text: Research shows that one of the key performance indicators—attainment of production as per the basis of design—is not achieved without significant further investment and significant delay (Merrow 2011). The findings are an industrywide phenomenon. Oil and gas companies have started to think about how to reduce the risk of costly remedial actions to meet original production targets. There are principally two activities that companies employ to optimize internal processes for better outcomes: (1) strengthening project assurance activities and (2) planning ahead for long-term operations. Recent experience in coal seam gas (CSG) to liquefied natural gas (LNG) projects on the east coast of Australia further enforces these principles.
  After the late 1990s trend to return to the roots of the exploration and production sector, after a period of diversification into other businesses, capital discipline was instituted in most large multinational oil and gas companies. The value assurance framework was principally employed to enhance the efficiency of capital invested by offering "more bang for the buck.&rdquo
  A key learning in applying these processes was to recognize the large degree of systems interaction that require higher levels of integration. The model developed by Shenhar and Dvir (2007) classifies projects by a number of key variables and attributes certain factors to overcome elements such as uncertainty, complexity, organizational knowledge, and urgency. These factors correlate with the observations in Merrow's analysis of executed megaprojects (Merrow 2011).
  In identifying the key drivers for each project, a different approach, team composition, and organizational setup is required. A good example is the difference between a repeat project rolling out an existing widget in another location to a crisis management project as a response to a natural disaster or an external threat. The sponsors, available resources, and expectations of the two projects will be very different, thus leading to very different approaches and outcomes.
  Megaproject facility control system implementations are typically large scale and geographically widespread. Commercial realities and technical capabilities often dictate a multivendor approach to automation driving various interfaces requiring detailed system integration between in-field measuring devices (supervisory control and data acquisition), control systems, and proprietary package control systems for specialized equipment such as gas compressors. Shortfalls in interface engineering often do not present until the commissioning and operating phase, when systems have to work together. Costs for rectification become material while production and commercial losses accumulate rapidly.
  Provide a capable and flexible maintenance system early. Include asset integrity thinking early such as major accident hazards and safety critical elements. Optimize before first operation through integrated planning.
  Build an organization that learns internally to improve the delivery on project and shares lessons across multifunctional groups at the corporate level. Successful CSG/LNG project implementation requires diligence across each phase of execution from pre FEED to operations. Formal "gate" reviews by subject matter experts, measured against key success criteria before the end of each project phase, offer opportunities to identify gaps in facilities and business readiness to operate. Subsequent learnings from the initial operation of early facilities allow the "design out" of issues in subsequent stages, thus building a momentum in delivery efficiency in an execution program.