Tulio Quijada

Lead Engineer

Saudi Aramco

Eng. Tulio J Quijada Alvarado studied Chemical Engineering at the UNEXPO university, Venezuela and graduated as BS in 2005. He then joined Petroleum of Venezuela in 2006 with the Downstream Projects Department. He received post-graduate diplomas in Management of Downstream Projects Master iN Business Administration from Institut Français du Petrole and Swiss Business School respectively.
In 2014, He joined Saudi Aramco NAOO Capital Projects Management, Saudi Arabia. He obtained certifications as Project Management Professional from PMI and Cost Certified Professional AACE in 2015 and 2024 respectively. Currently, he is Lead Engineer in Producing Projects Management Department at Saudi Aramco.

Participates in

TECHNICAL PROGRAMME | Energy Leadership

Stakeholder Engagement
Forum 31 | Digital Poster Plaza 5
30
April
12:00 14:00
UTC+3
Enterprises in the oil and gas sector face increasing project complexity influenced not only by technical, regulatory, market, and environmental factors but also by the diverse perspectives of stakeholders. Regulators, contractors, host communities, investors, and operating partners often have competing priorities, which, if not systematically addressed, can distort project feasibility assessments, delay approvals, and weaken execution strategies. Despite their impact, stakeholder dynamics are rarely quantified during the business case stage.

This study introduces a quantitative framework that integrates stakeholder perspectives into project complexity evaluation. The model translates stakeholder’s related factors into measurable variables; for instance, Regulatory alignment, contractual interfaces, social license and permits, and very crucial the investor expectations. By embedding these elements into early stage semi quantitative assessments, enterprises can anticipate potential friction points, enhance transparency, and strengthen trust across stakeholder groups.

The methodology enables business developers, planners, and project managers to move beyond subjective perceptions by:

Quantifying stakeholder complexity, capturing the influence of diverse and sometimes conflicting interests.
Applying scenario based analyses, which illustrate how shifts in stakeholder positions can impact cost, schedule, and risk.

Enhancing collaboration and alignment, as stakeholders are actively engaged in validating complexity metrics and sensitivity outcomes.

For the audience, the key learning is how to apply a structured, data-driven approach to integrate stakeholder dynamics into early project evaluations. By using this approach, practitioners can refine feasibility studies, strengthen risk management, and build more resilient approval pathways.

Ultimately, stakeholder inclusive complexity assessments not only improve decision quality but also foster a culture of shared accountability, positioning enterprises to deliver projects that are both technically robust and socially sustainable.