bluuebunny/crossref_metadata_2025_split huggingface dataset:
Improved Decision-making and Operational Efficiencies through Integrated Production Operations Solutions
Authors: Noller David , Myren Frode , Haaland Oystein , Brisco Justin , Bryan Edward W. 
Published: April 2012

Abstract
More than ever, business leaders are expected to deliver increased value at alower cost. Processes are increasingly interconnected and often highly complex. Flexibility and responsiveness are key elements in this dynamic and challengingeconomic environment to improve and optimize operational processes across thebusiness. There is a myriad of data out there today, all of which clearly couldimprove both business and operational performance if leveraged in the rightway, but the traditional focus of Oil & Gas firms has led to a siloed andsegmented business environment. There is also a looming skills shortage waitingin the wings, with pending retirements. Combined with fewer new engineersentering the business, there will be a shortage of skilled engineers to servefuture business needs.
The ability to capture experience and transfer knowledge from one person to thenext and bridge the gaps between different parts of the organization so dataand employee knowledge can be applied independently of organizationalfunctions, disciplines and geography, is critical to addressing thesechallenges. Decision makers need the right data at the right time and in theright context. Advances in connectivity, high-performance computing andservices capabilities make the use of software an extraordinary choice forinformation sharing between disconnected employees and operations. Real-timecommunication makes collaborative decision-making, learning and knowledgetransfer possible. This paper will demonstrate how unlocking information todeliver solutions to help alter business models can maximize operationalefficiency and drive business success.

Smarter Operations - An Overview
Today, there are nearly a billion transistors for every human on the planet andan estimated 30 billion RFID tags in total. They allow us to measure, monitorand manage nearly every physical system that supports life on this planet, fromroads to pharmaceuticals to waterways to livestock. They are allowing us to" instrument" our world, and extract unprecedented information about the way ourworld works, and how to make it work better. They are enabling a smarterplanet.
The Oil & Gas industry is inundated with data generated by all means ofdevices, applications and events. Information that was previously generated bypeople will increasingly be machine-generated, flowing from sensors, devicesand applications. As the degree of instrumentation increases, so does thevolume of data generated. This is the key issue in the Oil & Gas industry. In order to make sense of data, analyze and act on it, the convergence oftechnology across the enterprise, not just traditional back-office orfront-office systems, becomes a critical business enabler.
Subsea to Subsea Commissioning and Diagnostics for Subsea Facilities
Authors: Mancini Christopher S. 
Published: April 2012

Abstract
ROV based subsea facilities diagnostics have evolved from an intervention ofnecessity to identify faults, in particular for power and fluids distributionsystems and also flowlines, trees and manifolds. From this use during the postconstruction life of a field these techniques are now used for commissioning ofsystems during construction.
For electro-optical umbilicals subsea testing includes:Time-domain reflectometryOptical time-domain reflectometryMegohmmetry (IR)Resistance measurementSignal analysis by:OscilloscopeSampling optical oscilloscopeFor hydraulic umbilicals subsea testing includes:Hydro testingPressure vs. volumeDisplacementFor flow-lines:Hydro testingPressure vs. volumeDisplacementPig launching
For systems ROV work-over controls provide the operator with the ability tofunction trees, manifolds and modules with an ROV independent of topsidesfacilities.
Applications:Fault findingQuantitative AnalysisPre-commissioningCommissioningFunction testing
The Aseng FPSO: A Project Execution Example
Authors: Van Dijk Herman , Ulyett Brian , Tranchand Christian , Quinn Tony , Childres Scott , Rager Brent , Gallon Steve , Neuman Kent , Senules Edward 
Published: April 2012

Abstract
The Aseng field is located in Block I in Equatorial Guinea, to the east ofBioko Island. Noble Energy is developing the field using an FPSO and contractedSBM Offshore in 2009 to supply and operate the FPSO on a lease basis, for aduration of 15 years, plus options for a 5 year extension. The FPSO startedproduction on November 7th, 2011, 55 days ahead of the contractual first oildate. The project was also executed within budget and is an example within theNoble and SBM organizations of successful project execution.
This paper will describe the execution of the project and will highlight someof the critical factors that contributed to the success of the project. Thepaper will start with a technical description of the FPSO and will highlightthe design challenges. Then it will describe the work that was donepre-contract award and its value to the project. After that it will go into theproject organization, both on the contractor and client side, engineeringexecution and critical focus areas, procurement strategy and constructionstrategy. Integration of operations staff into the project team will beaddressed as well.
More and more fields are developed these days, using the FPSO concept and thisis expected to increase further in the near future. Other operators andcontractors can learn valuable lessons from the Aseng project executionexample.
Critical success factors for the Aseng project were:–Extensive schedule development work pre-award, with involvement and buy-in ofall internal stakeholders.–Development of P&IDs pre-award allowing the design activities to hit theground running.–A well-resourced and experienced contractor PMT with delegatedresponsibilities and focus on ownership.–Involvement of production operations, construction and commissioningpersonnel early in the design phase.–The contractual set-up, based on a lease and the contractor's CorporateEngineering Standards.–Open communication between client and contractor with a ‘here to help’attitude from the client.–Successful change management based on a relationship of mutual respectbetween client and contractor.–Focus on critical deliverable processes during the engineering phase, specifically on piping design and management of vendor information.–Procurement strategy focused on meeting schedule PO dates and localsourcing.–A proven construction strategy with long time ‘construction partners’.
Many FPSO projects over the years have been plagued by schedule and costoverruns. The Aseng example can give operators and contractors some insightsinto their project execution methodology which in turn can assist them inachieving their execution targets.
Technology Roadmaps As A Tool For The Technology Management Process In Production Assets
Authors: Camacho Velazquez Rodolfo , Jimenez-Aquino Marco , Villalobos-Luevanos Ernesto 
Published: April 2012

Abstract
In Mexico the production of " easy oil" will not meet in the future the risingdemand of hydrocarbons. Technology is the tool to drive the national oilcompany to access more difficult oil supplies. This paper describes the processto determine the technology needs in Pemex E&P and the set of actions takento address these needs in order to meet the country´s energy challenges.
Technology roadmaps, associated to the investment production projects, are aplanning tool to implant those technologies that have and important impact inthe development of these projects. It is expected that the use of technologyroadmaps will consolidate the advances and drive the company to the next levelof technological performance.

Background
Technology is an important strategic asset for every organization in the oilindustry. There is a growing need to include technological aspects into thestrategy and planning procedures in the companies.
As any other company, Pemex's technological plan was developed from itsbusiness plan, and it was promoted by the internal changes that it hadexperimented by the decline of some of its main fields. The highly productivenaturally fractured reservoirs allowed the company to increase the productionto the historical record of almost 3.2 MBPD in 2004. The decline and maturityof many of the main reservoirs, new findings of increasingly heavier oil, andthe development of complex highly heterogeneous reservoirs, impose another kindof business conditions for the company. Now, Pemex is facing technologicalneeds associated to efficient exploitation of increasingly heavier crudes, atdeeper water depths than before, exploitation of unconventional reservoirs, like Chicontepec, and the optimum management of mature fields.
During 2004–2005 the strategic technological effort was materialized andfocused in 12 or 15 projects, 5 of them very important; now, the portfolio has40 projects, 10 of them important. These conditions enforce to take intoaccount technologies related to the efficient exploitation of heavy oil fieldsand how to recover more hydrocarbons in all reservoirs. To be more efficient incrude extraction under more complex conditions considering subjects like flowassurance, water control, fluid injection and EOR processes.
In order to accomplish the above objectives it is necessary to select and applytechnologies that have been proved to be useful in the oil industry and had notbeen applied in Pemex. This requires a careful selection of these technologiesand the fields where these technologies could be tested. Also, it is necessaryto identify those needs where there is no technology available to generate aresearch and technology development plan.
To achieve that, it was necessary to generate a technology strategy thatattended the priority technological challenges that may reach the establishedgoals of the business plan for the period 2010–2025.
The New Edge In Knowledge: How Knowledge Management Is Changing The Way We Do Business
Authors: Hubert Cindy 
Published: April 2012

Abstract
The project challenges of the oil and gas industry are characterized by changeand uncertainty. Work operations span the globe and smooth working partnershipscannot be anticipated. However, we can confront that uncertainty by becomingmore agile. Greater levels of agility rest upon leveraging the power ofknowledge - the cornerstone of successful corporations.
The difference between powerful Knowledge Management (KM) programs and thealso-ran is the ability to identify and enable critical knowledge. Theknowledge management system is a tool and not the end product. People stillmake the system work and are the critical component for input, expertcollaboration, and mentoring. In fact business value is created when criticalknowledge gets to the right person at their teachable moment and it is applied. The crucial knowledge-set within your organization is often hidden - sometimesburied - because it resides in people or in many electronic reports or instacks of lessons-learnt. The question we need to ponder is: Can too muchknowledge flow?
The goal of this paper is to outline how executives in the oil and gas industrycan capture and share knowledge to improve business performance. The papercontents will detail the best, most practical and innovative practicesorganizations are using today to create, maintain and measure knowledgesystems. The paper draws upon decades of research and experiential learning onperformance analytics, best practices, process improvement, and knowledgemanagement. The hope of the author is that the paper will prove to be a usefulreference whether your needs are to retain technical knowledge across globaloperations or transfer best practices in complex drilling geographies.

What Is Knowledge Management?
From a practical perspective, we define knowledge as information in action. Until people take information and use it, it isn't knowledge. In a businesscontext, knowledge is what employees know about their customers, each other, products, processes, mistakes, and successes, whether that knowledge is tacitor explicit.
Case Study: Optimization in Intervention Monobore Design in Completing Horizontal Gas Producing Wells in Malaysia
Authors: Elliott Christopher , Feroze Mohd Imran , Ahmad Mahdzan A.A. , Tirungnanasambandan Saradah , Sulaiman M. Zarkashi , Mohammad Mahzan , Hakim Mulyanto , Omar M. Afiefe , Abdul Aziz Khairil Faiz , Paramavathar Sanggeetha 
Published: April 2012

Abstract
The demand for high capacity production in deep wells has increased interest inthe monobore concept, and thus, when an anticipated gas shortage was expectedin East Malaysia, this concept was considered as a possible strategy for afield in Malaysia which consists of a 3-well development. The targeted area, located approximately 200 km offshore from Bintulu, is expected to deliver100mmscf/day of gas to the Malaysian Liquified Natural Gas (MLNG) plants atBintulu, East Malaysia.
New technology such as a tubing hanger profile, fluid-loss device, and glassreinforced epoxy (GRE) completion for large-bore wells and their firstapplication in this country will be presented along with the well requirements, work-over operations, and the innovative solution design developed.
Details regarding the completion design, prior development, pre-job planning, asystem-integration test (SIT), operational challenges, and post-job discussionsconcerning the successful completion of these wells will be discussed, as thistype of completion was a first for Malaysia.
The findings from the extensive development of the best solution for operationsand the challenges of the project cost objectives will be used to providelessons and improvements for future applications.

Introduction
The field developments consist of 10 new fields that will be developed in twophases. The first phase consists of 3 of the fields. The second phase consistsof 7 wells in each field, and these will be completed two to three years afterthe first field campaign. The second phase completion design will be based onthe design review and the lessons learned from the initial development.
In each field, the first phase will be developed using 3 separate techniquesthat have been identified for each field. The wells have been chosen to bedeveloped as single monobore completions, whereas the other two fields will bedeveloped as openhole sand-control completions and subsea completions. Eachtechnique was chosen to be part of the Petronas long-term vision to train thelocal project team with new technologies and prepare them with basic guidelinesfor the second phase field development. Although all of these completiontechniques have been installed in other regions by other major oil operators, they were new concepts for the project team, and therefore, would provide newcompletion experience.
Recirculation Loop Analysis for a Subsea Boosting System
Authors: Kondapi Phaneendra Babu , Davalath Janardhan 
Published: April 2012

Abstract
The pump recirculation loop is a key component of the seabed boosting system toensure successful operation and to enhance field production. The designrequirements, methodology, and summary of results of the flow assuranceanalysis performed on a subsea pump recirculation system are summarized in thispaper. The analysis includes the sizing of the pump recycle line and recyclechoke valve; detailed thermo-hydraulic modeling of steady state and transientpump operations including normal, start-up, and shutdown; and the developmentof the hydrate management plan for the pump recirculation system. Thesimulation models developed as part of this analysis are used to assistengineers and operators in evaluating field production and pump performanceoperating limits. In addition, they are used to determine pump system operatingset points and to develop/validate operating procedures. Once the pump systemsare brought online, these models should be benchmarked against field operatingdata and could be used to support surveillance/ monitoring, productionoptimization, and to avoid/ mitigate potential flow assurance problems.

Purpose of Recycle Loop
The primary purpose of the recycle loop is to allow the pump system to operatewithin the operator's preferred pump operating window during conditionsinvolving low field production flow rates. The minimum preferred pump flowrates would be 5500 bpd at 40 Hz (pump speed), 7000 bpd at 50 Hz, and 8800 bpdat 60 Hz, respectively. The secondary purpose of the recycle loop is to minimizepump discharge temperature, which is limited to 250°F. The recycle loop isintended to be primarily un-insulated to allow heat transfer with ambientseawater.

Steady State Analysis

Modeling Inputs and Assumptions
Inputs used in this study were:Reservoir pressures in the range of 11,000 to 15,000 psiReservoir productivity index in the range of 0.5 to 2 stb/d/psiReservoir temperature of 250°F Water cut range of 0-20%.Gas volume fraction (GVF) at pump suction of 0 - 10%The seabed ambient seawater temperature is assumed to be 40°FThe ambient seawater velocity is assumed to be 0 ft/s
Modeling constraints were:Steady-state individual well production flow of 3000 to 10,000 bpdMinimum allowed flowing bottomhole pressure (FBHP) of 8000 psigMinimum pump suction pressure of 1400 psigMaximum reservoir drawdown rate would be 1000 psi/hrTopsides pressure of 250 psia
Emerging Applications for EM Methods: Beyond Drill or Drop
Authors: Ridyard David , Danielsen Jens Ensted 
Published: April 2012

Abstract
In this paper, we assess the current role and effectiveness of 3D EM methods inoffshore hydrocarbon exploration, and we consider a number of emergingapplications for the technology. The term " 3D EM methods" is used here toencompass both active controlled source electromagnetic methods (CSEM) andpassive magnetotelluric methods (MT). Both methods have been used inoceanographic research during the mid-1980's and even earlier (ie Cox et al,1986). During the late 1990's EM methods were considered for use in hydrocarbonexploration, and the potential was confirmed through field tests over knownfields (Ellingsrud et al, 2002).
EM methods have gone through a period of dramatic technology evolution ininstrumentation, processing, imaging and interpretation. This evolution has inmany ways followed a similar trajectory to that of the seismic industry, goingfrom 2D to full azimuth 3D, but the pace has been accelerated, as 50 years ofseismic history has been compressed into 10 years for EM. The pace oftechnology evolution has not always been matched by the pace of adoption of thetechnology in terms of the development of workflows and business models toenable the industry to effectively consume this new technology. As a result, the EM industry has had to endure phases of breathtaking growth and equallybrutal consolidation. Today the technology is becoming better understood, andmany operators now apply 3D EM methods systematically, and obtain measurableresults, leading to a more stable period for the industry.
Initially, EM methods were applied at a very specific point in the Explorationand Production (E&P) process. Most operators have traditionally used EMafter identifying a drilling prospect - usually from 3D seismic data. Byverifying the presence of a resistor consistent with a hydrocarbon filledreservoir at the prospect location, the risk of drilling a dry hole on theprospect can be significantly reduced. 3D EM has been demonstrated to be 75-85%effective in predicting the outcome of wells where the targets are within thedepth of investigationof the method. This application is often referred to asthe " Drill or Drop" decision application.
In the last few years it has become clear that EM methods also offersignificant potential to create value in application long before and after thefirst exploration well is drilled. In addition to the Drill and Dropapplication, this paper will also look at mapping gas hydrates (both fordrilling hazard avoidance and resource assessment), frontier basin scanning, salt body imaging and reservoir geophysics (appraisal, quantitativeinterpretation, production monitoring etc.)
SS: Process Safety in Offshore Industry: Integrating Barriers, Bridging Documents and SEMs using the Bow-Tie System
Authors: Randall Scott W. 
Published: April 2012

Abstract
The post-Macondo response has included new regulations, new industry standardsand new recommended practices such as API RP96, BUL 97 and the Workplace SafetyRule (per the existing RP75) for Offshore Safety and Environmental Management(SEMs). These are nominally cross referenced, but it is still not clear whatholds them together and makes them work as a " system" for well design, construction and operation. Furthermore, there are inherent interface issuesbecause RP96 deals across different phases of the project delivery process(well design and construction), while BUL 97 and RP75 cover differentparticipants (contractor/operator). The theme of this paper how to deal withthe two issues of systematic integration and interfaces using the bow-tiesystem.
Even though well design and construction project participants may havediffering commercial and cultural perspectives, they all have an interest inavoiding major accident events. Implementing and maintaining barriers supportsthis interest. This paper discusses an analysis of how barriers, contractor/operator bridging documents and safety and environmental managementplans have worked or not worked in 28 different offshore well controldisasters. It will also show how the bow-tie system can improve riskcommunication by providing a " lingua franca" between the various projectparticipants and at different phases of the project. The lessons from thesecase studies will offer a path forward for the industry to successfullyimplement post-Macondo requirements based upon API RP96, BUL97, SEMs and otherreference standards dealing with Major Accident Events offshore.

Post-Macondo Developments in Barriers, Bridging Documents and SEMs
The response to the April 2010 Macondo disaster by the oil and gas industryincludes new oil and gas regulations, recommended practices and guidelines. Among these are two draft (as of January 2012) American Petroleum Institute(API) publications: API RP96, BUL 97 and the 2010 US Workplace Safety Rule(which incorporates API RP75 by reference). In this paper I will refer tothese as " standards" a generic sense, in that I expect them all to becomestandard practice for oil and gas operations in the US GoM over the comingyears.
Human Rabies with Initial Manifestations that Mimic Acute Brachial Neuritis and Guillain-Barré Syndrome
Authors: Mader Edward C. , Maury Joaquin S. , Santana-Gould Lenay , Craver Randall D. , El-Abassi Rima , Segura-Palacios Enrique , Sumner Austin J. 
Published: April 2012

Introduction Human rabies can be overlooked in places where this disease is now rare. Its diagnosis is further confused by a negative history of exposure (cryptogenic rabies), by a Guillain-Barré syndrome (GBS) type of presentation, or by symptoms indicating another diagnosis, eg, acute brachial neuritis (ABN). Case Presentation A 19-year-old Mexican, with no past health problems, presented with a two-day history of left shoulder, arm, and chest pain. He arrived in Louisiana from Mexico five days prior to admission. Of particular importance is the absence of a history of rabies exposure and immunization. On admission, the patient had quadriparesis, areflexia, and elevated protein in the cerebrospinal fluid, prompting a diagnosis of GBS. However, emerging neurological deficits pointed towards acute encephalitis. Rabies was suspected on hospital day 11 after common causes of encephalitis (eg, arboviruses) have been excluded. The patient tested positive for rabies IgM and IgG. He died 17 days after admission. Negri bodies were detected in the patient's brain and rabies virus antigen typing identified the vampire bat as the source of infection. Conclusion Rabies should be suspected in every patient with a rapidly evolving GBS-like illness–-even if there is no history of exposure and no evidence of encephalitis on presentation. The patient's ABN-like symptoms may be equivalent to the pain experienced by rabies victims near the inoculation site.