Relevant bibliographies by topics / Project-oriented company

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Project-oriented company'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Project-oriented company"

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Huemann, Martina, Anne Keegan, and J. Rodney Turner. "Human resource management in the project-oriented company: A review." International Journal of Project Management 25, no. 3 (April 2007): 315–23. http://dx.doi.org/10.1016/j.ijproman.2006.10.001.

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Gribin, Artem Anatolievich. "PROJECT-ORIENTED APPROACH, AS THE RELATIONSHIP MANAGEMENT TECHNIQUES WITH COMPANY STRATEGY." Sovremennye issledovaniya sotsialnykh problem, no. 9 (November 15, 2015): 363. http://dx.doi.org/10.12731/2218-7405-2015-9-28.

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Canavesio, M. Mercedes, and Ernesto Martinez. "Enterprise modeling of a project-oriented fractal company for SMEs networking." Computers in Industry 58, no. 8-9 (December 2007): 794–813. http://dx.doi.org/10.1016/j.compind.2007.02.005.

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Pavlova, Nataliia, and Svitlana Onyshchenko. "Development and research of a model for optimizing the composition of a project-oriented forwarding company’ suppliers." Technology audit and production reserves 1, no. 2(57) (February 28, 2021): 36–42. http://dx.doi.org/10.15587/2706-5448.2021.225521.

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The object of this research is the composition of the suppliers of a project-oriented transport and forwarding company. The work is aimed at determining the composition of the suppliers of a project-oriented transport and forwarding company, the purpose of which is to obtain a synergistic effect, which manifests itself in reducing the costs of performing individual operations of the transport process while meeting local requirements for each project. This study proposes an optimization model that allows to determine the composition of suppliers of a project-oriented organization in order to obtain the maximum systemic effect – a synergistic effect. The proposed approach is based on the creation of a virtual project management office, the work of which is based on the corresponding information system. The proposed model is a flexible tool that allows to quickly form the composition of suppliers of a project-oriented company. The model is developed for the service sector and, in particular, for the transport industry, where suppliers are not responsible for material objects, resources, but for services, the set of which forms the essence of the project. Thus, the product of the project and its parameters in such a situation are directly formed due to the specifics of suppliers and the parameters of their services. For the transport industry, this approach has not been used before and can serve as a theoretical basis for building a project-oriented management system in the transport sector. The synergistic effect taken as a basis in this model provides the greatest difference between the «declared» delivery costs and the «actual» ones, which are formed taking into account the amount of work for all projects. Since the freight forwarding company is the «holder» of the portfolio of all deliveries/projects, a certain part of the synergy effect can be used to reduce delivery costs for customers in order to increase competitiveness and attractiveness. Experimental studies have substantiated the reliability of the results of the developed model and confirmed its practical applicability. This model is quite universal and can be supplemented with restrictions that take into account the specifics of a project-oriented organization, its projects and requirements for suppliers.
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Poddubnaya, N. N. "MODEL OF THE BALANCED INDICATORS SYSTEM OF THE PROJECT-ORIENTED SHIPPING COMPANY." Transport development, no. 2(3) (October 31, 2018): 16–23. http://dx.doi.org/10.33082/td.2018.2-3.02.

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The possibility of using a balanced scorecard (BSS) system for assessing the activity of a project-oriented shipping company was explored. The structure of the BSS, which consists of three subsystems, is proposed: the main type of activity, the project activity, the related activity. Each subsystem is formed by a set of indicators, which describe the data of the subsystem. «Main type of activity» and «Project type of activity» are considered in the following directions: the personnel section, the organizational section, the production section, the marketing section and the financial section. «Project activity» consists of the essence of the project, resources, risks, the efficiency, the quality. It was offered to consider the project-oriented shipping company as a system in the dynamics of its development. Proceeding from this, a model of cause-effect relationships between the subsystems of the balanced scorecard system was developed, considering the development objectives of the shipping company at each stage of its life cycle. Five stages are distinguished: birth, becoming, maturity, aging, rebirth or extinction.
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Pavlova, Nataliia, Svitlana Onyshсhenko, Alesia Obronova, Tetiana Chebanova, and Vira Andriievska. "Creating the agile-model to manage the activities of project-oriented transport companies." Eastern-European Journal of Enterprise Technologies 1, no. 3 (109) (February 28, 2021): 51–59. http://dx.doi.org/10.15587/1729-4061.2021.225529.

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This study considers an agile model for the organization of activities of a project-oriented transport company. Building a project-oriented company (project-oriented management) requires an appropriate theoretical base. The agile model of transport company operation has been developed, for which the cycles have been determined, the content of each cycle has been defined, and the flow of information has been simulated. The transformation of information in each cycle of the model has been characterized, taking into consideration the operational specificity of transport companies’ activities. A given model was compared to the main stages of a project’s lifecycle. Two indicators have been proposed such as the degree of project uniqueness and the degree of project complexity that reflect the corresponding project characteristics. The complexity of the project’s operational activities refers to the number of elements and their alternatives. Part of the project is an «operation» that forms a unit of the project’s network schedule. The uniqueness of the project of operational activities means the difference between the current project and other projects, already implemented or is being implemented by the company. The estimation formulae for these indicators have been derived. The proposed indicators for the given example have been calculated; the interpretation of the results has been proposed. The calculation results have demonstrated the adequacy of input-output data and the practical applicability of these indicators. These metrics are not limited to the context of an additional project specification. Their level is proposed to be used in the processes of estimating the time of individual project periods and the agile model’s cycles within the initial stage ‒ creating a product concept model and preparing for implementation. In addition, these indicators could be used effectively for employee remuneration.
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Huemann, Martina. "Considering Human Resource Management when developing a project-oriented company: Case study of a telecommunication company." International Journal of Project Management 28, no. 4 (May 2010): 361–69. http://dx.doi.org/10.1016/j.ijproman.2010.02.008.

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Gareis, R. "Management by projects: the management strategy of the ‘new’ project-oriented company." International Journal of Project Management 9, no. 2 (May 1991): 71–76. http://dx.doi.org/10.1016/0263-7863(91)90062-z.

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Kudrevatykh, Vladimir V. "Research of the toolkit features for the evaluation and development of project-oriented management in a full cycle engineering company." Vestnik MGSU, no. 5 (May 2019): 634–49. http://dx.doi.org/10.22227/1997-0935.2019.5.634-649.

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Introduction. Analysis of existing foreign and Russian project management maturity models revealed the absence of tools for assessing the maturity of project management, which would take into account the specifics of the functioning of engineering companies and the implementation of engineering projects. The uniformity of such models limits the list of evaluated aspects of project management, which does not allow to fully cover the project management processes operating in engineering companies. Such processes should include engineering, management of intangible assets, control and acceptance of the results of engineering works, management of construction and installation works, and so on. To solve the problem, it is necessary to develop special tools for the assessment and development of project management, which will take into account engineering-specific processes. The toolkit will allow to quantify the degree of implementation of the project approach to the activities of an engineering company and to plan the continuous improvement of the processes and tools of project management in it. The subject of the research is the development of tools for assessing and developing project-oriented management in a full-cycle engineering company. Materials and methods. Applied the method of comparative analysis, survey method and method of semi-structured interviews. Results. The article formulates the features of project management in engineering companies. The main types of maturity models of project management are considered, their distinctive features are revealed. Tools for the evaluation and development of project management for the Russian engineering company full cycle are formulated. The assessment of the levels of formalization of project management processes was carried out, their current and target states were determined. Set of measures for the development of processes and tools of project management is planned. Conclusions. The toolkit for project management evaluation and development proposed in the article allows to carry out structural analysis of project management processes and the level of their formalization, to implement improvements based on the results of evaluation not only in the engineering company under consideration, but also in project-oriented organizations implementing similar projects.
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KUZMINSKA, Yuliia M., Tetiana O. YEVTUKHOVA, Elina O. VASYLKONOVA, Dmytro I. BEDRII, Tetiana P. RIEPNOVA, and Oleg V. ZAKHARCHENKO. "Economic and Parametric Approach to the Creation and Functioning of the Advertising Project." Journal of Advanced Research in Law and Economics 11, no. 2 (March 31, 2020): 466. http://dx.doi.org/10.14505/jarle.v11.2(48).19.

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Today, development is an integral part of the life of any company, including advertising. A distinctive feature of project-oriented companies is that they implement development activities through projects and programs, as well as apply a project approach to the implementation of current production advertising activities. Speaking of advertising, one should not forget that in the event of advertising on computer networks has become commonplace. Network advertising is not inferior to television, radio, or newspaper. With us, advertising on the networks is a new thing. In this study, it is accepted that during the entire life cycle, the advertising company/business develops either along the path of progress or the path of regression (the second half of the life cycle). For example, for a multidisciplinary company, some advertising businesses, reducing the size of existing advertising businesses, restructuring, etc., i.e. measures of regressive nature, can be aimed at positive qualitative changes – for better adaptation to the market, for higher competitiveness due to faster response to changes in the environment and etc. Thus, the entire life cycle of the company is a process of development, which is provided in the form of a sequence of advertising projects and programs of development of advertising business. And today, many companies, including the advertising industry, can be identified as project-oriented.
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Dissertations / Theses on the topic "Project-oriented company"

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Křížová, Blanka. "Nástroje managementu kvality." Master's thesis, Vysoké učení technické v Brně. Fakulta strojního inženýrství, 2015. http://www.nusl.cz/ntk/nusl-232118.

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Diploma thesis introduces new quality management tools in a selected project--oriented company. In order to achieve this, analysis of current situation was done first, that is described in the theoretical part. Overall evaluation together with proposal of other possibilities to improve the manufacturing process was carried out after implementing the selected method.
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Huang, Chun-Hao, and 黃軍豪. "A Study of System Integration Based on Service-Oriented Architecture - The Project Application Process of I Company." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/55919334725429424852.

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碩士
元智大學
資訊管理學系
99
With the changing and innovation of technology, numerous enterprises are launching large IT system, such as ERP, PDM...etc; expecting to meet customer needs by the support of those systems. In order to meet business requirements, most of enterprises also develop some small and specific systems. Since there is no developing standard defined for those systems, which causes difficulty in system integration, data sharing, and even causes certain duplicate operations. Service Oriented Architecture (SOA) is loose coupling, interoperability, reusability, and platform independent, which keeps cooperate but retain individual among different systems. It’s more appropriate to system integration. The SOA solution proposed in this study is trying to construct a prototype of system integration by using scenario analysis of project application process in PDM and ERP, to show how it can be improved and solve the difficulty in sharing among systems.
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Veselková, Anna. "Informační podpora práce projektových týmů." Master's thesis, 2015. http://www.nusl.cz/ntk/nusl-335944.

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The aim of the diploma thesis is to outline the possibilities of information support of project teams by an Informational Specialist. The theoretical part introduces different project management methodologies and further specifies the individual project phases as seen by PMBoK methodology. In the chapters focusing on each of the phases of a project, all necessary input sources as well as all output documents that are essential for the project to move on to its next phase are defined and elaborated on. This part is followed by a description of possibilities of information support for working with information sources and creating output documents with regard to competencies, which an Information Specialist should have. Key in this respect is the third and the fourth chapter, including specific proposals on the possibility of information support of a project team by an Information Specialist. The practical part is focused on the role of an Information Specialist in the implementation of a specific project in a company - in particular, a major financial institution on the Czech market. While the theoretical part is based on the study of literature, the practical part is mainly based on personal consultation with a Project Manager of the company.
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DOKOUPILOVÁ, Lenka. "Analýza chování spotřebitelů pro projekt: Zákaznicky orientovaná společnost." Master's thesis, 2012. http://www.nusl.cz/ntk/nusl-137275.

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The aim of this thesis is to determine the external and internal incentive that affect the behavior of the final consumer in the buying process and thus contribute to the development project named "A customer-oriented company", which is being incorporated into operations of JEDNOTA, s.d. company in České Budějovice. In this work the method of oral questioning and observation method for final consumers were used. The combination of these two methods served to analyze consumer behavior in the supermarket TERNO České Budějovice, which JEDNOTA operates. These two methods were also used in consumers at a beverage center, which is managed by the supermarket TERNO.
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Books on the topic "Project-oriented company"

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Simon, Manner, and Niedermaier Tilman. Part I Commercial Arbitration in the Energy Sector, 4 Renewable Energy Disputes. Oxford University Press, 2018. http://dx.doi.org/10.1093/law/9780198805786.003.0004.

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This chapter relates to renewable energy disputes. ‘Renewable energies’ are understood in a broad sense as energy resources which are naturally replenished on a human timescale. The chapter focuses on wind and solar photovoltaics (solar PV) energy, describing typical project and contract structures, as well as challenges and disputes relating to their financing; development; construction; and operation, maintenance, and service. It pays special attention to questions relating to the individual contractual relationships between the project company, the project developer, the contractor(s), sub-contractors, and sub-suppliers. The chapter also contains a detailed, user-oriented analysis of the advantages and disadvantages relating to arbitrating commercial disputes in this sector.
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Book chapters on the topic "Project-oriented company"

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Gareis, Roland. "Management of the Project-Oriented Company." In The Wiley Guide to Managing Projects, 123–43. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2007. http://dx.doi.org/10.1002/9780470172391.ch6.

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Huemann, Martina, Rodney Turner, and Anne Keegan. "Managing Human Resources in the Project-Oriented Company." In The Wiley Guide to Managing Projects, 1061–86. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2007. http://dx.doi.org/10.1002/9780470172391.ch42.

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Silva, Kelson, Eduardo Guerra, and Jorge Melegati. "An Approach for Software-Intensive Business Innovation Based on Experimentation in Non-software-Intensive Companies." In Agile Processes in Software Engineering and Extreme Programming – Workshops, 9–17. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58858-8_1.

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Abstract Several companies whose businesses are not centered on technology might fail to innovate and get advantages over their competitors. For them, meaningful innovations are not necessarily related to the usage of new technologies but the optimization of some business process. In the literature, experimentation is described as an essential aspect of the innovation process. Although software engineering studies have explored experimentation, none has focused on software-intensive innovative projects in non-software-intensive companies, which consists of a contrast between the fast-changing environment in software-intensive to rigid structures in consolidated businesses. This paper proposes an experiment-oriented process to identify and implement innovation in this kind of company, including the roles involved in such processes. It has steps to identify business bottlenecks, search for solution alternatives, implement a fast and functional software proof of concept, create a plan for evolution, and migrate to a regular project to continue that idea. This paper also presents an evaluation of this process in a company focused on outsourced services, such as cleaning and maintenance. As a result, several internal procedures in a year were improved and received software support.
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Petrovic, Dejan, Marko Mihic, and Biljana Stošic. "Strategic IT Portfolio Management for Development of Innovative Competences." In Strategic Information Technology and Portfolio Management, 150–69. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-687-7.ch008.

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This chapter presents the concept of strategic information technology portfolio management for development of innovation competences in a project-oriented company. It is a specific type of portfolio management, called project portfolio management. The chapter begins with a strategic basis of projectoriented company, links it to the modern portfolio theory and then expands it into the IT project portfolio management (IT PPM). The role of the IT PPM is to ensure that the group of IT projects supports the achievement of the goals of the corporate strategy. The chapter takes into consideration the key aspects of IT - innovation relationship, and introduces the organizational support to the IT PPM – the Portfolio Management Office. An established PMO that is actively supported at the executive level can help solve problems with project auditing and initiative approval.
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Neto, José, and Paulo Mendes. "Game4Manager." In Handbook of Research on Serious Games as Educational, Business and Research Tools, 108–34. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0149-9.ch006.

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A company in an increasingly globalized and competitive world needs to present itself more innovative, more customer-oriented, and capable of interpreting and responding to the challenges of the world. Game4Manager is a serious game in a 3D online environment where the learner’s role is to implement an Integrated Management System in a virtual company in 12 levels, analyzing, managing and improving all the significant aspects related to the company’s sustainable development. In this chapter, the authors review the framework for Game4Manager’s development, its implementation, and analyze this new learning approach based on gaming in a focus group. Game4Manager is a European project funded by Leonardo Da Vinci Programme during 2009-2010, developed by a consortium of six European institutions from five different countries (Portugal, France, Greece, Hungary, and Sweden).
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Rajala, Risto, Matti Rossi, and Virpi Kristiina Tuunainen. "Software Vendor's Business Model Dynamics Case." In Cases on Information Technology Series, 310–21. IGI Global, 2006. http://dx.doi.org/10.4018/978-1-59904-408-8.ch019.

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This case describes evolution of a small software company through three major phases of its life cycle. During the first phase, the business was founded within a subsidiary of a large multinational information technology (IT) company. In the second phase, the business evolved as a spin-off from the initial organization through a MBO (management buy-out) into an independent software vendor. Finally, in the third phase, the business has established itself as a vertically-focused business unit within a publicly-quoted company operating in software and consulting businesses. These three phases are termed introduction, growth and maturity as defined by Cravens (1987, 376).1 The company described in this case, called TradeSys, Inc. (pseudonym), develops and sells software for trade unions and unemployment fund organizations. The business model of TradeSys, Inc. (later TradeSys) has evolved through a typical life cycle of product-oriented software companies in Finland. First, it was comprised of business information systems consultation and a proposition of systems solution to a few major customer organizations. This led to customer-initiated product development. Consequently, the deliverable of the very first project was developed as a solution to the needs of a single customer, which was later worked into a universal software product along with several customer projects. During all three major phases, the company had to rethink its business model and value propositions. At each stage, the ownership of the business has also changed. This case highlights the challenges of a business in the three major turning points in its life cycle and the major changes in the business model accordingly.
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Tubulingane, Booysen Sabeho. "Sustainable Entrepreneurship and Management Skills at a Crossroad in the Circular Economy." In Handbook of Research on Entrepreneurship Development and Opportunities in Circular Economy, 501–19. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-5116-5.ch026.

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Entrepreneurship is the process of starting a business, a start-up company, or an organization. Before a person is capable of starting a business, there are entrepreneurship and business management skills that need to be acquired. Business management skills involve planning, decision making, leadership, marketing, selling, financial management, project management, delegation, time management, problem-solving, and networking. Entrepreneurship skills enable an entrepreneur to be self-efficacy, innovative, taking control of business activities, articulating a need for achievement, and able to take risks. Thus, this chapter provides a desktop literature analysis of the relationship between entrepreneurship and management skills within a circular economy. The chapter further examines problems and solutions to sustainable entrepreneurship. There is a need for a study to investigate how innovative sustainable business models can be both fully profitable and sustainably oriented.
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Helfert, Markus, Igor Lyutak, and Howard Duncan. "Student Projects and Virtual Collaboration in IT Degrees." In Start-Ups and SMEs, 505–18. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1760-4.ch028.

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This paper describes a framework that assists the inclusion of Entrepreneurship into computing study programs. It has been developed within a European Tempus Project and is built following a process-oriented view of innovation and entrepreneurship. It outlines key activities and capabilities of entrepreneurship. An approach is presented that combines existing online tools with the traditional methodologies for creating courses on entrepreneurship. We introduce a concept -the virtual innovation space- to take the most advantages from opportunities that the Internet gives us for increasing efficiency of learning entrepreneurship for IT students. A summary of the course content on entrepreneurship that is developed and used by the project partners for their local courses is presented. We present and discuss feedback received from the project partners and describe some student projects and experiences. The work in this paper can be useful for other universities and similar projects to compare their effort and receive some justification or ideas for their initiatives.
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Raisinghani, Mahesh S., and Bruce Adams. "Leveraging Objects for Mission-Critical Applications." In Cases on Information Technology Series, 224–34. IGI Global, 1999. http://dx.doi.org/10.4018/978-1-878289-56-8.ch020.

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This case study is based on an enterprise-wide consulting project for a financial services firm in a major metropolitan area of the southwest United States. This case addresses the underlying principles (i.e., techniques and processes) and real-world practical application of object orientation (O-O). The objectives of this case study are to reinforce the student’s foundation in fundamental OO concepts, to provide an in-depth example of the application of O-O analysis and design techniques and formalisms and to enable the student to transfer this knowledge to the student’s actual work. The merit of the development process described here, Compass, is that it presents a repeatable process for delivery of client server architectures, object oriented systems, and distributed objects and components. It helps manage three interdependent variables common to most projects, i.e., deliverables, resources, and time, in a cost effective and efficient manner. The concept behind Compass is to integrate the best-proven solutions currently available, drawing upon several best-ofbreed approaches used within the Information Services industry.
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Conference papers on the topic "Project-oriented company"

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Zhao, Xueling. "A Study of Project-Oriented Company in Knowledge-Intensive Business Services." In 2010 International Conference on Service Sciences. IEEE, 2010. http://dx.doi.org/10.1109/icss.2010.13.

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Zhao, Xueling. "Notice of Retraction: A Study of Knowledge Management Models in the Project-Oriented Service Company." In 2010 International Conference on Management and Service Science (MASS 2010). IEEE, 2010. http://dx.doi.org/10.1109/icmss.2010.5576710.

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Heikkinen, Ari, Tapio Korpela, and Tatu Leinonen. "Gear Shaft Design Process by Using Object-Oriented Methods." In ASME 1996 Design Engineering Technical Conferences and Computers in Engineering Conference. American Society of Mechanical Engineers, 1996. http://dx.doi.org/10.1115/96-detc/dfm-1462.

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Abstract Ideas introduced in this paper have been applied in a development process of a design system for a Finnish gear manufacturer, Santasalo Ltd. Main products of the company are standard catalog gears, tailored products (standard gears with special requirements of the customer) and special gears. Our first application in this project has been a manufacture oriented shaft design, which is knowledge-based and included in commercial CAD software.
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Suryadi, Kadarsah. "Planning and Developing a Web-Based Group Decision Support System for Project Oriented Company Using the Analytic Hierarchy Process Method." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2005. http://dx.doi.org/10.13033/isahp.y2005.038.

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Mora Luis, Carlos E., Antonio González Marrero, Reyes Carrau Mellado, Beatriz Añorbe-Diaz, and Jorge Martín-Gutierrez. "Problem-Based Learning Approach in Marine Engineering Education Using Mobile Devices and Internet Tools." In ASME 2014 12th Biennial Conference on Engineering Systems Design and Analysis. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/esda2014-20251.

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The skills of Marine Engineering graduates should be strongly oriented to problem solving for situations without external direct assistance. Marine professionals should also be able to take the right decisions under difficult situations like emergencies. Work-group and job planning is an every day requirement, especially when doing maintenance and reparation tasks. Besides, marine technology has advanced quickly and knowledge recycling is a must on every shipping company, but operation and maintenance procedures have usually to be learnt on the go. During last decades, marine engineering students had not got immersed into a real challenge work environment until going onboard for the first time when finishing their studies. The adoption of a problem-based learning is intended to solve this situation, so students will have a closer contact with real decision-taking and auto-learning situations on earlier stages. We pretend to create more engaging experiences and introduce our students into real collaborative environments using technologies; especially those based on mobile devices and Internet tools. Grounded in motivation theory, this research evaluates how the context of problem-based learning (PBL) affects aspects of motivation in students of marine engineering. Our research aims to answer: 1) How does the context of service in project-based learning affect student motivation? 2) What factors are most influential on student motivation to persist in project-based learning experiences? The results show different behavior in freshmen and senior students.
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Kuznetsov, Yu N., B. A. Gabaraev, V. A. Reshetov, and V. A. Moskin. "Leasing of Nuclear Power Plants With Using Floating Technologies." In 10th International Conference on Nuclear Engineering. ASMEDC, 2002. http://dx.doi.org/10.1115/icone10-22186.

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The proposal to organize and realize the international program on leasing of Nuclear Power Plant (NPP) reactor compartments is brought to the notice of potential partners. The proposal is oriented to the construction of new NPPs or to replacement of worked-out reactor units of the NPPs in operation on the sites situated near water area and to the use of afloat technologies for construction, mounting and transportation of reactor units as a Reactor Compartment Block Module (RCBM). According to the offered project the RCBM is fabricated in factory conditions at the largest Russian defense shipbuilding plant — State Unitary Enterprise “Industrial Association SEVMASHPREDPRIYATIE” (SEVMASH) in the city of Severodvinsk of the Arkhangelsk region. After completion of assembling, testing and preliminary licensing the RCBM is given buoyancy by means of hermetic sealing and using pontoons and barges. The RCBM delivery to the NPP site situated near water area is performed by sea route. The RCBM is brought to the place of its installation with the use of appropriate hydraulic structures (canals, shipping locks), then is lowered on the basement constructed beforehand and incorporated into NPP scheme, of which the components are installed in advance. Floating means can be detached from the RCBM and used repeatedly for other RCBMs. Further procedure of NPP commissioning and its operation is carried out according to traditional method by power company in the framework of RCBM leasing with enlisting the services of firm-manufacturer’s specialists either to provide reactor plant operation and concomitant processes or to perform author’s supervision of operation. After completion of lifetime and reactor unloading the RCBM is dismantled with using the same afloat technology and taken away from NPP site to sea area entirely, together with its structures (reactor vessel, heat exchangers, pumps, pipelines and other equipment). Then RCBM is transported by shipping route to a firm-manufacturer, for subsequent reprocessing, utilization and storage. Nuclear fuel and radioactive wastes are removed from NPP site also. Use of leasing method removes legal problems connected with the transportation of radioactive materials through state borders as the RCBM remains a property of the state-producer at all stages of its life cycle.
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Ku¨hl, Lukas W. H., and Heinz D. Kno¨ll. "An Improved Approach to the Semi-Process-Oriented Implementation of Standardised ERP-Systems." In ASME 2002 Engineering Technology Conference on Energy. ASMEDC, 2002. http://dx.doi.org/10.1115/etce2002/comp-29059.

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The improved approach is considered as a life-cycle model that combines the necessities of process improvement projects and the implementation of modern integrated Standard Software systems. To improve the company’s business processes by means of the Standard Software implementation, each phase of the entire implementation life cycle puts its focus on optimising the customer’s underlying business processes. In addition, to intensify the benefits resulting from the process-oriented system implementation, the presented approach is extended by a certain guidance to organise a process-driven project team.
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Dose, Thies, and Gunar Kachel. "Business-Oriented Reserves and Resource Management - Experiences from a Merger." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206322-ms.

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Abstract In May 2019, the merger between Wintershall GmbH and DEA Deutsche Erdoel AG was closed, which was the start of Wintershall Dea.This paper provides detailed insight into managing reserves and resource information during this merger. After merger, three resource management activities required attention: (i) combining existing resources reporting, (ii) defining a lean but effective resources management and control system, and (iii) ensuring readiness for Initial Public Offering (IPO) by establishing an external independent evaluation of resources ("external resource audit"). This paper describes objectives, challenges and solutions on reserves and resources reporting of the new company. The merged reserves and resources database of the previous year's reports had to consider audits from two different reporting systems in parallel to four different external auditors.With priorities defined by status of external auditing, operatorship and asset share a common database was derived and could immediately be used for financial transactions such as the issuance of an inaugural bond. The new system for internal reporting of petroleum resources provides a fit-for-purpose approach, such as a consistent interpretation of commerciality criteria or definition of resources sub-classes.Particular attention was paid to synergies with respect to business planning, strategic portfolio analysis, and a link to technology & innovation. By defining specific attributes and sub-processes, the portfolio can be analyzed systematically. This provides additional insights and ensures synergies with business planning, strategic planning as well as internal technology initiatives. A systematic resource control system is defined focusing on internal review, external and internal audits as well as synergetic use of project reviews. Moreover, a feedback loop for continuous improvement of reservoir management allows attending to important audit observations. The external resource audit to ensure IPO readiness was structured to assign tasks for head office, business units and auditing company.The sequence of events from introduction to assets to reconciliation of differences between auditor and company was set-up, executed and monitored.Focus was on the definition of a structured but agile approach for external independent evaluation of all reserves and contingent resources.
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Snyder, Jon, David Cramer, and Matt White. "Improved Treatment Distribution Through Oriented Perforating." In SPE Hydraulic Fracturing Technology Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/204203-ms.

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Abstract Perforation-imaging studies have indicated highly variable results on effectively treating all perforation clusters within a given fracturing stage in horizontal well plug-and-perf applications, even when limited entry designs were used. A field test was executed to trial differing perforating designs and levels of perforation friction for identifying a preferred technique for evenly distributing treatment volume along the lateral. The test was implemented in a horizontal well in the Eagle Ford formation of south Texas. After treatment and plug drill-out operations were completed, a downhole camera was run to visualize perforation entry holes along the entire lateral section. Shaped perforating charges described as equal entry hole charges were used in all stages. The resulting images were analyzed to determine entry hole dimensions and erosion characteristics to determine if alternate perforating strategies provided improved results, as compared to the standard design of multi-phase perforating with 1200 psi of perforation friction. Test results indicate that orienting perforations in a straight line (zero-phase) along the high side of the wellbore significantly improved treatment distribution among perforation clusters. Oriented perforating achieved this benefit without needing to increase initial perforation friction beyond the area standard of 1200 psi. Another result from this project was development of a statistical process for evaluating perforation entry hole erosion data. Entry hole erosion datasets are complex and difficult to analyze. The statistical process presented in this paper demonstrates a clear way to compare the effectiveness of different perforation designs. This paper also covers the operational difficulties encountered during the project which added complexity to analyzing the results. Lastly, this paper offers suggestions for future modifications for oriented perforation designs to further improve limited entry effectiveness.
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Thamilyanan, Thivyashini, Hasmizah Bakar, Irzee Zawawi, and Siti Aishah Mohd Hatta. "Low Well Cost: Effective Cost Optimisation for Marginal Green Field Development Using Fit-for-Purpose Well Design." In IADC/SPE Asia Pacific Drilling Technology Conference. SPE, 2021. http://dx.doi.org/10.2118/200988-ms.

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Abstract During the low oil price era, the ability to deliver a small business investment yet high monetary gains was the epitome of success. A marginal field with its recent success of appraisal drilling which tested 3000bopd will add monetary value if it is commercialized as early as possible. However, given its marginal Stock Tank Oil Initially in Place (STOIIP), the plan to develop this field become a real challenge to the team to find a fit-for-purpose investment to maximize the project value. Luxuries such as sand control, artificial lift and frequent well intervention need to be considered for the most cost-effective measures throughout the life of field ‘Xion’. During field development study, several development strategies were proposed to overcome the given challenges such as uncertainty of reservoir connectivity, no gas lift supply, limited footprint to cater surface equipment and potential sand production. Oriented perforation, Insitu Gas Lift (IGL), Pressure Downhole Gauge (PDG), Critical Drawdown Pressure (CDP) monitoring is among the approaches used to manage the field challenges will be discussed in this paper. Since there are only two wells required to develop this field, a minimum intervention well is the best option to improve the project economics. This paper will discuss the method chosen to optimize the well and completion strategy cost so that it can overcome the challenges mentioned above in the most cost-effective approach. Artificial lift will utilize the shallower gas reservoirs through IGL in comparison to conventional gas lift. Sand Production monitoring will utilize the PDG by monitoring the CDP. The perforation strategy will employ the oriented perforation to reduce the sand free drawdown limit compare to the full perforation strategy. The strategy to monitor production through PDG will also reduce the number of interventions to acquire pressure data in establishing reservoir connectivity for the second phase development through secondary recovery and reservoir pressure maintenance plan. This paper will also explain the innovative approaches adopted for this early monetization and fast track project which is only completed within 4 months. This paper will give merit to petroleum engineers and well completion engineers involved in the development of marginal fields.
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