As famously stated by author Joy Gumz: “Operations keeps the lights on, strategy provides a light at the end of the tunnel, but project management is the train engine that moves the organization forward.”
While that seems pretty logical and relatively simple, not everything is as simple as it looks. To highlight this, studies show that only 58% of business leaders claim to fully understand the value and applicability of project management. Translation: that leaves room for opportunity.
The Added Layer of Complexity in Safety Projects
From an end-goal perspective, most objectives of safety projects are similar to those in other aspects of business: delivering it on time, staying on budget and managing customer expectations, whether internal or external.
However, what makes safety projects that much more challenging is ensuring that worker safety will always be priority number one. Frankly speaking, that is no easy feat.
As in other high-risk sectors, workplace safety is of utmost importance in the Oil and Gas industry, where the smallest of near-misses and at-risk behaviours can result in devastating consequences for frontline workers, not to mention catastrophic environmental impacts. In light of this, it’s hard to believe some oil and gas companies still rely on archaic, paper-based systems for EHS management. Yet in spite of the adoption of state-of-the-art EHS management systems by some industry leaders, paper- and spreadsheet-based systems are still in widespread use.
Check out the recent Intelex article, 