Critical Success Factors for Lean Project Management Implementation in Ghana’s Upstream Petroleum Industry

Abstract

This study examined the critical success factors influencing the implementation of Lean Project Management (LPM) in Ghana’s upstream petroleum industry. The upstream petroleum sector is characterised by high capital investment, operational complexity, and significant project risks, making efficient project management approaches essential for improved performance. Despite the growing relevance of lean principles in enhancing project efficiency, empirical research on the factors driving successful Lean Project Management implementation in Ghana’s petroleum industry remains limited.

The study adopted a quantitative research approach using a descriptive survey design. Primary data were collected using structured questionnaires administered to 112 professionals, including project managers, engineers, and technical staff, within selected upstream petroleum organisations in Ghana. The data were analysed using descriptive statistics, correlation analysis, and multiple regression analysis with SPSS software. The study examined five key critical success factors: top management commitment, organisational culture, employee involvement and training, communication systems, and continuous improvement practices.

The findings revealed that all identified factors significantly influence the implementation of Lean Project Management. However, communication systems and top management commitment emerged as the strongest predictors of successful implementation. The results further indicated that continuous improvement practices and organisational culture play vital supporting roles, while employee training remains an area requiring further enhancement within the sector.

The study concludes that the successful implementation of Lean Project Management in Ghana’s upstream petroleum industry depends on a combination of leadership, organisational, and operational factors. It recommends that petroleum organisations strengthen leadership commitment, improve communication systems, invest in employee training, and institutionalise continuous improvement practices to enhance project performance and operational efficiency. The study contributes to existing knowledge by providing empirical evidence on the implementation of Lean Project Management in the context of a developing country petroleum sector, where research is limited.