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Integrated Operations in the Oil and Gas Industry

Book Description

The predicted “ICT revolution” has gained increasing attention in the oil industry the last few years. It is enabled by the use of ubiquitous real time data, collaborative techniques, and multiple expertises across disciplines, organizations and geographical locations.Integrated Operations in the Oil and Gas Industry: Sustainability and Capability Development covers the capability approach to integrated operations that documents research and development in the oil industry. By ‘capability’, we refer to the combined capacity and ability to plan and execute in accordance with business objectives through a designed combination of human skills, work processes, organizational change, and technology. This book will serve as a knowledge base for those who are interested in learning about, and those involved in, Integrated Operations in the Oil and Gas Industry. 

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright Page
  4. Editorial Advisory Board and List of Reviewers
    1. List of Reviewers
  5. Preface
    1. INTRODUCTION
    2. A CAPABILITY PERSPECTIVE
    3. A PRESENTATION OF THE CHAPTERS IN THE ANTHOLOGY
  6. Acknowledgment
  7. Section 1: Introduction and Definitions
    1. Chapter 1: What is a Capability Platform Approach to Integrated Operations?
      1. ABSTRACT
      2. INTRODUCTION: THE MOVEMENT TO CAPABILITIES IN INTEGRATED OPERATIONS
      3. INFORMATION ECOLOGIES AND CAPABILITIES
      4. WHY CAPABILITIES IS NOT ANOTHER WAY TO DESCRIBE BUSINESS PROCESSES
      5. FROM INFORMATION ECOLOGIES TO CAPABILITY STACKS AND PLATFORMS
      6. ROADMAP TO DEFINE A CAPABILITY STACK
  8. Section 2: People, Process, Governance, and Technology Capabilities
    1. Chapter 2: How Integrated Operations has Influenced Offshore Leadership Practice
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL BACKGROUND
      4. CASE DESCRIPTION
      5. RESULTS AND DISCUSSION
      6. CONCLUSION
    2. Chapter 3: Creating an IO Capable Organization
      1. ABSTRACT
      2. INTRODUCTION
      3. CHANGE MANAGEMENT AND IO
      4. CHANGE MANAGEMENT (CM) IN AN IO SETTING
      5. MINDSET AND IO MINDSET
      6. IO MINDSET AND CHANGE MANAGEMENT
      7. IO MINDSET MAPPING METHODS
      8. COLLABORATION COMPLEXITY PROFILE (CCP)
      9. TAM-IO (TECHNOLOGY ACCEPTANCE MODEL FOR INTEGRATED OPERATIONS)
      10. PILOT TESTING OF IO MINDSET ASSESSMENT
      11. DISCUSSION OF IO MINDSET ASSESSMENT PILOT TESTING
      12. FUTURE RESEARCH DIRECTIONS
      13. CONCLUSION
    3. Chapter 4: Collaborative Work Environments in Smart Oil Fields
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. IMPLEMENTING SMART OIL FIELDS
      5. OBSERVED CHALLENGES IN THE COLLABORATIVE WORK ENVIRONMENT
      6. RECOMMENDATIONS
      7. FUTURE RESEARCH DIRECTIONS
      8. CONCLUSION
    4. Chapter 5: Connecting Worlds through Self-Synchronization and Boundary Spanning
      1. ABSTRACT
      2. INTRODUCTION
      3. EDGE ORGANIZATIONS
      4. METHODS
      5. CASE 1: BOUNDARY SPANNING IN PRODUCTION OPTIMIZATION
      6. CONCLUSION
    5. Chapter 6: Teams
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. PEOPLE AND ORGANISATIONAL FACTORS IN IO PROGRAMMES
      5. LIMITS OF THE COLLABORATION MODEL
      6. THE CONCEPT OF THE TEAM
      7. TACTICS FOR BUILDING HIGH PERFORMING TEAMS
      8. LEADERSHIP AND SELF-MANAGING TEAMS
      9. THE CHALLENGE OF VIRTUAL ORGANISATIONS
      10. CASE STUDIES
      11. SUSTAINING THE IO INITIATIVE
      12. CONCLUSION
    6. Chapter 7: Managing Team Leadership Challenges in Integrated Operations
      1. ABSTRACT
      2. INTRODUCTION
      3. WHAT CHARACTERIZES “IO TEAMWORK” AND ITS LEADERSHIP?
      4. RELEVANT THEORETICAL PERSPECTIVES TO THE STUDY OF LEADERSHIP OF IO TEAMS
      5. LEADERSHIP CHALLENGES OF IO TEAMWORK: HOW CAN THEY BE MANAGED?
      6. FUTURE RESEARCH DIRECTIONS
      7. CONCLUSION
    7. Chapter 8: Implementing iE
      1. ABSTRACT
      2. INTRODUCTION
      3. iE IN NORWAY AND THE EMERGENCE OF THE CAPABILITY APPORACH
      4. CAPACITY FOR INNOVATION WITHIN A NORWEGIAN DRILLING CONTRACTOR
      5. IMPLEMENTING iE
      6. FUTURE RESEARCH DIRECTIONS
      7. CONCLUSION
    8. Chapter 9: Good IO-Design is More than IO-Rooms
      1. ABSTRACT
      2. INTRODUCTION
      3. ACTOR NETWORK THEORY, A NEW WAY OF SEEING ROOMS AS NETWORK
      4. THE MOST MATURE IO DESIGN GIVES HIGHEST EFFICIENCY
      5. THE MOST MATURE IO DESIGN GIVES A GOOD WORKING ENVIRONMENT
      6. DESIGN CRITERIA: TRANSPARENCY, SIMPLICITY, AND SIMILARITY FOR FUN AND FLEXIBILITY
      7. UNDERSTANDING IO AS CHANGE MANAGEMENT
      8. CONCLUSION
  9. Section 3: Planning, Concurrent Design, and Team
    1. Chapter 10: How to Implement Multidisciplinary Work Processes in the Oil Industry
      1. ABSTRACT
      2. 1. INTRODUCTION
      3. 3. A BRIEF INTRODUCTION OF STATOIL AND BACKGROUND FOR THE PROJECT
      4. 4. THEORETICAL BACKGROUND AND CONCURRENT DESIGN
      5. 5. RESULTS AND ANALYSIS
      6. 6. THE PITFALLS FOR IMPLEMENTING CONCURRENT DESIGN AT STATOIL
      7. 7. CONCLUSION
    2. Chapter 11: Implementing Integrated Planning
      1. ABSTRACT
      2. INTRODUCTION
      3. PLANNING: THE ART OF MODEL BUILDING
      4. IPL ENABLERS: DESIGNING INFRASTRUCTURE FOR IPL PRACTICES
      5. IPL CAPABILITIES: CULTIVATING IPL PRACTICES
      6. RECOMMENDATIONS
      7. FUTURE RESEARCH DIRECTIONS
      8. CONCLUSION
    3. Chapter 12: Promoting Onshore Planners’ Ability to Address Offshore Safety Hazards
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. METHOD
      5. RESULTS AND DISCUSSION
      6. RECOMMENDATIONS AND FUTURE RESEARCH DIRECTIONS
      7. CONCLUSION
  10. Section 4: Cases
    1. Chapter 13: Baker Hughes IO and BEACON with a Focus on Downsizing Personnel Requirements at Rig-Site
      1. ABSTRACT
      2. INTRODUCTION
      3. THE BEACON PLATFORM: A BASIS FOR THE ROLL-OUT OF IO
      4. THE BEACON PLATFORM: A BASIS FOR REMOTE OPERATIONS
      5. RE-MANNING AND REMOTE OPERATIONS SUPPORT FOR MORE THAN A DECADE IN NORWAY
      6. FUTURE DIRECTION FOR THE BEACON CENTER IN STAVANGER
      7. CONCLUSION
    2. Chapter 14: Integrated Operations in Petrobras
      1. ABSTRACT
      2. INTRODUCTION
      3. PAST EXPERIENCES IN PETROBRAS
      4. THE CHALENGES OF A NEW REALITY
      5. PRE-SALT IN SANTOS BASIN: A CASE OF APPLICATION
      6. THE BEST WAY TO GO SAFELY: GOOD GOVERNANCE AND COMMUNICATION
      7. CONCLUSION
    3. Chapter 15: The Introduction of a Hand-Held Platform in an Engineering and Fabrication Company
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL BACKGROUND
      4. HAND-HELD DEVICES IN FABRICOM
      5. CONCLUSION
  11. Section 5: Leadership and Learning
    1. Chapter 16: Adaptive Advisory Systems for Oil and Gas Operations
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. COLLABORATIVE ENVIRONMENT
      5. SUMMARY
    2. Chapter 17: Integrated Operations from a Change Management Perspective
      1. ABSTRACT
      2. INTRODUCTION
      3. CHANGE MANAGEMENT THEORY
      4. RESISTANCE TO CHANGE
      5. METHODOLOGY
      6. ANALYSIS
      7. DISCUSSION
      8. PRACTICAL IMPLICATIONS
      9. CONCLUSION
    3. Chapter 18: Knowledge Markets and Collective Learning
      1. ABSTRACT
      2. INTRODUCTION
      3. THE COMPLEXITY OF ORGANIZATION AND KNOWLEDGE IN DRILLING AND WELL OPERATIONS
      4. THE PROBLEMS WITH EXPERTS, SOCIALIZATION AND GROUPS
      5. PEER INFLUENCE
      6. FUTURE RESEARCH DIRECTIONS: THE KNOWLEDGE MARKET
      7. CONCLUSION
    4. Chapter 19: The Terms of Interaction and Concurrent Learning in the Definition of Integrated Operations
      1. ABSTRACT
      2. INTRODUCTION
      3. TOWARDS A NEW DEFINITION OF INTEGRATED OPERATIONS
      4. FLEXIBILITY AS A TERM
      5. INTERACTION TERM AND UNDERLYING PROCESSES
      6. DECONSTRUCTION OF THE INTERACTION TERM
      7. THE DEVELOPMENT OF INTERACTION SKILLS: A CASE STUDY IN INTEGRATED OPERATIONS USING THE SOFIO-METHOD
      8. FUTURE RESEARCH DIRECTIONS
      9. CONCLUSION
  12. Section 6: Resilience and HSE
    1. Chapter 20: IO, Coagency, Intractability, and Resilience
      1. ABSTRACT
      2. INTRODUCTION
      3. RELOCATED SYSTEM BOUNDARIES
      4. FROM INTERACTION TO COAGENCY
      5. FROM TRACTABILITY TO INTRACTABILITY
      6. COMPLEXITY, IGNORANCE, AND VARIABILITY
      7. CONCLUSION: FROM SAFETY TO RESILIENCE
    2. Chapter 21: IO Concepts as Contributing Factors to Major Accidents and Enablers for Resilience-Based Major Accident Prevention
      1. ABSTRACT
      2. INTRODUCTION
      3. IO-RELATED WORK PROCESSES AND TECHNOLOGY IN RECENT MAJOR ACCIDENTS
      4. RESILIENCE-BASED SAFETY MANAGEMENT IN INTEGRATED OPERATIONS
      5. CASE STUDY: RESILIENCE IN PRACTICE AT AN ONSHORE DRILLING CENTER
      6. FACILITATING RESILIENT WELL AND DRILLING OPERATIONS IN IO
      7. TOWARDS RESILIENCE-BASED SAFETY MANAGEMENT IN IO
    3. Chapter 22: Introducing IO in a Drilling Company
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL BASIS
      4. THE CASE
      5. RESEARCH APPROACH
      6. PRACTICAL ARRANGEMENTS FOR RESILIENCE IN THE CASE ORGANIZATION
      7. TECHNOLOGICAL AND OTHER PHYSICAL OPPORTUNITIES TO COLLABORATE
      8. COLLABORATIVE CONDITIONS FOR RESILIENCE IN THE CASE ORGANIZATION
      9. DISCUSSION
      10. DIRECTIONS FOR FUTURE RESEARCH
      11. CONCLUSION
  13. Compilation of References
  14. About the Contributors