scholarly journals Economic Impact and Risk Assessment of Sand and Dust Storms (SDS) on the Oil and Gas Industry in Kuwait

2019 ◽  
Vol 11 (1) ◽  
pp. 200 ◽  
Author(s):  
Ali Al-Hemoud ◽  
Ali Al-Dousari ◽  
Raafat Misak ◽  
Mane Al-Sudairawi ◽  
Adil Naseeb ◽  
...  
Keyword(s):  
Risk Assessment ◽  
Project Management ◽  
Economic Impact ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Dust Storms ◽  
Economic Losses ◽  
Gas Industry ◽  
Sand Encroachment ◽  
Damaging Effects

There is a lack of published research on the economic effect and the risk associated with sand and dust storms (SDS) worldwide. The objectives of this study are to estimate the economic impact of SDS on the oil and gas industry in Kuwait, to estimate a risk index for each loss, and to recommend a sustainable system for the mitigation of the damaging effects and economic losses of infrastructures. Hot spots of wind erosion, wind corridors, and dust frequency and severity formed the basis to locate the most susceptible oil and gas fields and operations. Ten sectors with potential loss vulnerabilities were evaluated: exploration, drilling, production, gas, marine, soil remediation, project management, water handling, maintenance, and research and development. Sand encroachment, although not a sector per se, was also considered. The results indicate that sand, and to lesser extent dust, are damaging and costly to the oil and gas infrastructure of Kuwait, with an economic cost estimation of US$9.36 million, a total of 5159 nonproductive lost hours, and 347,310 m3 of annual sand removal. A risk assessment identified three sectors with the highest risk indices (RI): drilling (RI = 25), project management (RI = 20), and maintenance (RI = 16). Sand encroachment also constituted a high risk (RI = 25). Mitigation of sand storms using a hybrid biological–mechanical system was shown to be cost-effective with an equivalent saving of 4.6 years of sand encroachment. The hazard implications of sand storm events continue to be a major concern for policy-makers given their detrimental economic impacts, and require that government officials wisely allocate investment budgets to effectively control and mitigate their damaging effects.

Economic Impact of the Permian Basin’s Oil and Gas Industry

2015 ◽  
pp. 21-64 ◽  
Author(s):  
Bradley Ewing ◽  
Marshall Watson ◽  
Terry McInturff ◽  
Russell McInturff
Keyword(s):  
Economic Impact ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry

A conceptual model for project management of exploration and production in the oil and gas industry: The case of a Brazilian company

2013 ◽  
Vol 31 (4) ◽  
pp. 589-601 ◽  
Author(s):  
Jesus Leodaly Salazar-Aramayo ◽  
Roseane Rodrigues-da-Silveira ◽  
Mariana Rodrigues-de-Almeida ◽  
Tereza Neuma de Castro-Dantas
Keyword(s):  
Project Management ◽  
Conceptual Model ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Exploration And Production

RAM analysis of dynamic positioning system: An approach taking into account uncertainties and criticality equipment ratings

2021 ◽  
pp. 1748006X2110518
Author(s):  
Maria V Clavijo ◽  
Adriana M Schleder ◽  
Enrique Lopez Droguett ◽  
Marcelo R Martins
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Economic Losses ◽  
Gas Industry ◽  
Dynamic Positioning System ◽  
Failure Data ◽  
Total Failure ◽  
Drilling Operations ◽  
Maintainability Analysis ◽  
Ram Analysis

Currently, a Dynamic Position (DP) System is commonly used for offshore operations. However, DP failures may generate environmental and economic losses; thus, this paper presents the Reliability, Availability and Maintainability (RAM) analysis for two different generations of DP system (DP2 and DP3) used in drilling operations. In addition to the RAM analysis, the approach proposed herein considers the uncertainties present in the equipment failure data and provides more information about criticality equipment ratings and probability density functions (pdf) of the repair times. The reliability analysis shows that, for 3 months of operation, the total failure probability of the DP2 system is 1.52% whereas this probability for the DP3 system is only 0.16%. The results reveal that the bus-bar is the most critical equipment of the DP2 system, whereas the wind sensor represents the priority equipment in the DP3 system. Using 90% confidence level, each DP configuration was evaluated for a 1-year operation, finding a reliability mean equal to 70.39% and 86.77% for the DP2 system and the DP3 system, respectively. The DP2 system asymptotic availability tends to present a constant value of 99.98% whereas for the DP3 system, it tends to be 99.99%. Finally, the maintainability analysis allows concluding that the mean time for system repair is expected to be 3.6 h. This paper presents a logical pathway for analysts, operators, and reliability engineers of the oil and gas industry.

The Impact of Project Management Methodologies on Project Success

2019 ◽  
pp. 418-437
Author(s):  
Hazem Abdulla ◽  
Mukhtar Alhashimi ◽  
Allam Mohammed Hamdan
Keyword(s):  
Project Management ◽  
Oil And Gas ◽  
Project Success ◽  
Qualitative Interviews ◽  
Oil And Gas Industry ◽  
Success Rates ◽  
Gas Industry ◽  
Survey Responses ◽  
The Impact ◽  
Over Time

This study assessed the impact of project management methodologies (PMMs) on project success in the oil and gas industry in the Kingdom of Bahrain. It also explored the different project methodologies used along with their strengths and weaknesses. Quantitative approach with the support of qualitative interviews was used to achieve the objectives of this research. A total of 95 survey responses were received and 17 interviews were conducted. Projects in the oil and gas industry are more about safety than speed, and hence, the use of comprehensive methodologies and applying the relevant methodology elements are important for oil and gas projects. Furthermore, the companies in the oil and gas industry in Bahrain have to pay more attention to their project management methodologies and get it evolved and improved over time to achieve higher project success rates.

ENVIRONMENTAL RISK MANAGEMENT: A PROPOSED SCHEME

1997 ◽  
Vol 37 (1) ◽  
pp. 714
Author(s):  
H.B. Goff ◽  
R.K. Steedman
Keyword(s):  
Risk Assessment ◽  
Risk Management ◽  
Environmental Risk ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Transport Processes ◽  
Assessment Process ◽  
Gas Industry ◽  
Environmental Risk Management ◽  
The Impact

Environmental risk assessment is becoming an increasingly important factor in the assessment process for new projects. The oil and gas industry is familiar with assessing and managing risks from a wide range of sources. In particular, risk assessment and management is fundamental to the evaluation and implementation of Safety cases. Risk assessment is essential in valuing exploration acreage. Various industry and government risk management standards and criteria have been developed for public and occupational health and safety.This paper examines the extension of these approaches to environmental risk management for the offshore oil and gas industry and proposes a conceptual management scheme.We regard risk as the probability of an event occurring and the consequences of that event. The risk is classified into four categories, namely:primary risk, which relates to the mechanical oilfield equipment;secondary risk, which relates to the natural transport processes. For example dispersion of oil in the water column and surrounding sea;the tertiary risk, which relates to the impact on some defined part of the physical, biological or social environment; andthe quaternary risk, which relates to the recovery of the environment from any impact.Generally the methods of quantitatively analysing primary and secondary risks are well known, while there remains considerable uncertainty surrounding the tertiary and quaternary risk and they are at best qualitative only. An example of the method is applied to coral reef and other sensitive areas which may be at risk from oil spills.This risk management scheme should assist both operators and regulators in considering complex environmental problems which have an inherent uncertainty. It also proves a systematic approach on which sound environmental decisions can be taken and further research and analysis based. Perceived risk is recognised, but the management of this particular issue is not dealt with.

The role of project management office in developing knowledge management infrastructure

2020 ◽  
Vol 27 (10) ◽  
pp. 3261-3287 ◽  
Author(s):  
Hani Arbabi ◽  
Mohammad-Javad Salehi-Taleshi ◽  
Kian Ghods
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Technical Support ◽  
Practice Management ◽  
Second Phase ◽  
Gas Industry ◽  
Content Type ◽  
The Relationship

PurposeKnowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most PBOs have inserted project management offices (PMOs) into their hierarchical charts to manage their projects much more coherently. These offices can correspondingly provide KM facilities in PBOs. Thus, this study aimed to analyze the relationship between PMO functions and KM infrastructure, as KM enablers in organizations, in Iranian oil and gas upstream PBOs.Design/methodology/approachA two-phase quantitative survey strategy was exercised in this research. The first phase was to investigate the relationship between PMOs and KM infrastructure and to prioritize PMO functions and KM infrastructure based on their existing implementation/establishment status in Iranian oil and gas upstream PBOs. The research participants, identified through the website of the National Iran Oil Company (NIOC), were comprised of 46 oil and gas upstream PBOs which applied for exploration and production (E&P) certificate in Iran in 2016 and 2017. Accordingly, a total number of 46 questionnaires were submitted to the aforementioned companies with a return rate of 41 cases. The second phase was fulfilled questioning 19 Iranian oil and gas industry experts to determine the one-to-one effect of PMO functions on KM infrastructure and to verify the first-phase results.FindingsThe results indicated a strong relationship between PMO functions and KM infrastructure. This relationship was significant with regard to “practice management” and “technical support”, having the most considerable connections with KM infrastructure. According to the first-phase results, the main functions of PMOs in Iranian oil and gas industry were “practice management” and “technical support”. Considering KM infrastructure, “structure” showed the lowest mean value while “culture”, “human resources” and “processes and procedures” obtained the highest scores. The results also demonstrated that PMO functions could lead to more improvements in “processes and procedures”, as a sub-component of KM infrastructure, compared with other sub-components. Furthermore, the oil and gas industry experts believed that “organizational culture” in KM could be shaped by most of PMO functions.Originality/valueThis study fulfilled the need for exploring the relationship between PMO functions and KM since academic literature lacked a thorough investigation, to the best of authors' knowledge, pertaining to the effects of PMO functions on KM development in oil and gas PBOs.

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