Strategic Value of Basin Analysis Teams in Exploration – Applications in Ukraine

2021 ◽  
Author(s):  
Bjorn Peter Wygrala ◽  
Ivan Karpenko ◽  
Felipe Rodriguez Monreal
Keyword(s):  
Best Practices ◽  
Basin Analysis ◽  
Donets Basin ◽  
Success Rates ◽  
Team Members ◽  
Industry Standard ◽  
Strategic Value ◽  
Western Ukraine ◽  
Expert Team ◽  
Close Cooperation

Abstract A proven approach in exploration management is to establish multi-disciplinary Basin Analysis (BA) Teams that follow industry best practices and standardized procedures to deliver geologic risk assessments to both management and asset teams. Team members have the ability to provide a combination of specific technical expertise that is used to develop long-term foundation knowledge of basins and plays, but at the same time enables them to react to management and asset team requests for rapid assessments such as block and prospect risking/ranking and investigations of specific geologic challenges. In this paper, we review requirements for the establishment of successful Basin Analysis (BA) teams and provide examples of methodologies, strategies and technical workflows that are being applied to address exploration challenges in the three main exploration target areas in Ukraine, the Western Black Sea (WBS), the Dieper-Donets Basin (DDB) and the Carpathians are in Western Ukraine. For each of these target areas, we provide an example of a BA Team strategy that is followed to address specific exploration challenges. The application of industry standard best practices in exploration by a dedicated expert team and close cooperation with asset and technical teams within the organisation ensures that these engagements will make an important contribution to improve the efficiency and success rates of exploration activities in Ukraine.

Effective Virtual Teams

2011 ◽  
pp. 1272-1278
Author(s):  
D. Sandy Staples ◽  
Ian K. Wong ◽  
Ann-Frances Cameron
Keyword(s):  
Best Practices ◽  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Full Potential ◽  
Success Rates ◽  
Team Members ◽  
Geographically Dispersed ◽  
The Individual ◽  
Collocated Teams

Virtual teams are now being used by many organizations to enhance the productivity of their employees and to bring together a diversity of skills and resources (Gignac, 2005; Majchrzak, Malhotra, Stamps, & Lipnack, 2004), and it has been suggested that this will become the normal way of working in teams in the near future (Jones, Oyund, & Pace, 2005). Virtual teams are groups of individuals who work together from different locations (i.e., are geographically dispersed), work at interdependent tasks, share responsibilities for outcomes, and rely on technology for much of their communication (Cohen & Gibson, 2003). While the use of virtual teams is more common in today’s organization, working in these teams is more complex and challenging than working in traditional, collocated teams (Dewar, 2006), and success rates in virtual teams are low (Goodbody, 2005). This article suggests best practices that organizations and virtual team members can follow to help their virtual teams reach their full potential. In this article, virtual team best practices are identified from three perspectives: organizational best practices, team leadership best practices, and team member best practices. Ideas for best practices were identified from three sources: six case studies of actual virtual teams (Staples, Wong, & Cameron, 2004); the existing literature on virtual teams; and the existing literature on traditional (i.e., collocated) teams and telecommuting (i.e., research on virtual work at the individual level).

Organizing and Managing Data Analytics Teams for Procurement

2020 ◽  
Author(s):  
Benjamin Shao ◽  
Robert D. St. Louis
Keyword(s):  
Best Practices ◽  
Business Strategy ◽  
Data Analytics ◽  
Team Members ◽  
Procurement Process ◽  
Using Data ◽  
And Training ◽  
Different Levels ◽  
The Way

Many companies are forming data analytics teams to put data to work. To enhance procurement practices, chief procurement officers (CPOs) must work effectively with data analytics teams, from hiring and training to managing and utilizing team members. This chapter presents the findings of a study on how CPOs use data analytics teams to support the procurement process. Surveys and interviews indicate companies are exhibiting different levels of maturity in using data analytics, but both the goal of CPOs (i.e., improving performance to support the business strategy) and the way to interact with data analytics teams for achieving that goal are common across companies. However, as data become more reliably available and technologies become more intelligently embedded, the best practices of organizing and managing data analytics teams for procurement will need to be constantly updated.

Constructive Distributed Work: An Integrated Approach to Sustainable Collaboration and Research for Distributed Teams

2021 ◽  
pp. 105065192110214
Author(s):  
Michelle McMullin ◽  
Bradley Dilger
Keyword(s):  
Best Practices ◽  
Team Building ◽  
Three Dimensional ◽  
Integrated Approach ◽  
Interdisciplinary Teams ◽  
Digital Tools ◽  
Distributed Teams ◽  
Distributed Work ◽  
Team Members ◽  
Negative Impacts

Academic work increasingly involves creating digital tools with interdisciplinary teams distributed across institutions and roles. The negative impacts of distributed work are described at length in technical communication scholarship, but such impacts have not yet been realized in collaborative practices. By integrating attention to their core ethical principles, best practices, and work patterns, the authors are developing an ethical, sustainable approach to team building that they call constructive distributed work. This article describes their integrated approach, documents the best practices that guide their research team, and models the three-dimensional thinking that helps them develop sustainable digital tools and ensure the consistent professional development of all team members.

FEATURES OF THE FUNCTIONING OF A PROJECT-ORIENTED ENTERPRISE IN MODERN CONDITIONS

2017 ◽  
Author(s):  
Inna Chaikovska ◽  
Keyword(s):  
Full Time ◽  
Team Members ◽  
Management Standards ◽  
Efficiency And Effectiveness ◽  
Strategic Goals ◽  
Close Cooperation ◽  
Industry Affiliation ◽  
Operational Activities ◽  
Management Approaches ◽  
The Relationship

The paper summarizes the features of the project-oriented enterprise in modern conditions. A model of operation of a project-oriented enterprise has also been built. It is established that each enterprise goes through different stages of its transformation into project-oriented, which must take into account the strategic goals of the enterprise. When transforming into a project- oriented enterprise should take into account the industry affiliation of the enterprise and the peculiarities of its activities. Usually the company has a linear organizational structure, and project-oriented - matrix or project. The main criteria that affect the process of transformation of the enterprise into a project-oriented are knowledge, technology, processes, communications, project management, standards and norms. For a project-oriented enterprise is characterized by both operational (permanent) activities and project (temporary). The relationship between operational and project activities and their interaction depends on the stage of transformation of the enterprise into project-oriented. Different management approaches are used for each activity. Operational activities are performed by full-time employees of the enterprise, who are employees of the company's departments, and project activities - the project team, which may consist of employees of the enterprise, as well as may involve external team members. Operational and project activities should be in close cooperation, which will achieve a positive synergistic effect, which will affect the efficiency and effectiveness of the enterprise, as well as its competitiveness. Innovative development of the enterprise is carried out with the help of implemented projects, and its results have a significant impact on operating activities. The activities of a project-oriented enterprise are closely connected with the external environment. The knowledge management system is the most important component of the process of transforming an enterprise into a project-oriented one.

scholarly journals Cloud Security: Inter-Host Docker Container Communication using Vault Dynamic Secrets

2019 ◽  
Vol 9 (2S) ◽  
pp. 395-401
Keyword(s):  
Best Practices ◽  
Cloud Security ◽  
Simulation Environment ◽  
Monitoring Tool ◽  
Security Vulnerabilities ◽  
Security Issues ◽  
Industry Standard ◽  
Flooding Attacks ◽  
Arp Spoofing

In this paper we attempt to address Inter-Host Docker container communications security issues by incorporating a latest approach provided by Vault Hashicorp dynamic secret mechanism for managing SSH keys and server credentials. A simulation environment is prepared for Inter-Host container communication consisting of one host running locally and the peer host running as an AWS EC2 instance in cloud. Industry standard monitoring tool Grafana is used in the simulation environment to highlight the security impacts for any organization. We also draw special attention to some of the security vulnerabilities in docker container like ARP spoofing, Integrity of the docker host and containers and MAC flooding attacks. We try to list some best practices to be followed when using docker containers in any production deployments.

scholarly journals Rational Unified Process Part-1

2002 ◽  
Vol 1 (1) ◽  
pp. 81-94
Author(s):  
Manoj Tharian
Keyword(s):  
Best Practices ◽  
Software Development ◽  
Unified Modeling Language ◽  
Modeling Language ◽  
Engineering Process ◽  
Unified Modeling ◽  
Industry Standard ◽  
Development Teams ◽  
Software Engineering Process ◽  
Unified Process

This paper presents an overview of the Rational Unified Process. The Rational unified Process is a software engineering process, delivered through a web-enabled, searchable knowledge base. The process enhances team productivity and delivers software best practices via guidelines, templates and tool mentors for all critical software lifecycle activities. The knowledge base allows development teams to gain the full benefits of the industry-standard Unified Modeling Language(UML). The rational Unified Process is a software Engineering Process. It provides a disciplined approach to assigning tasks and responsibilities within development organization. Its goal is to ensure the production of high-quality software that meets the needs of its end-users, within a predictable schedule and budget.[11,13] The rational Unified Process is a process product , developed and maintained by Rational Software. The development team for the Rational Unified Process are working closely with customers, partners, Rational's that the process is continuously updated and improved upon to reflect recent experiences and evolving and proven best practices. The Rational Unified Process is a guide for how to effectively use the Unified modeling Language(UML). The UML is a industry-standard language that allows us to clearly communicate requirements, architectures and designs. The UML is a industry-standard language that allows us to clearly communicate requirements architectures and designs. the UML originally created by Rational Software, and is now maintained by the standards organization Object Management Group(OMG).[4] the Rational Unified Process captures many of the best practices in modern software development in a form that is suitable for a wide range of projects and organizations. Deploying these best practices 3/4 using the Rational Unified Process as your guide 3/4 offers development teams a number of key advantages. In next section, we describe the six fundamental best practices of the Rational Unified Process. The Rational Unified Process describes how to effectively deploy commercially proven approaches to software development for software development teams. These are called "best practices" not so much because you can precisely quantify their value, but rather, because they are observed to be commonly used in industry by successful organizations.

Best Practices for Virtual Team Effectiveness

Virtual Teams ◽  
2011 ◽  
pp. 160-185 ◽  
Author(s):  
D. Sandy Staples ◽  
Ian K. Wong ◽  
Ann Frances Cameron
Keyword(s):  
Best Practices ◽  
Empirical Evidence ◽  
Case Studies ◽  
Virtual Teams ◽  
Team Effectiveness ◽  
Virtual Team ◽  
Research Directions ◽  
Team Members

The purpose of this chapter is to improve the understanding of what makes virtual teams effective. This is done by identifying the best practices for individual team members, the best practices for leaders and sponsors of virtual teams, and the best practices for the organizations that the virtual teams are a part of. Best practices in these categories were identified from: (1) empirical evidence from case studies of six existing virtual teams; (2) the existing literature related to virtual teams; and, (3) traditional team (i.e., collocated) and telework literature. The chapter concludes with implications for organizations and potential research directions.

Problem-Solving Manager

2022 ◽  
pp. 234-254
Keyword(s):  
Problem Solving ◽  
Best Practices ◽  
Lessons Learned ◽  
Team Members ◽  
The Past ◽  
Innovative Learning ◽  
Flow Charts ◽  
Additional Role

The Problem-Solving Manager makes the approved best practices available across the organization. This chapter presents the flow charts and pseudo-code for developing the Problem-Solving Manager. This chapter also shows that this additional role for the Problem-Solving Manager enables an innovative learning (iLearning) organization. Innovative learning begins with all team members having access to the same knowledge for the current “best way” of solving a problem. This knowledge is where the lessons learned from the past meet the best thinking of the present to learn how to do things better – innovative learning.

Evaluation of a Semi-Quantitative CO2 Monitor with Pulse Oximetry for Prehospital Endotracheal Tube Placement and Management

2002 ◽  
Vol 17 (1) ◽  
pp. 38-41 ◽  
Author(s):  
Shawn George ◽  
Andrew J. Macnab
Keyword(s):  
Endotracheal Tube ◽  
Life Support ◽  
Advanced Life Support ◽  
Tube Placement ◽  
Success Rates ◽  
Team Members ◽  
Endotracheal Tube Placement ◽  
Alarm Features ◽  
The One ◽  
End Tidal

AbstractObjective:To evaluate three prototype versions of semi-quantitative end-tidal CO2 monitors with different alarm features during prehospital or inter-facility use.Methods:Subjects were 43 adult, non-pregnant patients requiring intubation, or who already were intubated and required transport. Teams at one AirEvac and seven Advanced Life Support (ALS) paramedic stations were trained in the use of the monitors. Team members at each station evaluated each model for eight days. Participants completed questionnaires following each use.Results:The monitors performed properly in all cases, but in one case, vomit in the airway adapter tube prevented obtaining a readout. The monitors aided management in 40 of 43 cases (93%); in one, the monitor reading was reported as variable (between 20 and 30 mmHg) although the teams knew the monitors were semi-quantitative; in another, the monitor was not required, but performed properly; and the third was the one in which vomit in the tube prevented a reading. In 26 of 43 cases (60.4%), the monitor was used to confirm endotracheal tube placement (there were no instances of incorrect placement). In all cases, the devices were used to monitor respiration and oxygen saturation. Alarms were audible in the environment, but only preferred in the AirEvac situation. The “breath beep” feature was useful, particularly in patients in whom chest movements during respiration were difficult to observe.Conclusions:“Breath beeps” were clearly audible and were a useful feature in all prehospital and transport environments, while audible alarms were desired only in the AirEvac situation. Semi-quantitative CO2 detection is valuable in the ALS/AirEvac environment, even for teams with high intubation success rates.

scholarly journals ICA contribution to the development of international standards of competence for nautical cartographers

2018 ◽  
Vol 1 ◽  
pp. 1-6
Author(s):  
Ron Furness ◽  
Lysandros Tsoulos
Keyword(s):  
Best Practices ◽  
Minimum Degree ◽  
Short Form ◽  
Theoretical Background ◽  
Theory And Practice ◽  
International Standards ◽  
Professional Competency ◽  
Close Cooperation ◽  
Hydrographic Surveying

All professions face challenges as how best to ensure the achievement and continuance of the highest standards as they seek to determine and promulgate best practices. In the essentially linked professions of hydrographic surveying and nautical cartography these challenges become immediately international in their impacts and require close cooperation between the professional bodies representing surveyors, hydrographers and cartographers. The Standards of Competence for Nautical Cartographers are known in short form as S-8 and they describe the minimum required competencies for nautical cartographers. They indicate the minimum degree of knowledge and experience considered necessary for nautical cartographers and provide a set of programme outlines against which the FIG/IHO/ICA International Board on Standards of Competence for Hydrographic Surveyors and Nautical Cartographers may evaluate programmes submitted for recognition. The Standards recognize two levels of competence: Cate- gory A and Category B. In nautical charting communities, Category A programmes offer levels of comprehensive and broad-based knowledge in all aspects of the theory and practice of nautical cartography. Category B programmes provide a level of practical comprehension, along with the essential theoretical background, necessary for individuals to carry out the various nautical cartography tasks. The Standards have recently undergone complete review and should be ratified during 2017/18. This paper aims to bring the existence and aims of the Standards to the wider notice of ICA members and to describe the philosophy and aims of the review in meeting the professional competency needs of the nautical cartographic community.

Sign in / Sign up

Export Citation Format

Share Document