scholarly journals Complexity Theory: Insights from a Canadian ERP Project Implementation

2019 ◽  
Vol 14 (6) ◽  
pp. 84
Author(s):  
Sreekumar A. Menon ◽  
Marc Muchnick ◽  
Clifford Butler ◽  
Tony Pizur
Keyword(s):  
Complexity Theory ◽  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Project Managers ◽  
Gas Industry ◽  
Team Members ◽  
Interview Guide

This research paper explores complexity theory based on insights from an Enterprise Resource Planning (ERP) implementation in the Canadian oil and gas industry. The qualitative exploratory case study was conducted in a Canadian case organization using a semi-structured interview guide with a total of twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. Besides interview responses, the study also collected and reviewed ERP project documents for triangulation purposes. The research showed the importance of complexity theory to ERP projects, and the relationship between critical challenges and complex categories of human behavior, system behavior, and ambiguity. The study findings also evoked rich and comprehensive data related to the phenomenon of critical challenges in ERP.

scholarly journals Effective Strategies to Overcome Challenges in ERP Projects: Perspectives from a Canadian Exploratory Study

2019 ◽  
Vol 12 (7) ◽  
pp. 12 ◽  
Author(s):  
Sreekumar Menon
Keyword(s):  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Project Managers ◽  
Gas Industry ◽  
Team Members ◽  
Effective Strategies ◽  
The Right

This qualitative exploratory case study explores strategies and mitigating actions for successful Enterprise Resource Planning (ERP) implementations. The research was conducted in a Canadian case organization in the oil and gas industry, using a semi-structured interview guide with a total of twenty interviews that includes members from four project role groups of senior leaders, project managers, project team members, and business users. For triangulation purposes, the study used interview responses and also ERP project documentation collected for the purpose. The research highlighted several strategies and mitigating actions that can be put in use by organizations. The key themes that emerged as effective strategies include having the right people for support and guidance from experts, change management, clear communications, hands-on training, lots of testing, and risk management. The study also provided evidence that adopting strategies can help overcome critical challenges during ERP implementations.

scholarly journals Critical Challenges in Enterprise Resource Planning (ERP) Implementation

2019 ◽  
Vol 14 (7) ◽  
pp. 54 ◽  
Author(s):  
Sreekumar A. Menon ◽  
Marc Muchnick ◽  
Clifford Butler ◽  
Tony Pizur
Keyword(s):  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Single Case ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Project Managers ◽  
Erp Implementation ◽  
Gas Industry ◽  
Team Members ◽  
First Case

This research paper explores critical challenges in Enterprise Resource Planning (ERP) implementation based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted in a Canadian case organization using twenty interviews from members of four project role groups of senior leaders, project managers, project team members, and business users. The study further collected and reviewed project documents from the ERP implementation for triangulation. The research evoked a comprehensive list of sixty critical challenges and out of which, the top twelve challenges discussed in detail were drawn from the responses of participants from all four project role groups. The study findings indicated that critical challenges were significant during ERP implementation. This research is one of first case studies in the Canadian oil and gas industry that focuses on critical challenges in ERP implementation projects.

scholarly journals Critical Success Factors for ERP Projects: Recommendations from a Canadian Exploratory Study

2020 ◽  
Vol 15 (2) ◽  
pp. 80
Author(s):  
Sreekumar Menon
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Single Case ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Gas Industry ◽  
Critical Success

This research paper discusses key recommendations for improving future Enterprise Resource Planning (ERP) implementations based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted using a semi-structured interview guide from twenty participants belonging to four project role groups of senior leaders, project managers, project team members, and business users. The research evoked a comprehensive list of forty-two critical success factors (CSFs) and out of which, top ten CSFs discussed include: Know your data, longer and more integrated testing, utilization of the right people, longer stabilization period (hyper-care), communication, address legal and fiscal requirements, hyper-care must be longer, early buy-in from business, have a Lean Agile program, less customization and more vanilla out of the box, and project must be business-driven and not IT-driven. This study is one of first ERP case studies in the Canadian oil and gas industry and the research recommendations can prove to be beneficial for organizations when undertaking ERP implementations.

Smart upstream to LNG

2018 ◽  
Vol 58 (2) ◽  
pp. 508
Author(s):  
Russell Byfield
Keyword(s):  
Supply Chain ◽  
Enterprise Resource Planning ◽  
Oil And Gas ◽  
Big Data Analytics ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Oil Field ◽  
Gas Field ◽  
Gas Industry ◽  
Supply Chain Optimisation

With today’s current technologies, it is possible to answer the question, ‘What is the most profitable mode of operation for the next few hours, for the rest of today, tomorrow and beyond?’ With ‘lower for longer’ oil prices, the need for enterprise wide optimisation in the upstream and midstream oil and gas industry is greater than ever. The terms ‘Digital Oil Field’, ‘Digital Gas Field’, ‘Digital Twin’ are being utilised to extol the virtue and value of big data analytics and model-based asset optimisation and supply chain optimisation by enabling this in efficient ways not previously possible with multiple unintegrated systems, processes and procedures. Multiple different point solutions rolled out across multiple sites become difficult to integrate horizontally for management of safe and optimised operations and vertically up to business enterprise resource planning level to give useful and timely business insights. With careful planning, coupled with deep operational technology and operations knowledge, an integrated enterprise wide supply chain and asset operations and management system can unlock significant hidden value. This is enabled by the correct and efficient integration of many systems and the efficient collection, management and use of huge amounts of data. As the industry needs to ‘do more with less’, getting this integration right is critical to enable desired outcomes and functionality. This paper summarises the current state-of-the-art solutions that enable optimised well to liquefied natural gas plant process, asset and business management to deliver desired functionality and outcomes.

OVERSEAS RECRUITING IN THE OIL AND GAS INDUSTRY — A CASE STUDY

1985 ◽  
Vol 25 (1) ◽  
pp. 134
Author(s):  
R. Bogan
Keyword(s):  
United Kingdom ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
The United States ◽  
Structured Interview ◽  
Sufficient Information ◽  
Company Performance ◽  
Gas Industry ◽  
The United Kingdom ◽  
High Level

Early in 1982 CSR Limited established an Oil and Gas Division. By 1983 this Division had recruited twenty-six overseas technical personnel mainly from Canada and the United Kingdom. The Company needed to recruit overseas because the skills required were not available in Australia.During 1983 a review of the recruitment and settlement of these personnel and their families was undertaken. The objectives of this review were to:improve the Company performance in the recruitment, induction and settlement of overseas recruits and their families;increase the likely "length of stay" in Australia of overseas recruits and their families;to address specific problems faced by recruits and their families in settlement in Australia.In depth interviews were conducted with twenty-one of the twenty-six recruits and their families using a structured interview format.The analysis of the interviews results revealed that:on average it took longer for those recruited in the United Kingdom to obtain immigration "approvals" and to physically relocate than those recruited in Canada;families with previous experience in relocating adapted and coped better with the physical move and resettlement than families without previous experience.The detailed results showed further that:While there was sufficient information provided about the job and department, there was dissatisfaction with the lack of detailed information about aspects of living in Australia, particularly: taxation; housing; bank mortgage arrangements; cost of living data and medical insurance.There were gaps in the expectations that many- recruits and their families had about living in Australia, such as climate, lifestyle and housing. This was attributed to an "oversell" through glossy brochures and "word pictures".The attention given to staff and their families on arrival was seen as a positive introduction to Australia and CSR's Oil and Gas Division.The provision of initial temporary accommodation in a single apartment complex for all overseas recruits and families in Adelaide assisted greatly in the induction and settlement process. It provided a high level of support especially for wives with young children. The "welcome waggon" group together with the assistance provided by the wives of senior executives were also positive influences in the settlement process.The most positive features seen in the move to Australia were career and lifestyle opportunities. On the other hand loss of disposable income was seen as a significant negative.From the results and analysis a detailed set of recommendations and actions were developed to improve company performance in recruitment and settlement. These recommendations were implementated prior to the 1984 recruiting mission to Canada, the United States and the United Kingdom.The preliminary results from the 1984 recruiting mission have resulted in:a reduction in recruiting lead time;quicker and more informed decision making by candidates and their families in accepting job offers;more professional preparation of both the recruiting teams and the company's agents overseas.

Blockchains – achieving consensus in oil and gas business processes

2021 ◽  
Vol 61 (2) ◽  
pp. 522
Author(s):  
Scott Waller
Keyword(s):  
Enterprise Resource Planning ◽  
Business Processes ◽  
Oil And Gas ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Great Opportunity ◽  
Goods And Services ◽  
Blockchain Technology ◽  
Social License ◽  
Trusted Data

As the oil and gas industry comes under increasing pressure from government, activist groups and society on carbon offsetting, a trend that is building is the disclosure of consistent, comparable and reliable data. As companies develop their abatement plans, it is critical that the accounting and reporting of activities are made transparent or companies risk not achieving the social license to operate they are aiming to build. This proposal will discuss the opportunity for operators to use blockchain to digitise the information and processes that operate between unincorporated joint ventures, companies and third parties they deal with – customers, suppliers, government and society. At its heart, blockchain is a distributed ledger that offers the potential to make processes between companies more efficient through standardised processes and trusted data; in the same way companies have implemented internal Enterprise Resource Planning systems to achieve this goal within their own entities. The current landscape of systems and processes has been set up to optimise internally, but when processes cross company boundaries, they execute via email and analogue processes. Gartner predicts that by 2030 $3.1 trillion of goods and services will be tracked by blockchain technology. This is a technology that will revolutionise supply chains and company-to-company interactions. The energy sector has embraced contractors and suppliers who support engineering, operations, maintenance, services and supply of parts. Blockchain is therefore a technology that offers great opportunity in optimising in-bound supply chain and increasingly will be required to communicate on their outbound product with more transparent and trusted data enabled by blockchain technology.

Deployment of Digital NDT Solutions in the Oil and Gas Industry

2020 ◽  
Vol 78 (7) ◽  
pp. 861-868
Author(s):  
Casper Wassink ◽  
Marc Grenier ◽  
Oliver Roy ◽  
Neil Pearson
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry
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