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Collaborating Authors
Search Knowledge management: Digital transformation study group (SPE-GCS)
...erizes an institution or organization Feineman, D.R. 2006.The Field of the Future Business Process Transformation: - Greenfield--new build oil and gas facilities projects that lack Insights and Challenges. Paper...Exploration and Production Technology organization. He leads a small global team that runs business-transformation projects reserves through excellence in reservoir, well, and system in business units, each desig...ields currently in production from the Johns Hopkins University and performed graduate - Business transformation--initiatives designed to improve work at the University of Tulsa in petroleum geology. He has ali...
...l Monitoring in Greenfield Assets David R. Feineman, SPE, BP America Summary are targeting their digital-oilfield initiatives at a portfolio of greenfield assets. The expectation is that new assets start ...ablished remote well-performance monitoring on two greenfield assets team-culture norms to slow the transformation. The reality is much in Africa and Asia where distance, national culture, and language more complex...ects. an offer of a new capability with a new customer base--as we are frequently trying to do with digital-oilfield projects into greenfield Introduction assets--can be thought of as a radical innovation. ...
... challenging the unfamiliar concepts The same materials aid in communicating with peers at other in group situations. sites how the team intends to perform specific workflows using There are multiple face...
Summary BP's proprietary Integrated Surveillance Information System (ISIS) was deployed globally starting in 2006. The system delivers wellperformance data to petroleum engineers in field and office sites in near real time. The paper presents two case studies on implementing remote well-performance monitoring on two greenfield assets in Africa and Asia where distance, national culture, and language differences must be addressed as part of a technology rollout. On the basis of these case studies, there is evidence that greenfield assets can adopt new ways of working and technology that allow them to surpass the performance on similar brownfield projects.
...ntipattern--a frequently used but ineffective solution to a a small global team that runs business-transformation projects in business units, each designed to help staff and management problem quickly realize th...n or an individual process to create more value with less waste from SPE for his work on the 2007 Digital Energy - Pattern--a general solution to a design problem that recurs Conference, and is also acti...ve in the SPE-GCS Digital Energy in many projects ...
...guided experimentation and knowledge transfer. describes some antipatterns in the implementation of digital-oilfield The importance of guided experience in knowledge transfer was projects, refactored solutio...e Program started implementation of An antipattern is a special form of pattern that is ineffective digital-oilfield projects in 2004. The current project portfolio has or has negative consequences but may a...pleased. If you saw lots of people around you having antipatterns for synthesizing key learnings on digital-oilfield adoption the same problem, it would be better for everyone if we could find in programmati...
...there are antipatterns in digital-oilfield rollout projects, where do TABLE 1--SOME KEY ATTRIBUTES OF ANTIPATTERNS they exist and w...hat might they look like? Name Ecology of Digital-Oilfield Antipatterns Background There are two big classes of continuous-improvement opportunitie...s Anecdotes in the digital-oilfield domain: (1) continuous improvement in Antipattern description the assembly line of how p...
Summary Process design patterns are fragments of business processes used as a solution to commonly encountered problems. A process design antipattern is a special form of pattern that is ineffective or has negative consequences, but it may also be routinely followed. The objective in studying process antipatterns is to identify suboptimal performance and replace it with better practices. This paper describes some antipatterns in the implementation of digital-oilfield projects, refactored solutions that enable recovery from those antipatterns, and the root causes that create them. It concludes with a description of how continuous improvement enabled by antipatterns differs from more traditional approaches to project lessons learned and why antipatterns represent a better way to capture and reuse experience-based learning.
- Europe (0.94)
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- Management > Asset and Portfolio Management (1.00)
- Data Science & Engineering Analytics > Information Management and Systems > Knowledge management (1.00)