Project management in the gas processing industry under sanctions

The article examines the gas processing industry from the point of view of project management in the context of sanctions. Particular attention is paid to two project management models: “classical” and “adaptive”. The results of secondary analysis of studies focusing on the impact of sanctions on various industrial sectors are presented, including data pertaining to the manufacturing sector. Impact factors, response models, and factors of resistance to sanctions are highlighted. Strategies for adaptation to sanction-related restrictions are discussed, with the adaptive management model recognized as the most effective approach for operating under such conditions. The analysis of the Eastern Gas Program and its components is carried out: field development, transportation, and processing of natural gas. Using the example of the implementation of the “Power of Siberia” project and the Amur Gas Processing Plant, the impact of sanctions in terms of the supply of high-tech equipment is considered. Furthermore, a definition of a vertically integrated energy company is provided, encompassing exploration, extraction, transportation, processing, and marketing of natural gas. The author offers recommendations for project management in the context of sanctions, emphasizing the necessity for flexibility and strategic adaptation to maintain operational efficiency and project viability in the gas processing sector.