Risk management
As drilling operations become increasingly digital, computer vision is emerging as a continuous safety layer that complements, not replaces, established safety practices. The challenge is no longer whether artificial intelligence can detect hazards, but how operators should deploy, integrate, and govern these systems to improve safety without adding operational comple…
This article from the SPE Integrated Reservoir Management Technical Section (IRMTS) addresses decisions that look stronger than they are and take longer to implement than the reservoir can afford.
This paper explores how artificial intelligence (AI), cognitive models, and integrated digital tools can transform readiness from periodic drills into a continuous, measurable capability.
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The US re-imposing sanctions on Iran has prompted Total to consider dropping its stake in a project designed to bolster output from the world’s largest gas field. -
The influx-management-envelope (IME) concept is an advanced, innovative way to assess influx conditions in managed-pressure-drilling (MPD) operations, offering an improved tool for the decision-making process.
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Indy Chakrabarti, senior vice president of product management and strategy at Emerson Automation Solutions talks about developments in software solutions for the oil and gas industry.
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Operators, vendors, academics, and government officials offered an abundance of views and recommendations on cyber-threats to the industry during the American Petroleum Institute’s recent Cybersecurity Conference.
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At a recent global meeting of operations research and management sciences professionals in Houston, an ExxonMobil research executive stressed the importance of optimization and data analytics to company operations.
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Safety risks of drilling operations are widespread, with potentially significant consequences. Managing these safety risks is key, and intelligent safety risk software can help.
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Many of the biggest players in the industry—particularly the majors—have adapted their portfolios for “lower for longer” and are once again sanctioning big projects. While we are not back to the heady days of 2010–2014, we have left behind the dark days of 2015–2016.
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Sizing a person’s “operating box” for making decisions and taking actions to make room for ingenuity and affordable mistakes provides opportunities for his and the organization’s learning. Which factors affect the resizing of the box and how can the limits be adjusted to encourage continued growth?
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The average project loses 22% expected net present value at authorization, and only 60% of projects meet all their business objectives once they are completed. Executives can do a lot to increase capital project effectiveness by being committed to the stage-gate process.
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This paper introduces dynamic risk modeling and reports on a 2016 proof-of-concept demonstration of the emergent capability.
