Front End Work Process Digital Transformation: Challenges and Opportunities

2021 ◽  
Author(s):  
Grant Veroba ◽  
Nurul Aminah Mohd Azmi
Keyword(s):  
Value Creation ◽  
Rapid Change ◽  
Development Planning ◽  
Digital Transformation ◽  
Work Processes ◽  
Work Process ◽  
Digital Tool ◽  
Front End ◽  
Project Realization ◽  
Pain Points

Abstract Digital transformation is shifting the structure of work in nearly every industry and fundamentally changing the value proposition for customers. As part of PETRONAS’ overall digital transformation, Front End Engineering (FEE) has embarked on an ambitious program to digitalize and integrate the company's Front End project realization processes and applications into a single digital tool, referred to as Concept Factory. This paper reviews the journey to initiate, frame and deliver the Front End work process digitalization. The Concept Factory digital transformation program first focused on a strategy to identify the pain points within the traditional project realization work process and how this is impacting both quality and speed of delivery. Once the pain points were identified, assessment of how digitalization may eliminate the pain points and enhance the project realization process value was completed. This assessment also included an end-to-end review of where the current Front End work processes to identify barriers that challenged the ease of digitalization; these included highly manual and siloed work processes, data management and tools; insufficient leveraging off the extensive Company knowledge databases and analogue projects; and inefficient technical and cost benchmarking to assure robustness of Front End work. This resulted in a more significant Front End process transformation being needed to increase the potential value creation through the digital transformation. A stepwise, iterative approach using Agile project management techniques has been used to harness the full capabilities of digital integration and analytics to FEL-2 rather than merely digitalizing the existing manual workflow. This will be done by first automating and upgrading databases and discrete data hand-offs to be "digital ready", independently developing and digitalizing the full suite of Front End technical and cost analysis tools, then integrating these tools within a common Concept Factory analytics platform for both stand-alone Front End analysis and as a domain tool within the broader Field Development Planning digital framework. Several technical and organizational challenges were identified that need to be overcome from business case syndication to adoption. As the daily work routines of employees are being radically changed to adapt to the rapid change of digital technology, ongoing alignment was done to engage the Front End team and broader stakeholder groups in the process through demonstrations and feedback sessions. In addition, cascading technical needs through the digital team execution required ongoing alignment through daily Scrums, Sprint Planning and demonstration sessions. Fully integrated Front End process digitalization has rarely been attempted within E&P companies. However, this has the potential to disrupt the Front End work process from a manual, siloed generation of deliverables to an automated and integrated techno-commercial process focused on replication, speed and accuracy, a re-focus the Front End team on Value Creation, Assurance and Risk Management initiatives.

Executives’ Decision Processes at the Front End of Major Projects: The Role of Context and Experience in Value Creation

2020 ◽  
pp. 875697282097722
Author(s):  
Denise Chenger ◽  
Jaana Woiceshyn
Keyword(s):  
Value Creation ◽  
Oil And Gas ◽  
Decision Processes ◽  
Strategic Decision ◽  
Decision Context ◽  
Front End ◽  
Risk Approach ◽  
Multiple Case

The front end of projects is strategically important; yet, how project concepts are identified, evaluated, and selected at the pre-project stage is poorly understood. This article reports on an inductive multiple-case study of how executives made such decisions in major upstream oil and gas projects. The findings show that in such a high-risk context, often an experienced executive makes these decisions alone and he creates value by facilitating growth. We identified three value-creating decision processes that varied by the executives’ risk approach and decision context. These processes depart from the formal project management prescriptions and the strategic decision-making literature.

Versorgung von allergischen Erkrankungen: Große Fortschritte in der digitalen Transformation

2021 ◽  
Vol 9 (2) ◽  
pp. 78-79
Author(s):  
Stephan Traidl
Keyword(s):  
Change Management ◽  
Management Strategy ◽  
Airway Disease ◽  
Digital Transformation ◽  
Digital Tools ◽  
Digital Tool ◽  
Distorted Image

Digital anamorphosis is used to define a distorted image of health and care that may be viewed correctly using digital tools and strategies. MASK digital anamorphosis represents the process used by MASK to develop the digital transformation of health and care in rhinitis. It strengthens the ARIA change management strategy in the prevention and management of airway disease. The MASK strategy is based on validated digital tools. Using the MASK digital tool and the CARAT online enhanced clinical framework, solutions for practical steps of digital enhancement of care are proposed.

Unveiling The Internal Forces Towards Digital Adaptation: A Change Perspective of Malaysian SMES

2021 ◽  
Vol 12 (1) ◽  
pp. 126-126
Author(s):  
Fariza Hanim Rusly ◽  
Yurita Yakimin Abdul Talib ◽  
Muhammad Rosni Amir Hussin Hafizah Abdul Mutalib
Keyword(s):  
Human Resources ◽  
Change Management ◽  
Information Flow ◽  
Value Creation ◽  
New Technologies ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Firm Structure ◽  
Internal Forces ◽  
Digital Strategy

Digital transformation, one of the key areas of change management in the digital age, is defined as a process of changes by the means of using IR technologies in firm's operation. The extant literature suggests that implementation of digital technologies could improve communication, information flow, thus contributing towards value creation and firm performance. Notwithstanding of scarce financial, human resources and strategic capabilities to adopt new technologies among SMEs (Lee et al., 2020), the firm structure, which is more flexible as compared to large firms, offers opportunity in terms of quick decision making (Ghobakhloo & Ching, 2019) for the owner to adapt the firm's business model with market changes and implement necessary changes to sustain in the business. Moreover, previous studies indicate SMEs gained benefit from technology adoption. Nevertheless, transformation towards digitalisation requires a considerable judgement of decision, investment and effort by management and among the employees. Keywords: Digitalisation,Digital Transformation, Digital Strategy, SME, Change Management

scholarly journals Talent Value Creation during Digital Transformation: A Inductive Model of HR Reengineering

2021 ◽  
Vol 4 (4) ◽  
Author(s):  
Hsiu-Hua Hu ◽  
Yaozong Zhu
Keyword(s):  
Qualitative Study ◽  
Value Creation ◽  
Talent Development ◽  
Digital Transformation ◽  
Four Dimensions ◽  
Research Questions ◽  
Key Features ◽  
The Impact ◽  
A Company ◽  
Insight Into

In this study, we are to explore (1) features of HR reengineering, (2) the impact of business digitalization strategies on digital transformation and HR engineering, (3) the impact of business digitalization strategies and HR reengineering on talent value creation, and present the results of a qualitative study that offers insight into 42 “thought units”, which were “categorizing” into four dimensions corresponding to our research questions: (1) plan, (2) do, (3) check, and (4) action. The “check” dimension corresponds to the four key features of HR reengineering related to business digitalization strategy, and how to create talent value when a company successfully implements business-led digital transformation, HR reengineering, and talent value creation, including (1) talent planning, (2) talent introduction, (3) talent adjustment, and (4) talent development.

scholarly journals The role of digital transformation on e-learning at King Khalid University considering the Corona pandemic covid 19: دور التحول الرقمي في تفعيل التعليم الإلكتروني في جامعة الملك خالد خلال جائحة كورونا (COVID-19)

2021 ◽  
Vol 5 (21) ◽  
pp. 122-103
Author(s):  
Asia Yaqoub Al Hadi Abdul Khair Asia Yaqoub Al Hadi Abdul Khair
Keyword(s):  
Rapid Development ◽  
Rapid Change ◽  
Electronic System ◽  
Digital Transformation ◽  
Digital Learning ◽  
Educational Methods ◽  
Technological Developments ◽  
E Learning ◽  
Digital Processes

The study aimed to identify the important role that digital transformation plays in activating and developing e-learning, as digital transformation has radically changed in all fields, especially in the field of education, as it allowed the emergence of modern educational methods and methods. With the rapid development in the world of technology and the trend of governments and institutions towards digital in all their services by providing digital services in a smooth and easy way that saves effort, time and money for the beneficiaries, in our current era all institutions have been keen to adopt the concept of digital transformation by replacing traditional digital processes, and developing plans and strategies to ensure the achievement of Its objectives are of quality and efficiency, as the digital transformation is able to create a competitive and attractive technical environment that achieves the highest levels of quality at the lowest costs, and that the spread and use of everything digital has accelerated over the past ten years Several challenges have imposed on traditional education, especially in light of the Corona pandemic (Covid-19), which makes relying on traditional educational methods difficult, so the study came with the aim of identifying the role of digital transformation (digital learning) at King Khalid University on the development and effectiveness of e-learning in light of the pandemic The paper followed the inductive approach and the qualitative approach. Observation, reports, documentary information and King Khalid University websites were used to collect data. The concepts of digital transformation as well as e-learning were addressed, and then a set of results were reached. King Khalid University is distinguished by the existence of an effective electronic system, that the technical environment for information technology has enabled King Khalid University to face the rapid change in the work environment, and the study concluded some recommendations. One of them is that digital transformation is no longer an option, rather it has become a necessity, so it is necessary to keep pace with technological developments and to benefit from them in the transformation towards digital learning.

Improvising Integrated Gas Planning Through Network Optimization for End-To-End Value Chain Enhancement

2021 ◽  
Author(s):  
Sukrut Shridhar Kulkarni ◽  
Marliana Bt. Mohammad
Keyword(s):  
Network Model ◽  
Value Chain ◽  
Network Optimization ◽  
Integrated Modelling ◽  
Base Case ◽  
Growth Strategies ◽  
Work Process ◽  
End To End ◽  
Gas Supply ◽  
Pain Points

Abstract This paper describes a suggestion to improvise an integrated gas planning process through network optimization. As a prudent operator it is imperative to formulate long-term gas supply outlook and scenarios to ensure efficient and effective resource management with due considerations of growth strategies while maximizing value for purpose of production-focused conversations, technical assessment of forthcoming developments, commercial arrangement policy and strategic expansions. Also, it necessitates to develop and implement resolution plan arising from supply planning areas i.e. shortfall mitigation, facilities ullage, constraint and complying specifications commitment. It thereby imposes to implement robust network optimization workflow in place to improvise the integrated gas management cycle to manage the current existing gas supply and to also regulate strategy in terms of line-ups, evacuation path of forthcoming fields economically. Precedingly integrated gas planning exercise was executed via stacking up list of production sources with forecasted demands. The precedent approach was emphasized purely on mathematical and statistical method of capitalizing the production profile and geographical traits of the production sources. Notwithstanding, the approach usually linked with identified challenges and pain points throughout the planning cycle. Challenges and pain points in integrated gas planning were briefly outlined to understand limitations of existing work process as well as the need of improvising the same by embedding network optimization by simulation modeling. It was observed that multiple challenges did occur during planning preparation until post planning implementation. Workflow for strategic integrated gas planning was established to include step by step process to illustrate the ideal case otherwise known as base case scenario. The work process for constructing a mathematical model for integrated gas planning was demonstrated to reflect the complexity of the process and landscape network. For each process, expectations were clarified to ensure robustness of the analysis. The limitations in the mathematical/statistical model workflow process was complimented by the enhancing method through network optimization. Network optimization was evaluated by leveraging on the development of holistic integrated modelling for current complex offshore facilities to empower and safeguard the proposed line up of new fields meeting technical allowances such as ullage, pressure balancing & supply/demand requirements, contaminant management in accordance with strategic planning & operations. Novel idea was established to create physical prototype (network model) of offshore supply network with building components such as source (fields), connectors (export pipelines and highways), sinks (multiple terminals), and pressure boosters (pump/compressor) were embedded in model for landscape along with multiple receiving end terminals. Network simulation model was also validated with Plant information PI data to yield representative results prior deployment. Situational analysis (what-if scenarios) were conducted to evaluate to root cause analysis and troubleshooting at several nodes in the network to cater for harmonic balance. Gap analysis was also executed to identify the necessary alterations to operating philosophy, partial segregation of system to cater for product demand and quality. Simulation network model was also utilized to explore different evacuation routes that could adhere to business rules/standards to optimize the work process and boost up the efficiency of current network. The above approach of improvising the integrated gas planning through network optimization truly enhance the end to end value chain by constituting result matter in validating the mathematical planning model with technical simulation to ensure robustness in management decision of certain strategies for the planning scenarios. It could also advocate the planning numbers by ensuring the do-ability and steer optimal solution for value maximization by deciphering the impediments and strengthening the analysis.

scholarly journals Wheel Load and Wheel Pass Frequency as Indicators for Soil Compaction Risk: A Four-Year Analysis of Traffic Intensity at Field Scale

Geosciences ◽  
2020 ◽  
Vol 10 (8) ◽  
pp. 292 ◽  
Author(s):  
Katja Augustin ◽  
Michael Kuhwald ◽  
Joachim Brunotte ◽  
Rainer Duttmann
Keyword(s):  
Sugar Beet ◽  
Soil Compaction ◽  
Soil Tillage ◽  
Traffic Intensity ◽  
Agricultural Machinery ◽  
Field Scale ◽  
Work Processes ◽  
Work Process ◽  
Wheel Load ◽  
Subsoil Compaction

Avoiding soil compaction is one of the objectives to ensure sustainable agriculture. Subsoil compaction in particular can be irreversible. Frequent passages by (increasingly heavy) agricultural machinery are one trigger for compaction. The aim of this work is to map and analyze the extent of traffic intensity over four years. The analysis is made for complete seasons and individual operations. The traffic intensity is distinguished into areas with more than five wheel passes, more than 5 Mg and 3 Mg wheel load. From 2014 to 2018, 63 work processes on a field were recorded and the wheel load and wheel passes were modeled spatially with FiTraM. Between 82% (winter wheat) and 100% (sugar beet) of the total infield area is trafficked during a season. The sugar beet season has the highest intensities. High intensities of more than five wheel passes and more than 5 Mg wheel load occur mainly during harvests in the headland. At wheel load ≥3 Mg, soil tillage also stresses the headland. In summary, no work process stays below one of the upper thresholds set. Based on the results, the importance of a soil-conserving management becomes obvious in order to secure the soil for agriculture in a sustainable way.

Uber-production: From global networks to digital platforms

2020 ◽  
Vol 52 (5) ◽  
pp. 1005-1016 ◽  
Author(s):  
Gernot Grabher ◽  
Erwin van Tuijl
Keyword(s):  
Sharing Economy ◽  
Digital Transformation ◽  
Production Networks ◽  
Global Production Networks ◽  
Global Networks ◽  
Digital Platforms ◽  
Four Dimensions ◽  
Digital Capitalism ◽  
Front End ◽  
Business To Business

Uber and Airbnb have advanced into emblematic cases in debates in which the new digital capitalism is framed in terms of the so-called sharing economy. While this strand of inquiry has produced a wealth of insights into the workings and impacts of peer-to-peer platforms, the digital transformation of business-to-business interactions has so far attracted less attention. The present Exchange confronts this challenge by juxtaposing platform conceptions with a pre-eminent framework to conceptualize business-to-business relations: global production networks (GPN). Specifically, this Exchange addresses challenges posed by the platform approach for the GPN framework in the four dimensions: value (from owning assets to granting access), governance (from make-or-buy to employ-or-enable), management (from back-end to front-end) and labour (from jobs to gigs).

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