bluuebunny/crossref_metadata_2025_split huggingface dataset:
Relokasi Pedagang Kaki Lima Terhadao Kondisi Sosial Ekonomi (Studi Pedagang Kaki Lima di Arek Lancor Pamekasan)
Authors: Mujaddidi Ah. Shibghatullah 
Published: October 2022

Relokasi merupakan salah satu dari kegiatan pemerintah yang mencakup bidang perencanaan tata ruang, peningkatan kesejahteraan ekonomi sosial dan lainnya. Sehingga pemerintah daerah memiliki hak untuk melakukan relokasi pada sektor-sektor yang dikuasai pemerintah daerah termasuk fasilitas umum. Dalam implementasinya relokasi mencakup berbagai bidang termasuk tata ruang kota, dinamika sosial ekonomi maupun adaptasi pada hal yang baru. Hal itu juga berdampak pada kondisi sosial ekonomi para pedagang yang mengalami perbandingan atau perbedaan dari sebelum direlokasi hingga setelah direlokasi ditinjau dari indikator Pendapatan, Pekerjaan, dan Pendidikan. Metode yang digunakan adalah metode deskriptif atau analisis dengan menggunakan pendekatan kualitatif. Peneliti menggunakan tiga prosedur pengumpulan data yaitu: wawancara, observasi dan dokumentasi. Penelitian ini menyimpulkan bahwa, kondisi sosial ekonomi pedagang Kaki Lima Arek Lancor Pamekasan untuk kondisi berjualan dan pendapatan masih lebih ramai dan lebih tinggi sebelum pindah dari Arek Lancor. Pada indikator pekerjaan para pedagang sebagian memilih untuk mencari kerja sampingan setelah direlokasi mengingat kondisi berjualan yang sepi yang berimbas pada menurunnya pendapatan. Pada indikator pendidikan para pedagang tetap mengupayakan pendidikan untuk keluarganya. Setelah direlokasi meskipun kondisi pendapatan atau ekonomi menurun tidak ada masalah yang berarti bagi pedagang untuk aspek pendidikan bahkan ada keluarganya yang melanjutkan ke jenjang perguruan tinggi S2.
Kata Kunci: Pedagang, Relokasi, Sosial Ekonomi
TOURISM COMPETITIVENESS, TOURIST FOREIGN ARRIVAL AND NON-TAX STATE REVENUE IN NATIONAL PARKS IN INDONESIA
Authors: Eddyono Fauziah , Darusman Dudung , Sumarwan Ujang , Sunarminto Tutut 
Published: October 2022

Indonesia has a natural tourist attraction in the form of 54 national parks spread across regencies and cities, with an area of 16,304,707.13 hectares, featuring a diversity of ecosystems, high mountains, lowlands, savannahs to wetlands, and waters. However, the appeal of natural tourism does not necessarily contribute to the performance of national tourism, hence studies need to support of increase in tourist arrivals to national parks, one of which is to study tourism competitiveness in areas that have national parks in Indonesia. This research aims to develop a model of tourism competitiveness management in areas that have national parks in Indonesia. The theory underlying this research is the theory of tourism competitiveness through the approach of the competitiveness index of the Travel & Tourism Competitiveness Index, Indicators for Measuring Competitiveness in Tourism, and Competitiveness Monitor. The research design uses 20 competitiveness factors, where data collection techniques utilize data that has been available at both government and non-government institutions and the data collection method uses library research. The data were analysed by using the dynamic model method. The results of the study found that tourist arrivals significantly correlated simultaneously with the factor of tourism competitiveness of the districts and cities that have national parks, tourist arrival, revenue tourism, and conservation in zona utility of national park in Indonesia. It is proposed that local governments, national parks management and other interested parties make policy innovations to optimize the factors of tourism competitiveness in their regions to support or increase in the number of tourist visits in national parks.
Repurposing Offshore Pipeline as Energy Storage Opens Market Segment
Authors: Carpenter Chris 
Published: October 2022

_
This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper OTC 31703, “Repurpose Offshore Pipeline as Energy Storage (ROPES): Opening a New Market Segment Offshore,” by Azril Syazwan Hazim, SPE, Subsea 7, Daniel Buhagiar, FLASC, and Alasdair Gray, Xodus. The paper has not been peer reviewed. Copyright 2022 Offshore Technology Conference. Reproduced by permission.

_
The repurposed offshore pipelines as energy storage (ROPES) solution repurposes aged offshore installations into energy storage systems based on proven hydropneumatic principles toward a cost-competitive, reliable system. Findings from a recent concept-assessment study show the cost competitiveness of the solution as a result of a low levelized cost of storage (LCOS) paired with the value of deferring full decommissioning of existing assets. The ROPES solution enables the storage of renewable power while allowing for the optimization of time and expenditure for decommissioning of infrastructure.

Background
Energy-storage technologies address a fundamental problem related to the integration of renewable energy production into conventional energy systems on a large scale: the mismatch between intermittent energy supply and consumer demand. Balancing supply and demand is quickly becoming the greatest obstacle to increased uptake of renewable energy.
An emerging industrialized energy storage solution (ESS) technology uses mechanical power storage based on proven fluid-compression principles. Hydropneumatic energy storage (HPES) relies on a large pressure containment system (PCS) that acts as a pressurized liquid piston—potentially a pipeline system—with energy activated by a pump and recovered through a turbine. The solution is positioned to improve on economics for offshore wind farms either through remote units within each turbine or through the ROPES concept, with the energy conversion unit (ECU) on either the seabed or an adjacent decommissioned offshore platform.

Overview of HPES Technology
The proprietary HPES system stores energy by using it to pump seawater into a closed chamber to compress a fixed volume of precharged inert gas. The energy then can be recovered by allowing the compressed gas to push the water back out through a hydraulic turbine generator. The technology embodies a patented combination of two key features:
- Pneumatic precharging allows the system to be installed in shallow water, making it suitable for both fixed-bottom and floating wind applications.
- Using the ocean as a natural heatsink results in an efficient, isothermal system without the need for complex thermal-management systems.
Leveraging Technology in Learning & Development
Authors: Al Harthy Mohammed Abdullah 
Published: October 2022

Abstract
A Petroleum Development Oman (PDO) Learner's journey was driven primarily through the ‘traditional’ classroom environment, which is not conducive to modern learner learning needs. These face-to-face interactions have limited technology interfaces and do not meet the evolving demands of the present-day learner to upskill fast, improve employee engagements, and create efficiencies in Learning & Development.
With PDO re-shapes its strategy to accelerate and evolve to energy efficiency, renewables, and decarbonisation, it is essential that employees also have the necessary skills to succeed. Therefore, PDO's Learning & Development (L&D) Academy had to re-shape its strategy on how it embraces innovations and technologies to serve modern learners best. Boost side-lined skills, so digital technology becomes part of the workforce's everyday working & learning lives.
PDO's L&D provides a unique learning experience for each learner to cater for changes to the learning preferences of the modern learner, who not only want the latest learning programs to take place anywhere but also requires more personalised opportunities for engaging with their peers.
PDO's L&D Academy has adopted a bifocal approach to create and sustain an innovative learning technology culture. The first part is the integration of PDO's Learning Management Systems (LMS) with other HR modules such as performance, and people analytics, which will provide PDO's employees with an integrated talent system. The second part is the transformation of PDO's Learning Technology Ecosystem, and this involves creating a pool of learning modalities leveraging technology to deliver immersive, contextual, and personalised learnings.
PDO's L&D Academy has set up a Creative Multimedia Lab (CML) to introduce the various learning modes. The CML brings awareness to the 4th Industrial Revolution (4IR) technologies such as Virtual Reality (VR) or Augmented Reality (AR) to a broader population in PDO. It also provides the opportunity to demonstrate how can utilise these technologies to customise and enhance learning and the learner's experience. Developing these customised learnings will bring a superior experience to the learners and hence implant lifelong learning in the flow of work cultures in PDO in the long run.
Predicting Project Outcomes with the Association of Project Management
Authors: Robertson Alex 
Published: October 2022

Abstract
Project professionals place great value in accurately predicting project outcomes. Itis therefore unsurprising that there has been a rapid acceptance of a new suite of tools promising to forecastproject outcomes better than ever before.
Within a few years the use of project data analytics has become widespread throughout project delivery organisations; they have become the norm. Most closely associated with dashboards,project data analytics is transforming projects’ ability to see problems sooner and act quicker.
Project data analytics however has not yet been ‘professionalised’.
No single organisation has yet solved how to holistically get the very best out of analytics to deliver more predictable projects, but many are trying across multiple industries. Some organisations have great solutions and ideas, but itis not yet encoded in how the profession delivers.
Petrofac as part of the Project Data Analytics Task Force [1&2], a cross industry working group, have collaborated with the Association of Project Management (APM) [3] to publish a ground-breaking guide[4] designed to help project delivery organisations get started in project data analytics.
In addition, a five step framework*is offered which is designed for project delivery organisations who are further long their journey with analytics. This framework recommends the steps organisations can take to improve their project predictability from basic systems, through to dashboards and onto machine learning and artificial intelligence. It also references the capabilities organisations need to consider forthe benefits to become embedded.
The paper explores how superior project performance is best achieved when project data analytics is blended with the insights and actions our people bring to delivering projects; to improve resultsthis blend of data and people is noted as being essential. The paper highlights this as the most significant factor as to why data analytics programmesmay not bring the value organisations expect and why step 4 (automated performance) of the model is seen as the pivot to success.
On realisation of step 5 (intelligent performance), an organisation would be expected to have embraced the market leading approaches to maximising project performance and be well placed to achieve market leading returns on investment and margin.
The paper advocates that organisations should: Adopt a 3-click rule to project informationSend the right action, to the right person, at the right timeBlend human and data insights by quantifying perceptions and makinginsights actionableAutomate Project Data Analytics into the working rhythm of project delivery
This paper is deliberately aimed at the project professional and not the data science community. It simplifiesthe typical technical jargon around analytics and provides a wide variety of examples, tips and graphics that the project professional can easily relate to.
Quality Hot Spots and Effective Mitigation for Successful Oil and Gas Projects
Authors: Rawat Manish Bhushan , Al Jneibi Hamdan Helal 
Published: October 2022

Abstract
Quality is one of the most important pillars of the project's success. The cost and schedule of an Oil and Gas Project are directly affected by quality failures at any stage. Moreover, hidden quality risks at the facility operation stage can compromise asset integrity and endanger safety.
Stakeholders always strive to comply with quality requirements. Despite the best intentions, Oil and gas projects experience critical quality failures called "Hot Spots" which are a part of most lessons learned.
In this paper, we present several critical Quality Failures that usually occur during Oil and Gas Projects, posing a real danger to the project's completion milestones. In light of this, the top "Hot Spots" identified are:
Lack of attention to EXOTIC materials such as Inconel and Super duplex stainless steel Ineffective FLANGE MANAGEMENT practices in construction Failure to implement proper preservation management practices in construction
Corrosive services in oil and gas facilities require exotic materials such as Inconel and Super duplex Stainless Steel. It is, however, necessary to ensure strict quality control during the manufacturing and fabrication of these materials.
These EXOTIC materials may cause costly delays during start-up or commissioning if manufacturing or fabrication defects are carried over. One of the primary causes is routine Quality Control during manufacturing and fabrication, which is often insufficient. It is imperative to enhance Quality Control as a proactive approach when dealing with exotic materials. Furthermore, the Vendor/Fabricator's manufacturing process and fabrication control and prior performance record specific to these materials must be critically analyzed.
Performing flange management incorrectly can result in repetitive leaks, which impedes commissioning. Also, incorrect bolting or gaskets/sealing materials can have a significant safety impact. The root cause is often a lack of attention during execution and mistaking it for a standard bolt tightening process. The management of flanges requires a holistic approach, including the engagement of Specialized Subcontractors and adhering to written procedures.
Mega Projects require materials and equipment to be stored for months and even years before commissioning can begin. Lack of proper site storage and preservation can impair sensitive instruments, rotating equipment, and cause corrosion issues in piping in the future. As stakeholders prioritize Cost and Schedule in the project, Site Preservation activities receive less attention. Critical materials and equipment may deteriorate as a result. There is a need for early action by project stakeholders and more accountability when it comes to preservation.
According to this paper, project stakeholders should take PROACTIVE measures to avoid these Quality hot spots.
Adoption of Cluster Based Sequestration Strategy for Realizing Net Zero Carbon Emission
Authors: Mohd Radzi Shahrul Nizam Bin , Muhammad Yasin Muhammad Yazuwan Sallij Bin , Muhamad Suhana Binti , Wan Mohd Zamri Wan Fatin Izyan Binti 
Published: October 2022

Abstract
The COP26 climate summit came to a close with renewed global commitments and focused efforts on reducing carbon emissions, aimed to close the gap to limit global warming to 1.5°C. The 1.5°C limit has been projected by scientists as the line in the sand, beyond which the global warming effects would be catastrophic. It is therefore critical, that a comprehensive and integrated strategy is implemented to ensure effective carbon reduction solutions are applied for a sustainable future. Carbon Capture and Storage (CCS), if well planned and implemented effectively, has the potential to help reduce the amount of CO2 emitted to the atmosphere.
When lining out plan for CCS, the analysis covers the following factors: the source and gathering, the capture technology, transportation method and sequestration site selection.
This paper proposes a structured process in examining the above and more importantly focusing on clustering of sequestration site to derive an impactful CCS strategy. This cluster-based strategy will enable monetization of high CO2 fields via a more sustainable development. Systematic screening and selection process ensures the best technologies and development concept were selected during this study. As CO2 sequestration is non-revenue generating, clustering several sequestration developments will allow for CAPEX and OPEX sharing between fields.
Process Override Switch: A New Digital Management Tool to Maximize Transparency and Help the Management of Change Process in a Giant Brownfield Oil Plant
Authors: Rossi Gianmarco , Cadei Luca , Bitetti Michele , Gerardi Rocco , Vaccari Davide , Ghetti Martino , Vavalà Alessandro , Bottani Cristina , Ricci Antonio , La Placa Vittoria 
Published: October 2022

Abstract
In every industrial plant and in particular in a Giant Brownfield Oil Plant, asset integrity management plays a crucial role both in day-by-day activities and in future operations, and it helps to maximize the company value.
This paper presents an innovative digital tool to monitor, track and manage the Process and Maintenance Override Switch (POS and MOS). It includes email alert, historian tracking and it is the basis of the Management of Change (MOC) process of a giant brown oilfield.
This new digital tool relies on the increasing data availability and on the huge opportunity that data democracy enables to production engineers, operators, and plant manager. It combines DCS raw data, event and alarm list, signal condition and inhibits with a storage data tool and the Digital Oilfiled (DOF) to create an Integrated Operation Center (IOC) with a section focusing on barrier panel and asset integrity.
Focusing about the POS and MOS system, the tool read the real time data from the Integrated Control & Safety System (ICSS) and store them in the IOC where the data are accessible to all the production, maintenance and HSE personnel. These data are rearranged in order to focus the attention on risks, safety barriers and related mitigation through the entire plant.
The IOC will automatically send alert email one hour before the shift ending. Control room supervisor together with the Central Control Room (CCR) operators can check all the POS and MOS tracked during the shift and remove the inhibits that are no necessary to the operations.
Thanks to IOC, plant manager and control room supervisor can track new inhibits and report them to the maintenance team or to the production engineers to confirm the proper risk analysis and mitigations actions and initiate the MOC procedure, if needed. MOC are needed to meet the brownfield plant evolution and operating/safety requirements according to internal operations Procedure Instruction (OPI), local and national regulations and international standards.
The IOC and the DOF integrate also the alarm list, in order to improve Alarm Management System and Alarm Rationalization/Reduction activities. It highlights the most frequent alarms and create a collaborative environment in which production, maintenance and automation team can work together to reduce the alarm number and frequency.
This new digital management tool gives a strong contribution to production engineers, plant manager, CCR supervisor and maintenance team to maximize transparency and safety for people, environment and asset. Focus the attention on the process overrides highlights every moment the barrier status panel of the plant and supports the management of change process in a Giant Brownfield Oil Plant creating a collaborative environment based on data availability and data democracy.
Unitized Data Analytics Platform for Oil & Gas Operations a Digitalization Breakthrough
Authors: Choudhary Nitish Kumar , Sivakumar Vinnavadi Chandramouli Babu , Dwivedi Neha Chugh , Suluru Srinivas 
Published: October 2022

Abstract
In the Oil and Gas Industry program generation, reporting and analysis of the drilling process all are conducted at different locations. Existing software's/platforms within the drilling vertical do have live reporting and analysis of time and costs, however they lack details of procedures, step-by-step procedure formulation their interaction during the process. They also do not facilitate generation of the final reports which can include multiple attachments, reports, and analyses. The entire process of using different portals for the preparation, planning, and execution of the same work results in the need of additional personnel and time, resulting in system inefficiencies. What is needed is a single platform which caters to all these functions and provide a workflow that can handle the entire process, including procedure creation or planning, reporting or execution, and data analysis of planned versus executed tasks. This portal will go a long way to help facilitate data analytics and data science trending without consuming further time collecting and collating data.
The proposed portal will consist of workflow of procedure making, reporting and analysis. During procedure making, not only operations part, but attachments, tally, BHA, etc. are defined. Generation of a systematic procedure within seconds saves numerous man-hours. Most important, any numeric data in the entire portal at any stage is taken in variable format also facilitates and simplifies complex calculations that may need the use of an external application. reporting of any procedure is done against the corresponding steps i.e., while the user is writing or detailing the actual job execution part, the program or the procedure is also available against which the execution steps are written. This ensures that no steps in the procedure are missed, resulting in higher quality output. A systematic procedure - report combination provides
A systematic procedure and report generation under one platform reduces multiple applications handling, ensures no human error both in data generation and data reporting, saves enormous time in generation and approval or reports /program, helps in quick calculations of well control parameters and most importantly generates an organized data. The workflow also allows for the standardization of all procedures and the creation of an automated system that reduces human error and effort