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Why Traditional Risk Management Fails in the Oil and Gas Sectorhot!

31.07.2007

High levels of complexity for capital projects and turnarounds in the oil and gas industries have historically led to some of the highest project losses. The application of traditional risk-models and management principles has proven insufficient to prevent a high rate failure in this sector. Empirical evidence collected for various oil and gas related projects and plant turnarounds suggests risk categories, which, if left insufficiently managed, can lead to severely negative project impacts. This paper presents the most significant risks identified by project and turnaround teams in the oil and gas sector, and presents tools and techniques to improve the effectiveness of risk management.

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Turnaround Performance Excellence – Break the Barriers of Traditional Learninghot!

03.07.2007

Organizational learning is a fundamental attribute that can separate companies that are able to learn and adapt quickly from those that are not.  Traditionally, learning has focused on training from those more expert.  Today's problems, however, are much different from those in the recent past and solving these problems with expert systems has proven to be limiting.  This paper presents a three part overview of the theory and practice of going beyond the bounds of traditional approaches to learning to ensure delivery of turnaround excellence.

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New Best Practice to Deliver Predictably Competitive Turnaround Resultshot!

04.08.2008

In current day business environment where optimistic margins are expressed in single digits, the ability to predictably deliver competitive turnaround performance is essential. With few exceptions, the industry now includes turnarounds as an integral component of the short and long range business planning process. Today’s turnarounds are complex events that require entire plant cooperation and focus and involve work scopes that far exceed the traditional maintenance jobs of the “just do it” era.

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Maximizing Plant Productivityhot!

03.07.2007

Increased project complexity and pressure to improve plant uptime has driven many improvements in the process industry over the past decade.  Some of this improvement is a result of identification and repeated implementation of best practices gathered through benchmarking and incorporated into standardized project management systems.  Although project management technology has greatly improved over the last 10 years, the industry itself face substantial challenges due to a large knowledge gap developing as seasoned professionals retire and take with them decades of knowledge.  This paper will examine how combined project management, risk assessment and asset management tools and methodologies can achieve optimum systems integration capable of addressing every aspect of a project.

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Leveraging Corporate Knowledge to Improve Project Performancehot!

06.06.2007

The petro-chemical industry invests billions annually in new technology, IT solutions and work processes to reduce capital costs, improve cycle time and operability.  Unfortunately, these investments do not always pay off.  An often overlooked area, however, that can yield large benefits at low costs is the development of a corporate wide process that uses internal project experience and transfers that knowledge into new projects.  This paper details how AP-Networks worked with a large petroleum company to help implement and maintain a company wide capital projects database that is central to increased shared learning and improved capital productivity across the company.

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