| As industrial projects are rapidly increasing in scale and complexity, the oil and gas exploration and production (E&P) sector is experiencing a surge in the budget for information systems. Project management information systems (PMIS) provide solutions to the extensive intelligence needed to plan, implement, and control such projects with respect to cost, schedule, and technical performance. In this regard, various researchers have suggested that the application of an Information System (IS) success model would maximize the return on investment (ROI) of enterprise project systems. However, miscommunication and poor coordination among stakeholders persists. These issues lead to questioning of the contribution of PMIS to project success and call for additional studies on PMIS effectiveness. The purpose of this qualitative descriptive study was to explore the reasons for the lack of PMIS effectiveness in the oil and gas sector, and to contribute to the IS literature by identifying a preliminary framework of effectiveness specific to the (E&P) industry. In-depth interviews with 20 project managers and systems architects involved in projects related to drilling, completion, surface production, and technology helped uncover factors contributing to effective PMIS from architecture and design through execution. An analysis of interviews with project managers working for different oil and gas E&P organizations in Texas and Louisiana led to the identification of themes regarding PMIS effectiveness factors including governance and PMIS leadership practices, governances, and leadership practices. The findings suggest that PMIS effectiveness issues are not technical, but organizational and cultural in nature. The findings led to the development of a preliminary framework for PMIS effectiveness. Leadership implications and suggestions for further research are discussed. |
