bluuebunny/crossref_metadata_2025_split huggingface dataset:
Greater Immediate Gastric Acid Suppression with Lansoprazole 30 mg Administered as a 2‐Minute Intravenous Bolus Injection versus a 30‐Minute Infusion
Authors: Metz David C. , Devlin John W. , Vakily Majid , Atkinson Stuart , Lloyd Eric 
Published: February 2008

Study Objective. To compare the pharmacokinetics, pharmacodynamics, and safety of lansoprazole administered as a 2‐minute intravenous bolus injection versus a 30‐minute continuous infusion.Design. Phase I, open‐label, randomized, crossover, single‐center trial.Setting. Clinical research facility.Subjects. Thirty‐eight healthy volunteers aged 18–55 years.Intervention. Each subject received one of three regimens. Each regimen contained the same three treatments but in a different sequence: an intravenous injection of lansoprazole 30 mg/10 ml of normal saline over 2 minutes, an infusion of lansoprazole 30 mg/60 ml of normal saline over 30 minutes, and an intravenous injection of 10 ml of normal saline (placebo) over 2 minutes. Each treatment was administered once/day for 7 days, with a washout period of at least 5 days separating each one.Measurements and Main Results. Blood samples were assayed for lansoprazole concentrations by using liquid chromatography with tandem mass spectrometry. After the 2‐minute administration, mean peak lansoprazole concentrations were about 2‐fold higher than those after the 30‐minute administration on days 1 and 7. Lansoprazole area under the concentration versus time curve met criteria for bioequivalence on both days. Two‐minute administration resulted in a greater percentage of time that the 24‐hour pH was above 4 compared with the 30‐minute administration (53% vs 47%, p=0.045), with comparable 24‐hour integrated gastric acidity (114.4 vs 91.6 mmol • hr/L for 2‐min vs 30‐min, p=0.335). Significantly greater acid suppression occurred during the first hour after the 2‐minute administration compared with that after the 30‐minute administration (p≥0.001). Safety profiles were similar among the regimens.Conclusion. Greater immediate gastric acid suppression occurred after administration of lansoprazole 30 mg over 2 minutes than over 30 minutes, with other pharmacokinetic, pharmacodynamic, and safety profiles being similar.
Rapid Dosage Titration of Levetiracetam in Children
Authors: Vaisleib Inna I. , Neft Robyn A. 
Published: February 2008

Study Objective. To report our experience with rapid titration of levetiracetam regimens in children and adolescents who were unresponsive to or intolerant of other antiepileptic drugs.Methods. A retrospective chart review was performed to identify patients with childhood epilepsy who underwent a rapid titration to full doses of levetiracetam in 2 weeks or less. Data regarding demographics, disease characteristics, previous use of antiepileptics, levetiracetam dosage titration schedule, and clinical outcomes were collected and analyzed.Results. Eight children (seven girls, one boy) aged 19 months‐17 years were identified. The levetiracetam dosage was titrated to full maintenance doses over 2–14 days (mean 10 days). All patients demonstrated greater than 50% reduction in seizure frequency, with six patients (75%) becoming seizure free. Only one patient experienced a clinically significant adverse event.Conclusion. Rapid dosage titration of levetiracetam is feasible and well tolerated in children who require rapid escalation to therapeutic doses.
Back to the Future—A Retrospective on 40 Years of Smart Fields Experience
Authors: Cramer Ron 
Published: February 2008

Abstract
Digital Oil Field, Computer Assisted Operations, Smart Fields and iFields are some of the names coined by different E&P Companies for processes that promise to use real time Information Technology to radically change the way the Oil and Gas business is run and is so doing enable significant business benefit.
The Digital Oil Field(DOF) has been the subject of much publicity and further development over recent years. However, there was also much DOF-related activity over prior decades, in which oil companies made their operations' progressively smarter using a combination of IT, instrument engineering, telecommunications and change management.
The intent of this document is to chronicle some of the learning's from DOF's history, initially from a Shell E&P perspective, as this is the author's bias. However, it is hoped that this will spark similar historic learning's from other Shell individuals and other E&P companies and that these thoughts and lessons be used to "grow" towards a more comprehensive view.
Winston Churchill said "Study history, study history. In history lies all the secrets." Looking at DOF through the lens of one person's experience is hardly history, but may give some clues regarding how to do "it" and how not to do "it."
This paper will trace DOF historic developments from the author's personal perspective and tease-out the issues then and now, providing an insight into where we have been, where we are now and what can be practically achieved.
DollarTarget - Optimize Trade-Off between Risk and Return in Well Planning and Drilling Operations
Authors: Smiseth Jo , Strømsvik Jon Friis , Viken May Hege Aalmen , Lerdahl Thomas Rage , Kløv Trygve , Melhuus Karen , Kjøensvik Dagrun , Moen Anita Smalø 
Published: February 2008

Abstract
A new cross disciplinary workflow and methodology for optimizing the hydrocarbon recovery of a well with respect to well placement, positional uncertainties, the net present value and risk assessment is presented. The methodology has been applied in integrated operations by well planning teams to identify the optimal well design, and was used as a base for decisions during drilling operations. It is implemented in a new internal StatoilHydro software tool called DollarTarget.
Focusing on a geological target of the well path, the methodology integrates geophysical and seismic pick uncertainty, uncertainty in the well trajectory and net present value variation in such a way that multiple drilling scenarios and different realizations of the reservoir model are considered when balancing risk and return of the planned well.
Using the methodology in planning and operation for several wells in the Norwegian Sea, a pilot project concluded that the methodology improved cross-disciplinary collaboration within the well planning team. In addition the well planning teams reported that the net present value risk analysis lead to a significant increase in the expected net present value and adjustments of the well path for several wells in the project. Moreover, improved risk evaluation was reported as a result. Use of the methodology made the well planning groups able to evaluate the economical consequence of increasing the risk with the purpose of maximizing the hydrocarbon production. This required input from the entire well planning team. With 3D visualization of input data and results, the new software tool worked as a facilitator for discussions and common understanding.
In this work application of the methodology in well planning and drilling operations for three wells in the Heidrun and Smørbukk fields in the Norwegian Sea is presented. The examples show the significant benefit and business value of using DollarTarget for net present value risk analyses, and support the conclusions from the pilot project.
DollarTarget introduces an integrated operations workflow and methodology which has proven to be highly beneficial in well planning and drilling operations. The technology is currently being implemented in the well planning and drilling operation work processes in StatoilHydro.
Real-time Reservoir Management from Data Acquisition Through Implementation: Closed-Loop Approach
Authors: Mubarak Saeed M. 
Published: February 2008

Abstract
The recent increase in deployment of intelligent field technologies is a clear sign of industry confidence in the ability of this new technology to deliver on its promises. Real-time enabling technologies, collaborative thinking and decision-making processes are three essential elements for real-time field management environment. This environment ensures that information from various sources is integrated leading to outcomes that meet business objectives.
With emphasis on Real-time Reservoir Management (RTRM), the petroleum industry is seeking more efficient management and production processes to improve the asset value throughout its various stages. RTRM can be described as constantly improving an objective function(s) that is dependent upon the concept of closed loop model.
In this paper, examples of various real-time optimization loops from Saudi Aramco fields will be presented to illustrate the above. These optimization loops have different cycle times depending on the process being optimized. To illustrate the concept, Haradh Increment-III development demonstrates a case study which is viewed as a milestone in real-time field management. The success of that development can be traced to the four elements of RTRM enabling technologies: geosteering, multilateral maximum reservoir wells, smart completions and I-Field. As a result of applying various real-time optimization loops, the Haradh Increment-III came on stream delivering 300 MBD five months ahead of schedule and has sustained better than expected performance.
New Generation Well Project Management Application Improves Cycle Time, Workflow Efficiency, Corporate Compliance and Knowledge Sharing and People Like It!
Authors: Kayser H. , McIntosh J. , Williamson I. , Hanson J. 
Published: February 2008

Abstract
A web based system has been developed to improve workflow optimisation, collaboration and the communication of a business process. This new generation project management application greatly enhances the ability of an organisation to comply with external standards and implement consistent internal systems. It helps people of all levels of experience to share information across geographical and organisational boundaries, can reduce cycle or reactivation time and helps to implement controls such as stage gates. The user interface displays the workflow and current status of single or multiple projects with unparalleled clarity.
All companies have management systems or work processes, some more formal than others, to help maintain consistency and quality in their business delivery and to ensure compliance with corporate and regulatory requirements. There is a common need across industry sectors and disciplines to define a way of working and then ensuring that this "business process" is used. Management systems may be inefficient or may even fail for a number of reasons, including lack of detail or too much detail, poorly defined requirements or inadequate information technology.
The simple but highly innovative web based system described in this paper was completed and implemented six months after coding began. An existing process had been mapped to the new software so users were immediately familiar with the task descriptions and terms used. The application delivered on its basic promise; improved process visibility, consistency and compliance with defined standards.
This paper contains a summary of the system attributes that led to a successful launch in Talisman Norway (TENAS) and suggests that a high degree of commonality exists between processes in different organisations. This paper will be of interest at all levels of an organisation - Managerial, Technical and Administrative.
CODIO—Collaborative Decisionmaking in Integrated Operations
Authors: Fjellheim Roar A. , Bratvold Reidar B. , Herbert Mike C. 
Published: February 2008

Abstract
We describe CODIO, an Integrated Operations (IO) development project currently underway in the North Sea region. The aim of the project is to optimize the drilling process by ensuring that drilling teams generate a continuous stream of right decisions made at the right time. Current IO projects do not fully address the challenges posed by decision making in the new IO environment with abundant real-time data, operation centers, virtual multidisciplinary teams, mobile workforce, etc. The CODIO project develops and evaluates a new model for decision support in IO. The model is based on advanced decision theory, combined with real-time situation assessment, collaborative ICT-supported work processes, and a semantic model for sharing data and knowledge. Decision support in CODIO exploits recent advances in Bayesian techniques, adapted to dynamic and (near) real-time decision situations. Constructing decision models "on the fly" is enabled by collaboration technology including visualization. Previous work on applying Semantic Web standards (OWL, RDF) in IO is used to support proactive information gathering and sharing. CODIO is being verified by systematic laboratory testing, followed by gradual introduction in the ODC (Onshore Drilling Center) facility operated by ConocoPhillips in Tananger, Norway.
Real Time Operations in Asset Performance Workflows
Authors: Garcia A. , Sankaran S. , Mijares G. , Rodriguez J. , Saputelli L. 
Published: February 2008

Abstract
It has been successfully demonstrated over the past few years that the use of a collaborative environment adds considerable value to the operation of oil and gas assets. The value achieved is maximized when asset personnel can access the right information in an easy, fast and comprehensive manner. In this respect, assets that invest significantly in measurement and automation demand technologies that allow the users to capture, validate and make use of data in business workflows on a real-time basis.
Integrated production operations require coordination of every sector involved to impact the performance of the asset in the most efficient way. Field personnel often have to perform complex tasks ranging from acquiring field measurements under the best known conditions of the reservoir and plant, analyzing and validating the data collected, updating well and field models, and taking timely decisions in accordance with asset studies and annual plans.
In this paper, we present the implementation of real time operations (RTO) technologies for Barracuda-Caratinga fields in Brazil's Campos basin, which enable asset teams to effectively execute workflows related to well production testing, production test validation, production estimation, production loss control, plant efficiency and key performance indicators (KPIs) management. The adopted workflows are enabled through change management processes in addition to innovative technologies. Reliable and time-effective workflows for production surveillance and testing, continuous performance modeling, and sharing consistent and validated data across multi-disciplinary teams provides better control of operations for the asset management. This paper discusses the methodology for selection of relevant technologies and the phased approach applied to implement the different workflows. Benefits include better understanding of asset performance based on the most recent and accurate information.
Closing the Loop for Improved Oil and Gas Production Management
Authors: van Dijk Freek , Goh Keat Choon , van Lienden Jan Willem 
Published: February 2008

Abstract
Well and Facility Operations make operating decisions based on processing huge amounts of data. However, there is a practical limit to the number of optimization moves an operator can make (due to: changing operating constraints, plant disturbances or interactions, fundamental process delays and dynamics, and the remoteness of wells). Automatic Process Control enhances the speed and accuracy with which decisions can be made and is essential for optimization. However, the advantages of automatic process control are often underestimated; hence the discipline is under-staffed and under-utilized.
Process Control also plays a crucial role in plant safety and availability as stable wells or facilities are operated more frequently within the design window. Stable operation results in fewer shutdowns, less breakdown maintenance, less deferment, less flaring, lower operational cost, and sometimes even higher ultimate recovery. The impact of process instabilities on overall well or facility performance are often not recognized; a single trip may wipe out months of optimization benefits.
To achieve the full potential of process control in Oil and Gas Production requires change management; Process Control technology skills need to be used throughout the whole projects lifecycle and integrated with the various processes from field development planning to surveillance and optimization.
This paper will provide the following examples: automatic control of producer wells to prevent coning and/or gas breakthrough,automatic control of injection wells to control water flooding and prevent fracturing,capacity and surge controls for compressor networks,control applications for the suppression of slugs, and,higher level process control applications,
where the application of automated control technology has improved production surveillance, management, and optimization.
Virtual Reality Training as a Method For Interactive and Experience based Learning
Authors: Holm Roland , Priglinger Markus 
Published: February 2008

Abstract
Most common training methods are not sufficient to prepare employees for complex or potentially dangerous tasks. We propose therefore Virtual Reality Training as a method for interactive and experienced based learning where employees can perform practical tasks in a virtual world without putting their health or the production at risk. The refinery of Schwechat has made a Virtual Reality training simulator part of their regular training curriculum. Experience has shown that the simulator helps in speeding up training time and effectively preparing employees for tasks which cannot be practically trained for in the real world.
Collaborative Working in the Oil and Gas Production Support Industry
Authors: Thompson Alan M. 
Published: February 2008

Abstract
This paper focuses on the collaborative working techniques in a ‘brownfield’ business environment within the oil & gas production support industry, based on experience gained from the introduction of a formal knowledge management programme within Production Services Network.
It describes the behavioural changes in the organization and the way the people within it respond to evolving collaborative technologies. It addresses the question, "How do we enable people to work in new ways in our new business model"
The paper explores the internal and external factors affecting how knowledge is shared and techniques which foster collaboration on a global scale, where people collaborating may well be in different continents and time zones. Demographic issues and the related subject of transfer of experience and know-how are discussed, as are the techniques to develop collaboration on an asynchronous basis and amongst people who don't know each other.
Probably most accurately categorised as being a ‘People, Process and Organizational Change’ topic, the paper offers some suggestions on how to apply knowledge sharing techniques in strategically important areas of activity, some of which are peculiar to the oil & gas production support industry, and application of tried techniques from un-related industries. The balance between networking, rather than outsourcing, is discussed and the introduction of new work methods explored.
Some of the results will include previously unpublished examples of collaborative dialogues together with analyses of what interaction is actually taking place. It is intended that these will inform those interested in directing changes in attitudes about sharing amongst people. There is little published in this topic related to the brownfield sector of this industry.
Integrated Competence: Operator-Service Company Integration Increases the Performance and Value of the Well Construction Process
Authors: Kanvinde Sanjay , Heidenreich Katy , Parsons Barry , Pearson Greg , Kristiansen Tore , Andersen Ketil 
Published: February 2008

Abstract
This paper presents a framework and a systematic top-down approach for implementing a company-wide operator-service company integration program for well construction services called integrated competence. The paper describes the key aspects of implementing the integrated competence program: goals, objectives, critical success factors, levels of integration, asset selection and targeting, value creation and key performance indicators (KPIs), multiskill roles, onshore and offshore team configurations, training, and change management.
The integrated competence program developed by StatoilHydro and Schlumberger is an initiative under StatoilHydro's Integrated Operations (IO) corporate initiative and was applied to StatoilHydro's standardized well construction process. The joint team configurations in StatoilHydro's Onshore Operations Centers (OOC) improved collaboration in all phases of the well construction process, and the Schlumberger Support Center provided remote support of drilling operations. In addition, the paper describes two case studies used in the development of the wider program.
The framework, program approach, challenges, and results presented in this paper provide the E&P industry with an example of operator-service company integration, with possible implications for their own current and future digital initiatives, particularly those focused on the well construction process.
Change Management Made Easy, A Practical Approach to Change Management for Digital Oil Field Programmes
Authors: Ratcliffe Helen , McMillan Gary 
Published: February 2008

Abstract
Change management means different things to different people. Essentially change management should be an iterative process that utilises a set of organisation-specific tools and techniques to help an entity and its people transition from a current state to a sustainable desired state. When executed effectively, change management will minimise management risk and maximise return on investment (ROI).
Although every change initiative is unique, this paper aims to provide you with an insight into what activities and deliverables could be considered at each phase to maximise the benefits obtained from a clear and practical approach to change management and how the approach can be tailored and or scaled. Our proven approach is practical, heavily integrated with good programme/project management, and focused on the delivery of tangible business benefits. We will exam in greater detail the five "Es" that underpin our methodology: Explore, Expose, Engage, Educate and Embed.
Multiple common reasons for failure will be explored and practical steps to mitigate these will be explained. A demonstration of Science Applications International Corporation's (SAIC's) Practical Approach to Change Management is covered as a case study and noted throughout. This is based on a programme we recently worked on with a major North Sea operator. This was a digital oil field programme that has been recognised as the pacesetter within a global network of related initiatives.
The intended audience for this paper is people who are planning, designing and carrying out change and communication efforts in support of the digital oil field project, primarily the project team and commissioning manager. However, the principles of this practical approach to change management are applicable to any organisational change activity in any industry.
Many myths exist about change management, and we aim to address at least ten of these throughout this paper in an attempt to debunk them for you.