Front-End Planning for Pipeline Construction Projects
Publication: Pipelines 2022
ABSTRACT
Pipeline infrastructure responsible for the transportation of natural gas plays a crucial role as the world diversifies its energy mix to meet the growing demand for power and other utilities. Expanding efficient oil and gas transportation is critical to the energy future and the overall economy of the US, and pipelines remain the energy lifelines that power nearly all Americans’ daily activities at home and work. Pipeline infrastructure projects are characterized as being capital intensive, with long economic life and a high level of economic risk. Front-end planning (FEP) plays a critical role in preparing projects for success. The FEP process can be used to develop sufficient strategic information with which project risks can be appraised and resource commitment can be calculated to maximize the chance for project success. This paper evaluates the potential applications of FEP for pipeline construction projects. The design considerations and constructability reviews for pipeline construction projects are examined using case study projects to elicit areas of probable application of FEP. Based on the findings of the study, recommendations for the implementation of FEP for pipeline construction projects are proposed. The outcomes of this study could be used to establish a baseline for the development of an evaluation tool for measuring the robustness and efficiency of FEP for pipeline projects.
Get full access to this article
View all available purchase options and get full access to this chapter.
REFERENCES
CII (Construction Industry Institute). (2012). “Adding Value through Front End planning.”.
Denchak, M., and Lindwall, C. (2021, November). What Is the Keystone XL Pipeline? NRDC. https://www.nrdc.org/stories/what-keystone-pipeline.
ElZomor, M., Burke, R., Parrish, K., and Gibson, G. E., Jr. (2018). “Front-end planning for large and small infrastructure projects: Comparison of project definition rating index tools.” Journal of Management in Engineering, 34(4), 04018022.
Fallahnejad, M. H. (2013). “Delay causes in Iran gas pipeline projects.” International Journal of Project Management, 31(1), 136–146.
George, R., Bell, L. C., and Back, W. E. (2008). “Critical Activities in the Front-End Planning Process.” Journal of Management in Engineering, 24(2), 66–74.
Gibson, G. E., Jr., Kaczmarowski, J. H., and Lore, H. E., Jr. (1995). “Preproject-Planning Process for Capital Facilities.” Journal of Construction Engineering and Management, 121, 312–318.
Gibson, G. E., Wang, Y. R., Cho, C. S., and Pappas, M. P. (2006). “What Is Preproject Planning, Anyway?” Journal of Management in Engineering, 22(1), 35–42.
Gibson, G. E., Jr., and Bosfield, R. (2012). “Common barriers to effective front-end planning of capital projects.” In Construction Research Congress 2012: Construction Challenges in a Flat World (pp. 2459–2468).
Gibson, G. E., Jr., Bingham, E., and Stogner, C. R. (2010). “Front end planning for infrastructure projects.” In Construction Research Congress 2010: Innovation for Reshaping Construction Practice (pp. 1125–1135).
Hwang, B. G., and Ho, J. W. (2012). “Front-end planning implementation in Singapore: Status, importance, and impact.” Journal of Construction Engineering and Management, 138(4), 567–573.
Larsen, A. S. A., Karlsen, A. T., and Andersen, B. (2020). “Hospital project front-end planning: Current practice and discovered challenges.” Project Leadership and Society, 1, 100004.
Liu, H., Jiao, R., Ni, L., and Wang, X. (2012). “Case Study on Solutions of Stuck Pipe in HDD Project.” International Conference on Pipelines and Trenchless Technology, 1752–1759.
Motta, O. M., Luiz, O., Quelhas, G., Rodrigues, J., Filho, D. F., França, S., and Meiriño, M. (2014). “Megaprojects Front-End Planning : The Case of Brazilian Organizations of Engineering and Construction.” American Journal of Industrial and Business Management, 4, 401–412.
Oh, E. H., Naderpajouh, N., Hastak, M., and Gokhale, S. (2016). “Integration of the construction knowledge and expertise in front-end planning.” Journal of Construction Engineering and Management, 142(2), 04015067.
Sanvido, B. V., Member, A., Grobler, F., Parfitt, K., Guvenis, M., and Coyle, M. (1992). “Critical success factors for construction projects.” Journal of Construction Engineering and Management, 118(1), 94–111.
Shenhar, A. J., Dvir, D., Levy, O., and Maltz, A. C. (2001). “Project success: A multidimensional strategic concept.” Long Range Planning, 34(6), 699–725.
Too, E., Le, T., and Yap, W. Y. (2017). “Front-end planning-The role of project governance and its impact on scope change management.” International Journal of Technology, 8(6), 1124–1133.
Wang, Y., and Gibson, G. E. (2006). “Pre-project Planning and Its Practice in Industry.” International Symposium on Automation and Robotics in Construction 2006 (ISARC 2006), 878–883.
Yeo, K. (1995). “Planning and learning in major infrastructure development: systems perspectives.” International Journal of Project Management, 13(5), 287–293.
Information & Authors
Information
Published In
History
Published online: Jul 28, 2022
Authors
Metrics & Citations
Metrics
Citations
Download citation
If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Simply select your manager software from the list below and click Download.