Key Performance Indicators for Assessing Project Performance in the Oil and Gas Industry of the United Arab Emirates

2016 ◽  
Author(s):  
Nasser Al Hammadi ◽  
Jean-Pierre Bernard
Keyword(s):  
United Arab Emirates ◽  
Performance Indicators ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Key Performance Indicators ◽  
Project Performance ◽  
Gas Industry

scholarly journals EVALUATION OF EFFECTIVENESS OF DEVELOPING BUSINESS PROCESSES ON ENTERPRISES OF OIL AND GAS INDUSTRY

2018 ◽  
pp. 45-50
Author(s):  
Elena Prokofievna Karlina ◽  
Elina Victorovna Polyanskaya ◽  
Anna Nikolaevna Tarasova
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Business Processes ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Key Performance Indicators ◽  
Gas Industry ◽  
The Balanced Scorecard ◽  
Effective Organization

In conditions of high competition on the global markets Russian oil and gas companies are increasingly focusing on the creation of effective system of governance which would allow to concentrate the efforts of the company staff on increasing profitability and maximizing market value, one of the tools for the achievement of which is the effective organization of business processes. The study of LUKOIL, PJSC activity in management of business segments allowed to formulate a conclusion about the appropriateness of the use of the balanced scorecard for performance management of business processes. Building and implementation of the system of key performance indicators is carried out subject to the features of the strategic directions of the company and business segments, which helped to identify two subsystems of its development for LUKOIL, PJSC: key performance indicators for the evaluation of the company as a whole and key indicators for the evaluation of business processes. On the basis of the process approach the key performance indicators of the business process "Well construction management" have been formed and concretized reflecting the industry specifics of the operating and financial activities of the oil and gas industry.

Project overruns: why are we still getting it wrong?

2017 ◽  
Vol 57 (2) ◽  
pp. 489
Author(s):  
Gareth D. Lee ◽  
Simon P. Whitaker ◽  
Martin Wilkes
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Project Performance ◽  
Recent Experience ◽  
Considerable Effort ◽  
Gas Industry ◽  
The Past ◽  
Project Outcomes ◽  
Realistic Assessment ◽  
Common Problems

The issue of poor project performance in the oil and gas industry is not new. It has been discussed since the 1980s and, over the past 30 years, there has been considerable effort put into improving project outcomes. As an industry, we have invested heavily in project management and estimating processes to ensure that reliable data are available for investment decisions. However, recent experience in Australia and elsewhere in the world suggests that little real improvement has been made. This presentation critically examines aspects of project performance and decision making by analysing: the commercial impact that recent cost and schedule outcomes have had on Australian projects; common problems associated with setting and managing cost and schedule expectations throughout the project development process; real (anonymous) examples from projects to indicate how biases affect behaviours, decisions and outcomes; and simple ways to build a more realistic assessment of risk and uncertainty into cost and schedule estimates. We conclude by discussing why this is still important for future Australian projects given the days of complex greenfield megaprojects are likely behind us.

Assessing the health, safety, and environment culture in the United Arab Emirates oil and gas industry

2019 ◽  
Vol 18 (2) ◽  
pp. 495-512
Author(s):  
Mohmaed Almazrouei ◽  
Khalizani Khalid ◽  
Salam Abdallah ◽  
Ross Davidson
Keyword(s):  
United Arab Emirates ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Leadership Roles ◽  
Structured Interviews ◽  
Leadership Responsibilities ◽  
Gas Industry ◽  
Content Type ◽  
Health Safety ◽  
Safety And Environment

Purpose This paper aims to assess the ways through which the concept of health, safety and environment (HSE) is perceived by workers in the United Arab Emirates (UAE) oil and gas industry. The study focused on different aspects of the HSE culture and how employees with and without leadership responsibilities differed in their conceptualization of HSE culture. Design/methodology/approach Semi-structured interviews were conducted for 30 staff of the state-owned Abu Dhabi National Oil Company in the UAE. The interviewees were purposively selected which included both those in leadership and non-leadership roles. Findings The findings revealed that the interviewees viewed HSE culture as a descriptive term, a causal phenomenon, a systemic approach or a legal requirement/obligation. Interviewees in the production and maintenance units mentioned safety most often. Employees and managers exhibited negligible differences in their usage of the HSE culture concept. Managers predominantly featured in the narratives as important drivers of HSE culture. Physical conditions, behavior and procedures, management, competence and collaboration emerged as important components of a sound HSE culture. Originality/value To enable better communication and subsequent improvement of the HSE culture, an analogical HSE culture “vehicle” was developed in the study. The vehicle is a novel illustration based on the key roles of managers and employees, as well as the main components of a sound HSE culture.

Operator Develops Fully Smart Onshore Field

2021 ◽  
Vol 73 (05) ◽  
pp. 56-57
Author(s):  
Judy Feder
Keyword(s):  
Real Time ◽  
United Arab Emirates ◽  
Oil And Gas ◽  
Water Injection ◽  
Health And Safety ◽  
Oil And Gas Industry ◽  
Oil Fields ◽  
Abu Dhabi ◽  
Time Data ◽  
Gas Industry

This article, written by JPT Technology Editor Judy Feder, contains highlights of paper SPE 203461, “Digitalization in the Oil and Gas Industry—A Case Study of a Fully Smart Field in the United Arab Emirates,” by Muhammad Arif and Abdulla Mohammed Al Senani, ADNOC, prepared for the 2020 Abu Dhabi International Petroleum Exhibition and Conference, Abu Dhabi, held virtually from 9–12 November. The paper has not been peer reviewed. One of the first oil fields in the UAE to be fully operated remotely is in the southeast region, 250 km from Abu Dhabi. The complete paper discusses the development and commissioning of the field, which is the first smart field for ADNOC Onshore. The designed and applied technology facilitated unmanned operation of the field from downhole to export. Introduction Oilfield digitalization encompasses gathering real-time and non-real-time data from wells, flow lines, manifolds, stations, and water injection facilities; analysis of the data using algorithms, flowcharts, plots, and reports; and user access to this data on user-friendly screens. This allows engineers to focus on interpretation of data vs. searching, organizing, and formatting the data. In the bigger picture, the data collected will lead to conclusions and set bases for important decisions for similar projects in the future, enabling a lesson-learning approach to design new oil fields. The accumulated theoretical and practical research results of smart-field implementation require analysis and synthesis to maintain perspective of the entire project. Both were applied in the Mender field, which is the subject of the complete paper. Problem Statement The Mender parent field has been producing since 2013 with minimal digitalization for wellheads. Wells are not fit-ted with remote sensors, and operators have been visiting the wells to collect data using analog gauges. Collected data are stored in computers or as hard copies. Some critical data is lost, which affects decision-making. The new Mender field is 50 km from the parent field and is in a sensitive area close to international borders. The field area is a wildlife reserve for various endangered animals. The nature of operations is highly critical because of concentrations of hydrogen sulfide (H2S) that could jeopardize employees’ health and safety.

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