When I was a child, we had a house full of pets. Loads of them. Dogs, cats, horses, rabbits, guinea pigs, mice, fish, birds, I even had to look after a goat. Pretty much half the house seemed to be under the weight of animals, and I wanted to be a zoo keeper. It just seemed the natural way to live.Details
Sarah Gillet, the British Ambassador to Norway, recently spoke at an event in Aberdeen about opportunities in the Norwegian Sea. She gave an insight into the current environment, noting:
- Production costs are down,
- Oil price is more stable,
- Global energy demand is increasing,
- Plentiful reserves left on the Norwegian shelf,
- 80 fields are currently producing – (most in North Sea, 16 in Norwegian Sea, and 2 in Barents Sea),
- 7 new field developments are underway (worth approximately 23 billion pounds),
- There are 5 new plans for Operation and Development.
While the above is always good to hear, what I found most interesting about Sarah’s talk, was her reference to the Darwinian Theory; stating “it’s not the strongest that survive, but those most susceptible to change”.Details
I recently attended an Oil & Gas UK Business Outlook Breakfast Briefing, where the phrase of the day was ‘cautiously optimistic’.
We’ve seen in the news that North Sea operators are reviving, the biggest story being the recent Hurricane Energy discovery near Shetland. The briefing figures showed that unit costs are down and profits/projects are on the rise. People seem to be getting better at doing more with less.
Indeed, the atmosphere at the breakfast was far more convivial than the last I attended back in December 2015.
All very positive, however, we still have a long way to go. So, how do we go forward from here?Details
EnergySys Ltd is delighted to welcome the Dubai Supply Authority (DUSUP) to the growing number of oil and gas companies using the market-leading EnergySys platform.
The contract was executed in January 2017 and will see DUSUP use the platform to manage their gas pipeline operations data.Details
I’ve spoken at several conferences about the failures in standards efforts in oil and gas, and I’ve commented on the reasons for these failures. I’ve also highlighted the key characteristics of successful standards efforts in other industries. In the short version, this boils down to my well-worn aphorism “adoption beats perfection”. The longer version is contained in the seminal paper by Hanseth and Lyytinen (“Theorizing about the Design of Information Infrastructures: Design Kernel Theories and Principles”, 2004) which, despite its title, contains material that is relevant for all standards efforts. They identify five design principles:
- Design initially for usefulness
- Draw upon existing installed base
- Expand installed base by persuasive tactics to gain momentum
- Make it simple
- Modularize by building separately key functions of each infrastructure, use layering, and gateways
This has led me to consider the goals of standardisation in oil and gas, and what might help with their adoption.
I can see three obvious scenarios where standards could be useful. There are probably more, but let’s start with these three.Details
In a recent survey we carried out, (download the report here), we asked professionals involved in Hydrocarbon Accounting (HCA) how confident they were in their data. Around 65% said that they were “not at all” or only “somewhat” confident in the data they were using as input to the hydrocarbon allocation process. This situation is problematic, given that allocation is all about determining the division of ownership of hydrocarbon products, and that mistakes can have a real and substantial financial impact. Inadequate systems and processes can make it difficult to manage routine issues like mismeasurements, and initially small problems can give rise to a cascade effect with consequences that are difficult to unravel. A failure of compliance is not the least of the potential problems.Details
The ways that oil and gas companies address IT, outside core disciplines such as geology and geophysics, are marked by an unrelenting enthusiasm for cost cutting. However, it’s often the case that the methods employed, including outsourcing or offshoring, end up forcing a difficult choice between quality of service and cost. In the short term it’s easy to cut costs, but when you discover the things that don’t work because they’re outside scope or ill-defined, and the costs of putting them right, some options can be less appealing.Details