The oil & gas industry has had a volatile ride for the last decade. Oil prices have been fluctuating between $30 and $130/bbl and with Shale oil appearing as a serious competitor and LNG positioning itself more as the transitionary fuel of the future. Of course we never knew what we do not know but it seems to be getting more unclear what the future holds, especially for the oil & gas industry. Uncertainty seems to rule, and turbulence of our business environment seems to be reaching a new tipping point year after year, and the end of common strategic planning is in sight.
The course is designed to explore the entrepreneurial mindset and culture, utilizing a technology or engineering background. This fits into goals of starting a company or being involved in an entrepreneurial or R&D effort in companies of all sizes and industries. The course is also applicable in training future scientist and engineers to participate in in business ventures and Research and Development (R&D) activities.
Nme 3107 technopreneurship for canvas june 17Charlton Inao
Technopreneurship is a philosophy, a way of building a career or perspective in life. The course covers the value of professional and life skills in entrepreneurial thought, investment decisions, and action that students can utilize in starting technology companies or exexuting R&D projects in companies as they start their careers.The net result is a positive outlook towards wealth creation, high value adding, and wellness in society.
Entrepreneurship Module BMET5103. Activity: Like Self-Check, the Activity component is also placed at various locations or junctures throughout the module. This component may require you to solve questions, explore short case studies, or conduct an observation or research. It may even require you to evaluate a given scenario. When you come across an Activity, you should try to reflect on what you have gathered from the module and apply it to real situations. You should, at the same time, engage yourself in higher order thinking where you might be required to analyse, synthesise and evaluate instead of only having to recall and define.
1242020 Scenario and Mega-Trend Model Scoring Guidehttps.docxaulasnilda
1/24/2020 Scenario and Mega-Trend Model Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8132/190700/Scoring_Guides/u01a1_scoring_guide.html 1/1
Scenario and Mega-Trend Model Scoring Guide
Due Date: End of Unit 1
Percentage of Course Grade: 15%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Evaluate scenario
planning and trend
convergence
theories, models,
and processes.
25%
Does not evaluate
scenario planning
and trend
convergence
theories, models,
and processes.
Evaluates some aspects
of scenario planning
and trend convergence
theories, models, and
processes from
references, research,
and personal
experiences. Analyzes
some themes and
concepts in the
literature.
Evaluates scenario
planning and trend
convergence theories,
models, and
processes from
references, research,
and personal
experiences.
Analyzes major
themes and concepts
in the literature.
Evaluates and
synthesizes scenario
planning and trend
convergence theories,
models, and processes
from references,
research, and personal
experiences. Analyzes
major themes and
concepts in the
literature.
Create and illustrate
a scenario planning
and trend
convergence model.
25%
Neither creates nor
illustrates a
scenario planning
and trend
convergence
model integrating
theoretical support.
Creates and illustrates a
scenario planning and
trend convergence
model. Includes some
aspects from activities,
roles, and
responsibilities, and
how and when activities
will be performed.
Creates and illustrates
a scenario planning
and trend
convergence model.
Includes a set of
activities, roles, and
responsibilities, and
how and when
activities will be
performed.
Creates and illustrates a
scenario planning and
trend convergence
model integrating
theoretical support.
Includes a set of
activities, roles, and
responsibilities, and how
and when activities will
be performed.
Develop an
approach to leading
and implementing a
scenario planning
and trend
convergence model.
25%
Does not develop
an approach to
leading and
implementing a
scenario planning
and trend
convergence
model.
Develops some aspects
of an approach to
leading and
implementing a scenario
planning and trend
convergence model.
Develops an
approach to leading
and implementing a
scenario planning and
trend convergence
model.
Develops a
comprehensive
approach to leading and
implementing a scenario
planning and trend
convergence model.
Communicate in a
scholarly and
professional
manner.
25%
Neither
communicates in a
manner expected
of doctoral-level
composition nor
exhibits critical
thinking skills:
grammar,
punctuation,
mechanics, APA
style and
formatting.
Communicates at a
basic level in a manner
expected of doctoral-
level composition, and
exhibits some critical
thinking skills.
Communicates in a
manner expected of
doctoral-level
composition, and
exhibits critical
thinking skills.
Communicates
exceptionally well in a
manner expected of a
doctoral-level
composition, and
exhibits exceptional
cr ...
PetroSync - Upstream Petroleum Economics, Risk and Fiscal AnalysisPetroSync
This 3 day course is a practical petroleum economics course that will provide participants with a complete understanding of the use of the techniques of economic analysis and risk analysis as currently practiced in the oil and gas industry. Participants will receive a thorough understanding of the context of economic analysis as well as practical instruction and an appreciation of the analytical techniques used.
The course is designed to explore the entrepreneurial mindset and culture, utilizing a technology or engineering background. This fits into goals of starting a company or being involved in an entrepreneurial or R&D effort in companies of all sizes and industries. The course is also applicable in training future scientist and engineers to participate in in business ventures and Research and Development (R&D) activities.
Nme 3107 technopreneurship for canvas june 17Charlton Inao
Technopreneurship is a philosophy, a way of building a career or perspective in life. The course covers the value of professional and life skills in entrepreneurial thought, investment decisions, and action that students can utilize in starting technology companies or exexuting R&D projects in companies as they start their careers.The net result is a positive outlook towards wealth creation, high value adding, and wellness in society.
Entrepreneurship Module BMET5103. Activity: Like Self-Check, the Activity component is also placed at various locations or junctures throughout the module. This component may require you to solve questions, explore short case studies, or conduct an observation or research. It may even require you to evaluate a given scenario. When you come across an Activity, you should try to reflect on what you have gathered from the module and apply it to real situations. You should, at the same time, engage yourself in higher order thinking where you might be required to analyse, synthesise and evaluate instead of only having to recall and define.
1242020 Scenario and Mega-Trend Model Scoring Guidehttps.docxaulasnilda
1/24/2020 Scenario and Mega-Trend Model Scoring Guide
https://courserooma.capella.edu/bbcswebdav/institution/BMGT/BMGT8132/190700/Scoring_Guides/u01a1_scoring_guide.html 1/1
Scenario and Mega-Trend Model Scoring Guide
Due Date: End of Unit 1
Percentage of Course Grade: 15%.
CRITERIA NON-PERFORMANCE BASIC PROFICIENT DISTINGUISHED
Evaluate scenario
planning and trend
convergence
theories, models,
and processes.
25%
Does not evaluate
scenario planning
and trend
convergence
theories, models,
and processes.
Evaluates some aspects
of scenario planning
and trend convergence
theories, models, and
processes from
references, research,
and personal
experiences. Analyzes
some themes and
concepts in the
literature.
Evaluates scenario
planning and trend
convergence theories,
models, and
processes from
references, research,
and personal
experiences.
Analyzes major
themes and concepts
in the literature.
Evaluates and
synthesizes scenario
planning and trend
convergence theories,
models, and processes
from references,
research, and personal
experiences. Analyzes
major themes and
concepts in the
literature.
Create and illustrate
a scenario planning
and trend
convergence model.
25%
Neither creates nor
illustrates a
scenario planning
and trend
convergence
model integrating
theoretical support.
Creates and illustrates a
scenario planning and
trend convergence
model. Includes some
aspects from activities,
roles, and
responsibilities, and
how and when activities
will be performed.
Creates and illustrates
a scenario planning
and trend
convergence model.
Includes a set of
activities, roles, and
responsibilities, and
how and when
activities will be
performed.
Creates and illustrates a
scenario planning and
trend convergence
model integrating
theoretical support.
Includes a set of
activities, roles, and
responsibilities, and how
and when activities will
be performed.
Develop an
approach to leading
and implementing a
scenario planning
and trend
convergence model.
25%
Does not develop
an approach to
leading and
implementing a
scenario planning
and trend
convergence
model.
Develops some aspects
of an approach to
leading and
implementing a scenario
planning and trend
convergence model.
Develops an
approach to leading
and implementing a
scenario planning and
trend convergence
model.
Develops a
comprehensive
approach to leading and
implementing a scenario
planning and trend
convergence model.
Communicate in a
scholarly and
professional
manner.
25%
Neither
communicates in a
manner expected
of doctoral-level
composition nor
exhibits critical
thinking skills:
grammar,
punctuation,
mechanics, APA
style and
formatting.
Communicates at a
basic level in a manner
expected of doctoral-
level composition, and
exhibits some critical
thinking skills.
Communicates in a
manner expected of
doctoral-level
composition, and
exhibits critical
thinking skills.
Communicates
exceptionally well in a
manner expected of a
doctoral-level
composition, and
exhibits exceptional
cr ...
PetroSync - Upstream Petroleum Economics, Risk and Fiscal AnalysisPetroSync
This 3 day course is a practical petroleum economics course that will provide participants with a complete understanding of the use of the techniques of economic analysis and risk analysis as currently practiced in the oil and gas industry. Participants will receive a thorough understanding of the context of economic analysis as well as practical instruction and an appreciation of the analytical techniques used.
We are currently in the midst of one of the deepest downturns in the upstream industry in recent years. Challenging times are ahead for those looking to invest capital and grow their companies in this environment.
Petroleum Economics is all about the allocation of scarce resources. Investment capital is certainly that scarce resource at the moment. In this environment, companies are looking for people to develop highly advanced skills in upstream petroleum economic and financial analysis
The 21st century has been coined the century of gas. The course will address the fundamental technical and economic factors that have driven and will drive the successful development of natural gas reserves by means of an integrated liquefied natural gas (LNG) project. The current exponential growth in the use of natural gas through international trade in LNG is explored.
The course contrasts the technical and commercial differences between LNG and natural gas to point out benefits and constraints that arise from the LNG option. A description is given of the elements in the “gas chain” which apply to LNG and of drivers that would lead to optimisation of design and commercial operation. The range and role of relevant parties to a successful LNG project are described. Regulatory authorities are also concerned with LNG safety, which is covered in detail. Ways and means by which a new entrant to a proposed LNG project may ensure an investment that meets expectations.
Frost & Sullivan programme for thought leadership think tank as part of our convergence series. Outstanding event which promises to offer real insight and development opportunities.
International Oil & Gas Executive Development TrainingEaswaran Kanason
This practical, intensive five day course aims to provide participants with a solid grounding in the principles and practices of business management that are essential in oil & gas organizations, when moving from an operational to a more strategic role. Where operational management is about implementing plans with known parameters, strategic management is about exercising judgement in complex environments where there is no ‘one right way’. This course provides the tools and processes that ensure that these judgements are based on sound thinking. Specifically designed for the oil & gas sector, the program is directed and facilitated by two leading international consultants who have direct and extensive working experience as executives in the industry, assisted by guest speakers who will discuss additional key issues affecting the industry in Asia and beyond. This program’s uniqueness comes from it NOT being just another overview of the industry but focused on the essential business management skills for the sector.
The Energy Value Chain 10 - 12 November 2013 Dubai UAE360 BSI
The focus of this three-day course will be on how value is created in the energy value chain. This will equip attendees with leading-edge skills to create value for their own company, regardless of the segment in the energy value chain that they work.
Throughout the course, best practices will be taught in each segment and a lot of case studies will be utilized so that participants can apply concepts learned to real case analysis.
This workshop is designed to give participants an introduction to market fundamentals, such as production and consumption, market participants, energy products, the working of processes, bottlenecks, pricing & trading.
Key benefits from attending this course:
Understand the “big picture” of energy value chain how this relates to daily business decisions
Gain an understanding of how each segment of the energy firm’s activities add value along the energy value chain
Understand your own role in the value chain and how it relates to others in their company and to the industry
Lead best practices used by companies around the world
Learn market fundamentals & risk management specific to the energy sector
WHO SHOULD ATTEND
Decision & policy makers of government entities
IT personnel active within the energy sector
Energy related-personnel in banking & finance
Risk managers & treasury staff
Traders & analysts
Portfolio managers & Investment advisors
Internal & external accountants
Controllers & compliance officers
Legal staff within the energy sector
Investment & fund managers
Contact Kris at kris@360bsi.com for further details or to book your seats.
QSO 680 Module One Journal Guidelines and Rubric Overvi.docxmakdul
QSO 680 Module One Journal Guidelines and Rubric
Overview: Journal activities in this course are private between you and the instructor. Review this tutorial for information on creating a Blackboard journal
entry.
The use of case study analysis gives you an opportunity to see project management in action. Case study analysis takes abstract methodologies and puts them
into practice. In this assignment, you will analyze the case study will be used for your final project: a program performance report.
Prompt: Begin by reading the case study Value-Driven Project and Portfolio Management in the Pharmaceutical Industry: Drug Discovery versus Drug
Development - Commonalities and Differences in Portfolio Management Practice. You will be working with this case study throughout the course, so take the
time to familiarize yourself with it. Focus on the important facts and key issues. Use the following guiding questions to focus your reading and assist in writing
your overview:
What is/are the defining objective(s) identified in the case study?
What are the differences and similarities and the advantages and disadvantages of managing at the project, portfolio, and program levels?
Who is the target stakeholder group that would benefit from understanding the portfolio management process?
How does corporate strategy align with the project portfolio in the case study?
What role does the project manager play in this case study?
Write a concise (3 to 5 paragraph) overview of the case study addressing the above questions and summarizing your final thoughts on the case study presented.
Specifically, the following critical elements must be addressed:
I. Define the objective(s) in the case study.
II. Identify the target stakeholder group and explain the benefits of the portfolio management process to this group.
III. Explore the differences/similarities and the advantages/disadvantages of managing at the project, portfolio, and program levels.
IV. Explain how corporate strategy aligns with the project portfolio in the case study.
V. Assess the role of the project manager in the case study.
Note: If you need additional guidance in case study analysis, refer to this article: Guidelines for Writing a Case Study Analysis.
https://my.snhu.edu/Offices/ITS/IS/resources/Documents/Creating_a_Journal_Entry.pdf
http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783
http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783
https://awc.ashford.edu/tocw-guidelines-for-writing-a-case-study.html
Rubric
Guidelines for Submission: Your 3- to 5-paragraph journal entry must be submitted with 12-point Times New Roman font and any sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions. ...
The theme is Business Transformation and Sustainable Growth Strategies. This camp is customized by Cambridge Judge Business School and tailored for business leaders of Singapore SMEs. Our dedicated team at Cambridge are focused on an executive level experience and our size ensures a boutique approach. Hence, only 20 directors from reputable companies will be invited to join this CEO camp.
Osea 2014 - Singapore, Marina Bay Sands - The 20th International Oil and Gas ...WhereInFair
OSEA is the biennial tradeshow that has served the offshore Oil & Gas market and its supporting industries since 1976.
The Platinum Edition (20th) of OSEA will be held from 2 – 5 December 2014 at Marina Bay Sands, Singapore. Established as the region’s most well-attended Oil & Gas event, it has continuously attracted a high quality attendance.
Poised to upstage its previous editions, OSEA2014 will become a larger exhibition occupying 3 levels at Marina Bay Sands. Tapping into the region’s increasing need for more sophisticated technologies and solutions, an international representation of exhibitors will put up a comprehensive showcase for buyers from Asia and beyond.
Wealth Creation from New Zealand Science and TechnologyIain Sanders
A presentation made by Iain Sanders to the New Zealand Ministry of Research, Science and Technology (MoRST) in 2004, on how to Maximise the economic wealth of New Zealand through research and innovation.
SMi Group's 17th annual Gas to Liquids conference & exhibition Dale Butler
The first brochure for SMi Group's 17th annual Gas to Liquids 2014 conference & exhibition is here. Don't miss this event, the longest running and most successful GTL event in the world
Could projects been used to support Coaching Settings? How could Busniss-Coaching support Projects? And how could a Coach support entrepreneurs - especially the ones working on a Start-Up?
Gian Franco Goeta adresses in his presentation this topics and offers some perspectives to think about this, e.g. taking a closer look to the Level of the Person, the Organizational System and the Business Environment.
The Video of the Presentation will be available on:
http://www.systemische-professionalitaet.de/isbweb/content/view/587/545/
We are currently in the midst of one of the deepest downturns in the upstream industry in recent years. Challenging times are ahead for those looking to invest capital and grow their companies in this environment.
Petroleum Economics is all about the allocation of scarce resources. Investment capital is certainly that scarce resource at the moment. In this environment, companies are looking for people to develop highly advanced skills in upstream petroleum economic and financial analysis
The 21st century has been coined the century of gas. The course will address the fundamental technical and economic factors that have driven and will drive the successful development of natural gas reserves by means of an integrated liquefied natural gas (LNG) project. The current exponential growth in the use of natural gas through international trade in LNG is explored.
The course contrasts the technical and commercial differences between LNG and natural gas to point out benefits and constraints that arise from the LNG option. A description is given of the elements in the “gas chain” which apply to LNG and of drivers that would lead to optimisation of design and commercial operation. The range and role of relevant parties to a successful LNG project are described. Regulatory authorities are also concerned with LNG safety, which is covered in detail. Ways and means by which a new entrant to a proposed LNG project may ensure an investment that meets expectations.
Frost & Sullivan programme for thought leadership think tank as part of our convergence series. Outstanding event which promises to offer real insight and development opportunities.
International Oil & Gas Executive Development TrainingEaswaran Kanason
This practical, intensive five day course aims to provide participants with a solid grounding in the principles and practices of business management that are essential in oil & gas organizations, when moving from an operational to a more strategic role. Where operational management is about implementing plans with known parameters, strategic management is about exercising judgement in complex environments where there is no ‘one right way’. This course provides the tools and processes that ensure that these judgements are based on sound thinking. Specifically designed for the oil & gas sector, the program is directed and facilitated by two leading international consultants who have direct and extensive working experience as executives in the industry, assisted by guest speakers who will discuss additional key issues affecting the industry in Asia and beyond. This program’s uniqueness comes from it NOT being just another overview of the industry but focused on the essential business management skills for the sector.
The Energy Value Chain 10 - 12 November 2013 Dubai UAE360 BSI
The focus of this three-day course will be on how value is created in the energy value chain. This will equip attendees with leading-edge skills to create value for their own company, regardless of the segment in the energy value chain that they work.
Throughout the course, best practices will be taught in each segment and a lot of case studies will be utilized so that participants can apply concepts learned to real case analysis.
This workshop is designed to give participants an introduction to market fundamentals, such as production and consumption, market participants, energy products, the working of processes, bottlenecks, pricing & trading.
Key benefits from attending this course:
Understand the “big picture” of energy value chain how this relates to daily business decisions
Gain an understanding of how each segment of the energy firm’s activities add value along the energy value chain
Understand your own role in the value chain and how it relates to others in their company and to the industry
Lead best practices used by companies around the world
Learn market fundamentals & risk management specific to the energy sector
WHO SHOULD ATTEND
Decision & policy makers of government entities
IT personnel active within the energy sector
Energy related-personnel in banking & finance
Risk managers & treasury staff
Traders & analysts
Portfolio managers & Investment advisors
Internal & external accountants
Controllers & compliance officers
Legal staff within the energy sector
Investment & fund managers
Contact Kris at kris@360bsi.com for further details or to book your seats.
QSO 680 Module One Journal Guidelines and Rubric Overvi.docxmakdul
QSO 680 Module One Journal Guidelines and Rubric
Overview: Journal activities in this course are private between you and the instructor. Review this tutorial for information on creating a Blackboard journal
entry.
The use of case study analysis gives you an opportunity to see project management in action. Case study analysis takes abstract methodologies and puts them
into practice. In this assignment, you will analyze the case study will be used for your final project: a program performance report.
Prompt: Begin by reading the case study Value-Driven Project and Portfolio Management in the Pharmaceutical Industry: Drug Discovery versus Drug
Development - Commonalities and Differences in Portfolio Management Practice. You will be working with this case study throughout the course, so take the
time to familiarize yourself with it. Focus on the important facts and key issues. Use the following guiding questions to focus your reading and assist in writing
your overview:
What is/are the defining objective(s) identified in the case study?
What are the differences and similarities and the advantages and disadvantages of managing at the project, portfolio, and program levels?
Who is the target stakeholder group that would benefit from understanding the portfolio management process?
How does corporate strategy align with the project portfolio in the case study?
What role does the project manager play in this case study?
Write a concise (3 to 5 paragraph) overview of the case study addressing the above questions and summarizing your final thoughts on the case study presented.
Specifically, the following critical elements must be addressed:
I. Define the objective(s) in the case study.
II. Identify the target stakeholder group and explain the benefits of the portfolio management process to this group.
III. Explore the differences/similarities and the advantages/disadvantages of managing at the project, portfolio, and program levels.
IV. Explain how corporate strategy aligns with the project portfolio in the case study.
V. Assess the role of the project manager in the case study.
Note: If you need additional guidance in case study analysis, refer to this article: Guidelines for Writing a Case Study Analysis.
https://my.snhu.edu/Offices/ITS/IS/resources/Documents/Creating_a_Journal_Entry.pdf
http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783
http://search.proquest.com.ezproxy.snhu.edu/docview/232912662?pq-origsite=summon&accountid=3783
https://awc.ashford.edu/tocw-guidelines-for-writing-a-case-study.html
Rubric
Guidelines for Submission: Your 3- to 5-paragraph journal entry must be submitted with 12-point Times New Roman font and any sources cited in APA format.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions. ...
The theme is Business Transformation and Sustainable Growth Strategies. This camp is customized by Cambridge Judge Business School and tailored for business leaders of Singapore SMEs. Our dedicated team at Cambridge are focused on an executive level experience and our size ensures a boutique approach. Hence, only 20 directors from reputable companies will be invited to join this CEO camp.
Osea 2014 - Singapore, Marina Bay Sands - The 20th International Oil and Gas ...WhereInFair
OSEA is the biennial tradeshow that has served the offshore Oil & Gas market and its supporting industries since 1976.
The Platinum Edition (20th) of OSEA will be held from 2 – 5 December 2014 at Marina Bay Sands, Singapore. Established as the region’s most well-attended Oil & Gas event, it has continuously attracted a high quality attendance.
Poised to upstage its previous editions, OSEA2014 will become a larger exhibition occupying 3 levels at Marina Bay Sands. Tapping into the region’s increasing need for more sophisticated technologies and solutions, an international representation of exhibitors will put up a comprehensive showcase for buyers from Asia and beyond.
Wealth Creation from New Zealand Science and TechnologyIain Sanders
A presentation made by Iain Sanders to the New Zealand Ministry of Research, Science and Technology (MoRST) in 2004, on how to Maximise the economic wealth of New Zealand through research and innovation.
SMi Group's 17th annual Gas to Liquids conference & exhibition Dale Butler
The first brochure for SMi Group's 17th annual Gas to Liquids 2014 conference & exhibition is here. Don't miss this event, the longest running and most successful GTL event in the world
Could projects been used to support Coaching Settings? How could Busniss-Coaching support Projects? And how could a Coach support entrepreneurs - especially the ones working on a Start-Up?
Gian Franco Goeta adresses in his presentation this topics and offers some perspectives to think about this, e.g. taking a closer look to the Level of the Person, the Organizational System and the Business Environment.
The Video of the Presentation will be available on:
http://www.systemische-professionalitaet.de/isbweb/content/view/587/545/
This course examines different deepwater depositional systems and considers how deepwater process, topography and sediment supply impact on these systems. The course examines analogue data from turbidite reservoirs and modern turbidite systems. Depositional settings and sequences associated with clastic deepwater systems are reviewed, along with the geological controls on reservoir quality and architecture. It also examines post-depositional process that can have a major impact on reservoir quality and architecture, and considers this within the context of the petroleum system.
API 570 Piping and Pipeline Inspectors Preparatory CoursepetroEDGE
This program is designed for in depth understanding of Inspection of piping and pipelines under operation and in-service as per API 570. This preparatory course will prepare inspectors to ensure piping and pipeline integrity in service. Practical aspect of design considerations, sizing, rating, piping and pipeline integrity, internal inspections, analysis, repair, pressure testing, and pipeline protection shall be discussed. The program shall also provide more information about types of piping system defects which may crop in during operation, repairs, maintenance and alteration. This will lead the participants to prepare them for ensuring good quality and safety of operating piping and pipelines so that they are safe in operations and ensure preventing any incident.
Distributed Control System (DCS) Applications, Selection & TroubleshootingpetroEDGE
Since the first Distributed Control System was installed in the late 1970’s, the concept of DCS has swept alternative control technologies from the field. The substantial growth, in the construction of plants in the traditional heavy process industries, such as power generation, refining, oil and gas, water and petrochemicals, is driving significant growth in the utilization of DCS. The broad architecture of a solution involves either a direct connection to physical equipment, such as switches, pumps and valves or connection via a fieldbus communication system.
This course will familiarize engineers, designers and construction personnel with the layout and design procedures and practices involved in the choice of piping systems and their associated supporting equipment. It will also address in detail, common pipeline components such as pumps, compressors and heat exchangers and will cover their mechanical performance and limitations in different piping arrangements. This course will give participants the background required to complete and successfully apply typical equipment layout and piping arrangements.
Advanced Heat Exchanger Design, Inspection and TroubleshootingpetroEDGE
The design, performance and operation of modern heat exchangers requires an understanding of the principles of heat transfer and fluid flow, coupled with access to numerically based techniques and supporting data. This course will review heat transfer fundamentals as applied to tubular and plate devices.
Liquid & Gas Flowmetering & Custody MeasurementpetroEDGE
This course will familiarize process, instrumentation and custody transfer engineers with the procedures and practices involved in the choice of flowmetering systems and their associated supporting equipment. It will address these points in relation to both single- and multi-phase flows and will give guidance on the optimum commercially available flowmeters through a detailed comparison of their relative merits. Flowmeter calibration is crucial to these topics.
The course also covers the related issues of level and tank measurement as well as lease automatic custody transfer and truck custody transfer, leak detection, loss control and monitor and control production losses.
This intensive five-day course is designed to provide participants with a thorough knowledge of downhole sand exclusion equipment and the operational procedures required for converting a drilled well into an efficient and safe producer. It follows a practical approach for the various types of sand control equipment, specific applications, the preparation and the final execution and installation of the equipment.
Webinar: Scenario planning for long term decision makingpetroEDGE
When developing a strategy or making investment decisions, there will be many uncertainties that need assessment. These can range from cost and timing issues to broader questions at the macro level, for example political, regulatory or social developments.
A way to get to grips with the latter category is by using ‘scenario analysis’, sometimes called ‘scenario thinking’ or ‘scenario planning’. A scenario in this context is an alternative future: a coherent narrative of a set of developments, trends and events that could unfold within some defined business environment.
A decision to drill an exploration well with the objective to find a new oil or gas field must be based on a sound assessment of the prospect’s risks and of the volumes: what is the chance that a well will find hydrocarbons, and how much could it be? Risk and volume assessments form the basis for decisions to drill a well or not, and as such it is the link between subsurface evaluation and the business aspects of the petroleum industry. This course explains how risks and volumes can be assessed in a realistic and pragmatic manner, based on a sound understanding of the geological details of the prospect as well as of its regional geological setting and our play understanding.
This intensive 2 x 2 week program has been put together to cover Advanced Well Engineering topics. The program intends to uplift the knowledge and skills for engineers, who are or will be directly involved in well and completion design. It will also benefit staff that are or will be working as a member of a day-to-day operations team.
The courses present advanced concepts of drilling and completion operations, plus post-completion enhancement (workovers). Participants will learn to visualize and troubleshoot what is happening downhole, discover what can be accomplished and optimized, and learn how drilling and completions can alter reservoir performance.
The Rig Safety Awareness course features ten e-learning modules, designed for new technical and petroleum engineers going offshore for the first time. The modules will require between 30 to 40 minutes study each.
Each module will also include assessment questions that relate to module’s content. Each e-learning module will be supported by four 2D ‘Walkthrough Events’ where the user is stepped through a series of safety failures that leed to an incident occurrence.
The main objective of this course is to acquire practical skills and tools on how to set up an asset depletion plan through a focused well and reservoir management approach. It is common in many asset teams to have an unclear picture of what future actions should be taken to the different wells and reservoirs as they deplete. In many cases, these actions are reactive rather than proactive. This is mainly due to a lack of a well-defined reservoir management and depletion plan or strategy.
This course presents you with the knowledge and tools to design a depletion plan. Such plan would be consistent with the increased understanding of the reservoir behavior obtained from focused reservoir management. The depletion plan is a comprehensive set of actions that the asset team designs to identify a way forward for every well by identifying future workovers, remedial work, gas lift methods, all the way to well abandonment. And for every reservoir by identifying underdeveloped areas, infill drilling targets, secondary recovery or IOR/EOR applications.
Major changes in 2020 for the global refining industrypetroEDGE
Refiners generally have incentives to upgrade their
refineries, by adding conversion units to produce greater
amounts of clean products (e.g., gasoline, diesel) and
lesser amounts of fuel oil. All else being equal, refiners
with conversion achieve higher margins than simple
refineries without conversion. However, it usually takes at
least four to five years from initial planning to actual startup
of a conversion project.
In our pursuit to discover oil and gas in ever deeper horizons, wells are often drilled in what is known as a High Pressure High Temperature [HPHT] environment. To be considered a HPHT well, the downhole conditions will have pressures in excess of 10,000 psi [69 MPa] and 300 deg F [150 deg C]. To drill these usually expensive wells successfully, the planning and execution phase has to be of an exceptionally high standard. Therefore, both operator and drilling/service contractor staff must be seamlessly aligned and work as a coherent team to reach and then harness the well objectives.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
1. A 3 DAY MASTERCLASS
STRATEGIC INNOVATION
IN OIL & GAS
In a world of increasing uncertainty and accelerated change, how
do you ensure value creation and sustainable growth?
Your Expert Course Director
LEO ROODHART
Leo’s career in the oil & gas industry spans more than 30 years in the areas of Production Engineering, Strategic
Innovation and Scenario Planning, Renewable Energy and New Business Development in Shell globally. He
became President of the Society of Petroleum Engineers (SPE) in 2009. As President of the SPE he travelled the
Energy world and built an extensive external network in the oil and gas industry.
2. Masterclass Overview
The oil & Gas industry has had a volatile ride for the last decade. Oil prices have been fluctuating between $30 and
$130/bbl and now with Shale oil appearing as a serious competitor and LNG positioning itself more as the transition fuel
of the future. Of course we never knew what we do not know but it seems to be getting more unclear what the future
holds, especially for the oil & gas industry. Uncertainty seems to rule, and turbulence of our business environment
seems to be reaching a new climax year after year, and the end of common strategic planning is in sight.
The main culprit or accelerator here is technology enabled innovation. Would you have thought that social networking
tools, developed to engage communities, such as Twitter and Facebook would have aided the overthrow of
governments? It has been said before that the Stone Age did not end due to lack of stones. One technology break-
through in battery technology or superconductivity might completely change the energy world and with it the massive
oil & gas industry and infrastructure that now fuel the world economy.
This Master Class is about crafting and executing a resilient technology strategy supported by strategic innovation. The
course introduces the concept of Scenario Planning linked to a long-term Strategic Innovation Strategy. It attempts to
cover important questions such as how to identify relevant innovation domains and how to fill these domains with
projects that allow the company to grow in an uncertain world.
The participants will learn how to make scenarios for oil & gas industry, identify plausible futures for their own company
and design pathways to travel to these futures supported by a robust innovation strategy. The course format will
include lectures interspersed with exercises where the participants make their own long-term scenarios; identify
technology domains to support these scenarios and finish with an implementation plan. Discussions and exercises will
use existing scenarios developed by the World Economic Forum (WEF), Shell and others as examples.
What this course will focus on:
Futures; uncertainty in a complex world
Scenarios; how to make them practical
Strategic Innovation; Planning and executing
What are benefits from attending this Masterclass?
Design and build long term scenarios to explore strategic expectations
To be able to define a long term innovation strategy focused on possible future needs supported by long term
business scenarios
Understand stage-gated technology development and innovation
Learn how to value a portfolio of innovation projects, use various ‘lenses’ to manage and cull.
Use scenario thinking linked to innovation to create options for new ventures
Deploy transparent and structured frameworks for new ways of doing business
Understand and minimise risk in technology investment decisions
Safeguard enterprise and growth against black swan events
Balance bottom up innovation with top down corporate strategy
Who Should Attend?
Business unit leaders and managers across the energy, oil & gas value chain, planners, strategist, analysist, change
management professionals, information and technology systems professionals, business development professionals,
economists, risk management managers and others involved in driving change and innovation in the organisation.
University level degree preferred. Familiarity with the energy business will be essential.
3. 3 DAY MASTERCLASS PROGRAM
DAY 1
Key Leanings:
Why do I need to know about scenarios;
What are scenarios;
How are they built;
9:00 Introductions
9:30 What are scenarios and how are they used
• Exploring strategic assumptions
• Models; Forecasts; Visions; Scenarios
10:30 Break
11:00 Changes and Challenges in the Oil and Gas Industry
• Introduction
• Exercise 1 - Identify top 3 challenges and top 3 changes
12:00 What are scenarios
• Different views of the same
• Shell scenarios; World Economic Forum (WEF) scenarios; Wartsilla
scenarios
13:00 Break for lunch
14:00 Making Scenarios
• Strategic Landscapes
• Different scenario building methods
• Identify 2 most critical and uncertain factors
• Create a scenario matrix
• Communicating scenarios
15:30 Break
16:00 Exercise 2 - Make your own Global Scenarios:
• Formulate central questions
• Identify driving forces and critical uncertainties
• Create 2x2 grid based on impacts and uncertainties in the energy
world
• Name quadrants -> scenarios
17:00 Present scenarios to group
DAY 2
Key Learnings:
• How are Scenarios used
• How do I use scenarios to focus Innovation
• how to generate strategic options
• How to Innovate
9:00 Using Scenarios
• WEF Mining and Metals scenarios with video presentation
• Exercise 3 - Review the main points:
o Update yesterday’s scenarios and develop Stories.
o Develop list of implications emerging from each
scenario
10:30 Break
11:00 Using Scenarios: From Scenarios to creating strategic options
• The concept of various pathways:
company future
innovation domains
future technology
Testing options - ‘wind tunnelling’
12:30: Lunch
13:30 From Scenarios to strategic options
• Exercise 4 - Identify plausible future for the company
• Identify key threats and opportunities for the oil and gas sector in each
scenario
• Identify the strength and weaknesses of “your” company in each scenario
• Combine opportunities and strengths to identify alternative company future
or strategic options, aiming for 2 plausible futures per scenario
• Combine treats and weaknesses to identify what is missing to get there
• Aiming for 4 Domains per pathway 15:00 Present to group
15:30 Break
16:00 Filling the Domains with projects: Innovate!
• What is innovation?
o Examining the Kodak example
• Innovation processes
o The Funnel
• Generating ideas:
o Open innovation
o GameChanger
o Scouts 17:30 Close
DAY 3
Key Learnings:
How to make an Innovation strategy
Stage-gated processes
how to manage an innovation project portfolio
how to use ‘lenses’ to rank the portfolio
Execution is Key
9:00 Innovation strategy as part of the greater technology strategy
NASA’s technology ‘readiness levels’ concept
Governance; bottom-up vs. Top-down 10:30 Break
11:00 Manage the portfolio
Execution is key - the use of strategic ‘lenses’
Exercise 5 - portfolio ranking:
Develop 5 realistic strategic lenses
Look at the portfolio through each lens and score projects
Crossplot lenses and identify top 5 projects 12:30 Present to group
13:00 Lunch
14:00 The Valley of Death
The most difficult of all: Implement a new concept in the business
Bottlenecks and hurdles
Deployment models
Exercise 6: How will your company from now on:
Scan, evaluate and prioritize emerging technologies
Link emerging technologies to markets in a timely manner
Tie technology investments to corporate strategy
Manage the tension between radical and incremental innovation
Get new technology adopted by operating companies 17:00 Questions and
answers and end of course
17:00 Questions and answers and end of course
4. About your Expert Couse Faculty
LEO ROODHART
Leo’s career in the oil and gas industry spans more than 30 years in the areas of Production
Engineering, Strategic Innovation and Scenario Planning, Renewable Energy and New Business
Development in Shell globally. He became President of the Society of Petroleum Engineers
(SPE) in 2009. As President of the SPE he travelled the Energy world and built an extensive
external network in the oil and gas industry.
His last position was head of Group GameChanger, Shell’s corporate strategic innovation program that identifies
and sponsors the development of new breakthrough technologies in the context of the various technology
futures for the oil industry. In this role, he built and led Shell’s innovation network “the GameChanger
Coalition”, a very effective cross business unit of innovators and strategists that generates a portfolio of options
for potential new businesses and technologies. He was instrumental in defining the group’s innovation strategy
and successfully executed a number of projects ranging from biofuels from Algae to floating LNG. He brought
Scenario thinking into Shell’s innovation process and aligned Shell’s innovation portfolio with Shell’s corporate
strategy.
Leo is currently an Associate Fellow at Said Business School, University of Oxford, on strategic innovation and
teaches strategic innovation at the MBA program of the London Business School. He published papers in
numerous technical journals such as the Journal of Petroleum Technology, and business journals including
Research Technology Management Journal and Long Range Planning. He was also a senior advisor to
Schlumberger from 2010 – 2015. Leo retired from Shell in 2010, having joined the company in 1980 after
acquiring a PhD in Mathematics and Physics.
Leo developed the 3 day course, based on a publication with Oxford University Rafael Ramirez, on scenario
planning and how to link long term global scenarios to a short term innovation strategy
sgd
STRATEGIC INNOVATION IN THE OIL & GAS
R E G I S T R A T I O N F O R M
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ASIA EDGE PTE. LTD.
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