An Introduction of Drilling Data Space

2021 ◽  
Author(s):  
Ioan-Alexandru Merciu ◽  
Halvor Kjørholt
Keyword(s):  
Risk Management ◽  
Scale Up ◽  
Point Of View ◽  
Virtual Space ◽  
Multidisciplinary Teams ◽  
Data Space ◽  
Drilling Data ◽  
Other Information ◽  
Well Trajectory ◽  
Past Experiences

Abstract Traditional well planning and drilling risk management requires revisiting past experiences for a given drilling volume and it is expected that new well project evaluation requires multidisciplinary teams and plurality of data usage and access. To date, there is little integration of drilling data and mud logs into decisional data space used for well planning. Integration of drilling data and mud logs into models used for well planning allows for the data to be analyzed and used for evaluation in order to answer questions such as: will we encounter stringers? What is the expected ROP during the project? How can I de- risk the project in planning phase? We have developed a methodology to allow well planning and associated subsurface models to be created in geo-referenced drilling data space. At the heart, the method requires to build the static subsurface model using historical well trajectory, drilling data and mud log data. From this point of view the subsurface mathematical data space becomes pure drilling space where first the drilling data will populate the virtual space coordinates, allowing all otherwise standard 3D interpolation and intersect techniques to be used. Our approach provides flexibility and completeness for the data distribution as all the wells have past recorded drilling data while other sources of data may be very sparse such in the case of petrophysical or seismic data. We have tested this approach on data from one field and the methodology is robust for using historical data to populate the model and plan new wells. Using driller definitions, we have built an expedite method to detect stringers and match the new observations with sub-seismic events and petrophysical evaluations. The potential application of this method beyond what we have tested is the possibility for scale up and perform rapid comparative exercise with other information and data sets. Sources of uncertainty and possible propagation of such through drilling data space is briefly introduced. Having a historical database of drilling data in geo-referenced space gives confidence to well planning, helps the drilling team to get updated drilling information and perform risk management prior to drilling.

Organizational Culture in the Focus of Improving Risk Management in the Enterprise

2020 ◽  
Vol 17 (4) ◽  
pp. 86-95
Author(s):  
R. M. Kachalov ◽  
Yu. A. Sleptsova
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Point Of View ◽  
Economic Risk ◽  
Management Activity ◽  
Economic Agents ◽  
Cultural Aspects ◽  
Industrial Enterprises ◽  
Operational Theory ◽  
Stable Forms

The article considers the manifestations of the phenomenon of economic risk in the socioeconomic ecosystems of industrial enterprises, examines and differentiates the pragmatic and cultural aspects of the concept of "economic risk management". In terms of methodology, the study is based on the operational theory of risk management, and also uses tools to describe the organizational culture of risk management. Pragmatic and cultural differences in the characteristics of economic risk are identified at the level of stable forms of management activity with the involvement of the main provisions of the operational theory of risk management. The phenomenon of risk is considered in the ontological space as an artificial category of activity of industrial enterprises and other economic agents that form a socio-economic ecosystem. This phenomenon is studied as a specific form of social communication associated with the desire to assess the uncertain future in the present time, mainly from the point of view of analysis and management of the level of economic risk in the enterprise.

Recombinant Protein Production in Microalgae: Emerging Trends

2020 ◽  
Vol 27 (2) ◽  
pp. 105-110 ◽  
Author(s):  
Niaz Ahmad ◽  
Muhammad Aamer Mehmood ◽  
Sana Malik
Keyword(s):  
Chloroplast Genome ◽  
Recombinant Proteins ◽  
Large Scale ◽  
Higher Plants ◽  
Scale Up ◽  
Chloroplast Transformation ◽  
Point Of View ◽  
Nuclear Transformation ◽  
Scale Production ◽  
Algal Chloroplast

: In recent years, microalgae have emerged as an alternative platform for large-scale production of recombinant proteins for different commercial applications. As a production platform, it has several advantages, including rapid growth, easily scale up and ability to grow with or without the external carbon source. Genetic transformation of several species has been established. Of these, Chlamydomonas reinhardtii has become significantly attractive for its potential to express foreign proteins inexpensively. All its three genomes – nuclear, mitochondrial and chloroplastic – have been sequenced. As a result, a wealth of information about its genetic machinery, protein expression mechanism (transcription, translation and post-translational modifications) is available. Over the years, various molecular tools have been developed for the manipulation of all these genomes. Various studies show that the transformation of the chloroplast genome has several advantages over nuclear transformation from the biopharming point of view. According to a recent survey, over 100 recombinant proteins have been expressed in algal chloroplasts. However, the expression levels achieved in the algal chloroplast genome are generally lower compared to the chloroplasts of higher plants. Work is therefore needed to make the algal chloroplast transformation commercially competitive. In this review, we discuss some examples from the algal research, which could play their role in making algal chloroplast commercially successful.

Risk management and healthcare safety: Ten years of experience at the Vienna General Hospital

2018 ◽  
Vol 23 (6) ◽  
pp. 265-268 ◽  
Author(s):  
Leopold-Michael Marzi
Keyword(s):  
Risk Management ◽  
General Hospital ◽  
Health Professionals ◽  
Point Of View ◽  
Positive Trend ◽  
The People ◽  
Insurance Group ◽  
Vienna General Hospital ◽  
Family Contact ◽  
Preceding Communication

We should use the word “Health Care Safety” instead of “Patient Safety,” because in cases of malpractice the people who are in charge of treatment of patients can be “second victims.” The typical damage case occurs to an above-average employee in a risk-prone discipline after working in the job for 20 years often between Friday afternoon and Sunday more often in the months of January, March or July due to a preceding communication error and a missing assertiveness of a person who is involved in the case. Very often, health professionals do not know how to react in case of malpractice or emergency from a legal point of view. The patient or his family contact a lawyer immediately, but who helps the health professionals to cope with the case? The Vienna General Hospital (VGH) is one of the biggest in the world. In 1999, the project “Risk Management” was initiated by the Legal Department. The aim at this time was: “Minus 50% concerning cases and more than 50% less costs in the next ten years (2000–2010).” In 2010, the aim was reached and the positive trend is still continuing, but how did it work? The VGH in cooperation with the Vienna Insurance Group created a complete new form of quick help in case of emergency: the so-called “Legal Emergency Kit.” It represents a handy plastic case on which a paragraph is stamped. A special checklist tells what to do in case of legal emergency. The legal practitioner of the VGH can be called at any time via mobile phone. The malpractice cases are analysed in a retrospective damage analysis, which helps to avoid errors and damages in the future.

scholarly journals Meters of Ukrainian children's choral art: Eleonora Vinogradova (on the occasion of the 90th anniversary)

2021 ◽  
Author(s):  
Svitlana Shcherbiі
Keyword(s):  
Point Of View ◽  
Historical Period ◽  
Creative Activity ◽  
Musical Culture ◽  
Choral Conductor ◽  
Other Information ◽  
Archival Documents ◽  
Biographical Approach ◽  
Basic Ideas ◽  
First Time

The purpose of the article is to analyze the creative activity of the outstanding representative of the national choral culture Eleonora Vinogradova. To substantiate the importance of the choral conductor's personality and its influence on the formation of modern children's choral performance. To outline the multifaceted activity of E. Vinogradova as a choral conductor, teacher, music, and public figure in the context of active universalism. Understand that the biography of a creative person is an expression of the most typical features of the era, its basic ideas, and is a reflection of historical and socio-cultural events. Methodology. Features of the biographical approach allow us to explore the artist's biography as a way of reconstructing the cultural-historical concept. A systematic chronological approach is being implemented. The scientific novelty lies in the expediency of research and replenishment of new facts of E. Vinogradova's biography from the point of view of the development of choral culture. An attempt was made to recreate for the first time, full of selfless work, the creative path of the artist with an awareness of the essential characteristics of a particular historical period, its culture. Conclusions. According to archival documents and other information sources, the process of formation and formation of professional principles, as well as stylistic features of E. Vinogradova's creative activity is analyzed. The leading sphere of creative activity is defined, namely, the activity of the choral conductor. It is emphasized that the outstanding choral conductor and teacher, the representative of the Kyiv conducting and choral school Eleonora Vinogradova is an active participant of the Ukrainian artistic life with high professional potential. The high cultural potential of the universal creative personality of the conductor-teacher in the processes of formation and development of the national musical culture is proved.

scholarly journals RISK MANAGEMENT IN CUSTOMS CONTROL

2021 ◽  
Author(s):  
Anastasiia Artomova
Keyword(s):  
Risk Management ◽  
Management System ◽  
Point Of View ◽  
Main Task ◽  
Risk Management System ◽  
Management Processes ◽  
Risk Management Process ◽  
Structured System ◽  
Risk Zones ◽  
Systematic Identification

The article discusses the features of implementation a risk management system in the framework of customs control. The relevance of the problems under consideration is due to the fact that the activities of customs authorities in practice, like no other area, are directly related to various risk zones. The main task of the customs authorities is very closely intertwined with the goals of risk management. This is a systematic identification and, most importantly, prevention and leveling of risks and threats arising in various fields of activity at any stage of crossing the customs border. Customs activity in the risk management system is not only a process of identifying risks, but also a way of thinking, without which the customs authorities may not react to various situations and provide for the necessary initiatives, and this process is usually called “risk analysis”. Of particular interest in this vein is the construction of a structured system by the risk management process. This is due to the need for a clear passage of all stages of customs control of goods when crossing the customs border while meeting all standards. The unification of such a process is necessary. Clarifies the concept of risk management in relation to the customs control system from an operational and practical point of view. The article considers such elements of the risk management system as: statistics, implementation of the risk management system in various countries, the advantages of customs risk management, the process of risk management in customs control. Particular attention is paid to the benefits of customs risk management. The elements of the risk management system are highlighted; the effectiveness of risk management in customs control is assessed. Analyzed the problems of the risk management system in customs control. Particular attention is paid to the advantages of customs risk management, which are classified according to the following criteria: achievement of the organization’s goals; improved management processes; improved public and business profile. Proposals for improving the risk management system in customs control are presented.

The Gay Oral History Project in Zimbabwe: Black Empowerment, Human Rights, and the Research Process

1999 ◽  
Vol 26 ◽  
pp. 25-41 ◽  
Author(s):  
Marc Epprecht
Keyword(s):  
Human Rights ◽  
Research Process ◽  
Point Of View ◽  
Historical Research ◽  
Controversial Issues ◽  
Human Right ◽  
Men And Women ◽  
Community Activists ◽  
Other Information ◽  
Black Empowerment

This paper discusses an attempt to apply historical research directly to the development of a culture of human rights and democracy in Zimbabwe. The research concerns sensitive and controversial issues around sexuality, race, and nationalism that are important in and of themselves. What I would like to argue here, however, is that the method used to design and carry out the research project is at least as interesting. This holds true from the point of view of both professional historians like myself and community activists—two perspectives that are often difficult to reconcile in practice. In this project, “ivory tower” and “grassroots” are brought together in a mutually enriching relationship that offers an alternative model to the methods that currently predominate in the production of historical knowledge in southern Africa.Gays and Lesbians of Zimbabwe (GALZ) is a non-government organization that was founded in 1990. It provides counseling, legal and other support services to men and women struggling with issues of sexuality. It also strives to promote a politics in Zimbabwe that would embrace sexual orientation as a human right. Toward the latter goal it has lobbied government for changes to current laws that discriminate against homosexuals and which expose gay men and women to extortion (so far, in vain). With somewhat more success, it has lobbied the police directly to raise awareness of the extortion issue. GALZ also publishes pamphlets, a newsletter, and other information designed to educate Zimbabweans in general about homosexuality and homophobia. Through these efforts it seeks to challenge popular stereotypes of homosexuals as Westernized perverts who spread diseases and corrupt children. One recent publication included detailed historical research that showed how homosexual practices—including loving and mutual homosexual relationships—have been indigenous to the country throughout recorded history, and probably from time immemorial.

THE RESPONSIBILITY FOR RISK MANAGEMENT IN THE SLOVAK SMEs FROM THE POINT OF VIEW OF THE HUMAN RESOURCES IN THE PERIOD OF QUALITATIVE ECONOMIC CHANGES

2020 ◽  
Vol Vol. 36 (No. 2) ◽  
pp. 71-77
Author(s):  
Katarina Haviernikova ◽  
Janka Betakova
Keyword(s):  
Risk Management ◽  
Negative Impact ◽  
Fundamental Problem ◽  
Developed Countries ◽  
Point Of View ◽  
Economic Environment ◽  
Negative Effects ◽  
Chi Square ◽  
Size Category ◽  
Wide Range

Small and medium-sized enterprises (SMEs) in developed countries represent an important part of their economic environment. They belong to accelerators of economic development in regions and countries. One of the specifications of SMEs is that they allow people to learn to use their own entrepreneurial skills. Thus, the success of SMEs depends on the skills of the person who is responsible for business management in the enterprise. Without skilled and competent managers no activity will be performed effectively. The development and changes in the economic environment, in which SMEs operate, cause the various reversals connected with uncertainty and the resulting risks. A competent person (owner/manager) in SME will need to anticipate these risks and develop appropriate mitigation and strategies for them. The owner/manager of SME should consider the fact, that there could be deviations in the realization process against the planned goal. This deviation presents the risk and the representative of SME should know, how it is possible to manage this risk. It means to reduce its negative impact. The lack of knowledge is a fundamental problem in the failure of most initiatives in the SMEs and the lack of experience can become a major risk to business survival. The goal of owners/managers in SMEs should be to reduce the possible errors and risks in that way that the SME gets into a situation in which it can anticipate changes, and it is able to respond to them and exploit them to their advantage. Each SME is unique and the risk may occur differently in comparison with other SMEs. Risk management and mitigation of risk are important to ensure the security of the company and its continuous development. The risk management in SMEs is perceived as a means of the improvement of SMEs’ success in their activities, due to the fact, that in most cases the unpredictable situations represent a serious loss-making exposure for the SMEs business sector which leads to the loss. For those SMEs whose capital base is insufficient, they can have catastrophic consequences in the case of realized activities, and they can lead to financial losses and subsequently to possible bankruptcy. For this reason, risk management is a prerequisite for minimization of the negative effects of unexpected situations. Still, a lot of SMEs rarely carry out process-related activities risk management. It is affected by limited resources (financial, human), which SMEs have, and which process risk management. There is a wide range of studies focused on risk management in SMEs, but only several of them are focused currently on the responsibility for risk management. This paper contributes to the dissemination of knowledge about the responsibility for risk management in SMEs and provides wider analysis in ways of responsibility for it. To reach the main of the paper, questionnaire surveys among 1018 Slovak SMEs were conducted. We compared the responsibility for risk management in SMEs between two groups of SMEs – technological and tourism from the point of view of sized category, and regional of SMEs. For the evaluation of differences and dependencies among three groups of respondents’ answers, according to their size category, economic branch in which they operate, and regional location, the Chi-square test was used. The associations among respondents’ answers were evaluated through Cramer’s V. The results showed the differences in responsibility for risk management among Slovak SMEs. The results of this study may provide implications for subsequent research focused on responsibility for risk management in the wider context.

Problem Solving and Risk Management Methodology

2021 ◽  
pp. 378-395
Author(s):  
Esmeralda Andrade Hernández ◽  
Gregorio Fernández-Lambert ◽  
David Lara Alabazares ◽  
Yesica Mayett Moreno ◽  
Laurent Geneste
Keyword(s):  
Risk Management ◽  
Problem Solving ◽  
Knowledge Base ◽  
Continuous Improvement ◽  
Management Problem ◽  
Current Event ◽  
The Past ◽  
Risk Management Methodology ◽  
Past Experiences ◽  
A Current

Intending to lead organizations to continuous improvement, this chapter proposes a methodology that involves three axes: risk management, problem- solving, and feedback experience. This methodology allows organizations to characterize the experiences they have already confronted, as well as new experiences (which can be risks or problems) with the use of taxonomies established by the organization. It also enables them to capitalize and exploit their knowledge base. This work proposes a best-use approach of the past experiences that are similar to a current event and facilitate their treatment and provide solutions. The authors take the feedback as a point of articulation between the two methodologies because it is a mechanism that offers knowledge where it can be found that the organizations must avoid and take advantage of.

Information in the Situation

2012 ◽  
pp. 31-60
Keyword(s):  
Point Of View ◽  
Raw Material ◽  
Information Element ◽  
Ideal Form ◽  
The World ◽  
Other Information

Although in an ideal form the information in the world would not involve people, in reality, it has no meaning without people observing and interacting with it. There is a widespread myth (a positivistic view) that information is something in the world that does not depend on people’s point of view and that it is independent of the situation in which it occurs. But information never has fixed significance. The available data is simply the raw material that must be processed. Any particular information element gains significance only from its relationship to other information in the context in which it occurs (Woods, Patterson, & Roth, 2002). However, this chapter tries to minimize those interaction and interpretation aspects, deferring those for the later parts of the book. Instead, it concentrates on the issues of the information in the situation before it gets mentally processed.

Strategies For The New Economy And Dynamic Competitive Environment

2011 ◽  
pp. 158-188
Author(s):  
Tamio Shimizu ◽  
Marley Monteiro de Carvalho ◽  
Fernando Jose Barbin
Keyword(s):  
Market Competition ◽  
Initial Period ◽  
New Economy ◽  
Organizational Structures ◽  
Virtual Space ◽  
The Internet ◽  
Economic Activities ◽  
New Organizational Forms ◽  
Other Information ◽  
New Business

The so-called “New Economy” has expanded market competition to a world scale — no longer is it local or regional. Thus, decisions which are made or events that occur in one part of the planet can have repercussions for the rest of the world. In addition, the interrelationships between companies can involve actors who are very far away from each other. Information Technology (IT) is seen as the factor that has made this worldwide integration possible, along with the creation of new business strategies, new organizational structures, and new modes of relationship among companies and between business and consumers (Laurindoet al., 2003; Laurindo et al., 2001). The Internet is the IT application with highest visibility, since it provides the infrastructure for developing strategic IT applications, of which e-business and e-commerce are the most outstanding (Evans & Wuster, 1997; Frontini, 1999). This has given rise to virtual organizations, the companies whose activities are exclusively on the Internet, while simultaneously, traditional businesses have become active on the web. New forms of association and relationships in business have also come into being. IT makes a new form of integration viable: virtual integration, which has become a strong alternative to vertical integration, which is losing its potential as a source of competitive advantage, according to Venkatraman and Henderson (1998). After the initial period during which many innovative initiatives appeared and then disappeared, the need for a well-defined strategy became clear. Early interest in business to consumer (B2C) shifted to an interest in business-to-business (B2B), where large companies explored the features of this new and powerful tool. In Porter’s (2001) opinion, while the Internet is the best IT platform developed to date to reinforce a distinctive strategy, businesses have committed many errors in utilizing it, because they lack a strategic vision. Further, he argues that the founding principles of traditional strategy are necessary to the success of companies that use the Internet. He does not believe in a “New Economy” or the revolutionary nature of the Internet. In turn, other authors such as Tapscott (2001) see in the Internet an agent that ruptures economic activities, to the point that strategy must be revised totally. With this scenario in mind, it is important to understand these concepts and paths for strategy in the midst of this turbulent environment and in virtual space, so that the entire potential of the Interest can yield new organizational forms, both intra and extra-company.

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