Integrated Operations in the Oil and Gas Industry - Sustainability and Capability Development

Description

The predicted “ICT revolution” has gained increasing attention in the oil industry the last few years. It is enabled by the use of ubiquitous real time data, collaborative techniques, and multiple expertises across disciplines, organizations and geographical locations. This book covers the capability approach to integrated operations that documents research and development in the oil industry. By ‘capability’, we refer to the combined capacity and ability to plan and execute in accordance with business objectives through a designed combination of human skills, work processes, organizational change, and technology. This book will serve as a knowledge base for those who are interested in learning about, and those involved in, Integrated Operations in the Oil and Gas Industry. Content: Front Matter • Preface • Table of Contents •Section 1. Introduction and Definitions 1. What is a Capability Platform Approach to Integrated Operations? An Introduction to Key Concepts •Section 2. People, Process, Governance, and Technology Capabilities 2. How Integrated Operations Has Influenced Offshore Leadership Practice 3. Creating an IO Capable Organization: Mapping the Mindset 4. Collaborative Work Environments in Smart Oil Fields: The Organization Matters! 5. Connecting Worlds through Self-Synchronization and Boundary Spanning: Crossing Boundaries in Virtual Teams 6. Teams: The Intersection of People and Organisational Structures in Integrated Operations 7. Managing Team Leadership Challenges in Integrated Operations 8. Implementing iE: Learnings from a Drilling Contractor 9. Good IO-Design is More Than IO-Rooms •Section 3. Planning, Concurrent Design, and Team 10. How to Implement Multidisciplinary Work Processes in the Oil Industry: A Statoil Case 11. Implementing Integrated Planning: Organizational Enablers and Capabilities 12. Promoting Onshore Planners' Ability to Address Offshore Safety Hazards •Section 4. Cases 13. Baker Hughes IO and BEACON with a Focus on Downsizing Personnel Requirements at Rig-Site 14. Integrated Operations in Petrobras: A Bridge to Pre-Salt Achievements 15. The Introduction of a Hand-Held Platform in an Engineering and Fabrication Company •Section 5. Leadership and Learning 16. Adaptive Advisory Systems for Oil and Gas Operations 17. Integrated Operations from a Change Management Perspective 18. Knowledge Markets and Collective Learning: Designing Hybrid Arenas for Learning Oriented Collaboration 19. The Terms of Interaction and Concurrent Learning in the Definition of Integrated Operations •Section 6. Resilience and HSE 20. IO, Coagency, Intractability, and Resilience 21. IO Concepts as Contributing Factors to Major Accidents and Enablers for Resilience-Based Major Accident Prevention 22. Introducing IO in a Drilling Company: Towards a Resilient Organization and Informed Decision-Making? • Compilation of References • About the Contributors Index