bluuebunny/crossref_metadata_2025_split huggingface dataset:
Clay profiling: The classification of montmorillonites
Authors: Emmerich Katja , Wolters Felicitas , Kahr Guenter , Lagaly Gerhard 
Published: April 2009

AbstractMontmorillonites, with the general composition

where x = ξ = 0.2–0.6, x = y+z, and y≪z, vary widely in composition and structure. The commonly used classification into five montmorillonite and two beidellite groups for the solid-solution sequence does not allow an unambiguous classification with respect to structural features and the resulting properties.The smectite structure reveals five features that allow an unambiguous description of a sample: (1) identification as either a dioctahedral or a trioctahedral smectite; (2) layer charge; (3) charge distribution between tetrahedral and octahedral sheets; (4) cation distribution within the octahedral sheet; and (5) Fe content. In addition, the nature of interlayer cations should be given as they influence certain properties of montmorillonites. Analytical methods are now available to measure and determine these structural features. Therefore, a precise classification for montmorillonites requires determination of layer charge and exchangeable cations, analysis of chemical composition, and thermal analysis (to determine the octahedral structure), in addition to X-ray diffraction analysis.A comprehensive classification of montmorillonites based on these parameters is proposed. Ninety-six structural variations (expressed by systematic names) theoretically exist within the montmorillonite-beidellite series. Descriptive names can be used to elucidate the macroscopic properties of the montmorillonite samples in question.
A comprehensive characterization of dioctahedral smectites
Authors: Wolters Felicitas , Lagaly Gerhard , Kahr Guenter , Nueesch Rolf , Emmerich Katja 
Published: April 2009

AbstractThe term ‘montmorillonite’ encompasses a wide range of chemical compositions and structures. Comprehensive and reliable characterization is essential for unambiguous classification. Twenty eight purified, Na-exchanged smectites (<0.2 µm) were characterized by layer-charge measurement using the alkylammonium method, by cation exchange capacity (CEC) measurement with Cu-triethylenetetramine, by determination of the chemical composition using X-ray fluorescence analysis, by calculation of the structural formula following determination of the octahedral structure (trans-vacant vs. cis-vacant) by simultaneous thermal analysis, and by X-ray diffraction analysis. Mössbauer spectroscopy was applied to determine the oxidation state and coordination of Fe and changes thereof during purification of the source materials.The charge derived from chemical composition was considerably greater (by up to 30%) than the measured layer charge. The independently measured layer charge was used to calculate the structural formula. The measured CEC values, comprising the permanent charges and the pH-dependent edge charges, were consistent with measured layer charge but not with layer charge derived from the chemical composition. Therefore, the structural formula of smectites should be calculated using the measured layer charge.The dehydroxylation temperature, which conveys information about the structure of the octahedral sheet, was correlated to the amount of Mg and Fe3+ and the location of charges. No relationship was found among the dehydroxylation temperature and the mean layer charge or the Mg content. In contrast, a clear relationship was observed between the Fe content and the dehydroxylation temperature. Montmorillonites with an Fe content <0.3/f.u. are cis-vacant and those containing Fe3+ > 0.3 mol/f.u. are trans-vacant, mostly with additional cis-vacancies. Tetrahedral substitution also appeared to be a function of the number of trans-vacancies.The parameters analyzed provide the basis for a new descriptive classification system.
The Fully Integrated Workflow: The Integration of Business Processes with People and Digital Technologies
Authors: Crockett Brian J. 
Published: April 2009

Abstract

Description
Many business cases for embracing technological improvements around "Smart Fields®," "oilfield of the future," or "Ewells" have been centered on software deployment. Great promises often fail to deliver because they have not fully taken into consideration the interaction of the people using them or the processes needed to enable them. The provision of a fully integrated workflow not only describes the flow of data but the process steps required to utilize that data and the personnel needed to facilitate its use.

Application
To examine what happens when the value loop of physical assets, data gathering, models and decision making is closed and to identify the ways an integrated workflow brings together people, processes, and technology to maximize the benefits provided by the digital oilfield.

Examine Results, Observations, and Conclusions
Most benefits boil down to "faster, cheaper, better" and are converted to value by:
Reduced elapsed time to arrive at a desired result – know sooner Reduced amount of effort involved - number of man hours – decide faster Reduced cost of effort – cost of man hour – cheaper Increased quality – reduce errors, improve performance – better performing oilfield

Significance of Subject
There is a need to state improvement/change in an integrated workflow by:
Determining the data flow and interfaces with related technologies Identifying the key processes which offer the most benefit Position the people whose tasks are enabled by the change Produce a methodology which integrates all three in a clear and logical manner
This will be demonstrated by looking at implementations in Nigeria, Norway, the UK, and some cross-project observations.

Conclusion
Based on experience, we can now show how an integrated workflow can enable assets to re-examine their existing processes in the light of new digital oilfield technologies and map a "leaner" approach, which adds real value and reduces the amount of change required to deploy.
Employee Knowledge: Instantly Searchable
Authors: Hoffman Joel 
Published: April 2009

Abstract
The online encyclopedia, Wikipedia, has proven the value of the world community contributing to an instantly searchable world knowledge base. The same technology can be applied to the company community: each individual sharing strategic tips directly related to company interests that are then instantly searchable.
Each employee can share, using Microsoft Sharepoint Wiki Pages, those unique hints, tips, tricks, and knowledge that they feel could be of the highest value to other employees: how-to's and shortcuts in company software packages, learnings from pilot projects (successful or not), links to fantastic resources, etc. This growing knowledge base then becomes an instantly searchable, global resource for the entire company.
Occidental of Elk Hills, Inc. just recently, October 15, 2008, started a rollout of Wiki page use at its Elk Hills, CA, USA properties. There are over 300 employees at Elk Hills and its Wiki Home Page received over 1500 hits in its first day, with multiple employees contributing multiple articles. Employees are already talking about time-savers they have learned and applied. A second presentation was demanded by those that missed the first. The rollout has generated a buzz of excitement and interest that we will be encouraging into the indefinite future.
The significance of a corporate knowledge base can be major: high-tech professionals not spending hours figuring out how to do what someone else has already figured out and documented, support personnel not having to answer the same questions over and over again but having only to point those asking to steps already documented, employees learning time-saving tips that they may never have learned or thought of, professionals no longer wasting time searching for results of other trials or having to reinvent the wheel. Time is money. Knowledge is power. Applying Wiki technology to corporate knowledge returns time and knowledge to the workforce leading to bottom line benefits and powerful corporate growth.
Experiences Using Lagosa to Improve Production Operations and Gas Marketing Performance
Authors: Hudson John D. 
Published: April 2009

Abstract
The promise of improved production performance and consistent delivery against market and regulatory commitments is driving the need for better decision making within daily operations. In addition, tighter integration between EP sources and markets forces broader consideration of factors from across the scope of business. At the same time, market maturity is forcing more dynamic and complex nomination and delivery processes within the EP business. Addressing these challenges requires better, faster and more collaborative decision-making, driven initially by improved leveraging of engineering expertise into operations and further by integration of both engineering and operations expertise into EP business processes.
A key aspect of Shell's Smart Fields program has been to drive performance around Smart Fields value loops, concisely given as measure-model-decide-execute. This paper illustrates several examples where Shell have implemented Lagosa, an office domain, collaborative work process solution that encompasses a scope from source to sales. The paper will show how the solution engages various roles to contribute to better performance, as demonstrated by sustained improvements in value delivery. Learning points will be offered, particularly regarding implementation, embedment and sustainability.
Combining Value-Based Computer Functionality and an Organizational Change Approach to Deliver a Useful Solution to Users: The Case of Operating Procedures on Alaska's North Slope
Authors: Floyd P. 
Published: April 2009

Abstract
This paper is a case study describing a recently completed, ambitious, and successful Information Management project on the oilfields of the north slope of Alaska.
The project goals were to increase environmental and safety performance, through addressing the barriers associated with procedure compliance and usage. This was to be enabled in part by leveraging the benefits from recent advances in computer technology, as well as a number of other ‘change levers’. The barriers and issues centred around procedure quality, search, retrieval, control and use. The project included a new IT application, associated data management, new workflows & processes, revised roles, skills and behaviors, and associated culture change in a challenging and complex operational setting. The project centred around three core enablers or critical success factors:
An innovative organizational-change based approach, which included an in-depth consideration of the organizational reality prior to the project Use of value-adding functionality to users enabled through leading edge technology An end-user focus
The combination of these three factors produced a winning solution that proved very successful as determined by user adoption and project goals. The case study provides details of the project from initial business requirements, scope and solution development, through to pilot and implementation. Details of the organizational change-based approach are provided, together with lessons learnt.
The project exceeded expectations in terms of project goals achieved and high satisfaction across the range of project stakeholders.
A number of insights were achieved:
○ Significance, challenges and degree of work on metadata ○ Importance of identifying and managing the wide range of stakeholders ○ Don't underestimate the importance and power of organizational sub-cultures ○ Get ‘pull’ rather than push to the project, which centres around user value and benefits ○ Importance of data standards & naming conventions ○ Estimate the amount of change
The project outcome is a real, practical and proven example of best practice. It provides an example of a new and innovative approach that can be tailored to any complex IT or IM-related organizational project – as well as critical success factors, lessons learnt and insights that will benefit the range of stakeholders striving to meet IT related business goals and challenges in the Exploration/upstream business.
What Lessons Can Digital Oilfield Practitioners Learn From Defence Initiatives Such as Network Enabled Capability?
Authors: Popham Michael , Edwards Tony 
Published: April 2009

Abstract
Digital Oilfield of the Future (DOFF) practitioners have a major opportunity to learn from the defence sector. By looking at the evolution of Network Enabled Capability (NEC) and by adopting some of the approaches successfully used there, they could accelerate the implementation of DOFF, saving CAPEX and increasing benefits in the process. Additionally, NEC can offer DOFF practitioners guidance on what their initiatives might aspire to provide in the long term, giving proof that effective collaborative working can become the norm rather than the exception.
NEC is a transformation programme for the UK Armed Forces that enhances military effectiveness through improved, collaborative decision making. Similar programmes exist in other defence communities (e.g. Network Centric Operations in the USA). We have identified clear similarities between NEC and DOFF programmes: this paper explores these similarities and the extent to which lessons learned from the defence world can be applied to DOFF.
The findings will help companies who have DOFF programmes to overcome many of the implementation issues that they face today more quickly and at lower cost. They offer proven approaches from defence which have the potential to be applied to DOFF and also provide an insight into issues and challenges that DOFF programmes have yet to encounter.
Areas examined include: -
Evolution of the NEC concept, the benefits it has delivered, its maturity relative to DOFF and how this information can benefit DOFF initiatives. Challenges encountered during the roll out of NEC, the extent that these are being repeated in DOFF and specific lessons that can be applied. The importance of adapting the organizational models within a business to progress through NEC / DOFF stages. How people were seen to be both resistant to NEC and its champions, along with an explanation of how they were successfully encouraged to become the latter. How to quantify and subsequently enhance the benefits of potential DOFF solutions prior to running pilots. The necessity of establishing a long term vision for NEC / DOFF supported throughout the organization and how to achieve this challenging task. How procurement strategies have evolved within defence and how these new strategies benefit the customer.
The paper concludes with a summary of lessons learned that can be applied in DOFF programmes.
Exercises in Distributed Tactical Decision-Making in Advanced Collaborative Environments
Authors: Bayerl P. S. , Lauche K. , Crichton M. , Sawaryn S. , Deady A. 
Published: April 2009

Abstract
Collaborative Environments (CEs) form an increasingly important element in supporting all stages of drilling operations from planning to execution, offering a sophisticated mix of real-time data access, advanced communication methods, and visualization technologies. To progress team use of CEs in business critical situations, a two-hour scenario-based exercise was developed and implemented to help prepare members of drilling teams for distributed, tactical decision-making in CEs. The aim was three-fold: to increase familiarity with CE-capabilities, to improve non-technical skills for distributed working and to improve the facilities design and use. The exercise was designed around three principles - functional and status diversity, geographical distribution, and technological realism - to reflect the complexity of real-life situations. The outcome was measured using questionnaires relating to quality of the decision-making process, quality of information sharing, and familiarity and confidence with the CE, using three measurements over an eight week period.
Results from sessions conducted with six drilling teams indicate that the exercise was perceived as helpful in introducing technological CE-capabilities and improving distributed decision-making. The long-term benefit of the exercise was seen to be impacted by the consistency of subsequent use of technologies and environment. Given the lack of familiarity with the advanced collaboration technologies, a single exercise can thus only be regarded as a first step in building up confidence to use CEs without external support.
Since CEs have become an integral part of drilling operations, teams should undertake training in their use as well as additional non-technical skills to enhance team working. Our study shows that these exercises can be an effective tool for team preparations, but also that they must be designed carefully to reflect real-life complexity. However, one-off exercises are no replacement for consistent technical support. Rather, multiple sessions and hands-on use are required to increase team members’ familiarity and confidence with CEs. The paper describes the exercise, philosophy for the exercise development, reports how it was conducted and provides recommendations for similar initiatives to enhance preparedness and performance in CEs.
A Systematic Approach to Well Integrity Management
Authors: Annandale Alex , Conway Richard , Copping Simon 
Published: April 2009

Abstract
Recognising the importance of good well integrity management practices, Marathon Oil UK developed an online database in conjunction with Expro to capture their well integrity data. The database has become a focal point to help facilitate Marathon's well integrity management processes and philosophies. The aim of this paper is to provide an overview of the rational for developing the system and the benefits that are being realised for both the Brae and Alvheim assets.
Evolution of Collaborative Work Environments - Are We Ready for It?
Authors: Gryskiewicz Kent , Knoppe Ronald 
Published: April 2009

Abstract
When Captain Kirk from the "USS Enterprise" gave the command "Bean me up, Scotty" to his transporter chief in the science fiction television series, Paramount Pictures Corporation's "Star Trek®," he may not have realized that he was a frontrunner in introducing a new way of working that soon will be reality in the exploration and production (E&P) industry.
With continued growing demand for energy foreseen in the future, the E&P industry has to face, and will continue to face, significant challenge as it moves toward delivering these energy needs. These challenges include growing global demand, declining mature fields, and entry into remote, harsh, undeveloped and geopolitically-challenging environments requiring teams to minimize travel and collaborate across disciplines (reservoir engineering, production, maintenance) more efficiently.
To meet these challenges, the industry is re-shaping its way of working, adopting collaborative operating models and smart technologies. The industry is transitioning away from thinking of silos and moving toward multidisciplinary teams working collaboratively. This movement is designed to ensure that the reduced workforce and work processes are effectively utilized in combination with the existing and future tools to insure improved capability for efficiently managing its assets. The primary solution for addressing these challenges, and enabling this collaborative operating model, is the deployment of collaborative work environments. At the moment, most collaborative work environments and their concurrent collaboration models are set up locally. However, the rapid evolution of workforce and technology changes are forcing this industry to look toward the next generation of collaboration that must take place beyond borders.
This paper reflects the state of collaborative work environments today and explores the future role of collaborative work environments (CWEs), outlining how the CWE solution must evolve to address key challenges over the horizon and enable a new global and virtual collaboration model.
The E&P industry is faced with a difficult reality: Real change requires a real mindset change. Are we ready for it?
Strategic Decision Making in the Digital Oil Field
Authors: Jafarizadeh B. , Bratvold R. B. 
Published: April 2009

Abstract
The Digital Oil Field (DOF) has been embraced at the operational level in the exploration and production industry. The DOF has initially been applied to tactical and operational decision making, often with a focus on reducing operational costs. Yet, most DOF value estimates (e.g., CERA 2006) have indicated that the majority of the value contribution from the DOF will be through increased revenues, i.e., increased reserves or production. An outstanding challenge is to demonstrate how the DOF will enable this revenue-driven value creation.
Most E&P players have adopted a stage-gate project management process that consists of a series of crucial capital-intensive decisions. In making these decisions, it is not sufficient to analyze and evaluate the current decision stage. Future decisions at later stage-gates must also be evaluated, and the relevant uncertainties must be analyzed so as to maximize the insight about value creation. This is a challenge even for the traditional oil field. In the information-rich DOF, the challenge increases dramatically since the decision makers will have access to enormous amounts of data which will be provided in a manner close to real time. The decision makers need to relate the real time data to uncertainties and future decisions. Real options valuation offers the possibility of consistently addressing these strategic decisions.
In the past, real options valuation capabilities have been severely constrained by the limitations of the underlying models. In principle, real option valuation can incorporate any number of uncertainties and future decision points. However, in practice only a few uncertainties and decision points have been considered. The recently introduced real option valuation approaches can model any number of uncertainties and future decisions, thus capturing the information-rich environment of a DOF. In this paper, we will illustrate how modern real option valuation can be leveraged to create value from strategic decision making for the DOF.
Drilling Operations Centers: A History of Functionality and Organizational Purpose-The First Generation
Authors: Booth J. E. 
Published: April 2009

Abstract
Real-time operations centers are becoming commonplace in support of drilling and production activites. Their recent proliferation and acceptance have much to do with the increasing role of information technology in society in general. However, the concept is not new. In the early 1980's several operators and service companies explored the potential for central support of remote drilling operations. Of three significant operator strategies discussed in detail one is still in place and another, although relatively short-lived, aspired to and tested a vision which is only now, twenty five years later, close to being realized. There are lessons to be learned from the early strategies. The technology has evolved at an exponential rate however; the fluctuating business cycles and organizational change challenges encountered by the pioneers are similar to those faced by today's practitioners.