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October 2015 Newletter

- Virtual Services launched
- Is Dead Data wasting money and opportunity?
- Advanced Methodologies for Effective Well Cost Management

January 2015 Newsletter

- Is your drilling and completion organization aligned through effective organization architecture?
- Do Managers Ask the Right Questions?

October 2014 Newsletter

- Publication Update
- Events Update
- Oil Price Drop - Time to Deliver Value & Differentiate
- Drilling Systems Automation Roadmap - Progress Update

July 2013 Newsletter

- Publication Update
- Event Update
- Drilling Systems Automation Roadmap
- Product Development Process
- The Driller in the Loop Dilemma

March 2012 Newsletter

- Publication Updates
- The Formula 1 Racing / Drilling Systems Analogy
- The Great Rig Race - it already started

October 2011 Newsletter

- Drilling system automation
- Can lean manufacturing be applied to all business process types?
- To be or not to be a General Contractor

August 2011 Newsletter

- Business Process Distinction is Critical to Applying Correct Drivers for Operations Performance
- Engineering Variances
How they affect Manufacturing and Construction

Notes - On the Fly

January 2011 Edition

This edition covers:
- Drilling Systems Automation on Tipping Point
- Manufactured Well™ - a wave of the future
- Business Stage Distinction - a necessity for start ups

January 2006 Edition

This edition covers:
-- Standardization - a source of cost reduction and performance improvement
- Higher and Lower Oil and Gas Prices - the need for Scenario planning.
-- Performance Improvement - what about office processes?

December 2004 Edition

This edition covers:
-- Five years into the new millennium - what comes next?
-- Can Lean Management improve your organization's performance?
-- Will the oil price rise or fall? - yes it will!

August 2004 Edition

This edition covers:
-- How can major oil companies grow organically?
-- Is Lean Manufacturing just another form of cost cutting?
-- Can Lean Manufacturing techniques improve maintenance performance?
-- Where in the world are we heading?

March 2004 Edition

This edition covers:
- More oilfield service mergers on the way?
- Personnel shortages overstated?
- Are engineers relying too much on black boxes?


Understanding and Managing Uncertainty in Projects

Uncertainty is something that is partially or completely unknown. It is similar to but subtly different from risk. A risk is the possibility that something can go wrong that interferes with completion of the project. The extent of risks can often be estimated based on past experience since knowledge about the risks resides with the team. Uncertainties, on the other hand, often fall outside the realm of past experience, which makes them more challenging to estimate. Risks can often be mitigated through additional or special processes. Uncertainties must be managed when they arise

The New Frontier - Achieving Competitive Advantage through Knowledge Management and Innovation in th

Knowledge management (KM) is one of the biggest buzzwords in industry today, second only to globalization. Many users often flaw introduction of this concept for increasing organizational performance due to a poor understanding of what it is, why it is important, why it is necessary, and how it will benefit them. Significant benefits to the value of a business await those who are able to implement knowledge management within their companies in such a way that it becomes a competency with which they are able to differentiate themselves and gain a competitive advantage.
This three part series of reviews discusses how to successfully implement Knowledge Management.

Best Practices In Project Management

A two day course delivered by John de Wardt in Singapore on July 24th and 25th.
This course is now available to any client, it is described in the linked article. It is designed to provide you with the tools to enhance the performance of your projects based on best practices.

Achieving World Class Project Performance

Is there room for improvement in the practices for planning and executing upstream oil and gas projects? Panelists from major oil companies, key suppliers and project management companies stated a resounding "Yes" to this question at the 2002 Offshore Technology Conference. They specifically cited stakeholder alignment, operator / contractor interfaces, definition of the operators role, the operators project organization and risk management as areas requiring significant attention.
A three pronged approach is recommended to consistently deliver best in class performance - Lean Management techniques to achieve stakeholder alignment to a performance objective, Project Management methods to guide the organization through planning / execution and Strategy Implementation to achieve buy in across the whole organization.

Managing Uncertainty In Large, Integrated Projects - it is just not happening!

Capital construction projects have historically been based on very deterministic design parameters. In the oil industry, this required a significant phase of discovery and appraisal to determine the parameters that define the design of large projects. The recent trend of accelerating projects has reduced the time available to determine these parameters and thus significant uncertainty exists as designs are made. Traditional capital design processes have not been adjusted to take account of this change and teams struggle to rationalize their old processes without understanding the impact of these uncertainties. Correctly managing uncertainty will lead to benefits.