dialog

The Way AheadJanuary, 2021

Public Perception of the Oil and Gas Industry

I started my career in 1978 working as a summer intern at Conoco's refinery in Wrenshall, Minnesota, just outside Duluth. That was the year the US saw gasoline prices streak past a once-unimaginable USD 1/gal as the Iranian revolution caused work stoppages, interrupting oil flow. Price controls led to outages at the pump and motorists across the US were furious as they waited in long lines for fuel. The Organization of the Petroleum Exporting Countries (OPEC) was viewed as powerful enough to control the future. Outside OPEC, the oil industry was dominated by a handful of integrated major oil companies.

The Way Ahead

Country: North America > United States > Minnesota (0.25)

Genre: Public Relations (0.51)

Industry:

Government > Regional Government > North America Government > United States Government (1.00)
Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines:

Management (0.96)
Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Social responsibility and development (0.48)
Health, Safety, Environment & Sustainability > Environment > Air emissions (0.48)

Journal of Petroleum TechnologyOctober, 2014

This is in response to "The Unfinished Revolution: What is Missing From the E&P Industry's Move to'Big Data'" by Robert K. Perrons and Jesse Jensen (May 2014 JPT). A more basic question is, "How can E&P move to a'Big Data' environment?" In order to embrace "Big Data," the following must be part of the equation: Big Data is not only the large volume of "siloed" information (single system data independently stored and accessed), but also the process of continually growing the availability of timely, accurate, and integrated information available for end users who create analytics that improve the way business is done. Analytics and discoveries therein will promote the value of Big Data. As more analytics are performed, increased data demands will be made, more workflows and standards will be put in place so that more information can be made available, and more process improvements will ensue because knowledge has expanded beyond its normal horizons.

availability, barbara keusch, big data, data mining, dialog, end user, Guest Editorial, Implementation, information, jesse jensen, unfinished revolution, Upstream Oil & Gas

Industry: Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines: Data Science & Engineering Analytics > Information Management and Systems > Data mining (1.00)

Technology: Information Technology > Data Science > Data Mining (1.00)

Kanu, Austin Ukwu (Department of petroleum and Gas Engineering, Univeristy of Port Harcourt, Nigeria) | Obi, Onyekonwu Mike (Department of petroleum and Gas Engineering, Univeristy of Port Harcourt, Nigeria)

Advancement in Material Balance Analysis

OnePetroAugust, 2014

Abstract The foremost objective of producing reservoir material balance analysis is to determine STOIIP and aquifer properties which ensure that the aquifer influx into the reservoir reliably offsets production. But the different views canvassed on this analysis are hampered by the limitation that the material balance equation is an ill-posed pressure-implicit depletion function. So, this program has adopted a robust and self-adaptive nonlinear regression to advance material balance analysis. The program validated two examples and pointed out the shortcomings of the authors solutions.

doi: 10.2118/172415-MS

SPE Nigeria Annual International Conference and Exhibition

SPE-172415-MS

Country: North America > United States (1.00)

Industry: Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines:

Reservoir Description and Dynamics > Reservoir Simulation (1.00)
Reservoir Description and Dynamics > Reserves Evaluation > Estimates of resource in place (1.00)
Reservoir Description and Dynamics > Fluid Characterization > Phase behavior and PVT measurements (1.00)

Technology: Information Technology > Artificial Intelligence > Machine Learning > Statistical Learning > Regression (0.68)

Lind, Arthur Ole (Transportnet, Statoil)

Pipeline Integrity Management – From Design to Operation

OnePetroJune, 2013

ABSTRACT Decisions made during planning, design, fabrication, construction and installation of a pipeline project will influence how good the integrity management will be. The operator can use different integrity management systems, but he cannot change what is built and installed, at least not without huge cost impact. The Statoil practice, continuous learning and improvements, is to ensure that best practices are reflected in the functional and technical requirements, and especially the importance of early involvement from Operation in project planning and execution. Regular contact and dialog between Operation, design and project departments are recognized in order to secure that operational experiences are shared and implemented into functional and technical requirements (governing documents). Statoil has high focus on implementing experiences and best practice into the governing documents as soon as possible. This enables easy access and use of best practice across the company. A good cooperation between the project and operational people from an early stage will contribute in securing a good and efficient integrity management. This will help achieve a safe and reliable pipeline operation and enabling a low the life cycle cost (LCC).

The Twenty-third International Offshore and Polar Engineering Conference

ISOPE

ISOPE-I-13-212

Industry: Energy > Oil & Gas > Midstream (1.00)

SPE Disciplines:

Well Drilling > Wellbore Design > Wellbore integrity (1.00)
Management > Strategic Planning and Management > Project management (0.90)
Management > Professionalism, Training, and Education > Communities of practice (0.76)
(2 more...)

Public Perception of the Oil and Gas Industry

Edman, Sarah (ConocoPhillips)

OnePetroJune, 2013

I started my career in 1978 working store where an attendant checked the access became increasingly restricted, as a summer intern at Conoco's oil, washed the windshield, and filled technological innovation enabled oil refinery in Wrenshall, Minnesota, just the tank. There was no gasoline at the and gas field development to shift outside Duluth. That was the year the grocery store. Price Richard Nixon signed the Clean Air Act millennium, world demand for oil controls led to outages at the pump and that December. In 1974, US President and gas climbed quickly due to rapid motorists across the US were furious Gerald Ford signed the country's Safe growth in emerging economies and as they waited in long lines for fuel.

doi: 10.2118/0213-015-TWA

SPE-0213-015-TWA

The Way Ahead

Country: North America > United States > Minnesota (0.24)

Genre: Public Relations (0.41)

Industry:

Government > Regional Government > North America Government > United States Government (1.00)
Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines:

Management (1.00)
Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility (1.00)
Health, Safety, Environment & Sustainability > Environment > Air emissions (0.87)

Dialog (November 2004)

Beeler, Sam (Retired, Chevron Corp.) | Nooteboom, Uri (INTEC Engineering) | Horvat, Damir (Arrow Energy)

OnePetroNovember, 2004

To the Editor: The points made in "Interface Management new, less understood--and often ignored--component critical Improves On-Time, On-Budget Delivery of Megaprojects" by Uri to the success of these frontier projects. Our experience with Nooteboom (August JPT, p. 32), particularly regarding the need to these large projects indicates that IM is a conspicuous missing link open communications with all parties involved in a megaproject, are in the timely, on-budget delivery of megaprojects worldwide. From my own experience, failure to do this Further, IM should not be another "layer" of management, as you opens the door to conflicts immediately. While the article refers to point out; IM in its best form simply assures effective communication, interfaces with contractors, it makes no mention of the need for which is often severely lacking, as you well know. Megaprojects seem to get so involved with cost An OTC paper written by John B. Reed, INTEC Engineering's and budget matters, completely overlooking the long-term impacts CEO, addresses EPIC contracting and is titled "Risks: Ability to on successful operations. Regarding "controlling costs," I have seen Control vs. Ability to Absorb?"

doi: 10.2118/1104-0035-JPT

SPE-1104-0035-JPT

august jpt, beeler, communication, contractor, coordination, customer, dialog, evc, interface, megaproject, net value, nooteboom, november 2004, operation, operator, petroleum industry, project management, responsibility, strategic planning and management, Upstream Oil & Gas

Genre: Research Report (0.35)

Industry: Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines: Management > Strategic Planning and Management > Project management (1.00)

Dialog (June 2004)

Graham, Seldon B. (_) | Turrentine, Robert E. (_) | Duhon, Howard (_)

OnePetroJune, 2004

To the Editor: Joanne Graf's article, "Leaders Are Born, Not Made, and Other I read your "Comments" column in the April JPT with great interest Popular Myths" (April JPT) whetted my appetite but failed to satisfy and offer the following comments and observations. The title is intriguing, but where is the solution? How On the issue of oil industry image, I am surprised (and disappointed) can management put these ideas into practical use? At the end of that war, Petroleum Inst., hasn't called on Daniel Yergin (Director of a German general was asked why Germany lost. His immediate Cambridge Energy Research Assocs.) or someone else of his standing response was that the United States had an inexhaustible supply of to go on one of the well-known television interview programs to second lieutenants. During that war, the United States was pumping discuss the nature of the oil industry.

doi: 10.2118/0604-0072-JPT

SPE-0604-0072-JPT

april jpt, corporate culture, critique, culture resist change, dialog, gal, gasoline, june 2004, knowledge, leadership trait, motto, resist change, steel company, strategic approach, united state, Upstream Oil & Gas, World War II, Yergin

Country: North America > United States (1.00)

Industry: Energy > Oil & Gas > Upstream (0.83)

SPE Disciplines: Management > Professionalism, Training, and Education (0.33)

Dialog (September 2003)

Craig, Bruce (MetCorr) | Daneshy, Ali (Daneshy Consultants Intl.)

OnePetroSeptember, 2003

In his Guest Editorial, "Evolution of Technology in the Upstream contractors have the necessary qualified people for many of the Oil and Gas Industry" (JPT, May 2003, page 14), Ali Daneshy specialized disciplines that are required for these huge, costly, points to the trend of the oil and gas companies pushing the complex projects, and rather than spend the necessary money to development of new technologies onto the service companies, hire the appropriate people, they ignore the problem. In the past which have neither accepted this role nor are financially 2 years, the number of telephone calls to our company from oilcompany, equipped or staffed to take on this responsibility. But the problem engineering-company, and manufacturing personnel is much broader than simply the evolution of technology. This includes all of the biggest oil companies in the expectation that service companies, engineering companies, the world. The net result is that certain important design and and equipment suppliers will accept the roles of designing, procurement, engineering functions are not being addressed at all.

doi: 10.2118/0903-0030-JPT

SPE-0903-0030-JPT

Genre: Overview (0.77)

Industry: Energy > Oil & Gas > Upstream (1.00)

SPE Disciplines:

Management > Strategic Planning and Management > Project management (0.37)
Data Science & Engineering Analytics > Research and Development and Emerging Technology Programs (0.36)

Ballard, N.D. (Inst. Francais du Petrole) | Kohler, Norbert (Inst. Francais du Petrole) | Khan, Mozaffar Ali (Oil and Gas Development Co. Ltd., Pakistan)

Dialog (August 2002)

OnePetroAugust, 2002

Another attribute of the short-chain fluid system is that the fluid can be recycled and used again. To date, six wells have been fractured using reconstituted fluid. Moreover, some of the fluid has been reused up to five times. Production from the six wells treated with reconstituted fluid has been comparable to or has exceeded production of wells treated with "new" short-chain fluid. Under the right circumstances, this feature can provide both economic and environmental benefits.

doi: 10.2118/0802-0020-JPT

SPE-0802-0020-JPT