How to Avoid the Ditch When Trying to Find And Develop Oil And Gas Internationally
Notice bibliographique
Résumé
Abstract As countries open their hydrocarbon industries to foreign investment, ever-greater numbers of oil and gas companies are adding an international component to their portfolios. Moving outside the well-known realm of domestic operations, foreign operators are exposed to unfamiliar, and at times unforeseen risks. A survey of Canadian managers and executives identifies both the risks and the strategies used to manage the risks in their foreign operations, and is supplemented by an extensive literature review and detailed case study. Approaches to risk management are summarised in the realms of: project selection and data access; political, economic and business risks; NOC/government relationships and cultural differences; project leadership and organisation; EH&S and security risks; technical risk; and senior management support. Introduction The allure for Canadian-based oil companies to expand their exploration and development activities into the international arena is easy to understand-the Western Canadian basin is a fiercely competitive environment, where the conventional oil and gas pools being discovered continue to get smaller. Most hydrocarbon regions of the world are much less explored, and offer the potential for new and larger conventional opportunities, where the advanced technologies to access the difficult reservoirs in Western Canada can be applied. Creating petroleum production internationally through exploration and development is a significant undertaking. The international dimension introduces risks that are not present in a domestic venture. The greatestdifferences when going from a domestic to an international project are:information risk-greater difficulty accessing data before committing to a project;unfamiliar political and business risks;security risks, on occasion;regulatory and partner risk-working with National Oil Companies and foreign governments across language barriers and cultural barriers-both business and social culture;risk of insufficient or diminishing project support-as there is typically less management and investor familiarity with the challenges; andorganizational risk-coordinating project teams across vast distances-and often time zones, with increased project complexity These projects are highly complex, integrating significant technical, business, political, cultural, and organizational challenges. Changing the project location from domestic to international introduces dimensions of risk that will be unfamiliar to project managers of domestic ventures. Important decisions can be made by default by the investor or manager when the risks are not fully understood. It has been my observation that international ventures often fail for reasons that were not anticipated by the participants, but could have been. KEY INFORMATION SOURCES The knowledge assembled in this paper comes from:interviews with expert practitioners in the industryan extensive literature survey?extensive documented experience in a single project (Tinrhert Algeria)the generous sharing of wisdom by colleagues This is a paper on risk management. If you have an academic interest, or desire additional detail, please send me an e-mail (dilger@petro-canada.ca) and I will send the master's thesis on which this paper is based. The referenced literature comprising the thesis extends to about 170 items, however a few of my most useful sources are also referenced at the end of this paper.
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Comment cette classification a été obtenuedéplier
Prédiction machine sur la base complète
Imitation des enseignantsNi prévalence calibrée, ni vérité terrain. Validation humaine à venir. Le volet Gemma est une étiquette directe du modèle pour chaque travail de la base, lue sur la notice réduite au titre. Le volet Codex est un classifieur appris des 10 348 étiquettes directes de Codex et calibré sur les taux pondérés de l'échantillon; les champs sans appui suffisant ne portent aucun appel Codex. Le mode candidate est l'union des deux volets; le consensus est leur intersection. Ces sorties portent le statut machine_predicted_unvalidated et ne sont pas des étiquettes humaines.
Scores du classifieur distillé par catégorie (deux têtes)
| Catégorie | Codex | Gemma |
|---|---|---|
| Métarecherche | 0,016 | 0,031 |
| Méta-épidémiologie (sens strict) | 0,001 | 0,001 |
| Méta-épidémiologie (sens large) | 0,001 | 0,001 |
| Bibliométrie | 0,002 | 0,002 |
| Études des sciences et des technologies | 0,024 | 0,015 |
| Communication savante | 0,017 | 0,015 |
| Science ouverte | 0,003 | 0,009 |
| Intégrité de la recherche | 0,005 | 0,007 |
| Charge utile insuffisante (le modèle a refusé de juger) | 0,015 | 0,005 |
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 source (Gemma direct ou Codex distillé), 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 ».