DEVELOPMENT OF RISK MANAGEMENT APPROACHES IN FIELD DEVELOPMENT PROJECTS: CORRECTIONAL RESISTANCE TECHNIQUE

2020 ◽  
pp. 71-74
Author(s):  
E.F. Melnikova
Keyword(s):  
Integrated Approach ◽  
Development Project ◽  
Development Projects ◽  
Field Development ◽  
Resistance Model ◽  
Project Participants ◽  
Management Approaches ◽  
Project Lifecycle ◽  
Oilfield Development ◽  
Project Realization

The article considers а mathematical model of analyzing the feasibility of an upstream project (correctional resistance model), including the formation of redundancy for correction’s implementation aimed at increasing the probability of project execution within the target efficiency metrics to the desired value of the project realization probability, as a result it allows to speak about the transition to a qualitatively new level of cooperation between stakeholders of the project, including through partnerships. This approach is applicable at all stages of oilfield development project lifecycle, for the accumulation and improvement of the project knowledge base, which is valuable for each of the project participants and significantly increases with an integrated approach to the project management.

The success of an international development project: lessons drawn from a case between Morocco and Canada

2013 ◽  
Vol 79 (1) ◽  
pp. 165-186 ◽  
Author(s):  
Sophie Brière ◽  
Denis Proulx
Keyword(s):  
International Development ◽  
Public Administration ◽  
Gender Equality ◽  
Analytical Framework ◽  
Development Project ◽  
Development Projects ◽  
Governance Structures ◽  
Tier 1 ◽  
Project Lifecycle

According to the literature on decisive criteria for the success of international development projects, this article presents a case of cooperation between Morocco and Canada on the implementation of projects to institutionalize gender equality within the Moroccan public administration. Based on a triangulation of data and starting from an analytical framework on the factors decisive for the success of international development projects, this case study illustrates the limited success of the project. Although the elements that are decisive for the success of Tier 1 of the FAES projects have resulted in the involvement of stakeholders in the implementation of the projects, the creation of local expertise and the production of tools and strategies that aid institutionalization of gender equality, this study highlights significant barriers to institutionalization. These relate mainly to the difficulty of involving stakeholders throughout the project lifecycle, the lame functioning of the projects’ governance structures and the struggle to take ownership of projects designed on the basis of a management by results logic based on models specific to the donor. This case feeds the critical reflection on the various issues and challenges inherent to the management of international development projects and suggests various avenues of research. Points for practitioners The case presented in this article involves the implementation of projects to institutionalize gender equality within the Moroccan civil service supported by the Canadian cooperation agency. Although its success requires the involvement of the stakeholders, the development of local expertise and the production of institutionalization tools, this case brings to light significant obstacles to institutionalization, such as the difficulty of involving the stakeholders in the project, the limited functioning of the governance structures and the struggle to secure the ownership of the projects, designed according to models specific to the donor. It also reveals the limits of a management by results style and its consequences.

Development of the algorithm of the development project management and the techniques of the assessment of the project realization effect

2021 ◽  
pp. 27-35
Author(s):  
Yu. O. Bakrunov
Keyword(s):  
Project Management ◽  
Development Project ◽  
Project Team ◽  
Development Projects ◽  
Team Members ◽  
Project Realization

The article emphasized the importance of the implementation of development projects, identified the features of the formation and significance of the team implementing development projects, defined the process of interaction of project team members, and developed an algorithm for managing a development project, and proposed a methodology for assessing the effect of its implementation.

Research on the Assessment on the Risk System Regarding Offshore Oil and Gas Field Development Projects Based on the Grey System Theory

2015 ◽  
Vol 737 ◽  
pp. 843-845 ◽  
Author(s):  
Jia Ming Li
Keyword(s):  
Oil And Gas ◽  
Development Project ◽  
Grey System Theory ◽  
Development Projects ◽  
Grey System ◽  
Gas Field ◽  
Field Development ◽  
Oil And Gas Field ◽  
Offshore Oil And Gas ◽  
Offshore Oil

the risk assessment for development project is simply and highly efficient, requires less data, and can clearly uncover the problems. It is plausible to evaluate a plenty of development projects through computers

Concept for managing constraints of an oil field development project

2020 ◽  
pp. 95-102
Author(s):  
I.V. Burenina ◽  
◽  
M.V. Gerasimova ◽  
M.A. Khalikova ◽  
I.A. Soloveva ◽  
...  
Keyword(s):  
Development Project ◽  
Oil Field ◽  
Development Projects ◽  
Point Scale ◽  
Specific Design ◽  
Design Constraints ◽  
Field Development ◽  
Probability Of Occurrence ◽  
Oil Field Development

The article is devoted to the identification and evaluation of specific design constraints in the implementation of oil field development projects. A sequence of stages for identifying, evaluating, and managing project constraints is formed. The characteristic of the levels of manageability of project constraints is given and the actions of the manager for each level are defined. A method is proposed for determining the ranks of restrictions, taking into account the probability of occurrence of a restriction and the degree of its influence on the project result. The system of values of the point scale for assessing the levels of manageability of project restrictions is defined. Relationship established of the riskiness of the project and the level of manageability of the design constraints.

Design of Gas Injection Unit in an Iranian Onshore Oil Field Development Project

2011 ◽  
Vol 110-116 ◽  
pp. 5029-5035
Author(s):  
Abutaleb Koosha ◽  
M.Reza Mogadam ◽  
M.Mesam Abutorabi Fard
Keyword(s):  
Injection Pressure ◽  
Development Project ◽  
High Flow ◽  
Oil Field ◽  
Associated Gas ◽  
Field Development ◽  
Oil Field Development ◽  
Injection Unit ◽  
Under Construction ◽  
Oilfield Development

In an Iranian oilfield development which is under construction nowadays, it is decided to inject the separated gas in the reservoir Instead of flaring it. For this reason the injection pressure is calculated about 520 bars. The maximum rate of injection will be 280 millions cubic feet per day (330 363.215 cubic meter/hour). This gas should be injected in the reservoir to increase its pressure but the most important thing here is the injection compressor configuration. 3 units has been considered to compress the gas and each unit had 100 MMSCFD capacity. For increasing the gas pressure two compression units are foreseen: flash unit and injection unit. In flash gas unit the pressure will increase from 6 bars to 75 bars and in injection unit from 75 bars to 525 bars. But the gas which is upgraded in the flash unit should be dehydrated in dehydration package before entering to the injection unit. Due to the high flow rate of injection and other reasons which are discussed in this paper, the compressors are selected from centrifugal types. It is shown that in both flash and injection units, the compressors should be considered multistage. By the injection of associated gas instead of flaring it, the environment can be prevented from pollution and the reservoir pressure always will be maintained in a desired level. (Abstract)

Research On Risks Encountered By Institutions In European Development Project

2014 ◽  
Vol 1 (1) ◽  
pp. 517-520
Author(s):  
Diana Elena Ranf ◽  
Elida-Tomiţa Todăriţa ◽  
Dănuţ Dumitru Dumitraşcu
Keyword(s):  
Development Project ◽  
Development Projects ◽  
Application Form ◽  
Structural Funds ◽  
Development Opportunity ◽  
Centre Region ◽  
European Development ◽  
Way Of Thinking ◽  
Risk Categories ◽  
Implementation Stage

AbstractEuropean funds are a development opportunity for the Romanian organizations. The research in the article aims to identify the main risk categories that the beneficiaries from Centre Region have faced, and also the effects of not considering certain risk categories in the stage of filling out the application form and also in the implementation stage of the projects have had on the development of these projects. Identifying how the organisations have managed projects during the development projects 2003-2013 finds its usefulness in the following period that is knocking on our doors: 2014-2020 that should find us better prepared and more capable of proving seriousness and professionalism. Therefore, training in projects should not end once the structural funds have been attracted, but it should be regarded as destined to modernize our way of thinking and actions in helping organisations develop their businesses.

scholarly journals A viability criterion for computer system development projects

1984 ◽  
Vol 15 (3) ◽  
pp. 144-149
Author(s):  
J. Mende
Keyword(s):  
Computer System ◽  
Cost Of Capital ◽  
System Development ◽  
Development Project ◽  
Development Projects ◽  
Organizational Growth ◽  
Net Worth ◽  
Development Costs ◽  
Processing Cost ◽  
Informational Value

A manager facing the decision whether to proceed with a proposed computer system development project needs to determine whether its benefits are worth more than its costs. This can be done by applying a simple mathematical formula to calculate the project's 'net worth', as the sum of the annual benefits obtainable during the system's life span, less its development costs. The formula recognizes that a system's annual benefit, comprising enhanced informational value plus reduction In data processing cost, will change as a result of obsolescence, cost of capital, organizational growth and learning.

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