Maximising Production of Lowest-Cost Oil and Gas from Existing Integrated Production Systems Using the Sweating the Asset Change Management Process

2018 ◽  
Author(s):  
Kamran Awan ◽  
Mohammed Al Aufi ◽  
Hilal Al Salti ◽  
Hussain Al Noumani ◽  
Bijan Nabavi ◽  
...  
Keyword(s):  
Change Management ◽  
Oil And Gas ◽  
Production Systems ◽  
Management Process ◽  
Integrated Production

Change Management: A Game Changer for Effective Digital Transformation

2021 ◽  
Author(s):  
Emmanuel Udofia ◽  
Buduka Stanley
Keyword(s):  
Change Management ◽  
Change Process ◽  
Business Processes ◽  
Oil And Gas ◽  
Digital Transformation ◽  
Sub Saharan Africa ◽  
High Rate ◽  
Management Process ◽  
Effective Change ◽  
Business Objective

Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

Evaluation of soil organic matter from integrated production systems using laser-induced fluorescence spectroscopy

2021 ◽  
Vol 211 ◽  
pp. 105001
Author(s):  
Amanda M. Tadini ◽  
Alfredo A.P. Xavier ◽  
Débora M.B.P. Milori ◽  
Patrícia P.A. Oliveira ◽  
José R. Pezzopane ◽  
...  
Keyword(s):  
Organic Matter ◽  
Soil Organic Matter ◽  
Fluorescence Spectroscopy ◽  
Production Systems ◽  
Laser Induced Fluorescence ◽  
Integrated Production

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Thermal comfort indices assessed in integrated production systems in the Brazilian savannah

2017 ◽  
Vol 92 (6) ◽  
pp. 1659-1672 ◽  
Author(s):  
Caroline Carvalho de Oliveira ◽  
Fabiana Villa Alves ◽  
Roberto Giolo de Almeida ◽  
Érick Lemes Gamarra ◽  
Severino Delmar Junqueira Villela ◽  
...  
Keyword(s):  
Thermal Comfort ◽  
Production Systems ◽  
Integrated Production ◽  
Brazilian Savannah ◽  
Comfort Indices

scholarly journals Viability of a prediction system for tomato late blight in the integrated production of tomato in Caçador, Brazil

2011 ◽  
Vol 29 (4) ◽  
pp. 520-525 ◽  
Author(s):  
Walter F Becker ◽  
Siegfried Mueller ◽  
Janaína P dos Santos ◽  
Anderson Fernando Wamser ◽  
Atsuo Suzuki ◽  
...  
Keyword(s):  
Late Blight ◽  
Disease Severity ◽  
Active Ingredient ◽  
Chemical Control ◽  
Production Systems ◽  
Prediction System ◽  
Alert System ◽  
Integrated Production ◽  
Tomato Yield ◽  
Conventional Production

An alert system for tomato late blight was validated in an Integrated Production System (IP) in the 2006-2007 and 2007-2008 season in Caçador, Santa Catarina State, Brazil. The late blight is a destructive disease and demands 25 or more fungicide sprayings per season in a Conventional Production (CP) System. For the CP area, the chemical control was according to the growers' production systems and consisted of weekly sprays soon after planting. For the IP area, the criterion for the first fungicide spray was according to Machardy (1972) and for subsequent ones according to Wallin (1962), when the disease severity values (DSV) reached eight points. There was a decrease on the fungicide application in the IP, not only in the number of fungicide sprays (23-28%) but also in the amount of active ingredient (34.5-60.9%). Fungicides classified as highly toxic (class I) were not used in IP. There were no significant differences among the use of alert system on IP and the weekly schedules on CP with regard to final disease severity in the 2006-2007 season, but it was significantly lower in the second trial on plants for IP area. The IP system significantly increased tomato yield (7.6-25.5%) compared with CP system and reduced fungicide cost up to US$539/ha. The use of alert system could be a valuable and affordable tool in managing tomato late blight in Integrated Production of tomatoes in Caçador.

scholarly journals Soil physico-hydrical properties resulting from the management in Integrated Production Systems

2014 ◽  
Vol 45 (5spe) ◽  
pp. 976-989 ◽  
Author(s):  
André Carlos Auler ◽  
Simone Miara ◽  
Luiz Fernando Pires ◽  
Adriel Ferreira da Fonseca ◽  
Gabriel Barth
Keyword(s):  
Production Systems ◽  
Integrated Production

scholarly journals Branching features of apple cultivars in integrated and organic production technology

2018 ◽  
Vol 24 (3-4) ◽  
Author(s):  
P. Dremák ◽  
Á. Csihon ◽  
I. Gonda
Keyword(s):  
Organic Farming ◽  
Production Technology ◽  
Production System ◽  
Production Systems ◽  
Environmentally Friendly ◽  
Organic Production ◽  
Integrated System ◽  
Integrated Production ◽  
Apple Cultivars ◽  
Environmentally Friendly Production

In our study, vegetative characteristics of 39 apple cultivars were evaluated in environmentally friendly production systems. Numbers of the branches of the central leader in different high zones were shown. According to our results, number of the branches of the axis was probably larger in the integrated production system, compared to the organic one, which is related to the conditional status of the trees. Based on our experiences training and maintaining canopies in integrated system was easier, as relative more extensive canopies were needed in organic farming.

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