The global disruption of 2020-2022 forced organizations to reassess their resilience strategies, with executives agreeing to prioritize project management, data analytics, and problem-solving among the top 10 skills for their workforce. In this context, the role of the Project Management Office (PMO) in building resilience and achieving project success has been critically examined. While PMOs are assumed to enhance governance and structured guidance, it remains unclear whether their presence significantly influences resilience-building during disruptions. This study investigates this issue by conducting multi-group analysis (MGA) using data from 170 practicing project managers worldwide who navigated the global disruption. The study examines how Data Analytics Capability (DACP) and Project Management Maturity (PMMM) impact Project Resilience (PRES) and Project Success (PSUC), employing Partial Least Squares Structural Equation Modeling (PLS-SEM) for empirical validation. Results indicate that both DACP and PMMM significantly enhance resilience, with DACP demonstrating a comparatively stronger effect. Project resilience, in turn, has a robust positive impact on project success, highlighting its strategic value beyond mere survival. Notably, while multi-group analysis shows no statistically significant differences between PMO-supported and non-PMO-supported projects, this does not undermine the importance of PMMM and PMO support. Instead, it reinforces that structured governance and maturity practices are considered baseline expectations in high-reliability industries, rather than distinct differentiators of project resilience.

Green management is fundamentally referred to the environmental practices and the implementation of the appropriate eco-friendly activities, which improve the level of people’s awareness about the environmental protection. Such green management practices have been investigated namely, redesigning of operation and production processes, innovation and R&D functions, use of technology to save energy and reduce waste, environmental awareness of stakeholders through seminars and training, investment in equipment and technology, and improvement in products or services towards improving firm efficiency in Oil and Gas industry in Jordan. The design of this study has a quantitative approach. Three hypotheses have been developed through literature review and tested using descriptive statistical analysis performed by SPSS. The number of population was 250 employees from different departments that include HR, environment, operation, maintenance, and marketing, a total of 208 completed questionnaires were analyzed as a final sample. The results show a moderate implementation of Green management practices, redesigning of operation and production processes indicated the strongest influence, while innovation and R&D functions indicated the weakest influence. Statistical positive association also was indicated between green management practices and firm efficiency. This study contributes to support the literature of Green management and environment protection that is little in developing countries like Jordan. And it urges firm management to develop effective green innovation culture to improve the implementation level of Green management which may in turn create a high level of environmental efficiency outcome in the medium and long run. Also, it’s very significant for firm management to invest more money in green innovation and R&D functions in order to improve the level of efficiency/ performance.

Delay is one of the most common causes of construction projects failure in Iran. The larger sizes of the projects, the more risks and costs of delays. In this paper, the causes of delays in EPC contracts of nonindustrial buildings were excavated from the related previous research and several interviews with experts of this subject, and adjusted by the brainstorming technique, Delphi and reconciling the nature of these projects. Then, a questionnaire was distributed among 52 experts working in the South Pars project, and the data were analyzed by descriptive and factor analysis methods. Descriptive analysis revealed that “Inflation and escalation of material prices and human resources salaries”, “Unrealistic contract duration and requirements imposed” and “Political situation” were the most significant delay factors. Meanwhile, factor analysis indicates that “Improper construction methods”, “Shortage of experienced and skilled labor” and “Long acceptance process (shop drawings, permits, tests and samples)” were the most important causes of delay.

Maintenance engineering plays an important role in management of oil and gas projects. This paper presents a dynamic programming approach for resource allocation in oil and gas projects. The study presents a dynamic programming approach to allocate human resources for repairment of oil and gas equipment. Many heavy equipment normally needs to be repaired on predetermined scheduled and the process normally takes days or even weeks. The process can be divided into three stages of disassembling the equipment, executing the repairment and assembling the equipment. The proposed model of this paper models the problem into a classical dynamic programming and using a real-world case study, the implementation of the proposed model is described.