Perpustakaan Digital ITB

This study examines how five project-management elements contributed to the perceived effectiveness of the Abadi Project, a large-scale offshore liquefied natural gas (LNG) development in Indonesia. At the time of the research in 2014, the project context combined a remote deepwater setting, planned use of floating LNG (FLNG) technology, a multi-partner consortium, and a demanding regulatory environment. The research focused on project leadership, the project management team, project organisation, project execution and control, and project attraction. An exploratory qualitative design was used. Six experienced project management practitioners participated in face-to-face interviews guided by 13 open-ended questions informed by appreciative inquiry. Responses were reviewed for recurring themes and then summarised descriptively; percentages reported in the findings represent the proportion of the six interviewees mentioning each theme rather than inferential statistics. The findings indicated that project leadership, project organisation, and project execution and control required the greatest management attention. The project team showed signs of developing maturity but continued to face interface, reporting-line, and capability challenges. Project attraction was comparatively strong because of the project’s scale, technological novelty, and opportunities for professional development. Across the study, experienced leadership, clear accountability, cross-functional coordination, disciplined execution, and an attractive employee value proposition emerged as mutually reinforcing requirements. The thesis concludes that these elements should be managed as an integrated system and proposes a practical implementation plan covering leadership, team effectiveness, organisational interfaces, and execution control. Keywords: project leadership; project management team; project organisation; project execution and control; project attraction; LNG megaproject; appreciative inquiry