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Abstract An Accelerated competency development is one of the essential factors to achieve and sustain the medium- to long-term vision of INPEX. After intensive reviews and discussions, a skillmap based development approach had been selected and implemented especially targeting young technical professionals to enhance the company's overall technical capabilities. This paper describes the key success factors of our Skillmap set-up approach and its implementation procedures. The internal discussion concluded that we required "own" style of competency development scheme rather than utilizing a ‘ready-made" scheme or contracting out. Three key points of our approach are highlighted as follows. Job matrix and skill matrix: Two matrixes were created to evaluate the work experiences and technical capabilities respectively for the optimum development plan. A face-to-face approach: This is our core approach of communication, to build strong relationship between young and senior professionals. A dedicated competency development support team, so-called "Skillmap team", leads the entire process proactively. The approach was implemented nearly two years ago and over 150 young professionals have experienced the processes.
Abstract The ability to deliver oil production capacity by 2040 will highly depend on availability of strategic competencies to support the timely and reliably development of non-conventional oil fields that require intensive application of improved oil recovery technologies throughout all stages of the field life cycle. This paper presents a practical approach for identification, definition and measurement of strategic competencies required to develop and produce non-conventional heavy and extra heavy oil assets. An activity-based strategic competency model was developed considering a typical heavy oil project with 94 activities organized in 7 field life cycle phases: 1) Data acquisition for uncertainty reduction, 2) static modeling, 3) dynamic modeling, 4) field development planning, 5) well and facilities engineering, 6) execution and 7) operations and monitoring. Each phase undergoes activities with relative duration followed by decision gates with relative contribution of technical disciplines grouped in functions. Ranges of weights in percentages and duration in months are calibrated using analog fields or typical projects, as input for stochastic modeling to account for uncertainty. The application to non-conventional heavy and extra heavy oil fields in Kuwait, allowed identification of 55 technical competencies classified under 12 functional competency groups under four major categories: Subsurface-reservoir, subsurface-well, surface facilities & production operations and asset integration & planning. These technical competencies were mapped with three scenarios for intensity of work: minimum (low), medium (likely) and maximum (full) to conduct critical activities on annual basis during the 7 phases of the heavy oil field life cycle. Local experience in Kuwait as well as worldwide analog for heavy oil development provided foundation to validate strategic competencies and to calibrate the model, and then used as strategic workforce planning tool to support the preparation of heavy oil project proposals. The model also allowed for stochastic modeling of person-hours and total cost of the work force, including the associated competency development and assurance costs, which shall be included in both Capital and Operational Expenditures as part of the economic model for evaluation of heavy oil development opportunities. The presented approach is a practical project-planning tool for mapping all required competencies and intensity of work force for more reliable Front End Loading (definition) of heavy oil field development business plans or for existing fields undergoing operations. The phased model allows easier planning and flexibility to conduct exercises with estimates of work force for a range of potential business scenarios.
- Asia > Middle East > Kuwait (0.72)
- Asia > Middle East > Israel > Mediterranean Sea (0.24)
- Geophysics > Seismic Surveying (0.68)
- Geophysics > Borehole Geophysics (0.47)
Abstract Oil & gas investments in education are growing rapidly and becoming increasingly strategic. The capability to cultivate and expand the human capital and, at the same time, develop and respond to technological advances, has become a major factor that distinguishes operators who attract, nurture, motivate and retain their working forces from those who do not. Most oil & gas companies (especially major resource holders) are striving to keep up with the technical discipline knowledge required and to stay abreast with the advances in techniques and methods in order to perform efficiently. But is this enough? Moreover, software solutions for petrotechnical information management and digital infrastructure; exploration; reservoir characterization; production; reservoir simulation; and petroleum economics, risk, and reserves are recognized as an increasingly integral part of business operations for oil & gas companies. As a result, operators have been very receptive to educational initiatives that go beyond the basic, traditional, domain discipline classroom training sessions. We are witnessing an industry trend of developing the "new multi-skilled breed of oil & gas professionals" performing in the digital age through a complete training methods covering domain science, software applications, workflows delivered using experiential, action and immersive learning methods. Developing the new multi-skilled breed of professionals in their disciplines requires good understanding of their current competencies in the discipline, in the targeted job function and the proficiency of the various software or technical tools that will be used to perform. Competency management therefore becomes crucial and tit the base of every learning and development program. Current E&P Competency Management should cover comprehensive and formal needs analysis, assessment, development, and tracking system of multiple skills specifically designed for each job function whether they are geoscientists, reservoir engineers, drilling, petroleum or production It should identify individual development requirements, create personalized educational plans, and provide a learning sequence that starts teaching domain concepts and theories, including technology workshops and hands-on experience, in addition to mentoring, evaluation, and certification to ensure that learning goals translate into results on the job. The competency-based learning and development plan should help transfer knowledge from the classrooms and workshops onto working results. The program should also address the need to plan, certify, and track skill developments of technical staff. This paper therefore intends to Highlight the importance of the methodology used when carrying out competency management to develop professionals in their disciplines as well as the related technologies, and Go over a few practical case studies, analyzing how E&P organizations have adopted such competency management and developed adequate Learning and development plans for their employees.
- Geology > Geological Subdiscipline > Geomechanics (0.68)
- Geology > Geological Subdiscipline > Stratigraphy (0.47)
The global nature of the workplace in the petroleum industry has introduced a new challenge to our competitive business landscape: the development of soft competencies as a critically important element in driving productivity. Soft skills as an element of sustainability brings success to individuals and organizations in a variety of workplace activities, such as forging alliances, creating a team harmony that produces collaboration and innovation, and managing and using the human and system components to influence outcomes and achieve business goals. As the nature of workplace engagement shifts, soft competencies provide individuals with the ability to manage the social, cultural, technical, and environmental expectations of both the individuals and their organizations.1 In an October 2013 JPT article,2 the Soft Skills Committee of SPE introduced the Soft Competency Matrix, which is governed by attributes stemming from progression in people capabilities and actions; growth and augmentation of human capabilities with age and experience; and socioeconomic, cultural, and traditional dimensions (Figure 1 and Figure 1 above). The authors noted that while the first two elements were governed by a continuing journey through time and personal maturity dimensions, the changes in the third element could be abrupt depending on the attributes needed for the new work assignment.
The global nature of the workplace in the petroleum industry has introduced a new challenge to our competitive business landscape: the development of soft competencies as a critically important element in driving productivity. Soft skills as an element of sustainability brings success to individuals and organizations in a variety of workplace activities, such as forging alliances, creating a team harmony that produces collaboration and innovation, and managing and using the human and system components to influence outcomes and achieve business goals. As the nature of workplace engagement shifts, soft competencies provide individuals with the ability to manage the social, cultural, technical, and environmental expectations of both the individuals and their organizations.1 In an October 2013 JPT article,2 the Soft Skills Committee of SPE introduced the Soft Competency Matrix, which is governed by attributes stemming from progression in people capabilities and actions; growth and augmentation of human capabilities with age and experience; and socioeconomic, cultural, and traditional dimensions (Figure 1 and Figure 1 above). The authors noted that while the first two elements were governed by a continuing journey through time and personal maturity dimensions, the changes in the third element could be abrupt depending on the attributes needed for the new work assignment.