This paper outlines the stages involved in developing a project management (PM) structure that defines the roles and responsibilities of owner organizations in a managing contractor (OMC) project delivery model. This research is supported by one of the largest oil and gas owner organizations in Canada that aims to manage its projects using its internal resources. A model is proposed in this paper to help the owner to better manage its projects using its own capacity and internal resources and to act as both project and construction manager in delivering its projects. First, the study investigates significant general project and construction management tasks that can be handled by construction projects’ owners and contractors as proposed by relevant standard models of international PM organizations. The study also reviews the tasks included in the in-house OMC model of the oil and gas company. The study outlines a method of determining the changing roles of the owner when the project delivery model shifts to the OMC model by transferring the general project and construction management roles and responsibilities of the EPCM contractor to the owner. In order to verify the preliminary research assumptions, a web-based survey questionnaire was developed, which adopts oil sands extraction projects as a pilot OMC project delivery model. The questionnaire was used to solicit the opinion of experts with regards to the extent to which they consider each identified task in the project as the owner’s or its EPC contractors’ responsibility in an OMC model. Proposed consistency measures were applied in order to verify the data collected from both the literature and the survey. Finally, the results of the study were organized into three lists that propose the appropriate combination of the owner’s and EPC contractors’ tasks as well as their shared tasks in the OMC model. Sample results of the study are presented in the paper to respect the owner’s confidentiality. The main contribution of the study is in introducing a unified roles and responsibilities structure for handling projects, and providing a method for assessing relevant tasks to be handled by project parties under the OMC model.
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