities and kno-&edge as -e&& as emp&oyees capabi&ities. It is -orth noting that t-o risks -hich had high risk ranking8 and found their p&aces as the
rd

and #th in the top ten risk ranking -ere associated -ith the designs. 3hey are9 =poor

designs> -ith a risk+inde1 score 40. #558 and =changes in design> -ith a risk+inde1 score 40.2$5!5. ="oor designs> risk a&though occupied the o'era&& third position6 had the second highest mean of impact degree 40.65 5. 3his is because design -orks -hich are done at the ear&y stages of oi& and gas projects ha'e a 'ery huge impact on the tota& outcome of projects. 2 &itt&e f&a- in a design can cause enormous changes in the construction phase and in a&&ocating resources8 thus6 reducing )ua&ity and causing cost and time o'erruns on projects. 43huyet6 et a&.6 200#5 =Changes in design> risk is common in oi& and gas projects and the ear&ier it occurs6 the &esser it has impact on the tota& project outcome. It usua&&y occurs in the construction phase of 7igerian oi& and gas projects. 3his risk had 0.$! as the mean of impact degree and this imp&ies that changes in design in 7igerian oi& and gas projects ha'e a medium effect or impact on the o'era&& project outcome. :rom the inter'ie-s6 it -as gathered that this risk is usua&&y caused by changes in design specifications6 scope changes and poor )ua&ity designs. 3o curb these risks6 design standards are put in p&ace to enab&e regu&ators6 c&ients and contractors to reach a mutua& understanding about the -ay to carry out designs. 4Sne&&6 200!5 ="oor and inade)uate tendering> risk had the ranking position as 5th8 -ith a risk+inde1 score 40.2!1156 mean of impact degree 40.526#5 and mean of occurrence fre)uency 40.5 5. 3his means that this risk has a se'ere impact on project outcomes. :rom the inter'ie-s6 it -as re'ea&ed that risks associated -ith tendering in oi& and gas projects in 7igeria are attributed to poor contractor se&ection by c&ients. Incompetent and unre&iab&e contractors end up -inning bids due to inade)uacies in the e'a&uation processes and se&ection criteria -hich 5

&acked =due processes>. 3hus6 contractors are appointed by pub&ic and pri'ate sector c&ients> not on merit but based on -hom they kno-. 4<gunsemi and 2je6 20065 3his makes contactor and c&ient ethics during contractor se&ection and e'a&uation processes a comp&e1 and sensiti'e issue yet to be addressed in 7igerian oi& and gas projects. 3he 10th risk =inefficient and poor performance of constructors> -ith a risk+inde1 score 40.212558 mean of impact degree 40.$# 58 and mean of occurrence fre)uency 40.$25. 3his risk -as identified to be a 'ery sensiti'e risk that needs to be addressed in 7igerian oi& and gas industry. C&ients> projects often end up suffering from o'erruns in cost6 de&ays in time6 poor )ua&ity ser'ices and decreased producti'ity due to poor performance on the contractor side. In+depth inter'ie-s re'ea&ed that &ack of sufficient e)uipments and techno&ogy8 appropriate e1perience8 financia& capabi&ity8 trained emp&oyees8 a'ai&ab&e resources8 good )ua&ity construction methods8 and efficient management ski&&s8 -ere the causes of contractors poor performance on projects. .esides6 7igeria oi& and gas projects -hich are usua&&y &arge and comp&e16 re)uiring huge capita& in'estment6 modern techno&ogies and e'er changing up to date construction methods8 attracts mu&tinationa& companies. Conse)uent&y6 conf&icts that impede project successes are often generated due to the differences in techno&ogy kno- ho- bet-een the emp&oyees of mu&tinationa& and indigenous companies. 4.! Risk response strategies for "itigating the "ajor risks

In the pre'ious section6 the top ten major risks in 7igerian oi& and gas projects -ere identified -ith their fre)uency of occurrence and degree of impact. In &ine -ith the objecti'es of the study and due to the time constraints and &imits of the research8 )ua&itati'e method of research -as used 'ia te&ephone inter'ie-s -ith e1perienced personne& of the 7igerian oi& and gas industry8 to find out the characteristics and causes as -e&& as to propose efficient strategies to effecti'e&y mitigate on&y the fi'e major risks on the risk ranking de'e&oped from the )uantitati'e ana&ysis because of the se'ere impacts they ha'e on oi& and gas projects in 7igeria. 3his section -i&& focus on ana&y*ing each indi'idua& risk thorough&y. 4.!.1 #ecurity threats fro" neighboring residents $R1%.1!&

3he risks accruing to security threats from neighboring residents on 7igerian oi& and gas projects are enormous. 3hese are e1terna& risks that inhibit the achie'ement of a project>s cost6 time and )ua&ity objecti'es. It -as gathered from the conducted inter'ie-s that the agitating youths and mi&itants acti'ities on oi& and gas fie&ds in the form of assau&t and kidnapping of oi& and gas companies emp&oyees 4/-eje6 200#58 'anda&i*ing of oi& and gas pipe&ines8 and sabotage 4fire and e1p&osion of oi& and gas faci&ities5. It -as a&so gathered that due to &ack of compensation payment -hich -as supposed to be paid to the poor rura& d-e&&ers of these oi& rich regions for the compu&sory ac)uisition of their &ands for oi& and gas e1p&oration8 a&-ays generates crisis in the area. 4<gedengbe6 200#5 In this &ight6 the respondents to the inter'ie- that -ere carried out proposed se'era& strategies -hich inc&ude9 1. 3he compu&sory &and use act shou&d be amended so that ade)uate compensation fees shou&d be paid to the o-ners of the ac)uired &ands by oi& and gas companies or the federa& go'ernment. 2. Corporate socia& responsibi&ity 4CSR5 4/'u&eocha6 20055 shou&d be enforced by the federa& go'ernment so as to increase the de'e&opment of these oi& rich communities by oi& and gas companies. . 3he federa& go'ernment of 7igeria shou&d seek to enforce stringent &a-s on -aste disposa&s so as to stop the oi& spi&&ages from acti'ities from oi& and gas construction acti'ities. 4/ssoka6 et a&.6 20065 $. 3he %7? production shou&d be introduced fu&&y so as stop the f&aring of gases -hich cause harm to human6 anima&s and the entire eco&ogica& en'ironment in the 7iger ,e&ta region. 4?a&braith6 200!5 4.!.% 'nco"petence of project tea" "e"bers $R1%.!&

:rom the phone inter'ie-s6 it -as gathered that the 7igerian oi& and gas projects &ack indi'idua&s -ith ski&&s6 kno-&edge and abi&ity to perform their duties efficient&y. /'en though most project team members possessed at &east one form of higher education degree6 there is sti&& that &ack of insufficient ski&&s needed to manage oi& and gas projects. In this 'ie-6 the fo&&o-ing strategies -ere proposed by the inter'ie-ees as fo&&o-s9

1. /ffecti'e team-ork shou&d be enhanced 'ia staff training to update them -ith the ne- techno&ogies and industry ski&&s. 2. ?ood staffing by effecti'e&y matching project team members to the right projects -here they can function efficient&y to achie'e optimum producti'ity. 4.!.3 (oor designs $1%.)&

3he risks of poor designs by contractors in 7igerian oi& and gas projects are enormous6 and usua&&y cause the non+achie'ement of projects> cost6 time and )ua&ity objecti'es. 0ho absorbs the e1tra cost of incomp&ete or unc&ear scopes and specifications6 ambiguous design and designers> incompetence@ 3his )uestion usua&&y causes a &ot of conf&ict bet-een c&ients and contractors. In 7igeria6 indigenous companies ha'e &itt&e e1perience in design of oi& and gas faci&ities6 thus there e1ists a dominance of foreign mu&tinationa& companies that ha'e more e1perience but sti&& run into design difficu&ties due to the comp&e1 nature of the designs in the industry. In this &ight6 the respondents to the inter'ie- that -ere carried out proposed se'era& strategies -hich inc&ude 43huyet6 200#59 1. Indigenous companies partnering -ith the mu&tinationa&s to impro'e cost effecti'eness8 efficiency8 )ua&ity of products and ser'ices8 transparency and transfer of techno&ogy6 &ong term commitment and enhanced opportunity for inno'ation. 2. Contractor se&ection to be based on e1perience and pre'ious performance so that competent and e1perienced manpo-er -i&& be carrying out design -orks efficient&y. . Asing concurrent engineering to impro'e constructabi&ity and time sa'ings. $. ,esign standards put in p&ace to enab&e regu&ators6 c&ients and contractors to ha'e a mutua& understanding about the -ay to carry out designs. 4Sne&&6 200!5 4.!.4 *ate internal appro+als fro" clients $1%.,&

3his is an interna& project risk that usua&&y originates in c&ients organi*ation. 3he inter'ierespondents re'ea&ed that this risk emanates on 7igerian oi& and gas projects due to managers &acking the authority to so&'e prob&ems and &ack of emp&oyee commitment. "roject managers are usua&&y faced -ith the prob&em of s&o- responses from the top

management to pressing project issues e.g. a&&ocating resources. 3his &eads to time and at times &ead to cost o'erruns on projects. 43huyet6 200!5 In this &ight6 the respondents to the inter'ie- that -ere carried out proposed the fo&&o-ing strategies9 1. Asing 3B; 43ota& Bua&ity ;anagement5 practices for enhancing the in'o&'ement of a&& project emp&oyees to share in the project 'ision and goa&s. 2. /mpo-ering project managers -ith appro'a&s authority so as to make on time and faster decisions -hich enhances inno'ation and successfu& de&i'ery of projects.

4.!.!

(oor and inade-uate tendering $1%.9&

3he risk accruing to poor and inade)uate tendering usua&&y6 can de'iate a project from meeting up -ith its objecti'es. <i& and gas projects usua&&y adopt one of the fo&&o-ing methods8 restricted tendering6 open tendering6 restricted acce&erated6 competiti'e negotiated6 competiti'e negotiated acce&erated tendering and dia&ogues. 4"a&anees-aran and kumaras-amy6 20015 3he inter'ie-s re'ea&ed that &ack of =due processes> 4unethica& attitudes of bidders5 and =inade)uate e'a&uation criteria> are the main sources that pose tendering risks in 7igerian oi& and gas industry. "ub&ic sector c&ients often accept &o-est price tender so as to sho- accountabi&ity and in defense for criticisms. 40ong6 et a&.6 20005 ;oreo'er6 these bidders submit &o- prices to -in and after -inning6 they negotiate -ith c&ients at &ater stages to mark+up their tender. 2nother identified source is the co&&usion of bidders &ike -ithdra-a&6 bribery6 and fa&se inf&ation of co'ering and tender prices. In this &ight6 the respondents to the inter'ie- that -ere carried out proposed the fo&&o-ing strategies9 1. 3he techni)ue6 ;C,; 4;u&tip&e criteria decision making5 shou&d be used for e'a&uating contractors. 2. C&ients increasing &ega& enforcement of co&&usion by impro'ing the detection of bidders during pre)ua&ification and fina& stages of e'a&uation. . C&ients using se&ecti'e tendering by in'iting on&y credib&e and professiona& contractors

4.)

#u""ary

3he )uantitati'e and )ua&itati'e approaches -ere used to assess the major risks that emanate in 7igerian oi& and gas construction projects. 3he findings from resu&ts from the background information of the )uestionnaire sur'ey re'ea&s that risk management practices in 7igeria oi& and gas industry in'o&'es peop&e -ith high industry e1perience8 educated8 and most&y carry out projects in both upstream and do-nstream sector. ;ost of the organi*ations ha'e e1perience in oi& and gas acti'ities because they ha'e been in e1istence &ong enough in the industry8 -ith ade)uate staff strength. 3he second part the )uestionnaire re'ea&ed that a&& organi*ations in 7igerian oi& and gas industry maintain a risk management system as -e&& as store identified risks in a risk management database either as hard copies or e&ectronic copies in computer hard dri'es6 compact discs and f&oppy dri'es. 3he top ten major risks that emanate on oi& and gas construction projects both in the upstream and do-nstream oi& and gas sectors are9 5.2 Security threats from neighboring residents 6.2 Incompetence of project team members #.2 "oor designs !.2 %ate interna& appro'a&s from c&ients (.2 "oor and inade)uate tendering 10.2 Inade)uate project organi*ation structure 11.2 Changes in design 12.2 Inade)uate budgeting and poor project p&anning 1 .2 Improper project feasibi&ity studies 1$.2 Inefficient and poor performance of constructors Bua&itati'e method -as used 'ia in+depth te&ephone inter'ie-s8 to further ana&y*e the top fi'e major risks due to their high mean of impact degree and high risk inde1 score thorough&y. 3he causes and characteristics of the top fi'e major risks8 as -e&& as mitigating strategies -ere de'e&oped to curb the top fi'e major risks that emanate on 7igerian oi& and gas projects. 10

.hapter !: .onclusion and reco""endations


%.1 .onclusion:

In recent times6 the concept of risk management is an essentia& process that cannot be neg&ected in the management of projects in de'e&oped countries. 7e'erthe&ess6 the practice is sti&& ne- during the imp&ementation of projects in de'e&oping countries8 -hich inc&udes 7igeria. <n&y the 7igerian oi& and gas sector seems to be the sector amongst others8 that is keen on uti&i*ing risk management practices during the imp&ementation of projects because of the 'o&ati&e nature of products and characteristics of the project en'ironment -here the operation and processes are carried out6 in a constant&y changing dynamic en'ironment -hich is e1posed to enormous risks. 3hus6 this research is 'ery significant and time&y considering the fact that the oi& and gas sector is the most important contributor to the tota& re'enue of the 7igerian economy. 3he research dissertation -hich aimed at identifying the risk factors that affect oi& and gas construction projects and to deri'e risk responses for them -as accomp&ished 'ia rea&i*ing the fo&&o-ing research objecti'es9 3he different types of risks as -e&& as the different en'ironments -here these risks originate in oi& and gas projects -here identified from an e1tensi'e &iterature re'ie-. 2 c&oser assessment 'ia a )uestionnaire sur'ey -as systematica&&y used to determine the fre)uency

11

of occurrence and the degree of impact of the major sources of risks that emanate in oi& and gas construction projects in 7igeria. 3he resu&ts of the research 'ia the risk scores of the major risks re'ea&ed that the top ten major risks in oi& and gas construction projects in 7igeria -ere9 1. Security threats from neighboring residents 2. Incompetence of project team members . "oor designs $. %ate interna& appro'a&s from c&ients 5. "oor and inade)uate tendering 6. Inade)uate project organi*ation structure #. Changes in design !. Inade)uate budgeting and poor project p&anning (. Improper project feasibi&ity studies 10. Inefficient and poor performance of constructors

!.%

Reco""endations

:or the successfu& de&i'ery of projects6 it is essentia& that a thorough e1amination of the major risks affecting a project is e1amined. In the )uest to de'e&op strategies to effecti'e&y mitigate the identified major risks8 &iterature and in+depth inter'ie-s -ere carried out in the research and -ere used to proffer appropriate practica& strategies -hich -here proposed for the top fi'e most ranked6 major risks in oi& and gas construction projects in 7igeria. 3he research proposed recommendations to effecti'e&y mitigate the top+fi'e major risks as fo&&o-s9 1. 3he compu&sory &and use act shou&d be amended so that ade)uate compensation fees shou&d be paid to the o-ners of the ac)uired &ands by oi& and gas companies or the federa& go'ernment. 2. Corporate socia& responsibi&ity 4CSR5 shou&d be enforced by the federa& go'ernment so as to increase the de'e&opment of these oi& rich communities by oi& and gas companies. 12

. 3he federa& go'ernment of 7igeria shou&d seek to enforce stringent &a-s on -aste disposa&s so as to stop the oi& spi&&ages from acti'ities from oi& and gas construction acti'ities. $. 3he %7? production shou&d be introduced fu&&y so as stop the f&aring of gases -hich cause harm to human6 anima&s and the entire eco&ogica& en'ironment in the 7iger ,e&ta region. 5. /ffecti'e team-ork shou&d be enhanced 'ia staff training to update them -ith the ne- techno&ogies and industry ski&&s. 6. ?ood staffing by effecti'e&y matching project team members to the right projects -here they can function efficient&y to achie'e optimum producti'ity. #. Indigenous companies partnering -ith the mu&tinationa&s to impro'e cost effecti'eness8 efficiency8 )ua&ity of products and ser'ices8 transparency and transfer of techno&ogy6 &ong term commitment and enhanced opportunity for inno'ation. !. Contractor se&ection to be based on e1perience and pre'ious performance so that competent and e1perienced manpo-er -i&& be carrying out design -orks efficient&y. (. Asing concurrent engineering to impro'e constructabi&ity and time sa'ings. 10. ,esign standards put in p&ace to enab&e regu&ators6 c&ients and contractors to ha'e a mutua& understanding about the -ay to carry out designs. 11. Asing 3B; 43ota& Bua&ity ;anagement5 practices for enhancing the in'o&'ement of a&& project emp&oyees to share in the project 'ision and goa&s. 12. /mpo-ering project managers -ith appro'a&s authority so as to make on time and faster decisions -hich enhances inno'ation and successfu& de&i'ery of projects. 1 . 3he techni)ue6 ;C,; 4;u&tip&e criteria decision making5 shou&d be fre)uent&y used for e'a&uating contractors. 1$. C&ients increasing &ega& enforcement of co&&usion by impro'ing the detection of bidders during pre)ua&ification and fina& stages of e'a&uation. 15. C&ients shou&d be using se&ecti'e tendering by in'iting on&y credib&e and professiona& contractors

!.3

*i"itations of research

0ith regards to the gap in distance bet-een the author and the target popu&ation8 and the inf&e1ib&e time schedu&e re)uired for comp&eting the research6 the choice of te&ephone 1

inter'ie-s and the use of an e&ectronic )uestionnaire -as the most suitab&e media for data co&&ection for the research. Co-e'er6 it -as recogni*ed that the representation of the entire target popu&ation may not be repudiated from the respondents 'ie-s because8 not a&& the operators in the upstream and do-nstream sector of the 7igerian oi& and gas industry may ha'e access to internet to faci&itate the data co&&ection process. 7e'erthe&ess6 the samp&e sti&& continues to be a 'a&id and dependab&e information source since most of the corporate6 pub&ic and pri'ate sector oi& and gas organi*ations in 7igeria ha'e internet access.

!.4

Reco""endations for future research

Ca'ing undertaken the research on risk management in oi& and gas construction projects in 7igeria8 opportunities are open for future research to be aimed at using the ascertained major sources of risks and recommended strategies proposed in the research dissertation8 for de'e&oping a practica& risk management mode& for future use by c&ients6 in'estors6 researchers and a&& stakeho&ders that ha'e interest in the 7igerian oi& and gas industry.

1$

References 2de-usi6 D.2. 41((!56 ,e'e&opment of petro&eum resources in 7igeria E 2d'ances6 cha&&enges and opportunities6 Petroleum Science and Technology, 'o&. 166 no. #6 pp. 6!5+ 6(5. 2hmed6 2.6 Fayis6 .. and 2mornsa-ad-atana6 S. 4200#56 2 re'ie- of techni)ues for risk management in projects6 Benchmarking: An International Journal, Do&. 1$6 7o. 16 pp. 22+ 6. 2hmed6 2.6 2mornsa-ad-atana6 S. and Fayis6 .. 4200 a56 2 conceptua& frame-ork for risk ana&ysis in concurrent engineering6 Proceedings of the 17th International Conference on Production esearch, !"7 August, Blacks#urg, $irginia, %SA, 4R1.6 "aper 7o. !6 .adiru6 2... 41((656 Pro&ect 'anagement in 'anufacturing and (igh Technology )*erations, 0i&ey6 7e- Gork6 7G. 2kor6 2.H. and Igho6 3.H. 4200256 /ff&uent )ua&ity and -astes from petro&eum dri&&ing operations in the 7iger ,e&ta6 7igeria6 +n,ironmental 'anagement and (ealth, Do&. 1 6 7o. 26 pp. 20#+216. 2mornsa-ad-atana6 S. 2hmed6 2.6 Fayis6 .. and Faebernick 6 C.6 4200256 Risk mitigation in'estment in concurrent design "rocess6 Proceedings of the International Conference on 'anufacturing Automation, Do&. 1$6 7o. 16 pp. 22+ 6. 2&)uier6 2.;.6 Cagno6 /.6 Caron6 :.6 %eopu&os6 D. and Ridao6 ;.2. 4200256 Chapter 21 E 2na&ysis of /1terna& and Interna& Risks in "roject /ar&y "hase6 In S&e'in ,.6 C&e&and6 ,. and "into6 H. 4eds.5 The -rontiers of Pro&ect 'anagement esearch, "ennsy&'ania6 AS29 "roject ;anagement Institute 4";I5. .aker6 S.6 "onniah6 ,. and Smith6 S. 41(((56 Risk response techni)ues emp&oyed current&y for major projects6 Construction 'anagement and +conomics, 'o&. 1#6 issue9 26 pp. 205+ 21 . 15

.ajpai6 S. and ?upta6 H.". 4200#56 Securing oi& and gas infrastructure6 Journal of Petroleum Science and +ngineering, 556 pp. 1#$+1!6 .er&in6 2.6 .er&in6 2.I. and Drooman6 %%". 4200 5 ;anaging "o&itica& Risk in the <i& and ?as industries6 )il, .as / +nergy 0a1 Intelligence, Do&. 16 7o. 26 ;arch6 200 . .harucha6 F. and Co&&and6 ,. 4200!56 Apstream techno&ogy integration9 <pportunities6 obstac&es6 success6 )ffshore maga2ine: 3rilling technology4India re*ort, 2pri&6 Do&. 6!6 7o. $6 pp.66+6( .royd6 3.6 4200156 constructing the future, -oresight: making the future 1ork for you, ,3I6 %ondon. .udget ;onitoring and "rice Inte&&igence Anit. 4.;"IA5 4200$56 The ABC of the Contract 3ue Process *olicy, State press6 2buja Cagno6 /.6 Caron6 :. and ;ancini6 ;. 4200#56 2 mu&ti+dimensiona& ana&ysis of major risks in comp&e1 projects, isk 'anagement, (6 pp. 1+1!6 doi910.105#Ipa&gra'e.rm.!25001$ Cai&&aud6 /.6 ?ourc6 ,.6 ?arcia6 %.2.6 Cross&and6 R. and ;c;ahon6 C.6 et a&. 41(((56 2 frame-ork for a kno-&edge+based system to risk management in concurrent engineering6 Concurrent +ngineering: esearch and A**lications, Do&. #6 7o. 6 pp. 25#+26# Cer'one6 C.:.6 4200656 "roject Risk ;anagement6 )C0C Systems / Ser,ices: International digital li#rary *ers*ecti,es, Do&. 226 7o. $6 pp. 256+262. Charoenngam6 C. and Geh6 C.G. 41(((56 Contractua& Risk and %iabi&ity Sharing in Cydropo-er Construction6 International Journal of Pro&ect 'anagement, Do&. 1#6 7o. 16 pp. 2(+ #. Chido*ie6 I. 4200!56 Po1er emergency delayed again, 3he punch6 %agos. ,astous6 ".2.6 7ikiema6 H.6 ;arecha&6 ,.6 Racine6 %. and %acoursiere6 H.". 4200!56 Risk management9 2&& stakeho&ders must do their part6 Journal of 0oss Pre,ention in the Process Industries, 216 pp. 6#+ # . ,ey6 F.". and <gun&ana6 S.<. 4200$56 Se&ection and app&ication of risk management too&s and techni)ues for .ui&d+operate+transfer projects6 Industrial management and 3ata systems, Do&. 10$6 7o. $6 pp. $+ $6 ,epartment of "etro&eum Resources 4,"R56 4200656 .uidelines concerning im*lementation and use of risk analysis in the 5igerian Petroleum Industry, ,"R6 7igeria /&ms6 ,.6 41((!56 )1ning the -uture: Integrated isk 'anagement in Practice, Center for 2d'anced /ngineering6 Christchurch6 7e- Jea&and

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/ssoka6 ".26 Abogu6 2./. and A*u6 %. 4200656 2n o'er'ie- of oi& po&&ution and hea'y meta& concentration in 0arri area6 7igeria6 'anagement of +n,ironmental 6uality: An International Journal, Do&. 1#6 7o. 26 pp. 20(+215. /'u&eocha6 S.A. 4200556 ;anaging indigenous re&ations9 Corporate socia& responsibi&ity in a ne- age of acti'ism6 Cor*orate Communications: An International Journal, Do&. 106 7o. $6 pp. 2!+ $0 /-eje6 ?. 4200#56 ;u&tinationa& oi& companies> CSR initiati'es in 7igeria9 3he skepticism of stakeho&ders in host communities6 'anagerial 0a16 Do&. $(6 7o. 5I66 pp. 22!+2 5. :&anagan6 R. and 7orman6 ?.6 41(( 56 isk 'anagement and Construction, .&ack-e&& Science ?a&braith6 ,.6 4200!56 Regiona& "erspecti'e9 0est 2frica Regiona& <'er'ie-6 )ffshore Technology International, 200!6 pp. $#+$(. Ibrahim6 ;.H. 4200!56 ?ro-th prospects of oi& and gas abundant economies9 the 7igerian e1perience 41(#0+200056 Journal of +conomic Studies, Do&. 5 7o. 26 pp. 1#0+1(0. Hones6 C. 41(($56 Assessment and Control of Soft1are isks6 "rentice+Ca&&6 /ng&e-ood C&iffs6 7H Fartam6 7.2. and Fartam6 S.2. 4200156 Risk and its management in the Fu-aiti construction industry9 contractors> perspecti'e6 Internationa& Hourna& of "roject ;anagement6 Do&. 1(6 7o. 66 pp. 25+ 5. Fhan6 S.2.6 41(($56 5igeria: The Political +conomy of )il, <1ford Ani'ersity "ress. Fie&6 ;.6 Cu&e6 "./.6 %yytinen6 F. and Schmidt6 R.C.6 41((!56 A frame1ork for identifying soft1are *ro&ect risks, Communications of the 2C;6 Do&. $16 7o. 116 pp. #6+! . Fieserman6 ..H. 41(((56 "rofits and princip&es9 promoting mu&tinationa& corporate responsibi&ity by amending the 2&ien 3ort C&aims 2ct6 The Catholic %ni,ersity 0a1 e,ie1, Do&. $6 spring6 p. !!1 %ee6 G.S.6 Fim6 G.6 Fim6 S.C.6 Fim6 C.6 Chung6 C.C. and /3 Hung6 0.,.6 4200$56 2na&ysis of human error and organi*ationa& deficiency in e'ents considering risk significance6 5uclear +ngineering and 3esign, 2 06 pp. 61+6#. %eedy6 ".,. K <rmrod6 H./. 4200556 Practical esearch: Planning and 3esign, !th edn6 Co&&ier+;acmi&&an6 "rentice Ca&&6 7e- Hersey. %ong6 7.,.6 <gun&ana6 S.6 Buang6 3. and %am6 F.C. 4200$56 %arge construction projects in de'e&oping countries9 a case study from Dietnam6 International Journal )f Pro&ect 'anagement, 'o&. 226 7o. #6 pp. 55 +561. %ouca6 %.2.6 and ;ohammed 2&i6 R.;. 4200!56 Impro'ing the ducti&e beha'iour of offshore topside structures under e1treme &oads6 +ngineering Structures, 06 pp. 506+521. 1#

%uu6 D.3.6 Fim6 S.G.6 7guyen6 D.3. and <gun&ana6 S.<. 4200!56 Buantifying schedu&e risk in construction "rojects using bayesian be&ief net-orks6 International Journal of Pro&ect 'anagement, doi910.1016Ij.ijproman.200!.0 .00 . ;i&&s6 2. 4200156 2 systematic approach to risk management for construction6 structural sur,ey, Do&. 1(6 7o. 56 pp. 2$5+252 ;ohammed 2&i6 R.;. and %ouca6 %.2.6 4200!56 "erformance based design of b&ast resistant offshore topsides6 "art I9 "hi&osophy6 Journal of Constructional Steel esearch, 6$6 pp. 10 0+10$5 ;unn6 ". and ,re'er6 /. 41((056 %sing 6uestionnaires in Small"Scale Scot&and esearch, SCR/6

7aoum6 S.?. 4200#56 3issertation research and 1riting for construction students, 2nd edn6 .utter-orth+Ceinemann6 <1ford6 AF 7igerian 7ationa& "etro&eum Corporation 477"C5 4200!56 A#out 55PC7 2'ai&ab&e9 http9II---.nnpcgroup.comIretai&.htm L2ccessed 25 Hu&y 200!M. 7igerian 7ationa& "etro&eum Corporation 477"C5 4200!56 A#out 55PC7 2'ai&ab&e9 http9II---.nnpcgroup.comIpotentia&.htm L2ccessed 25 Hu&y 200!M. 7igerian 7ationa& "etro&eum Corporation 477"C5 4200!56 A#out 55PC7 2'ai&ab&e9 http9II---.nnpcgroup.comIaboutus.htm L2ccessed 25 Hu&y 200!M. 7igerian 7ationa& "etro&eum Corporation 477"C5 4200!56 3o1nstream )**ortunities7 2'ai&ab&e9 http9II---.nnpcgroup.comIdo-nstream.htm L2ccessed 25 Hu&y 200!M. 7igerian 7ationa& "etro&eum Corporation 477"C5 4200!56 %*stream )**ortunities7 2'ai&ab&e9 http9II---.nnpcgroup.comIupstream.htm L2ccessed 25 Hu&y 200!M. 7-achuk-u6 C. 4200!5 7igerian in'estors make stee&6 pipes for oi& and gas industry6 The Punch 5e1s*a*er, 3hursday6 ;ay 2(6 200!6 pp. 2 +25. <deh6 2.;. and .attaneih6 C.3. 4200256 Causes of construction de&ay9 traditiona& contracts6 International Journal of Pro&ect 'anagement, 'o&. 206 7o. 16 pp. 6#+# <gedengbe6 ".S. 4200#56 Compu&sory ac)uisition of oi& e1p&oration fie&ds in ,e&ta State 7igeria9 3he compensation prob&em6 Journal of Pro*erty In,estment / -inance, Do&. 256 7o. 16 pp. 62+#6. <gunsemi6 ,.R. and 2je6 I.<. 4200656 3he Impact of Contractors "re)ua&ification on construction "roject ,e&i'ery in 7igeria6 Proceedings of the International Conference in the Built +n,ironment in the 81st Century 9ICIB+ 8::;<, eds. H.D. 3orrance6 C. 2dnan K R. 3akim6 Fua&a %umpur9 ;a&aysia6 pp. 111+120 1!

<kpa&a6 ,.C.6 /'a&uation and se&ection of construction projects in 7igeria7 Construction management and economics, Do&. (6 7o. 16 1((16 :ebruary6 51+61. <&sen6 H./. 4200256 ?&oba& ethics and the 2&ien 3ort C&aims 2ct9 a summary of three cases -ithin the oi& and gas industry6 'anagement 3ecision, Do&. $06 7o. #6 pp. #20+#2$ "a&anees-aran6 /. K kumaras-amy6 ;.;. 4200156 Recent ad'ances and proposed impro'ements in contractor pre)ua&ification methodo&ogies6 Building and +n,ironment, Do&. 66 7o. 16 pp. # +!#. "atterson6 :.,. and 7eai&ey6 F. 4200256 2 risk register database system to aid the management of project risk6 International Journal of Pro&ect 'anagement, Do&. 206 7o. 56 pp. 65+ #$. "etro&eum "roducts "ricing Regu&atory 2gency 4"""R25 4200!56 3eregulation Policy: A e,ie17 2'ai&ab&e9 http9II---.pppra+nigeria.orgIartic&edetai&s.asp@2rtic&eI,N1 L2ccessed 0 2ugust 200!M. "etro&eum "roducts "ricing Regu&atory 2gency 4"""R25 4200!b56 Petroleum -acilities in 5igeria7 2'ai&ab&e9 http9II---.pppra+nigeria.orgIretai&Oout&ets.asp L2ccessed 0 2ugust 200!M. "roject ;anagement Institute 4";I5 4200$56 a guide to the Pro&ect 'anagement Body of =no1ledge 9P'B)= guide<, rd edn6 ";I6 AS2 "roject ;anagement Institute 4";I5 4200056 a guide to the Pro&ect 'anagement Body of =no1ledge 9P'B)= guide<, ";I6 AS2 Rafiu6 I. 4200556 Accidents at retail outlets, ,ai&y Champion6 %agos. Raftery6 H. 41(($56 isk Analysis in Pro&ect 'anagement, /K:7 Spon6 %ondon Risk ;anagement Standard 2SI7JS $ 60 41(((56 isk 'anagement Standard AS45>S !?;:, Standards 2ssociation of 2ustra&ia6 Sydney Roberts6 2. 0a&&ace6 0. and ;cC&ure6 7.6 4200 56 Strategic isk 'anagement, /dinburgh .usiness Schoo&6 Ceriot+-att Ani'ersity6 /dinburgh6 AF. Sha&uf6 I.;. 4200!56 2 f&are incident at an oi& fie&d6 3isaster Pre,ention and 'anagement, Do&. 1#6 7o. 16 pp. 6+15. Shen6 %.G.6 0u6 ?./.C. and 7g6 C.S.F. 4200156 Risk 2ssessment for Construction Hoint Dentures in China6 Journal of Construction +ngineering and 'anagement, Do&.12#6 7o. 16 HanuaryI:ebruary9 pp. #6+!1. Simmons6 F. and ,uhaney6 .. 4200!56 /scra'os f&oat+o'er insta&&ation dictates p&atform design6 )ffshore maga2ine: 3rilling technology4India re*ort, 2pri&6 Do&. 6!6 7o. $6 pp.102+ 10$. 1(

Sne&&6 R. 4200!56 <ffshore Structures + Standardi*ation6 )ffshore Technology International, 200!6 pp. 16#+16(. Ste'ens6 ". 4200556 <i& markets6 )@ford e,ie1 of +conomic Policy, Do&. 216 7o. 16 pp. 1(+ $2. 3chanko'a6 %. 4200256 Risk identification E basic stage in risk management6 +n,ironmental 'anagement and (ealth, Do&. 1 6 7o. 6 pp. 2(0+2(#. 3oor6 S. and <gun&ana6 S.<. 4200!56 Con)uering the Construction .att&e9 <'ercoming the prob&ems on &arge construction projects in a de'e&oping economy6 Proceedings of the International conference in the Built +n,ironment in the 81st Century 9ICIB+ 8::;<, eds. H.D. 3orrance and 2dnan6 C. and 3akim6 R.6 Fua&a %umpur9 ;a&aysia6 pp. (#. 3huyet6 7.D.6 <gun&ana6 S.<. and ,ey6 F.".6 4200#56 Risk ;anagement in <i& and ?as Construction "rojects in Dietnam6 International Journal of +nergy Sector 'anagement, Do&. 16 Issue9 26 pp. 1#5+1($. 0ard6 S.C. 41(((56 2ssessing and ;anaging Important Risks. International Journal of Pro&ect 'anagement, Do&. 1#6 7o. 66 pp. 1+ 6 0a&&iman6 7. 4200556 Aour esearch Pro&ect, 2nd edn6 S2?/6 %ondon 0i&&iams6 C.2.6 Smith6 ;.I. and Goung6 ".C. 41((!56 isk 'anagement and Insurance, Ir-in6 ;c?ra- Ci&& 0hittaker6 .. 41(((56 0hat -ent -rong@ Ansuccessfu& information techno&ogy projects6 Information 'anagement and Com*uter Security, Do&. #6 7o. 16 pp. 2 +2(. 0isker6 ?. 4200!56 The Postgraduate esearch (and#ook, 2nd edn6 "a&gra'e6 ;acmi&&an6 7e- Gork. 0ong6 C.C.6 Co&t6 ?.,. and Cooper6 ".2. 4200056 %o-est price or 'a&ue@ In'estigation of AF construction c&ients> tender se&ection process6 Construction 'anagement and +conomics, Do&. 1!6 7o. #6 "". #6#+##$ 0or&d .ank 41((#56 Borld 3e,elo*ment e*ort, 0or&d .ank6 0ashington6 ,C Jafra+Cabe*a6 2.J.6 Ridao6 ;.2.6 Camacho6 /.:.6 4200!56 Asing a risk+based approach to project schedu&ing9 2 case i&&ustration from semiconductor manufacturing6 +uro*ean Journal of )*erational esearch, 1(06 pp. #0!+#2 .

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