The Journey for Digital Well Delivery Technology Adoption: The How and Why

2021 ◽  
Author(s):  
Richard Kucs ◽  
Georg Ripperger ◽  
Markus Doschek ◽  
Natascha Sonnleitner ◽  
Waldemar Szemat-Vielma ◽  
...  
Keyword(s):  
Technology Adoption ◽  
Development Program ◽  
Business Case ◽  
Strategic Partnership ◽  
Construction Planning ◽  
Field Development ◽  
Trial Process ◽  
Globally Dispersed Teams ◽  
Extended Trial ◽  
The Way

Abstract As part of the industry 4.0 revolution, digital technologies are forever changing the way we do things. native cloud applications are able to adapt to specific processes and requirements, particularly those related to well construction planning driven by an automated collaborative solution. The operator of the future will use its engineers mainly for engineering analysis and social interactions, while the system will take over tasks such as orchestration, data mining, and experience management. Based on the definition of a new way of working and the application of new workflows, a thorough trial process was required to evaluate the solution usability and to define the minimum viable product requirements to be developed within a strategic partnership prior to rolling out the technology. The requirement was to enable globally dispersed teams, even across company borders, collaborating through automatically orchestrated processes, supported by knowledge and experience management systems in the background, to deliver a digital drilling program and ultimately accelerate the field development program. The operator decided to prove the concept through a series of pilots within a well-educated well planning team. Major assumptions to the business case were tested while planning actual drilling operations with the purpose to de-risk the value proposition. All different tested elements are captured by the users and the gaps to the final solution are ranked for joint development. The back-end interoperability of the solution supports a fully connected model, where data from subsurface systems can directly feed the well construction planning platform. The automated updates in the end-to-end workflow would ultimately simplify the way drilling engineers work, but also upscale the nature of their work by including many new elements as part of the routing analysis. Supported by the cloud computer power and flexibility, remote working is seamlessly enabled to removing the classic silos and digitally promote the collaboration. Standardization across the whole organization by corporate managed settings reduces iterative control processes. Furthermore, management of change is a key aspect to consider alongside the technical elements. The result of the extended trial confirmed that achieving the minimum viable product requirements of the operators was well within reach and confirmed the operator's value case to a large extent. In this paper we will describe the extended trial process, objectives, and associated workflows, in addition to the collaborative team nominated by both partners. The scope was user centric to assist with competency development and technology adoption. Parallel to confirming the minimum viable product, the extended pilot resulted in a prioritized list of co-developments leading to the full implementation of the operator's vision of a fully integrated well planning workflow.

Engaging with stakeholders is critical when leading change

2014 ◽  
Vol 46 (2) ◽  
pp. 68-72 ◽  
Author(s):  
Patrick Mayfield
Keyword(s):  
Good Governance ◽  
Organisational Change ◽  
Business Case ◽  
Leading Change ◽  
Business World ◽  
Content Type ◽  
Computer Tools ◽  
Barriers To Change ◽  
The Right ◽  
The Way

Purpose – The purpose of this paper is to illustrate what would happen if we were to ignore relationships when leading change. Many believe that project management, change management, and related fields, are a matter of marshalling stuff: working the right processes and tasks, writing the correct documents, having good governance mechanisms in place, etc. People just distract and get in the way. Some tend to concentrate on these technicalities working their computer tools, rather than leaning towards people. The result is huge waste. Organisational change will always cut across different business functions, boundaries and across silos of working. This is where stakeholder engagement leads to successful outcomes. Design/methodology/approach – It is a surprise to many, but listening is probably the most powerful influencing strategy of all. The key is to ask the person you seek to influence, first for their thoughts, fears, and aspirations. If you can show you are genuinely interested, you begin to break down any barriers to change. This helps focus on the need for change rather than present the solution first. Yes, time is money, but often we can let this get in the way of engaging successfully. Conversations like this do take time. It feels counter-intuitive. Findings – There is growing evidence that people who make better leaders have a leaning towards action, they are never victims of “paralysis by analysis”. The self-aware, pro-active manager leading change understands that relationships are central to success and are thinking about their relationships in a real and active way. They think about their mental landscape and on that landscape they see the vital importance of stakeholders and are prepared to spend a far higher proportion of their discretionary time devoted to engaging with other people, quite apart from the structured meetings and emails that we usually describe as “communicating”. Originality/value – Most management books are written with the assumption that the business world is rational, but when it comes to change, it appears this is far from the case. We are taught to put a reasonable proposition to people, the business case, the plan, and so on, then expect people to mull it over for a while, then jump into action – reason – analyse – act. But nearly always the actual sequence is – see – feel – act. There is little doubt that people engage with their stakeholders better if there is some kind of emotional connection.

Conclusion

2018 ◽  
pp. 221-232
Author(s):  
Laura Kounine
Keyword(s):  
Visual Culture ◽  
Free Will ◽  
The Body ◽  
Popular Media ◽  
Trial Process ◽  
The Witch ◽  
Fundamental Categories ◽  
The Way

The process of identifying the witch brought questions about emotions, gender, and selfhood to the fore. As witchcraft was a crime largely without evidence, legal and religious authorities had to employ their expertise in their attempts to uncover the truth about a person. The trial process reveals the overlapping and at times contradictory individual, communal, legal, and religious understandings of not only witchcraft, but more fundamental categories of sin, morality, free will, guilt, and innocence. The trial process further reveals how individual and communal narratives took on, and themselves shaped, understandings of witchcraft, gender, and emotions in popular media, visual culture, and intellectual treatises. The way in which people attempted to make sense of themselves and each other, how the body and emotions were ‘read’, and how this was gendered, was thus at the very heart of the struggle to identify the witch.

Overview of the Cantarell Field Development Program

1999 ◽  
Author(s):  
T. Limón-Hernández ◽  
G. De-la-Fuente ◽  
G. Garza-Ponce ◽  
M. Monroy-Hernandez
Keyword(s):  
Development Program ◽  
Field Development

scholarly journals Blockchain Technology Adoption and Implementation for Securing IoT Devices

2021 ◽  
Vol 11 (4) ◽  
pp. 3823-3836
Author(s):  
Maha Mohamed Ahmed Al Habsi ◽  
Smitha Sunil Kumaran Nair ◽  
Said Juma Said Juma Al Sulti ◽  
S. Adarsh
Keyword(s):  
Technology Adoption ◽  
Internet Of Things ◽  
Qualitative Study ◽  
Smart City ◽  
Cutting Edge ◽  
Potential Barriers ◽  
Blockchain Technology ◽  
Adoption And Implementation ◽  
Iot Devices ◽  
The Way

The rise of connected world is a reality through Internet of Things (IoT) technology and is increasingly changing the way people live, communicate and work. Perhaps, for a continued support to be delivered efficiently and effectively in terms of the services IoT offers, there are some challenges which need attention. This is basically the security aspects pertaining to the data the IoT devices generate, collect and process. In the recent years, blockchain technology gained attention in cutting edge solutions based on securing IoT devices. However, it is observed that adoption of blockchain technology is limited in several countries. The proposed research aims to investigate potential barriers to adopting blockchain technology in smart city applications through a qualitative study. In addition, a stake algorithm to demonstrate the security aspect in IoT device is presented.

THE TARBAT-IPUNDU OIL FIELD, A CASE STUDY IN IDENTIFYING BYPASSED OIL

1998 ◽  
Vol 38 (1) ◽  
pp. 36
Author(s):  
T.P. Lonergan ◽  
P.G. Ryles ◽  
S.T. McClure ◽  
D.W. McMillan
Keyword(s):  
Multidisciplinary Team ◽  
Development Program ◽  
Oil Field ◽  
Growth Potential ◽  
Total Production ◽  
Field Development ◽  
The North ◽  
Bypassed Oil ◽  
Existing Data ◽  
Eromanga Basin

Since 1995 the Tarbat-Ipundu Field has developed from a marginal 200 BOPD (31.8 kL/d) field with perceived limited growth potential to a developing resource with production up to 3,000 BOPD (476.9 kL/d). This increase was achieved through the efforts of a dedicated multidisciplinary team and an aggressive 'fit for purpose' drilling and evaluation program.The Tarbat-Ipundu Field is located in PL 52 of ATP 299P in southwestern Queensland, approximately 115 km to the northeast of the Jackson Oil Field. The field was discovered by Hartogen Energy Ltd in 1986 with the drilling of Ipundu 1 which came on-line at 100 BOPD (15.9 kL/d) from the Wyandra Sandstone and the Murta Member. The discovery well was followed by the drilling of Tarbat-1 in 1988 on a subculmination to the north. Tarbat-1 encountered oil in the Wyandra Sandstone but watered out after producing 17 KSTB (2,702 kL) of oil. During 1991 a further four wells were drilled in the Ipundu Field by the then operator, Ampolex Pty Ltd. Two of these wells were plugged and abandoned. In January 1994 the field was producing at 220 BOPD (34.9 kL/d) after a total production of 350 KSTB.The Santos Group acquired a majority interest and Operatorship of the Tarbat-Ipundu Field in 1994. An integrated geological and engineering evaluation of Tarbat-1, incorporating experience gained in other parts of the Eromanga Basin, indicated the potential for bypassed oil in the Hutton Sandstone. Similarly, additional potential was recognised in the Wyandra Sandstone and Murta Member in the Tarbat-Ipundu wells. To evaluate this potential Tarbat-2 was drilled in August 1995 at a location 315 m to the northwest of Tarbat-1. Drill stem tests in Tarbat-2 resulted in flows of 2,037 BOPD (323.8 kL/d) from a 26 m gross hydrocarbon column in the Hutton Sandstone and 770 BOPD (122.4 kL/d) from a 14 m gross hydrocarbon column in the Wyandra Sandstone.An aggressive appraisal and development program followed the drilling of Tarbat-2 which has resulted in the drilling of an additional 25 wells. Proved and Probable Oil in Place estimates have increased from 5.2 MMSTB (0.826 ML) in 1994 to 44.2 MMSTB (7.02 ML) in 1997. As at June 1997 the field produces oil from the WyandraSandstone, Murta Member and Hutton Sandstone of the Eromanga Basin. A combined oil offtake of up to 3,000 BOPD (476.9 kL/d) has been achieved from the field. Continued field development is planned for 1998.The successful 're-discovery' of the Tarbat-Ipundu Field illustrates the potential benefit of a systematic review and integration of all existing data via a multidisciplinary team. The increasing cost of new data acquisition makes it imperative that the existing data is thoroughly evaluated prior to the investment of further exploration capital. The Tarbat-Ipundu Field demonstrates the potential to add significant new reserves from focussed targeting and evaluation of potential bypassed hydrocarbon accumulations.

scholarly journals Partnership Strategy in SMEs Industry to develop Competitiveness and the Implication to the Corporate Performance : A Study on SMEs development in West Java Indonesia

2014 ◽  
Vol 3 (3) ◽  
pp. 462-474
Author(s):  
Iwan Mulyawan ◽  
Solihati Amalia ◽  
Tintin Suhaeni
Keyword(s):  
Poverty Reduction ◽  
Large Scale ◽  
Small And Medium Enterprises ◽  
National Development ◽  
Development Program ◽  
Strategic Partnership ◽  
Regional Government ◽  
Business Climate ◽  
West Java ◽  
Technological Support

It has been commonly acknowledged that the micro, small and medium enterprises (SMEs) play a very important and strategic role in the national economic especially in the GDP, the regional GDP, employment, income distribution and the poverty reduction. The population of SMEs in Indonesia has reached up to 53,823,732 units or 99.9% which are distributed throughout the Indonesian regions (The Ministry of Cooperatives and SMEs, 2012), and in the West Java Province itself there are 8,731,790 business units. This shows that through optimum capitalizing, it would bring significant contribution to the people’s welfare (BPS, 2011).Under the national development program aiming at pro poor, pro growth and pro rural, the counseling program to develop the SMEs should be prioritized. According to Zuhal (2010) the employment rate of 99.5% is the basic foundation and that the counseling and guiding in technological support to increase the productivity has been needed. However, the problem arising is that the competitiveness is pretty low which is due to the financing and marketing (BPS, 2011). Thus the mortality and frequency of shifting in types of business operation has become the common phenomena. The mission as prescribed in the Law number 20 regarding SMEs is to uplift the competitiveness and develop the business climate through a policy regarding partnership. One of the partnership aspects is the mutually beneficial relation between SMEs and the large scale business facilitated by both the Central and Regional Government to stimulate the partnership (Law number 20 of 2008 Chapter V articles 11 and 25). Partnership is not a new strategy but it has come up as an important issue due to the complexity and risks both in the national and international economic environment as well as the limited capability and resources in a business unit. Therefore the strategic partnership is sought to enhance the relation between the demand and supply in the form of cooperation between independent business organizations. Striving for the sales in the hight competition requires collaborative venture to face technology, extend the resources, increase productivity and quality, and penetrate new markets (Cravens, 2013).  Thus, this research attempts to find out to what extent the effect of the strategic partnership can increase the competitiveness and the implication to the performance of SMEs in West Java.  

Increasing Technology Adoption through Certified Digital Educator Programme

2018 ◽  
pp. 17-34 ◽  
Author(s):  
Chee Leong Lim ◽  
Nurhanim Hassan
Keyword(s):  
Professional Development ◽  
Technology Adoption ◽  
Blended Learning ◽  
Development Program ◽  
Continuous Professional Development ◽  
Professional Development Program ◽  
Learning Skills ◽  
Face To Face ◽  
E Learning ◽  
Training Modules

In this chapter, the certified digital educator (CDE) programme is developed with the aim of providing the academics with an on-going training that will lead to the e-learning certification. Formulated as part of continuous professional development program for academics at Taylor's University, the CDE programme provides opportunities for the academics to equip themselves with related e-learning skills through the byte-sized training modules offered in addition to the existing blended learning and face-to-face session. Through CDE programme, all current e-learning-related training modules currently being offered to the academics have been re-categorized under four e-learning packages, which represent the four essential skill components required by the academics to effectively able to apply technology in their lessons. Upon completion of this program, the participants are awarded the certified digital educator certification that certify them as competent e-learning practitioners.

The Beginnings of a Postal E-Marketplace

2011 ◽  
pp. 124-147
Author(s):  
Kim Hassall ◽  
Karyn Welsh
Keyword(s):  
Learning Curve ◽  
Business Model ◽  
Business Case ◽  
Macro Level ◽  
New Business ◽  
Business Case Study ◽  
Micro Level ◽  
Dot Com ◽  
The Way

This e-business case study of the corProcure enterprise is instructive as it reflects three recurrent themes of the dot-com period: 1. First, the seemingly powerful but unstable corProcure’s business model was created between a number of large corporate institutions in response to the corporate pressure to enter the dot-com world. 2. The quick revelation that the initial business model was incompatible for the founding corporate partners. 3. The buyout of the venture by one of the partners, Australia Post, and re-engineering the direction of corProcure for a more workable e-marketplace business direction. This was considered to be the way forward. This evolution, learning curve, and redirection of the e-purchasing cartel was in one way just a snapshot at the macro-level of what happened to many ventures during the dot-com boom. At the micro-level, the change in direction was reflective of a more pragmatic business sense approach, when all the late 1990s hype was stripped away from the initial e-business model. The new business model incorporating an e-marketplace also reflected the need for the new owner to diversify into non-traditional products as part of new e-business and e-logistic strategies. These strategies were being examined globally by Postal Authorities.

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