David Newman

University of Adelaide · Australian School of Petroleum

An experiment was set up to determine whether some short, focused training could influence decision makers to take a more structured and process-based approach to project decision-making. The experiment also investigated the impact on project decision-making of the way a decision is framed by an authority figure, i.e. how a decision is influenced b...

This paper aims to encourage Front End Loading (FEL) to be used more effectively to increase the likelihood of delivering better project outcomes. It introduces a simple and pragmatic approach to assessing FEL which can be carried out in-house. Previous research has shown that, despite FEL being highly regarded, companies regularly sanction project...

The outcomes of many business decisions do not live up to expectations or possibilities. A literature review of neuroscience and psychological factors that affect decision making has been undertaken, highlighting many reasons why it is hard for people to be good decision makers, particularly in complex and uncertain situations such as oil and gas p...

Outcomes for oil and gas projects often fall short of the expectations predicted at project sanction. Appropriate use of Front End Loading (FEL) and Decision Analysis (DA) to achieve high Decision Quality (DQ) should increase the likelihood of achieving better outcomes. However, despite being successful methodologies, research has shown that they a...

Historically, oil and gas projects have struggled to achieve promised outcomes. Research has demonstrated that a good predictor of project outcomes is the level of front end loading (FEL) achieved at the final investment decision (FID). Specifically, projects with high levels of FEL have more predictable costs, shorter schedules and better producti...