People, process, technology: achieving best practice in hydrocarbon allocation

2015 ◽  
Vol 55 (2) ◽  
pp. 487
Author(s):  
Andrew Jones ◽  
Justin Stirling
Keyword(s):  
Knowledge Management ◽  
Return On Investment ◽  
Best Practice ◽  
Black Box ◽  
Process Technology ◽  
Efficient Manner ◽  
Allocation Process ◽  
Business Support ◽  
Practice Approach ◽  
Regulatory Bodies

For many organisations, the hydrocarbon allocation process can be a black box; it can be difficult to manage and consequently there is a struggle to keep up as the business progresses. Often large investments from joint ventures (JVs) drive the requirement for an effective allocation on which return on investment is accounted, while regulatory bodies hold an interest for taxation and environmental purposes. It is the mix of people, process and technology that is the key to achieving a reliable and manageable allocation. Technology is a powerful tool, but without effective resource and knowledge management there is no guarantee the allocation process will meet the requirements of the business in an efficient manner. Recognising common allocation management pitfalls and using a proven best practice approach will help to ensure stakeholders and assets are serviced correctly. At the same time a good understanding of the allocation is necessary for it to be transparent and responsive, to ensure resources are optimally used, and that timely and costly support issues are avoided. Staff in and around the hydrocarbon accounting function in the process need to be engaged and used effectively. Technology must be implemented with care, documents must be effective, and business support processes must be clear and enforceable. On an ongoing basis knowledge management must balance the technology against the business.

scholarly journals The DWQ-EMR Embedded Tool to Enhance the Family Physician-Caregiver Connection: A Pilot Case Study

Geriatrics ◽  
2021 ◽  
Vol 6 (1) ◽  
pp. 29
Author(s):  
Kristina Marie Kokorelias ◽  
Einat Danieli ◽  
Sheila Dunn ◽  
Sid Feldman ◽  
David Patrick Ryan ◽  
...  
Keyword(s):  
Family Caregivers ◽  
Best Practice ◽  
Data Gathering ◽  
Family Physicians ◽  
Efficient Manner ◽  
Efficient Access ◽  
Increased Risk ◽  
Starting Point ◽  
To Receive

The number of family caregivers to individuals with dementia is increasing. Family physicians are often the first point of access to the health care system for individuals with dementia and their caregivers. Caregivers are at an increased risk of developing negative physical, cognitive and affective health problems themselves. Caregivers also describe having unmet needs to help them sustain care in the community. Family physicians are in a unique position to help support caregivers and individuals with dementia, but often struggle with keeping up with best practice dementia service knowledge. The Dementia Wellness Questionnaire was designed to serve as a starting point for discussions between caregivers and family physicians by empowering caregivers to communicate their needs and concerns and to enhance family physicians’ access to specific dementia support information. The DWQ aims to alert physicians of caregiver and patient needs. This pilot study aimed to explore the experiences of physicians and caregivers of people using the Questionnaire in two family medicine clinics in Ontario, Canada. Interviews with physicians and caregivers collected data on their experiences using the DWQ following a 10-month data gathering period. Data was analyzed using content analysis. Results indicated that family physicians may have an improved efficacy in managing dementia by having dementia care case specific guidelines integrated within electronic medical records. By having time-efficient access to tailored supports, family physicians can better address the needs of the caregiver–patient dyad and help support family caregivers in their caregiving role. Caregivers expressed that the Questionnaire helped them remember concerns to bring up with physicians, in order to receive help in a more efficient manner.

Contraception for young people

2021 ◽  
Vol 14 (3) ◽  
pp. 159-167
Author(s):  
Rajesh Varma
Keyword(s):  
Young People ◽  
Health Care Professionals ◽  
Best Practice ◽  
Unplanned Pregnancy ◽  
Treatment Plan ◽  
Transmitted Infection ◽  
Sexually Transmitted ◽  
Competency Testing ◽  
Practice Approach ◽  
Age Appropriate

Significant progress has been made in improving the awareness of young people of available contraception services and their access to these services. Nonetheless, many young people are reluctant to engage with health care professionals, and thus, can experience adverse consequences, such as unplanned pregnancy and sexually transmitted infection. This article presents a best practice approach to the management of young people requesting contraception in primary care. A systematic approach is advocated, employing an age-appropriate consultation style, confidentiality, competency testing, risk assessment and an individualised contraceptive treatment plan.

scholarly journals Designing a Knowledge Management System for Social Services Not-For-Profit Organisations

2018 ◽  
Vol 14 (3) ◽  
pp. 69-81 ◽  
Author(s):  
Peter Massingham ◽  
Rada Massingham ◽  
Alan Pomering
Keyword(s):  
Knowledge Management ◽  
Social Services ◽  
Management System ◽  
Best Practice ◽  
Research Team ◽  
Economic Value ◽  
Aged Care ◽  
Theory And Practice ◽  
Knowledge Management System ◽  
For Profit

This article discusses knowledge management system design for SSNFPOs. The transfer of best practice knowledge management to SSNFPOs is not easy. SSNFPOs have different strategies and ways of doing business compared to ‘for-profit' organisations. Sector reforms in disability services, aged care, and child services in Australia threaten to disrupt social value as new for-profit rivals enter and pursue economic value. In response, the case study organisation (CSO) has been working with the research team to consider how knowledge management might help it become a stronger organisation and ensure its survival and growth in the reformed sector. The research was informed by discussions involving the CSO's management and the research team over an 18 month period. A general framework for designing knowledge management for SSNFPOs was developed. It involves six theoretical platforms, along with problems associated with theory and practice, how knowledge management may address these problems, and measures of impact.

Learning takes center stage as BT enters new global markets

2014 ◽  
Vol 22 (3) ◽  
pp. 7-10
Keyword(s):  
Best Practice ◽  
Development Programs ◽  
Learning And Development ◽  
Content Type ◽  
Technical Staff ◽  
Practice Approach ◽  
E Learning ◽  
Learning Pathways ◽  
It Training ◽  
Training Company

Purpose – The purpose of this paper is to observe how telecommunication giant BT has used e-learning to prepare more than 6,000 information technology (IT) and technical staff over the past 2 years to support a move into new markets. Design/methodology/approach – Reveals how the company met the challenges of rapidly improving the skills of IT and technical staff, standardized a best-practice approach to IT training across key lines of business and increased levels of staff engagement. Findings – Charts the creation of flexible learning and development programs known as accredited-learning pathways (ALPs), which have since been developed to cover wider areas of employee training at BT. Practical implications – Explains that ALPs now form a key part of BT’s strategic workforce improvement initiatives and are instrumental in embedding continuous learning and accreditation for IT skills. More than 6,000 people have completed ALP content since the program inception in 2011. Social implications – Reveals that the success of the program resulted in BT being awarded the Best IT Training accolade at the training company Skillsoft’s annual user conference in 2013, by a panel of independent industry experts. Originality/value – Provides the inside story of a key development initiative at a major international telecommunications company.

Evaluation of a Center of Research Excellence in Polycystic Ovary Syndrome as a Large-Scale Collaborative Research Translation Initiative, Including Evaluating Translation of Guideline Impact

2018 ◽  
Vol 36 (01) ◽  
pp. 042-049
Author(s):  
Samantha Kozica-Olenski ◽  
Helena Teede ◽  
Rhonda Garad
Keyword(s):  
Polycystic Ovary Syndrome ◽  
Large Scale ◽  
Best Practice ◽  
Polycystic Ovary ◽  
Research Translation ◽  
Ovary Syndrome ◽  
Practice Approach ◽  
Research Benefit ◽  
Research Excellence ◽  
Evidence Based Guideline

AbstractResearch translation and evaluation are often underconsidered in research design and implementation thus limiting research benefit to the end user. In this article, we first describe a best practice approach to evaluation, for a center of research excellence in polycystic ovary syndrome. Within this, we outline a comprehensive research translation program with inbuilt evaluation of the first International Evidence-based Guideline for the Assessment and Management of Polycystic Ovary Syndrome (2018). We seek to provide a real-world example of comprehensive approaches to evaluation and research translation.

Can return on investment in knowledge management initiatives in organizations be measured?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maayan Nakash ◽  
Dan Bouhnik
Keyword(s):  
Knowledge Management ◽  
Return On Investment ◽  
Objective Assessment ◽  
Business Environment ◽  
Performance Measure ◽  
Research Approach ◽  
High Status ◽  
Theory Approach ◽  
Exploratory Research ◽  
Content Type

PurposeThis paper focuses on the meanings attributed to the measurement of return on investment (ROI) in knowledge management (KM) initiatives in knowledge-intensive organizations. At the heart of this exploratory research is the introduction of a unique coherent perspective of discipline experts regarding the ROI metric, as part of their perception of assessing effectiveness in this field.Design/methodology/approachThe research begins with in-depth semi-structured personal interviews and continues with focus groups, as part of a qualitative research paradigm. The data were analyzed using a thematic analysis method, based on the grounded theory approach.FindingsThe findings provide empirical evidence regarding the significant challenges associated with the objective assessment of KM performance, which is deeply rooted in numerical-financial values. Despite the high status of ROI in the business environment, the authors find that decision-makers surprisingly avoid evaluating ROI for the most important resource of the organization, notwithstanding the immeasurable hopes that depend on this performance measure and the expectation of establishing the profitability of investment in organizational KM.Originality/valueThe uniqueness of this research is the adoption of the skeptical-critical research approach. For the first time, the authors interrogate the suitability and relevance of the general model of the ROI metric as a means of proving the value and contribution of well-managed knowledge to organizations. The authors call for adoption of a new integrative perspective for evaluating effectiveness, which will reflect the holistic set of KM in organizations.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

Best Practices

2011 ◽  
pp. 142-149 ◽  
Author(s):  
Wesley C. Vestal ◽  
Kimberly Lopez
Keyword(s):  
Knowledge Management ◽  
Best Practices ◽  
Communities Of Practice ◽  
Best Practice ◽  
Success Factors ◽  
Knowledge Exchange ◽  
Bottom Line ◽  
Critical Success ◽  
Ongoing Work ◽  
The Rich

Organizations continually look for ways to do more with less. One of the most important methods today for helping improve the company bottom line involves linking experts in Communities of Practice to find, share and validate best practices, ideas and solutions. This chapter examines how several best-practice organizations select Communities of Practice, provide support for their ongoing work, develop specialized roles to sustain their efforts, and use technology to bolster the rich tacit knowledge exchange offered by these entities. APQC has also developed a list of critical success factors for Communities of Practice and questions to help organizations develop those factors from its research on Knowledge Management over the last eight years.

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