Notice bibliographique
Résumé
Abstract Technology might be innovative and exciting but ultimately it's delivered business value that measures success. Oil and gas companies have made huge investments in information systems, networks, and infrastructure. Some projects have been successful while others have been expensive investments with questionable return. So what's the next big wave? Collaboration? Web services? Employee portals? Enterprise application integration? Do any of these technologies matter? To squeeze value out of their IT investment, energy companies must examine how they will leverage technology in the future. Introduction The next technology wave is unlikely to be a flood of innovative advancements. Collaboration, web services, and enterprise application integration may be significant developments, however they will not garner the attention that new technologies have in the past. Rather a wave of newly found fiscal management for Information Technology (IT) will steal the limelight. Many oil and gas companies have made huge investments in IT over the last decade. However, after years of escalating expenditures, the results have often been less than stellar. IT departments have been marked with the stigma of broken promises, poor customer service, and under delivery. IT is under pressure. For example:Despite record earnings in the first half of 2001, a major integrated oil company recently undertook a multimillion dollar cost reduction program slashing IT costs by an estimated 20%.A multi-year IT outsourcing deal at a major pipeline was curtailed to reduce costs.Amultinational engineering company halted the implementation of a runaway ERP implementation at the border, stranding Canadian operations on a legacy mainframe application. Despite these challenges, IT is at the heart of the evolution of every major company in the energy sector. Delivering Value With Information Technology With the glamour of the dot com era behind us, we are now entering a maturing phase of IT. Gone are the days when IT managers can say to business units: "IT will build it and they will come-trust me." Sophisticated consumers of information now demand to know the magnitude and timing for business benefits from IT projects. Strategic Resource or Cost Centre? Many IT departments in the energy sector are managed as cost centres. This reflects positioning in an industry where production activities take precedence. To become a strategic resource, the role of IT must be clearly articulated towards enabling growth. Figure 1 illustrates the three sides of an approach for IT to deliver strategic value: Growth, Productivity, and Cost Reduction. IT has finite capacity and resources. An IT department focused solely on cost reduction will be incapable of effectively capitalizing on opportunities to enable growth or increase productivity. To proactively position as a strategic resource, IT departments must excel in four key areas:Structure for SuccessMeasurable ResultsDefined ServiceDetermined Leadership Structuring For Success Effective models to strategically deliver IT services have been elusive. In many organizations, a CIO role has been created to provide standards, overall direction, and high-level budget control. Services are commonly distributed through business unit IT departments.
Récupéré en direct depuis OpenAlex et désinversé. Les résumés ne sont pas conservés dans cette base de données : les index inversés représentent 8,6 Go des 9,3 Go de texte de la base, et le serveur dispose de 13 Go libres.
Comment cette classification a été obtenuedéplier
Prédiction distillée sur la base complète
Imitation des enseignantsNi prévalence calibrée, ni vérité terrain. Validation humaine à venir. Apprise à partir de 10 348 étiquettes directes de Codex et de 10 348 étiquettes directes de Gemma. Le mode candidate est l'union des têtes enseignantes seuillées; le consensus est leur intersection. Ces sorties portent le statut machine_predicted_unvalidated et ne sont ni des étiquettes humaines ni des étiquettes directes de modèles de pointe.
Scores Codex et Gemma par catégorie
| Catégorie | Codex | Gemma |
|---|---|---|
| Métarecherche | 0,000 | 0,000 |
| Méta-épidémiologie (sens strict) | 0,000 | 0,000 |
| Méta-épidémiologie (sens large) | 0,000 | 0,000 |
| Bibliométrie | 0,006 | 0,001 |
| Études des sciences et des technologies | 0,000 | 0,000 |
| Communication savante | 0,000 | 0,000 |
| Science ouverte | 0,000 | 0,000 |
| Intégrité de la recherche | 0,000 | 0,000 |
| Charge utile insuffisante (le modèle a refusé de juger) | 0,000 | 0,000 |
Scores machine (provisoires)
Les deux têtes enseignantes du modèle étudiant, lues sur ce travail. Un score ordonne la base pour la relecture; il n'affirme jamais une catégorie, et le statut de validation accompagne chaque rangée tel quel.
Scores de référence d'un modèle non mature (critères de maturité non atteints, 7 itérations). Un score ordonne; il n'affirme jamais une catégorie.
score_only:v0-immature-baseline · tel quel depuis la passe de notation : score_only signifie que le nombre peut ordonner les travaux, et qu'aucune étiquette de catégorie n'en découleClassification
machine, non validéePrédiction automatique; un appel candidat d’une seule tête enseignante, pas un consensus.
Le détail, modèle par modèle et score par score, se trouve en fin de page sous « Comment cette classification a été obtenue ».