bluuebunny/crossref_metadata_2025_split huggingface dataset:
Rescheduling in a Collaborative Environment
Authors: Tvedt Bård Henning , Nordtvedt Jan-Erik , Verhelst Frédéric 
Published: February 2008

Abstract
Scheduling and rescheduling strategies are used at several levels on a daily basis in the oil industry to among others have control on safety regulations, improve resource utilization and optimize profit. With the emerging integrated operations and focus on collaboration new work methods also become possible within scheduling.
Access to easily shareable information from multiple locations reduces the response time, which in turn make high performance decision support tools for rescheduling attractive. A rescheduling tool produces globally consistent schedule proposals based on information from the different disciplines involved in the planning activities. These proposals can be edited by the participants in the collaborative environment, and new feasible schedules are generated.
In this paper, several simplified scenarios have been executed to simulate and exemplify situations where the original schedule is deteriorated so that rescheduling must be applied to try to keep the schedule objective. In all scenarios our rescheduling strategies maintains the objectives of the original schedules. These scenarios are used to illustrate the potential of using collaborative environments in rescheduling processes.
Successful Implementation of Collaborative Environments: Human Factors and Implications
Authors: Bayerl P. S. , Lauche K. , Badke-Schaub P. , Sawaryn S. 
Published: February 2008

Abstract
Collaborative Environments (CEs) are now implemented at scale in a wide range of companies in the offshore oil and gas industry with the rationale to optimize and improve the efficiency of drilling and production operations. CEs provide a new environment for the exchange of real-time data aiming at closer onshore-offshore collaboration and improved decision making. Such implementation projects are associated with a considerable commitment in finances, personnel resources, and organizational restructuring, which makes it crucial to identify factors influencing the long-term success of such large-scale endeavors.
As experiences in other industries show, human factors in terms of attitudes, expectations, and behaviors of personnel play a decisive role in achieving those objectives. At present an empirical study is conducted during an ongoing CE implementation initiative in a major oil and gas E&P company to identify the factors influencing personnel acceptance, satisfaction and attitudes towards CEs. Between February and September 2007 data was collected from thirteen assets at two different geographical locations. The assets were at different stages of the implementation process ranging from a few weeks, to some years of experience of working within CEs. At time of data collection two assets had not yet moved into the new environment. Over the 8 month period, the first author interviewed 86 onshore and offshore personnel at different levels in the organization and observed work processes prior to and after the implementation of CEs.
Based on the collected data the following eight factors were identified as conclusive for the success of CE implementations: general engagement process, inclusion of offshore personnel, inclusion of management, staffing, preparation and training, technology design and implementation, design of the physical environment, and post-implementation evaluation process. Concrete positive and negative examples found in the diverse projects will be discussed to demonstrate challenges and lessons learned. Further, practical recommendations will be offered for the planning and design of similar future implementation projects.
Deploying Field of the Future on Major Projects
Authors: Thomson A. 
Published: February 2008

Abstract
BP has achieved considerable success in developing and deploying FIELD OF THE FUTURE technologies into existing, operating assets around the world. BP wants to ensure that new field developments will benefit from the FIELD OF THE FUTURE programme from first oil or gas.
BP has developed a consistent process, which all major projects must follow from discovery through to first oil or gas. This paper will describe the sub-processes and tools that have been developed within this overall framework to ensure FIELD OF THE FUTURE technologies are part of each major project and how the operating philosophy is developed to exploit them.
In the early stages of the project, the value that the FIELD OF THE FUTURE programme can bring must be understood as field development options are created, analysed and ranked. Some technologies may enable innovative solutions particularly where there are complex reservoirs or difficult locations and logistics. The selection of the preferred option must take into account a range of reservoir, commercial and technical considerations, many of which are impacted by FIELD OF THE FUTURE technologies.
As the chosen development option is worked up, the necessary infrastructure must be included in the project scope. Furthermore, as the Operations’ team start to develop operating and maintenance strategies, their processes and organisation must be designed around the FIELD OF THE FUTURE technologies.
Various tools have been developed to assist the project team in identifying value and developing the project scope and these will be described in the paper.
The paper will conclude with case studies showing how these new project processes have been used in major projects.
Implementing Drilling Centres in a High Pressure Environment
Authors: Setrem Mark , Clark Kevin , Gibson Nicholas 
Published: February 2008

Abstract
As part of BG Group's global iValue programme, BG has installed drilling focused real-time collaboration facilities (Drilling Integrated Collaborative Environment) for their current North Sea HPHT drilling schedule. The Drilling ICE (dICE) concept is one of the central elements of BG Group's global iValue programme
The focus of the dICE is to change the way the well engineering teams based onshore and offshore work together, to enable to the collective wealth of their experience to be used for the benefit of the drilling program. The primary focus of the facilities is to improve the operating uptime and drilling efficiency through the identification and resolution of potential issues before they have the chance to become an actual operating problem.
BG Group's pragmatic approach brought together both internal and external domain experts to design and implement the facilities using off-the-shelf components. This group also examined and planned for the evolutionary changes to the drilling decision processes and workflows within the organisation.
The technology implementation to facilitate real-time data flows and decision processes for the dICE required collaboration between multiple vendor organizations. In addition, significant change management was necessary to enable the transition from old to new job roles and the decision processes within the facilities
A benefits realization framework has been implemented to track improvements in efficiency and operating uptime. This paper is focused upon the BG Group approach to this project from a people, process and technology perspective and the benefits realised to date.
Ivalue, an Intelligent Energy Strategy for an Integrated Gas Major
Authors: Edwards A. R. , Roberts Spencer 
Published: February 2008

Abstract
This paper outlines the distinctive approach that has been taken by BG to the development and implementation of an "Intelligent Energy" strategy that covers the entire gas value chain, and supports the company's wider development plans.
The paper focuses on ▪The design and delivery of a capability or solution lead approach▪A value driven implementation programme of work▪Integrating across the gas value chain from E&P through LNG to Power, Transmission and Distribution
By reference to development plans and early progress examples will be given as to how implementation of these new concepts and technologies can be embedded and integrated into operating assets.
This paper will end by outlining the wider vision of where BG wants to move over the next 5 years to dovetail into and support the company's wider cultural transformation programme.
Field-Wide Deployment of In-Well Optical Flowmeters and Pressure/Temperature Gauges at Buzzard Field
Authors: Smith B. , Hall M. , Franklin A. , Johansen E. S. , Ünalmis Ö. H. 
Published: February 2008

Abstract
The adoption rate of optical sensing technology for in-well permanent monitoring has accelerated dramatically since first introduced more than 10 years ago and a number of optical sensor types, including pressure, temperature, distributed temperature, seismic, and flowmeters have been commercialized. Although optical sensing technology has a demonstrated track record and gained industry acceptance, large-scale, field-wide commercial deployment has been slow.
This paper describes a recent example of field-wide optical sensing deployment with a planned scope of 27 wells. Multiple in-well sensors were installed in the newly developed Buzzard Field, operated by Nexen Petroleum U.K. Limited in the North Sea. This paper explores the initial results after the first 13 well completions. An assessment of the major project phases from definition, planning, and system selection to project execution, site integration testing, installation, and early life operation of the optical technology is included. A number of lessons in equipment and system design, execution, and data management have been learned and are also discussed in the paper. Whilst field development is ongoing, the initial success rates show that satisfactory performance has been obtained in all key areas including data availability, delivery, and post-processing.
This case study demonstrates that innovative optical sensing technology and downhole flow measurement is ready for large-scale adoption with minimal risk. This is an important and timely finding as the industry is introducing optical monitoring into large subsea fields.
Online Production Optimisation on Ekofisk
Authors: Shere Andrew , Roberts Yvonne , Bakkevig Synnoeve 
Published: February 2008

Abstract
As part of the long tradition of innovative production growth and enhancement projects in the Greater Ekofisk Area, in 2004 ConocoPhillips Norway AS (COPNo) implemented the Onshore Operations Centre (OOC). The OOC facilitates improved collaborative working processes that optimise production and streamline operations through more proactive use of both field equipment and software tools. This paper describes the specification, development and implementation of the online production optimisation software used in this project. This software was provided and developed by EPS Ltd, a Weatherford company, in collaboration with COPNo.
Specification of the system started in 2005, based on years of prior experience with network production modelling tools in the Ekofisk area, to simulate and optimise production from the reservoir to the export meter. The system is designed to fully utilise the OOC's continuous measurement and recording systems, throughout the entire production and process network. This production optimisation system aims to complement the existing informational displays and charts by the calibration and optimisation of complete network models several times a day. The optimisation results and comparison with real-time data and operating objectives are made available to users through a web interface so that they can be used by the operator and partner company staff at any location.
Models of the wells and production/process network have been developed, following extensive discussions with all relevant disciplines, to ensure that these models can resolve the regular questions faced by the Greater Ekofisk operations teams. In addition to the daily simulation and optimisation scenarios run by the full, online system, the constituent parts of the full model can be also run offline to help evaluate exceptional production issues.
The operator is experiencing benefits in two main categories firstly by identification of production problems with wells or plant that prevent the system from achieving target production and secondly by having continuously updated production scenarios available on which planning decisions can be based. These results will be discussed, with many examples.
Secure Architecture for Process Control
Authors: Alqadi Eyad 
Published: February 2008

Abstract
The cost of shutting down a refinery, or an oil well, or even a digital pipeline can cost millions of dollars in revenue loss to any oil company, and with today's oil prices at their highest peak, this could be devastating to the economy of countries were oil revenue still represents up to 70% of their total GDP. Now imagine, if this was caused by unauthorized access or breach of security to the production operations- Process Control Systems ?
Process Control Systems have always been an integral and crucial part of any Energy company's critical infrastructure. Over the years, they have evolved from stand-alone islands to interconnected networks that co-exist with corporate IT environments, introducing many security threats. For the past years, these systems were effectively isolated from sources of cyber threats external to their owners and operators. But today, growing demand in the industry driven by new business requirements and new advancement in technology to link both systems together has led to an increase need to secure process control systems in order to minimize their vulnerabilities to cyber threats.
In response, Cisco Systems has developed and innovative solution called "Secure Architecture for Process Control". This solution is designed to address the risks inherent in modern process control systems while providing best of breed security solutions and delivering comprehensive asset protection and secure access to real-time information.
This paper will examine the new security threats facing the most critical infrastructures in the Energy industry and it will address the following topics; What are the new business trends and drivers ? What are the new security threats ? How secure is your system ? Should you be worried ? What solutions are available today ? What new services can be introduced ?
Industry Standards and Improved Operations Integrity With a Model Framework—Reference Data Model
Authors: Chapman Adrian , Evans Rik , Montgomery Ron 
Published: February 2008

Abstract
Fundamental to the Intelligent Energy initiative are the acquisition and presentation of information across a distributed supply chain. This is for matters of integrity assurance and the wider elements of production optimisation, maintenance and normal operations. Thus, energy companies are seeking new solutions for the collection of real-time data from across their enterprise, from well-bore to export pipe and beyond, and the integration of this with other forms of information. The complexity which has prevented this from being realised until now arises in that the information required by the many disparate users is derived from multiple sources with differing protocols, data structures and suppliers, across the breadth of the asset's lifecycle.
This paper presents an enterprise scalable architecture that supports the activities of users in their searching for and recovery of information. It describes how it is possible to structure, partition and secure that data so that anyone can get access to the information when they need it, and yet remain in control so that it is possible to know where the information has come from, when it hasn't been delivered ‘right’ and when it needs to be updated to reflect process or technical changes.
This approach is significant in that it marks the drawing together for approval and publication of a number of widely used standards into a single data description and the deployment of this to meet a real-world problem that is affects all assets in operation or development.
Remote Collaboration Models for Oil and Gas—A Comparison of Asset and Hub Based Models
Authors: Krome Jonathan , Matson John 
Published: February 2008

Abstract
Innovations in various collaboration technologies are helping companies to make the Intelligent Oilfield (or DOFF) a reality. Core to the Intelligent Oilfield are collaborative environments (or remote operations centres) – a high-tech, communications, visualization, and audio-enhanced monitoring or control room that enable more effective data collection, monitoring, communications and knowledge & information sharing. These environments are designed to help resources make more informed decisions and to take the appropriate actions across the enterprise. In addition, they enable alignment, focus, and a common understanding to help prioritize opportunities.
There are currently two differing philosophies for the implementation of these centres – an asset-based centre that services a single asset; and a central hub model that services multiple assets. Each approach has its own particular merits and potential pitfalls. Although there is no single right answer, certain considerations are recommended before construction begins that could assist in determining the most appropriate approach for the given circumstances. Factors such as corporate culture, employee skill base and complexity of workflows can have a huge impact on the success of the final choice. Without such an evaluation, many efforts will continue to be burdened or opportunities will be deferred or lost.
The paper proposes to look at the circumstances in which each approach has been adopted and consider the pros and cons of each and some of the factors that will influence the design choice.
StatoilHydro Global Operations: Exploiting 24/7 Operational Support for Well Construction From Different Geographical Locations in Three Time-Zones
Authors: Haarstad Ivar , Nyberg Runar Kolseth , Lindland Jørn , Gustad Håvard , Mydland Øyvind 
Published: February 2008

Abstract
This pilot was executed in Statoil, before the merger with Hydro, involving a drilling operation at the Åsgard Asset on the Norwegian Continental Shelf. Onshore operational support for well construction is now a common procedure in StatoilHydro for each local operation. In the spring of 2007 StatoilHydro launched the Houston Integrated Operation (IO) pilot; its objective was to prove the possibility of a global networked operation, exemplified by a 24/7 drilling operations from three different geographical locations, exploiting the different time zones and thereby eliminating the need for employees working unfavourable nightshifts.
A global networked operation will induce a substantial transfer of knowledge and experience between the various international activities of the company. A set of daily tasks were selected from the common corporate work process of well construction for the purpose of proving the concept of global 24/7 operational support. The pilot scope was also to evaluate the possibility to expand the use of global networked operation to a wider range of processes.
The three time zones included in the pilot were Norway (GMT +1) the StjØrdal office and the Åsgard asset, USA (GMT-6) Houston, Texas office and China (GMT+8) "Lu Feng" this last time zone was fictitious and actually based in the Houston office. The professional staff tested out and verified various functions. They executed real-time drilling data services with quality control in the transference of data to project databases and they carried out real-time quality control of directional survey data and drilling efficiency services. While carrying out these functions the technology performance was monitored at all times.
The main objective of the pilot was to test the capability Global networked operation. While fulfilling this objective, the pilot would establish the Man, Technology and Organisation (MTO) elements that are required to create this capability. It was hoped that the pilot would prove that it is possible to achieve a working method for 24/7 operations, removing the need for evening and night shifts in Norway and establish and verify a technological platform that is good, simple and robust. The pilot would be used to recommend the way forward for StatoilHydro related to Global Networked Operation and establish guidelines for what is required to achieve successful implementation of this approach and working method.
First Mile Wireless and Beyond: Future Applications for Wireless in Oil and Gas
Authors: Munro Michael , Hughes Peter 
Published: February 2008

Abstract
Oil field owners and operators face two primary issues in exploration and production (E&P); production levels and operating plant integrity. In particular operators of legacy assets do not have real time visibility to sense the current levels of production and respond with actions to reduce lost production or intervene before there is a lost of plant / well integrity. The deployment of these sense and respond capabilities have been limited by the remoteness of these assets and the economics of "First Mile" connectivity.
Recent advances in wireless technologies have now resolved this limitation, and operators are looking to extend the corporate connectivity experience into the first mile, creating sophisticated sense and respond capabilities that increase asset productivity while reducing costs and improving communication and worker collaboration. This paper will briefly review current state of wireless in the oil and gas industry and discuss the future applications enabled by first mile wireless. These include: Automated sensor networks for monitoring production control systems: Monitor temperature, pressure, flow, vibration and emissions which have potential environmental impact.Instant mobile communications for extreme & remote locations: Deliver true office communications experience to anywhere in the world, enabling exploration or other nomadic operations to connect and collaborate with global peers.Converged Health, Safety, and Environmental communications: enabling all responders to communicate across disparate radio networks, and phone systems in a unified conversation to accelerate and improve incident response.Asset and personnel tracking systems: leveraging presence / location aware services to transform the health and safety and performance of field / plant operations.Integrated physical security systems: provide increased camera coverage and authorized access to any camera stream from anywhere or any application, thus changing to a proactive intervention security strategy from a reactive phorensic strategy.Real-time video collaboration to the field: taking field and collaboration beyond voice and data, enabling workers in who are disparate from the problem share the experience and impart more accurate knowledge to resolve problems.Real-time vehicle fleet access, onshore and off-shore: connect with mobile vehicles and staff using the best possible network backbone, including satellite, 3G, GPRS, or WiFi enabling anytime, anywhere access to staff and systems on vehicles or vessels supporting field operations