Scot-Tech Engagements 3rd Annual Oil & Gas IT Conference held 15/16 Mar 2016 - Aberdeen. For more information visit www.scot-tech.com or email ray@scot-tech.com
Kb spe paper 167395 final draft in pdf 070920135619
The paper summarizes the strategies used to successfully implement an Intelligent Digital Oil Field (IDOF) project at a National Oil Company through effective change management of the human/people side of the project. The key steps taken were to first understand where people were in their acceptance of the change through tools like a "heat map". They also evaluated factors like organizational culture ("the way we do things") and individual motivations ("What's in it for me"). With this understanding, they created a roadmap process with phases to engage stakeholders, address potential risks, and integrate change activities into the project plan. Through managing the people side of change, the project was able to meet its objectives and establish the IDOF technology within the organization,
The document discusses the digital future of the oil and gas industry. It notes that the industry faces challenges from lower oil prices, aging infrastructure and workforces, and increased environmental scrutiny. However, the long term demand for energy is still expected to rise significantly due to global population and economic growth. The document argues that the industry can overcome these challenges through increased digitization and use of industrial internet/IoT solutions. These solutions can optimize asset performance, reduce downtime and costs, improve safety and efficiency, and capture institutional knowledge as workforces age. Overall, increased digitization is presented as a key way for the industry to navigate current challenges and meet rising long term energy demand.
Be a part of the modern world by integrating digital technologies in the Oil & Gas operations. It will not only keep you digitally connected but also reduce the cost and risk involved in day-to-day industry activities. Download our free copy of whitepaper: https://www.bluemailmedia.com/oil-gas-a-definitive-path-towards-digitalization.php
“The Digital Oilfield” : Using IoT to reduce costs in an era of decreasing oi...Karthikeyan Rajamanickam
Executive Summary:
oWe decided to create this point-of-view after seeing many abstract presentations and esoteric concepts on Digital Oilfield, IoT, Big Data and Analytics.
oThis is our attempt to bring a practical implementation view to IoT by combining Digital Oilfield and IoT.
oHere, we also envisage sharing our IoT experience and lessons learnt in implementing Digital Oilfield solutions around IoT.
oThe following comprise our fundamental business case for Finance:
oPRODUCTION FORECAST
oFAULT COMPARTMENTS
oWELL LOCATION OPTIMIZATION
Tech Adoption and Strategy for Innovation & Growthaccenture
Accenture presents the benefits of investing in technology at scale by discussing the importance of tech adoption and strategy through case studies. View more.
Value Journal, a monthly news journal from Redington Value Distribution, intends to update the channel on the latest vendor news and Redington Value’s Channel Initiatives.
Key stories from the April Edition:
•Coronet Security Signs Distribution Deal With Redington Value
•HPE announces innovation center to accelerate UAE’s innovation ecosystem
•Carving a niche : By Zahid Sumar, Regional Sales Head, East and South Africa, Redington Value
•Dell EMC reveals results of third Global Data Protection Index
•Avaya targets huddle rooms with latest product enhancements
•Fortinet Highlights Convergence Of Cybersecurity And Physical Spaces
•Kaspersky Lab unveils new program to empower partners
•Micro Focus completes SUSE sale
•Nutanix .Next on Tour emphasizes onchannel partner programs
•Veritas acquires APTARE to enhance enterprise data analytics
•Pivot3 achieves common criteria certification to drive hybrid cloud adoption
Innovation Capability is an Architectural MatterCapgemini
The document discusses how innovation capability is an architectural matter that depends on both organizational structure and resources. It presents a model showing how innovation capability is influenced by properties related to resources, processes, basic organizational attributes, and the external environment. The model identifies "adjustment screws" within each of these areas that organizations can modify to increase their innovation capability, such as providing training to develop human resources, establishing networks to gain new knowledge, or allocating financial resources to research and development. Two case studies of innovative companies, ZPMC and Huawei, are presented to illustrate how adjusting different parts of the model led to their success.
Governing Innovation: The recipe for portfolio growth | Accentureaccenture
Accenture reports that with innovation investments increasing, it's critical to invest in growth with an innovation portfolio management strategy. Read more.
Huawei - Zal Hybrid Cloud de toekomst zijn van de business van een onderneming?VITO - Securitas
1) Huawei provides cloud computing products and solutions including FusionSphere cloud operating system, FusionStage platform as a service, and FusionInsight big data solutions.
2) Huawei's cloud strategy is based on a service-driven distributed cloud data center architecture to provide private, public and hybrid cloud services on one platform.
3) Huawei ManageOne system provides unified management of cloud resources, monitoring of services, and self-service portal for customers.
This document provides information about the Asian Downstream Week 2015 conference organized by Downstream Asia. The conference will take place from October 28-30, 2015 at the Sands Expo & Convention Centre in Singapore, and will feature three co-located conferences on refining, petrochemicals, operational excellence, and supply chain & logistics. The document outlines the program schedule, list of speakers, session topics, sponsorship opportunities, and exhibitor floorplan. It also encourages downstream professionals to attend the conference to learn about strategies to improve operational efficiency from case studies and gain insights on the latest technologies and solutions.
How FinTech is changing the Regulatory Environment: Compliance Keynote at Nextaccenture
Regulators around the world are recognizing the massive impact that fintech is having on the financial services industry and many are taking new approaches for both traditional institutions and new technology-based players.
Learn more and view the Compliance Keynote presentation given at Next Money Chicago, Sept. 27, 2017.
Implementing the smart factory: New perspectives for driving valueDeloitte United States
For manufacturers looking to implement a smart factory, considering lessons from those who have done it can provide direction forward and pave the way to greater value.
Infinite provides application management, infrastructure management, product engineering, and mobility/messaging services to telecom, healthcare, media, financial, and other industries. It has over 4,600 employees worldwide and annual revenue of over $221 million in 2012. Key offerings include application development and support, infrastructure outsourcing, product testing services, and messaging platforms. The company aims to differentiate through non-traditional business models like revenue sharing and risk-reward partnerships.
The Circular Economy Handbook shows how companies are taking transformative steps toward circularity, creating new opportunities for competitiveness. Read more. (https://www.accenture.com/us-en/about/events/the-circular-economy-handbook?c=acn_glb_purposeslideshare_11151809&n=otc_0220)
The document discusses four potential business futures identified by Accenture Research: 1) The World of "Techno-Politics" characterized by rising economic nationalism and cross-border data restrictions; 2) Redesigning Life where individuals empower themselves to enhance well-being through technology; 3) The Imagination Economy where developments in virtual reality are transforming how people work and consume; 4) The Age of (In)Security where the growth of sensors and data flows increases cybersecurity vulnerabilities. For each future, the document outlines implications and recommendations for businesses to prepare strategically.
Capgemini cloud expoeurope jan 25 2012 m skilton v1.4Mark Skilton
The document discusses cloud computing and provides examples of cloud implementations. It begins with an overview of cloud computing trends globally and how cloud is evolving around the world. It then provides examples of four cloud implementations:
1) InnoEnergy, a pan-European energy innovation platform built on a cloud-based collaboration platform.
2) Information Pool, a Dutch emergency response data sharing system that enables agencies to exchange data on a single cloud platform.
3) A UK Department for Education implementation of a large Microsoft SharePoint platform to support information management and collaboration.
4) eProcurement Scotland, a multi-agency procurement solution used across the Scottish public sector that evolved into a private cloud platform.
By 2020, advances in technologies like analytics, IoT, and smart machines will provide faster and cheaper digital transformation in the energy industry, though CIOs will still face economic challenges. Also by 2020, the most valuable energy company may own no assets, 40% of field assets will be managed through 3D models, and over 50% of drilling will be controlled by algorithms. Additionally, disruptions from digital technologies, renewable energy growth, and extreme weather will drive changes across the utilities sector in areas like workforce skills, customer experience, and outage management.
Entidad Sin Ánimo de Lucro dedicada a la generación de alternativas productivas para el logro de la paz, el desarrollo y mejoramiento de la nacionalidad en Colombia. + Información, línea tecnológica Nacional 574 2820533 Twitter: @CANCILLERIAE Electronic mail: cancillerias@hotmail.com Gracias por tu interés. Cordial saludo. C.E.C.E.
El documento presenta un mapa mental sobre las competencias del gerente para el manejo de conflictos. El mapa destaca que los gerentes deben ser capaces de identificar los conflictos, analizar sus causas, y aplicar estrategias adecuadas para su resolución como la negociación, la mediación o el arbitraje. Asimismo, los gerentes deben fomentar una cultura organizacional que propicie la prevención y resolución pacífica de disputas.
- METRO Cash & Carry Russia is a division of METRO Group that operates cash and carry wholesale stores in Russia. It has 52 stores and generates €2.6 billion in annual sales.
- The document discusses METRO's strategies around supplier collaboration, category management, and EDI implementation to improve operations and customer satisfaction.
- Key focus areas include stock reduction through improved supplier discipline, analytics to inform category planning, and expanding the use of EDI to digitize processes like ordering and invoicing.
Soma Technology, Inc., founded in 1992, is the market leader in the new and refurbished medical equipment industry. We are specialists in outfitting entire healthcare facilities with high quality equipment at affordable prices. Our goal is to facilitate equipment acquisition by maintaining one of the largest medical equipment inventories and providing product turnkey solutions for our customers. We offer a one-stop-shop platform where our customers can compare and contrast among major models and manufacturers
The document discusses connecting physical computing devices like Arduino and Phidgets to software. It provides an overview of Arduino and Phidgets, comparing their components, ease of use, advantages and disadvantages. It also gives examples of programming Arduino and Phidgets in ActionScript 3 to control devices like servos and read sensor values. The document encourages readers that the possibilities for interactive projects are limited only by their imagination.
El documento propone algunas ideas para comenzar a implementar un proyecto de innovación pedagógica utilizando las TIC en una escuela primaria. Señala que las TIC están cada vez más presentes en la sociedad y que los centros educativos no pueden ignorar esto. También discute razones económicas, sociales, culturales y pedagógicas para integrar las TIC y cómo esto puede cambiar los roles de los estudiantes y maestros. Finalmente, ofrece algunas ideas iniciales sobre cómo comenzar el proceso.
Este documento contiene un ejercicio de matemáticas para estudiantes de segundo grado de secundaria. Incluye 14 preguntas sobre temas como porcentajes, operaciones matemáticas, geometría y estadística. Cada pregunta viene acompañada de opciones de respuesta para que el estudiante escoja la correcta.
En lo que a mi respecta, el crudiveganismo es la única opción de alimentarse correctamente y con ética, solidaridad y amor a nuestros hermanos pequeños los animales. El crudiveganismo trasciende a una alimentación sana y eficaz, es una actitud ante la vida...
El documento anuncia el evento "Fotográfica Bogotá: Documento + Ficción" organizado por el Fotomuseo para celebrar su quinto aniversario. El evento incluye más de 20 exposiciones de calle y sala con artistas nacionales e internacionales, y el seminario teórico "Documento y ficción en la fotografía contemporánea" con 13 conferencias de pensadores nacionales e internacionales en el Teatro Municipal Jorge Eliécer Gaitán del 18 al 21 de octubre. También se publicará un catálogo del
El 28 de abril de 2015 la Fundación Ramón Areces, con la colaboración de Ineco, organizó un encuentro de divulgación sobre la metodología BIM (Building Information Modelling), en la que participaron los principales representantes del sector nacional de infraestructuras.
SplunkLive! London: Splunk ninjas- new features and search dojoSplunk
The document discusses new features and enhancements in Splunk 6.4, including improvements to reduce storage costs through TSIDX reduction, enhance platform security and management through features like improved DMC and new SSO options, and new interactive visualizations. It also covers search commands like eval, stats, eventstats, streamstats, and transaction that can solve most data analysis problems, and provides examples of using these commands. Finally, it discusses some tips and tricks for Splunk searches.
This document proposes using MPLS network recovery models to enable smart grid communications. It discusses how the existing electric grid needs to transform into a smart grid to handle increasing energy demands. A robust, reliable, self-healing WAN is needed for smart grid monitoring and control. MPLS recovery models are proposed and simulated to provide different classes of service with minimal disruption times. The models aim to overcome challenges from fiber cuts, component failures or natural disasters.
Descripción mecánica de la cosechadora fiatagri r3500Luis Chicoma
La cosechadora FIAT-AGRI R3500 tiene varios sistemas mecánicos, hidráulicos, eléctricos y de transmisión que permiten cortar, trillar y limpiar el cultivo de arroz de manera automática. Algunas partes clave incluyen el motor, el molinete para cortar el arroz, el mecanismo de trillado con poleas para separar el grano, y el sistema de limpieza con ventilador y cribas. La máquina cosecha aproximadamente 7,000 a 11,000 kilos de
1. PETROBRAS developed an LNG import terminal project to provide flexible natural gas supply to meet Brazil's growing and variable demand.
2. Two LNG import terminals were constructed - one in Pecém and one in Guanabara Bay. Both terminals were built and commissioned between 2008-2009.
3. The terminals allow for LNG to be imported via carriers and regasified using Floating Storage and Regasification Units to supplement domestic gas supply and provide flexibility for the power market.
El documento describe la tendencia "Race-Life" que se caracteriza por un estilo de vida moderno fugaz y a ritmo acelerado debido a la falta de tiempo. También presenta la tendencia "Race-Food" donde prima la practicidad y energía para seguir el ritmo, con alimentos procesados e industrializados que suelen agregar componentes biológicamente activos. Se manifiesta en el consumo de comidas rápidas, snacks, prebióticos y energizantes.
The document discusses Shell's operations across the energy supply chain from upstream exploration and production through midstream transportation and downstream manufacturing and sales. It provides overviews of Shell's activities in upstream oil and gas extraction, midstream pipeline transportation of crude oil and natural gas, and downstream refining and petrochemical production. It also identifies supplier opportunities in areas like equipment, services, infrastructure, and logistics across the different segments of the energy supply chain.
Shell analyzed data from over 100,000 graduate applications to identify opportunities to streamline their recruitment assessments. They found that some assessments were not providing additional value. Shell worked to streamline the assessment process while keeping the most robust assessments. This resulted in a new streamlined process with fewer assessments that provided the necessary information with a better candidate experience.
Introducing Delta Live Tables: Make Reliable ETL Easy on Delta LakeDatabricks
This document discusses Shell's use of artificial intelligence and digital technologies. It provides examples of how Shell is using AI to drive efficiency in existing businesses, such as using machine learning and digital twins for production optimization. It also discusses Shell's data pipeline requirements and how its Delta Live Tables tool benefits data ingestion processes by enabling intelligence and expectations to build trust in data.
Initiated by the owner operator community, Capital Facilities Information Handover Specification (CFIHOS – pronounced “see-fos”) is an emerging standard for a consistent approach to information handover meant to reduce the inefficiencies and costs in the information supply chain.
As one of the initiative’s earliest adopters, Mike Curtin, VP Capital Project IM/IT, explains in this presentation how Shell’s project execution approach is evolving to align with the new standards, the impacts of CFIHOS on the industry and who is affected, and finally how technology is changing to support the shift. Mike also covers Shell’s journey from document to data centric information management for CFIHOS readiness, and finally,the next steps in their path towards digitalization across greenfield project execution and operations of existing assets.
AVEVA World Conference NA - Mike Curtin, ShellAVEVA-Americas
Initiated by the owner operator community, Capital Facilities
Information Handover Specification (CFIHOS - pronounced
“see-fos”) is an emerging standard for a consistent approach to
information handover meant to reduce the inefficiencies and costs in the information supply chain. As one of the initiative’s earliest adopters, Mike Curtin, VP Capital Project IM/IT, discusses how Shell’s project execution approach is evolving to align with the new standards, the impacts of CFIHOS on the industry and who is affected, and finally how technology is changing to support the shift. Mike also covers Shell’s journey from document to data centric information management for CFIHOS readiness, and finally, the next steps in their path towards digitalization across greenfield project execution and operations of existing assets.
Moving Towards AI at Shell with Daniel Jeavons (Shell)Databricks
1) The document discusses Shell's use of artificial intelligence and digital technologies, highlighting several AI projects currently underway in areas like retail analytics, predictive maintenance, and customer insights.
2) It notes the development of an "Intelligent Cloud & Intelligent Edge" and efforts to shift company culture to better adopt AI.
3) Metrics are provided on the growth of Shell's digital and data science capabilities, including over 120 data science professionals, 2,000 members of an analytics network, and 100+ current data science projects.
Scaling Advanced Analytics at Shell with Krishna Somasundaram and Bryce BartmannDatabricks
Learn how Shell leveraged Databricks’ Unified Analytics Platform as the cornerstone of their Advanced Analytics COE and how this resulted in a more unified data team collaboratively speeding time to value by reducing unnecessary churn as they operationalized production workloads on projects ranging from Inventory Optimization to Machine Vision.
This document provides an investor presentation for Royal Dutch Shell. It summarizes Shell's strategy to thrive in the energy transition by focusing on capital discipline, reducing costs, and positioning its portfolio for long-term relevance. It highlights Shell's confidence in achieving $25-30 billion in annual free cash flow by 2020-2021 and growing free cash flow per share through 2025. The presentation also provides financial summaries of Shell's earnings, divestments, cash flow, debt, and return on capital employed, showing its transformation into a world-class investment case.
This document summarizes a presentation given at the APM Conference in Manchester on November 7, 2018. The presentation discussed research on project leadership skills and how Shell has applied these findings. It included an introduction by Sarah Coleman, an overview of Shell's experience by Tom Frost, and an exercise. The research identified eight key "survival skills" for project leaders: anticipating, judgment and decision-making, seeing the big picture, building credibility and confidence, being organizationally intelligent, learning, resolving conflicts and collaborating, and creating an effective project culture. Shell has worked to embed these skills in its people development programs and project leadership framework to improve its project delivery performance.
Shalu Asarikandy (Shell, India)
Monalisa Patel (Shell, India)
It is important to understand the commercialization potential of an emerging technology before taking any business decision. The degree of commercialization of a technology, especially emerging technologies can be measured based on different parameters like market information, finance, Intellectual Property. Patent information can be considered as one of the good source for assessing the level of progression of technologies from invention to commercialization phase. In this talk, different correlations based on patent bibliographic data will be presented with case studies carried out in different technology fields.
This presentation was given by Michelle van der Duin, Senior Project Development & Delivery Manager and Head of Shell's Onshore LNG Programme Office, to delegates at the APM Women in Project Management SIG's annual conference 2015.
The conference, entitled 'Driving the future', was held at etc.venues Dexter House in London and saw some 170 delegates and was sponsored by BAE Systems.
The agenda was full of stimulating talks and interactive debate designed to facilitate knowledge-sharing and fresh insights for attendees.
Delegates will left the conference armed with new ideas for progressing their own careers and personal development and, of course, bursting with enthusiasm to promote the profession and encourage a new generation of project managers.
The objectives of the conference were:
- Reinforce the importance of women in project management
- Highlight the importance of women’s contribution to the economy through practical examples
- Provide opportunities for delegates to hear from leading professionals and to be inspired to drive the future in their own careers.
- Provide perspectives on what to ask of employers improve project delivery
- Provide food for thought for delegates to help them drive their own objectives and achieve their career goals
This document summarizes Shell's process for developing qualitative scenarios to model energy demand and futures. It discusses how Shell uses scenarios to test strategies, identify opportunities and threats, and make risky decisions more transparent. Scenarios are developed through analyzing interactions between politics, environment, technology, society and economics. They must be plausible, internally consistent, challenging and have consequences. Shell's scenario methodology includes understanding key uncertainties and developing quantitative models to underpin qualitative storylines about different potential futures.
Shell responsible investor briefing in London – April 16, 2018Shell plc
Ben van Beurden, Chief Executive Officer, Hans Wijers, Non-Executive Director and Chair of the Corporate and Social Responsibility Committee, Harry Brekelmans, Projects & Technology Director, Donny Ching, Legal Director, and Maarten Wetselaar, Integrated Gas & New Energies Director, presented in London during the annual responsible investors briefing.
Shell responsible investor briefing in London – April 16, 2018Shell plc
Ben van Beurden, Chief Executive Officer, Hans Wijers, Non-Executive Director and Chair of the Corporate and Social Responsibility Committee, Harry Brekelmans, Projects & Technology Director, Donny Ching, Legal Director, and Maarten Wetselaar, Integrated Gas & New Energies Director, presented in London during the annual responsible investors briefing.
ISES 2013 - Day 2 - Mitchell Winkler (Director Arctic, Shell) - Arctic DrillingStudent Energy
Shell has significant Arctic exploration and production positions across multiple countries and sees the Arctic as important for meeting future energy demand. Drilling in the Arctic comes with great responsibility to protect the environment and requires comprehensive risk management, including barriers and response plans to control hazards. Shell advocates for a stepwise technology-based approach and collaborating with stakeholders to co-create solutions for developing the Arctic responsibly.
The Summit will consider the role of leadership within the technology domain. Amidst a backdrop of uncertainty and disruption, the conference will discuss how you can help your organisation navigate change, overcome problems and accelerate innovation.
The programme will feature insights from an impressive array of technologists, founders, researchers and transformation specialists; contextualising the biggest challenges facing the industry and sharing practical advice, guidance and best-practice on how you can maximise your impact within your team.
Now in its seventh year, the Summit has established itself as the largest annual leadership event for Scotland’s Technology community, and an invaluable forum for knowledge exchange, discussion and high-level networking.
Core themes:
Trends: Digitalisation, agility, disruption and hybrid teams
Evolution: The changing nature of technology as a discipline
Leadership: Strategy, empowerment, communication, motivation and empathy
Culture: Creating a culture of inclusion, innovation and exploration
Impact: Technology as a driver of growth, innovation and improvement
The North of Scotland is in the midst of a full-scale transformation. Building on a well-established reputation as a global energy hub, the North is fast becoming a key destination for emerging innovation across an increasing range of sectors.
The DIGIT North Summit is designed to bring IT and Digital leaders together and drive practical innovation through shared learning. The event will facilitate cross pollination between key industries, from traditional sectors like Oil & Gas and Agriculture to high-growth fields like: Life Sciences, Biotech, Gaming, Fintech and Space.
The programme will contextualise the key emerging technologies and industry disruptors, and consider the vital role that IT and Digital leaders will play in ensuring organisations can thrive amid a backdrop of market change and economic volatility.
Organisations are changing, the rapid pace of the digital world has necessitated a fundamental shift in mindset. Digital has disintermediated markets; disrupted organisational structures, created new risks and new revenue streams and fundamentally altered the way businesses engage with their customer.
The most influential companies of our age share a common ability to understand two things effectively: people and technology. In these turbulent times, success is increasingly defined by the ability to respond to the fast-changing landscape, and exceed the expectations of the people we serve.
DT 2021 will contextualise the key technology trends and industry disruption amidst a backdrop of significant socio-economic upheaval. The event will also consider the role of IT and Digital leaders in driving positive transformation, exploring how we can help support operations, drive innovation, overcome challenges, and deliver tangible business benefits.
Core themes:
• Landscape: Uncertainty, Recovery, Sustainability, Remote Teams
• Process: Strategy, Structure, Optimisation, Agile, DevOps
• Design: Customer Centricity, UX, Functionality, Simplification
• Technology: Remote Tools, Data Analytics, AI, ML, RPA, Cloud
• People: Culture, Collaboration, Leadership, Diversity, Empowerment
The national Scot-Secure Summit is the largest annual Cyber Security event in Scotland: the event brings together senior IT leaders and Information Security personnel, providing a unique forum for knowledge exchange, discussion and high-level networking.
The conference programme is focused on promoting best-practice cyber security; looking at the current trends, the key threats - and offering practical advice on improving resilience and implementing effective security measures.
The conference will contextualise the changing regulatory landscape, considering the business impact of the GDPR and DPA (2018) and how it is changing policy and process in practice.
When GDPR came into force in May 2018 it significantly raised the bar of obligation and accountability, ensuring that all organisations who handle personal data adhere to strict regulations around privacy, security and consent. 18 months on from implementation, the conference will consider how data protection procedure has moved on, with insight from frontline practitioners reflecting on how practices within their organisation have changed.
The event will also provide an update from the regulator; exploring regulatory action policy, decision making for fines and penalties, and clarifying some of the most prominent areas of misconception and non-compliance.
Core conference topics include:
• Key legal issues and obligations
• Data security and encryption
• Privacy Impact Assessments
• Databases, data mapping and classification
• Privacy by design
• Practical strategy implementation
SCOTLAND’S MUST-ATTEND IT & DIGITAL EVENT
The expo is the largest annual enterprise technology event run in Scotland, and a must-attend for senior technologists, digital innovators and IT leaders.
SCOTLAND’S LARGEST VENDOR SHOWCASE
DIGITExpo hosts Scotland’s largest exhibition of technology and solution providers, spanning: Cyber Security, Networking, Infrastructure, Cloud, Data & Analytics, Managed IT Services, Telecoms, Connectivity and much more.
TOP SPEAKERS AND INDUSTRY INSIGHT
Keynote and seminar theatres will host leading thinkers and innovators from some of the best known companies in the world. 2018 speakers include: Google, Twitter, Mclaren, RSB, Hill & Knowlton, CYBG, IBM, EasyJet and AmTrust.
SCOTLAND’S MUST-ATTEND IT & DIGITAL EVENT
The expo is the largest annual enterprise technology event run in Scotland, and a must-attend for senior technologists, digital innovators and IT leaders.
SCOTLAND’S LARGEST VENDOR SHOWCASE
DIGITExpo hosts Scotland’s largest exhibition of technology and solution providers, spanning: Cyber Security, Networking, Infrastructure, Cloud, Data & Analytics, Managed IT Services, Telecoms, Connectivity and much more.
TOP SPEAKERS AND INDUSTRY INSIGHT
Keynote and seminar theatres will host leading thinkers and innovators from some of the best known companies in the world. 2018 speakers included: Google, Twitter, Mclaren, RSB, Hill & Knowlton, CYBG, IBM, EasyJet and AmTrust.
Emerging technology is having a profound impact on the Financial Services sector; from mobile payments, APIs and Open Platforms to Machine Learning, Robo Investment and AI Chatbots.
The Summit will explore technological innovation across the financial services sector, from developments in established institutions to the disruptive innovators within the start-up community that are reshaping the FS market.
Core conference topics:
• Landscape: Trends, Culture, Trust, Transparency, Geo-political Climate
• Regulation: GDPR, MiFID II, PSD2, Open Banking, APIs
• Customer Strategy: Engagement, UX, Data Insight, Marketing & ML
• Emerging Tech: Blockchain, Analytics, AI, Payments, Automation
• National Strategy: Skills, Funding, Collaboration, Cyber Security
• Infrastructure: IT, Digital, Cloud, Mobile, XaaS
The modern enterprise is becoming an increasingly automated environment: technological advancements in AI, Machine Learning and RPA are allowing organisations to strip out layers of inefficiency, optimise process and enhance productivity. Right across the enterprise, operations are changing in line with new automation tools, from low-level administrative tasks to self-regulating Industrial IoT systems and customer service chatbots.
This conference will contextualise the role of intelligent automation within the enterprise, looking at how the increasing sophistication of AI, RPA and IoT technologies are transforming operations. The conference is geared towards senior IT and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, engagement and high-level networking
As technology has evolved IT has transitioned from a background support function to a core driver of value creation and competitive edge. This shift has placed senior technologists at the heart of the organisation where they are increasingly critical to decision making, strategy and leadership.
The DIGIT Leader Summit will explore the evolution of the IT & Digital profession, considering the key technology and business trends and the profound impact they are having on the role. The programme will also examine the crucial components of leadership, looking at culture; team building, upskilling and communication.
The Summit is geared for senior IT & Digital leaders, and designed to provide an opportune forum for practitioners to share their experiences, learn from their peers and discuss best-practice approaches to leadership.
Core topics
Trends: Key technology trends and business trends
IT Evolution: How the IT and Digital role is changing and evolving
Leadership: Empowering, engaging, motivating and inspiring teams
Culture: Creating a culture of inclusion, innovation and exploration
Impact: Technology as a driver of innovation, improvement and problem solving
IT Management: Investment, ITAM, cost control, vendor management
The Conference
The Energy sector is changing: the challenging economic landscape has forced businesses to scrutinise their operations in pursuit of greater productivity and asset efficiency. Meanwhile, the market is growing increasingly diverse as renewables mature and new entrants emerge.
Against this backdrop, digital is becoming increasingly pervasive as companies turn to technology to modernise processes and deliver competitive advantage; from remote monitoring and automation, to data analytics, Machine Learning, asset visualisation and HPC.
Now in its 6th year, the conference has established itself as the largest annual Digital Energy summit in the country: the event brings together senior IT, Digital and business leaders, providing a unique forum for knowledge exchange, discussion and high-level networking. The programme will explore the use of Information Technology in driving tangible outcomes across the organisation, looking at key trends and providing practical insight from an array of industry leaders.
Core Themes
Landscape: maximising economic recovery and cross industry collaboration
IT & Digital as a driver of efficiency, business improvement and problem solving
Analytics, data-driven decision making and business intelligence
Asset visibility: performance, conditioning, remote monitoring
Digitising processes and innovating on top of legacy systems
Emerging technologies, AI, IoT, Robotics, Drones, Blockchain
Infrastructure: SCADA, Cloud, hybrid architecture, managed services
Cyber Security, information governance, GDPR
The national Scot-Secure Summit is the largest annual Cyber Security Conference in Scotland: the event brings together senior IT leaders and Information Security personnel, providing a unique forum for knowledge exchange, discussion and high-level networking.
The conference programme is focussed on promoting best-practice cyber security; looking at the current trends, the key threats - and offering practical advice on improving resilience and implementing effective security measures.
This document provides an overview of Europol and its role in combating cybercrime. Some key points:
- Europol supports cooperation between member states to prevent and combat serious crimes affecting two or more countries, including terrorism and cybercrimes.
- Europol's EC3 division focuses on areas like decryption, financial cybercrime, and working with partners in law enforcement, industry, and academia.
- Recent Europol operations highlighted include Avalanche against botnets, and actions against major ransomware like WannaCry and NotPetya.
- Emerging threats discussed include the convergence of criminal groups from script kiddies to nation states in cyber space, as well as challenges of
Business is changing: digital technology has permeated every facet of the enterprise, completely transforming the way we work. Digital has disintermediated markets, disrupted organisational structures, created new risks and new revenue streams, while fundamentally altering the way businesses engage with their customer.
There is no coincidence that the most influential companies of our age share a common ability to harness technology effectively. In these exciting and turbulent times, success is increasingly defined by the ability to respond to the fast changing digital landscape, it has become a key distinguisher between growth and obscurity.
DT 2019 contextualised key digital trends and explored the underlying process of organisational change. The conference was geared towards senior technologists and digital leaders, providing an insightful peer-led environment and a crucial forum for knowledge exchange, discussion and high-level networking.
This is the largest annual Digital Transformation conference held in Scotland - with over 300 attendees in 2018. The event is supported by ScotlandIS and is free for qualifying delegates to attend.
The conference will contextualise the changing regulatory landscape, considering the business impact of the GDPR and DPA (2018) and how it is changing policy and process in practice.
When GDPR came into force in May it significantly raised the bar of obligation and accountability, ensuring that all organisations who handle personal data adhere to strict regulations around privacy, security and consent. 6 months on from implementation, the conference will consider how data protection procedure has moved on, with insight from frontline practitioners reflecting on how practices within their organisation have changed.
The event will also provide an update from the regulator; exploring regulatory action policy, decision making for fines and penalties, and clarifying some of the most prominent areas of misconception and non-compliance.
Core conference topics include:
• Key legal issues and obligations
• Data security and encryption
• Privacy Impact Assessments
• Databases, data mapping and classification
• Privacy by design
• Practical strategy implementation
Technology is completely changing the face of financial services, driving disruption, displacement and disintermediation within the sector. This has lowered the barriers to entry, opened the door to new market entrants and created fertile ground for innovation and growth.
These market disruptions have also forged new alliances between start-ups and incumbents, blurring the lines of distinction between finance and technology and creating a wave of cross-sector collaboration.
Fintech 2018 will explore technological innovation across the financial services sector, from developments in established tier-1 firms to the disruptive innovators within the start-up community that are reshaping the FS market.
Core conference topics will include:
• Landscape: Trends, Culture, Trust, Transparency, Geo-political Climate
• Regulation: GDPR, MiFID II, PSD2, Open Banking, APIs
• Customer Strategy: Engagement, UX, Data Insight, Marketing & ML
• Emerging Tech: Blockchain, Analytics, AI, Payments, Automation
• National Strategy: Skills, Funding, Collaboration, Cyber Security
• Infrastructure: IT, Digital, Cloud, Mobile, XaaS
This conference will contextualise the evolution of IT, examining the changing role of technology within the business and the inherent implications for IT personnel. The event is geared for senior IT, business and finance leaders, providing a unique forum for knowledge exchange, discussion and high-level networking.
Core topics
• IT Evolution: the changing role of IT within the business
• Leadership: strategy, culture and collaboration
• XaaS: the shift from asset to service-based consumption
• ITAM: IT Asset Management and procurement
• Managed Services: vendor management and Service Level Agreements
• Governance: information security, GDPR and data protection
• DevOps: Agile process, faster delivery, greater collaboration
Now in its 5th year, the conference has established itself as the largest annual Digital Energy summit in the country: the event brought together senior IT, Digital and business leaders, providing a unique forum for knowledge exchange, discussion and high-level networking. The programme explored the use of Information Technology in driving tangible outcomes across the organisation, looking at key trends and providing practical insight from an array of industry leaders.
Now in its 5th year, the conference has established itself as the largest annual Digital Energy summit in the country: the event brought together senior IT, Digital and business leaders, providing a unique forum for knowledge exchange, discussion and high-level networking. The programme explored the use of Information Technology in driving tangible outcomes across the organisation, looking at key trends and providing practical insight from an array of industry leaders.
Utilizing pigged pipeline technology proves advantageous for the transfer of a diverse range of products. Addressing a significant challenge in Lube Oil Blending Plants, pigged manifolds seamlessly interconnect numerous source tanks with various destinations like filling and loading. This innovative approach enhances efficiency and resolves complexities associated with managing multiple product transfers within the blending facility.
Using LLM Agents with Llama 3, LangGraph and MilvusZilliz
RAG systems are talked about in detail, but usually stick to the basics. In this talk, Stephen will show you how to build an Agentic RAG System using Langchain and Milvus.
TrustArc Webinar - 2024 Data Privacy Trends: A Mid-Year Check-InTrustArc
Six months into 2024, and it is clear the privacy ecosystem takes no days off!! Regulators continue to implement and enforce new regulations, businesses strive to meet requirements, and technology advances like AI have privacy professionals scratching their heads about managing risk.
What can we learn about the first six months of data privacy trends and events in 2024? How should this inform your privacy program management for the rest of the year?
Join TrustArc, Goodwin, and Snyk privacy experts as they discuss the changes we’ve seen in the first half of 2024 and gain insight into the concrete, actionable steps you can take to up-level your privacy program in the second half of the year.
This webinar will review:
- Key changes to privacy regulations in 2024
- Key themes in privacy and data governance in 2024
- How to maximize your privacy program in the second half of 2024
The Rise of AI in Cybersecurity How Machine Learning Will Shape Threat Detect...digitalxplive
Discover how artificial intelligence is revolutionizing cybersecurity in 2024. This presentation explores the impact of machine learning on threat detection, highlighting advancements, challenges, and future trends. Learn how AI-powered solutions enhance cyber defenses, mitigate risks, and adapt to evolving security landscapes.
How Social Media Hackers Help You to See Your Wife's Message.pdfHackersList
In the modern digital era, social media platforms have become integral to our daily lives. These platforms, including Facebook, Instagram, WhatsApp, and Snapchat, offer countless ways to connect, share, and communicate.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/07/deploying-large-language-models-on-a-raspberry-pi-a-presentation-from-useful-sensors/
Pete Warden, CEO of Useful Sensors, presents the “Deploying Large Language Models on a Raspberry Pi,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, Warden outlines the key steps required to implement a large language model (LLM) on a Raspberry Pi. He begins by outlining the motivations for running LLMs on the edge and exploring practical use cases for LLMs at the edge. Next, he provides some rules of thumb for selecting hardware to run an LLM.
Warden then walks through the steps needed to adapt an LLM for an application using prompt engineering and LoRA retraining. He demonstrates how to build and run an LLM from scratch on a Raspberry Pi. Finally, he shows how to integrate an LLM with other edge system building blocks, such as a speech recognition engine to enable spoken input and application logic to trigger actions.
BT & Neo4j: Knowledge Graphs for Critical Enterprise Systems.pptx.pdfNeo4j
Presented at Gartner Data & Analytics, London Maty 2024. BT Group has used the Neo4j Graph Database to enable impressive digital transformation programs over the last 6 years. By re-imagining their operational support systems to adopt self-serve and data lead principles they have substantially reduced the number of applications and complexity of their operations. The result has been a substantial reduction in risk and costs while improving time to value, innovation, and process automation. Join this session to hear their story, the lessons they learned along the way and how their future innovation plans include the exploration of uses of EKG + Generative AI.
Litestack talk at Brighton 2024 (Unleashing the power of SQLite for Ruby apps)Muhammad Ali
Exploring SQLite and the Litestack suite of SQLite based tools for Ruby and Rails applications. Litestack offers a SQL database, a cache store, a job queue, a pubsub engine, full text search and performance metrics for your Ruby/Ruby-on-Rails apps
Kief Morris rethinks the infrastructure code delivery lifecycle, advocating for a shift towards composable infrastructure systems. We should shift to designing around deployable components rather than code modules, use more useful levels of abstraction, and drive design and deployment from applications rather than bottom-up, monolithic architecture and delivery.
WhatsApp Spy Online Trackers and Monitoring AppsHackersList
Learn about WhatsApp spy online trackers, parental monitoring tools, and ethical considerations in WhatsApp surveillance. Discover features, methods, and legal implications of monitoring WhatsApp activity.
Data Integration Basics: Merging & Joining DataSafe Software
Are you tired of dealing with data trapped in silos? Join our upcoming webinar to learn how to efficiently merge and join disparate datasets, transforming your data integration capabilities. This webinar is designed to empower you with the knowledge and skills needed to efficiently integrate data from various sources, allowing you to draw more value from your data.
With FME, merging and joining different types of data—whether it’s spreadsheets, databases, or spatial data—becomes a straightforward process. Our expert presenters will guide you through the essential techniques and best practices.
In this webinar, you will learn:
- Which transformers work best for your specific data types.
- How to merge attributes from multiple datasets into a single output.
- Techniques to automate these processes for greater efficiency.
Don’t miss out on this opportunity to enhance your data integration skills. By the end of this webinar, you’ll have the confidence to break down data silos and integrate your data seamlessly, boosting your productivity and the value of your data.
5. 5Information Classification: Open All Rights recognised
Collaborating locally to lead the way globally in deflationary digital services
6. The next 20 minutes
The 7 critical cloud considerations
Future ready technology and
emerging trends for 2020
Ensuring IT remains deflationary
and returns agility
10. 10Information Classification: Open All Rights recognised
Cost Assurance: Price matching
Hardware
operational
budget of
<£1m
Azure
cost
estimator
tool
Azure £250K
per year
brightsolid
£185K
per year
brightsolid includes: service desk, remote
back-ups and DDoS protection
11. 11Information Classification: Open All Rights recognised
Be confident and expert in Security
Hosting up to Government level ‘Official
Sensitive’
18. 19Information Classification: Open All Rights recognised
Save
money,
cost and
capex
To enable
DR
Focus on
the
important
Provide
flexibility
& Agility
To try
new
services
Move to
Digital
services
So we can, but why move to cloud?
21. 22Information Classification: Open All Rights recognised
Emerging 2020 trends that we like
Predictive
Analytics
Shared
Services
Machine
Learning
Free
Apps
23. 24Information Classification: Open All Rights recognised
Free applications and infinite
development opportunities
In micro services in open
source application layers
28. 29Information Classification: Open All Rights recognised
Aberdeen City Council
Migrated
entire
infrastructure
in under 6
weeks
No
disruption to
service
Significant
monthly
savings
29. 30Information Classification: Open All Rights recognised
“In brightsolid, we have found a partner with whom we can
innovatively work as we digitally transform our council
services whilst also reducing our operational costs.”
Aberdeen City Council Finance
Policy and Resources Convenor Councillor
Willie Young
Technical Innovation with Personal Service
31. 32Information Classification: Open All Rights recognised
Regional data
centres and
clouds
Price
matching
Community
shared
economies
Ensuring IT remains deflationary
41. Copyright of Shell International BV
ADOPTING AN OPEN STANDARD FOR
MANAGING IT
Ard de Bruijne
Strategy, Planning & Architecture Manager Global Functions
42. Copyright of Shell International BV
DEFINITIONS AND CAUTIONARY NOTE
Reserves: Our use of the term “reserves” in this presentation means SEC proved oil and gas reserves.
Resources: Our use of the term “resources” in this presentation includes quantities of oil and gas not yet classified as SEC proved oil and gas reserves. Resources are consistent
with the Society of Petroleum Engineers 2P and 2C definitions.
Organic: Our use of the term Organic includes SEC proved oil and gas reserves excluding changes resulting from acquisitions, divestments and year-average pricing impact.
Resources plays: Our use of the term ‘resources plays’ refers to tight, shale and coal bed methane oil and gas acreage.
The companies in which Royal Dutch Shell plc directly and indirectly owns investments are separate entities. In this presentation “Shell”, “Shell group” and “Royal Dutch Shell” are
sometimes used for convenience where references are made to Royal Dutch Shell plc and its subsidiaries in general. Likewise, the words “we”, “us” and “our” are also used to refer
to subsidiaries in general or to those who work for them. These expressions are also used where no useful purpose is served by identifying the particular company or companies.
‘‘Subsidiaries’’, “Shell subsidiaries” and “Shell companies” as used in this presentation refer to companies in which Royal Dutch Shell either directly or indirectly has control.
Companies over which Shell has joint control are generally referred to as “joint ventures” and companies over which Shell has significant influence but neither control nor joint control
are referred to as “associates”. The term “Shell interest” is used for convenience to indicate the direct and/or indirect ownership interest held by Shell in a venture, partnership or
company, after exclusion of all third-party interest.
This presentation contains forward-looking statements concerning the financial condition, results of operations and businesses of Royal Dutch Shell. All statements other than
statements of historical fact are, or may be deemed to be, forward-looking statements. Forward-looking statements are statements of future expectations that are based on
management’s current expectations and assumptions and involve known and unknown risks and uncertainties that could cause actual results, performance or events to differ
materially from those expressed or implied in these statements. Forward-looking statements include, among other things, statements concerning the potential exposure of Royal
Dutch Shell to market risks and statements expressing management’s expectations, beliefs, estimates, forecasts, projections and assumptions. These forward-looking statements are
identified by their use of terms and phrases such as ‘‘anticipate’’, ‘‘believe’’, ‘‘could’’, ‘‘estimate’’, ‘‘expect’’, ‘‘intend’’, ‘‘may’’, ‘‘plan’’, ‘‘objectives’’, ‘‘outlook’’, ‘‘probably’’, ‘‘project’’,
‘‘will’’, ‘‘seek’’, ‘‘target’’, ‘‘risks’’, ‘‘goals’’, ‘‘should’’ and similar terms and phrases. There are a number of factors that could affect the future operations of Royal Dutch Shell and could
cause those results to differ materially from those expressed in the forward-looking statements included in this presentation, including (without limitation): (a) price fluctuations in
crude oil and natural gas; (b) changes in demand for Shell’s products; (c) currency fluctuations; (d) drilling and production results; (e) reserves estimates; (f) loss of market share and
industry competition; (g) environmental and physical risks; (h) risks associated with the identification of suitable potential acquisition properties and targets, and successful
negotiation and completion of such transactions; (i) the risk of doing business in developing countries and countries subject to international sanctions; (j) legislative, fiscal and
regulatory developments including potential litigation and regulatory measures as a result of climate changes; (k) economic and financial market conditions in various countries and
regions; (l) political risks, including the risks of expropriation and renegotiation of the terms of contracts with governmental entities, delays or advancements in the approval of
projects and delays in the reimbursement for shared costs; and (m) changes in trading conditions. All forward-looking statements contained in this presentation are expressly
qualified in their entirety by the cautionary statements contained or referred to in this section. Readers should not place undue reliance on forward-looking statements. Additional
factors that may affect future results are contained in Royal Dutch Shell’s 20-F for the year ended 31 December, 2014 (available at www.shell.com/investor and www.sec.gov ).
These factors also should be considered by the reader. Each forward-looking statement speaks only as of the date of this presentation, 15 March, 2016. Neither Royal Dutch Shell
nor any of its subsidiaries undertake any obligation to publicly update or revise any forward-looking statement as a result of new information, future events or other information. In
light of these risks, results could differ materially from those stated, implied or inferred from the forward-looking statements contained in this presentation. There can be no assurance
that dividend payments will match or exceed those set out in this presentation in the future, or that they will be made at all.
We use certain terms in this presentation, such as discovery potential, that the United States Securities and Exchange Commission (SEC) guidelines strictly prohibit us from including
in filings with the SEC. U.S. Investors are urged to consider closely the disclosure in our Form 20-F, File No 1-32575, available on the SEC website www.sec.gov. You can also
obtain this form from the SEC by calling 1-800-SEC-0330.
43. Copyright of Shell International BV
AGENDA
The environment
What is IT4IT anyway?
The Shell IT4IT Journey
45. Company name appears here
ABOUT SHELL IN 2014
$1.2 billion
Amount we spent
on R&D
70+
Number of countries
in which we operated
$160million
Spent on voluntary social
investment worldwide
$13.7billion
Spent in lower
income countries
10%
Our share of the world’s LNG
sold
40+
Number of LNG vessels we
manage and operate
3.1million
Our equity production in
barrels of oil equivalent a day
51.8%
Share of our production that
was natural gas
94,000
Average number
of people we employed
24 million
Tonnes of LNG we sold
$45billion
Cash flow from operating
activities
2%
Our share of the world’s
oil production
3%
Our share of the world’s
gas production
46. Copyright of Shell International BV
NAVIGATING A DISRUPTIVE ENVIRONMENT
49
EVERYTHING
TO CLOUD
INFORMATION FROM
DATA &
ANALYTICS
COLLABORATION
ACROSS ALL
(MOBILE) DEVICES
CONTROLS, LEGAL,
REGULATORY &
CYBER DEFENCE
BUSINESS PLATFORMS
GUIDEINVESTMENT
DECISIONS
DIGITALISATION
AND INTERNET
OF THINGS
47. Copyright of Shell International BV
IT DIMENSIONS – WHAT WE OPERATE
RESTRICTED
PLACES 10 global data centres, 367 server locations
132,610 telephone numbers
11,285 wireless access points
1,505 terabyte data traffic per month
1,298 GB network capacity
PEOPLE 140,000+ desktops and laptops in1800 sites
73,400 Mobile phones & Blackberries
110,000 service desk calls per month
52,000 user requests per month
6m internal e-mails per day; 1.2m spam rejected each month
19,847 users with Push email to own phones
50,150 virus detected and cleaned per month
3107 Workspace servers
PORTFOLIO
349 Business critical apps and services
164 ERP instances operated
980 changes to Business critical apps per month
24 Applications Operations Managed Service Contracts
5452 Applications hosted, additional desktop apps
4,618 databases
17,918 servers
11 PetaByte applications storage
PROJECTS
1,300 Infrastructure & Services projects per year
100 Project programs per annum enabling $35bn of Capital development
50 Locations of Projects
COMPETITIVE
INFRASTRUCTURE
3,600 virtual technical
workstations
Enabling data from
millions of seismic
sensors
5,400 servers,
delivering 2 PetaFlops
(2*1015 floating-point
operations per second)
34 PetaBytes technical
storage
50. Copyright of Shell International BV
IT SERVICE
IT’S CORE ISSUE: MOST OF OUR FOCUS GOES INTO
DELIVERY, NOT NEARLY ENOUGH INTO OUTCOME
Manage Capabilities
People, Process, Information, Tools
Measure Outcomes
Metrics, Actions, Improvements
Plan Build
Operat
e
Deploy Retire
51. Copyright of Shell International BV
THE THREE DILEMMAS OF IT MANAGEMENT:
COST, AGILITY, MANAGEABILITY
Speed & Agility
vs.
Diversity & Complexity
Technology Disruption
vs.
Manageability
Cost Containment
vs.
Growth
Base Cost
Investment
Budget
IT function requirements
Reduce costs
Reduce risk
Business requirements
Increase agility & speed
Improve performance &
experience
52. Copyright of Shell International BV
CONSORTIUM CREATED END-TO-END VALUE CHAINS
plan build deploy run
53. Copyright of Shell International BV
SUMMARY: BETTER, FASTER, AFFORDABLE,
CONTROLLED
• Integrated workflows improving the quality of
delivery
• Reduced downtime
• Operations become a “broker of services”
BETTER
• Agile development and DEVOPS
• Improved Project execution
• More self-service
FASTER
• Reduces cost for IT4IT (integration / sourcing
options)
• Reduce overall IT cost
AFFORDABLE
• Improved understanding of and response to risks &
threats
• Enhanced monitoring and exception handling
CONTROLLED
And we believe we can achieve this through a holistic approach to IT4IT
55. Copyright of Shell International BV
COMMUNITY DEVELOPMENT – AN EVOLUTIONARY
MODEL
Shell proprietary Standard Open Industry Standard
2010: Delivery Model 2012: Segment Architecture 2014: Reference Architecture
2012/09: Consortium kicked off
PWC, HP-IT, ING, Munich Re, HP-SW,
Achmea, later extended with AT&T,
Accenture, USF
2013-2016: Continued Growth of
consortium
Over 40 Members at time of this presentation
2013/10: Open Group
First affiliation discussions
2014/10: Public launch at
The Open Group IT4IT
forum and standard
2015/06:
V2.0
57. Copyright of Shell International BV
RETURN TO THE ‘COMPACT IT ESTATE’ WITH COST
TRANSPARENCY
IT BUSINESS MANAGEMENT
Application
overview
IT Management Information
Project
Overview
Infrastructure
overview
Infrastructure
optimization
TRUSTED DATA SOURCES
Config
Management
Applications/
Services
Projects
Application/
service costs
Infra
Invoice Data
Utilization
Budget
Actuals
ERP
63. Characteristics of Culture
• Pernicious: acts through people who come and go
• Rewards those who protect it and perpetuate it
• Culture tolerates policy, governance, new process
• …Or rejects it
• Has mechanisms that help it evolve/survive
• Has trigger points for change
• Culture and policy dual for influence….unless they are aligned.
64. Framing the Problem Set
IS Leadership Group is diverse
Varied IT savvy
Cultures from 3 continents
Domain of expertise vary
Not culture of statistics
Few time motion studies
No framework for ROI
Executives don’t have time
We have them for 1 hour per
month
Don’t have time for homework
Decision culture dominated by
desire for broad/input consensus
6
7
65. Tullow IS Solution
Has to start good debate - at a glance
Has to provide right contextual understanding for decisions/debate
Has to enable a decision at the right level of specificity
Can’t imply scientific process where it doesn’t exist
Must empower appropriate challenge between executives
Must place the executives in complete control
Not asking for their opinion
Asking them for approval to spend their money
All plots must have narrative about notional 125% ROI
No hard ROI calculation required
But a good narrative is
6
8
70. Why It Worked
Right level of detail for contextual understanding
Considering the time available
Considering varied IT savvy
Provides confidence to act
Compares RELATIVE strategic fit and RELATIVE ease of implementation
Group chooses spending limits
Produces quadrant to focus attention/debate
Ensures debate leads directly to spend decisions
Visual
Ability to focus quickly on areas for debate and decision
Matches their allotted time to the task
Forum allows for broad participation
Decision method infers consensus
Format minimizes time investment required
7
3
71. Take-Away – Guiding Principles
• Simplicity
– Level of specificity must match the level of accuracy
– Use only attributes that the group can make decisions on
• “Snap-shot” decision making
– Visual with data and text detail as backup
– If they haven’t read anything….can they still contribute to a decision?
• Trust their gut
– Create ability to do a deep dive into areas that don’t “feel right”
– Details can (not always by any means) confound judgement
– IT facilitates decision making – leads from the back
Hidden value: nearly all initiatives have some IT component… our solution
brings the strategy debate to IT, as opposed to asking for a seat at a table in
the next room.
7
4
77. IT Strategy
Developing an IT Strategy for a low cost environment
James McLean
IT Manager, UK
March 17,
2016
80
78. Content
Drivers for a strategy formation
• Business outcome driven: Are you aligned to your business strategy?
• Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst remaining agile and
scalable?
• Demand led: Should your charge model reflect cost dynamics?
79. Drivers for an new IT Strategy Formation
• Industry Drivers
• Oil price volatility
• Decommissioning is essentially a new business in the UK industry
• Steadily Declining Production
• Aging fields/assets
• Successive cost reduction rounds and the need to operate
differently
• IT Drivers
• Headcount and Cost constraints
• Doing more with less
• IT Industry driving to the Cloud as a transformative capability
80. • Drivers for a strategy formation
Business outcome driven: Are you aligned to your
business strategy?
• Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst remaining
agile and scalable?
• Demand led: Should your charge model reflect cost
dynamics?
81. An Approach for Developing Strategic Alignment
Business change
well understood
IT implications
identified
Understand Business
Demand
Business
Capabilities
IT Implications
Business &
Market Context
Determine Strategic
Direction
Vision
Strategic
Objectives
Change
Requirements
Vision and
strategic objectives
Role of IT
IT operating model
Assess Capabilities
People
Process
Technology
Current state
understood and
aligned internally
Determine Required
Actions
Control
Supply
Risks & Issues
Future state
described in terms
of impacts on the
Business of IT
capabilities
Implement
Develop Roadmap
Projects/Program
Timeline and
Resources
Communication
Roadmap and
action plan defined
Strategic direction
communicated and
accepted within
business and IT
84. • Drivers for a strategy formation
• Business outcome driven: Are you aligned to your
business strategy?
Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst
remaining agile and scalable?
• Demand led: Should your charge model reflect cost
dynamics?
85. Approach to Assessing Capabilities
Assess Capabilities
People
Process
Technology
Current state
understood and
aligned internally
ITIL framework can
provide structure
Deliver Change
Business Relationship Management
Service Operation
Operational Management
Service Desk
Capacity
Management
(design)
Request fulfilment
Change
Management
(FSOC)
Config/Asset Mgmt
Identity
Management
Security Monitoring
Incident Control
2nd/3rd line support
Apps Dev/ SDLC
Boundary&
Feasibility
PPM
PMO
Impact Assessment
IM-enabled
BusinessChange
DeliveryPortfolio
Planning
Event Management
IM Management
Design
Solution Delivery
Strategic Alignment
TfL IM Demand
Harmonisation
Reporting and
Communication
Establish IM
Success Criteria
IM Budget setting
Transition
Applications
TTO/ Service
Introduction
Operational
Testing
Apps Maintenance
Services (AMS)
Apps Mgmt (SAM)
Financial and Commercial
Performance and Resourcing
Security, Risk, Compliance
Strategy and EA
Procurement/
Sourcing
Workforce
Management
IM Function
Financial Planning
Vendor
Management
Service KM
IM Strategic Planning EA
Cyber Security
(policy/
requirements)
Risk Management and
Control
Performance
monitoring
Projects and Change
BRM/ demand
management
(projects)
Demand sensing/
shaping BusinessAnalysis
Business As Usual BRM
Requests for
Service
Capacity
Management
(forecast)
IM-based
Changes
Problem
Management
Incident
Management
Fin Mgmt for IM
Services
Agree IM Strategy
Service Portfolio
Management
Standards
Compliance and Audit
BU Investment
Portfolio Management
86. High Level Example: Capability view of an IT Organisation Level 0+1
Application
Support
Consultancy
Application
Development
Application Support
Database Support
Enterprise Content
Management
Project Management
Administration
Application
Development
Application
Development
Business Intelligence
Application Support
Project Management
Administration
Business
Partner
Business Analysis
Project Management
Change Management
Asset Management
Administration
Data Services
Data Management
Physical and Digital
Record Management
Compliance
Advisory
Strategy
Project Management
Technical
Reprographics
Administration
Planning,
Control and
Compliance
Service Portfolio
Management
Stakeholder
Management
Governance
Strategy
Planning and Control
Compliance
Administration
Support
Infrastructure
Operations
Compliance
Consultancy
Strategy
Operational Support
Project Management
Administration
Project
Management
Solution Design
Project Planning
Budget Management
Project Delivery
L0
L1
87. Future State Example of IT Capabilities – Level 0 + 1
Strategy and Planning Service Development Service ManagementBusiness Relationship
Management
Information Management
Business
Enablement
Strategy
Business
Performance
Planning
Demand
Management
Communications
Planning
Stakeholder
Management
Business
Performance
Management
Information
Management
Strategy
Information
Architecture
Information
Resource
Management
Content
Management
Business
Intelligence
Record
Management
Project & Program
Management
Enterprise
Architecture
Portfolio
Management
Human Resources
Management
IT Financial
Management
Vendor
Management
IT Strategy
Management
Service
Architecture
Service Operation
Solutions
Development
Infrastructure
Development
Service Transition
Service Delivery
Service Design
Service Strategy
IT Risk &
Compliance
L0
L1
Strategy and Planning
Enterprise
Architecture
Portfolio
Management
Human Resources
Management
IT Financial
Management
Vendor
Management
IT Strategy
Management
IT Risk &
Compliance
88. • Drivers for a strategy formation
• Business outcome driven: Are you aligned to your business
strategy?
• Understand your capabilities: Are you able to deliver?
Sourcing strategies: How do you deliver whilst remaining
agile and scalable?
• Demand led: Should your charge model reflect cost
dynamics?
89. How to Deliver and Remain Agile
• Flexible to adapt to volatility
• Use of small boutique companies on turnkey activities
• Identify commodity services and execute at lowest costs possible
• Never sacrifice stable IT operations
• Is it differentiating?
• Know what you are investing in for the long term
• Long term planning allows for strategic adjustments through volatility periods
• Stay the course on the differentiating services
• Flexible workforce
• Agile
• Scalable +/-
90. • Drivers for a strategy formation
• Business outcome driven: Are you aligned to your
business strategy?
• Understand your capabilities: Are you able to deliver?
• Sourcing strategies: How do you deliver whilst
remaining agile and scalable?
Demand led: Should your charge model reflect cost
dynamics?
96. The changing world…
The 3D printing revolution you have not heard about
Traditional hearing aid manufacture
9 steps and 1 week to complete
3D printed hearing aid
3 steps and 1 day to completion
100. Lets do things differently
The IoT’s promise lies not in helping companies directly manage their existing assets,
supply chains, or customer relationships—rather, IoT technology creates an entirely new
asset
113. Recap from 2015 – ICT as an enabler
The Levers for Change
Challenging the Statics – Upgrade or Die
Enabling Technologies
Collaboration – Supply Chain
Timing is everything.
March 2016 @RamblingGeek 116
114. The Results…
• Operational IT costs
• 2015 actuals vs 2014 actuals, 30% reduction
• 2016 forecast vs 2015 actuals, 9% further reduction
• Forecast 2016 vs original 2014 budget, 40% reduction
March 2016 @RamblingGeek 117
• CAPEX Reduction
• 2015 actuals vs 2014 actuals, 50% reduction
• Risk Management is key – technology debt.
115. What we did
Identification – Own it, push the limits.
March 2016 @RamblingGeek 118
Identifying the LEVERS
High Cost items/Scope to change
Supply Chain Partnering
–the limits of hammering rates-squeezing the balloon
Retendering -time to deliver
Timing is everything
Challenging the statics
Ownership
DO-IT, Measure it.
What gets measured gets done
Taking 6 months just doubled your target!
10% cut straight away ( same as 20% in June!) – get after it
Upgrade or die… manage your risks
Software and maintenance, license count….
Bottom up, own the cost, own the saving
10/20/30%... 30 % option key – imagine the impossible
Not waiting for the axe to fall… own it
Savings tangible, SMART, linked to budget codes
116. Examples
Offshore bandwidth – Work Smarter
Market Test – Do more with less
In-source, out-source, right source-take control
Sub Surface Licencing
Discretionary effort
Retender – if your not willing to work with us, we check the market
Shift Left – Challenge the norm.
March 2016 @RamblingGeek 119
118. Market Test – Thinking outside the box
March 2016 @Alan_Norrie 121
Service Desk
Desktop Support
Server/Storage
Support
Networks Support
Applications Support
Software Vendors
Software Vendors
Software Vendors
Software Vendors
Software Vendors
Hardware Vendors
ERP Support
Database Support
1st Line Support 2nd Line Support 3rd Line Support
Operations Centre
Telecoms Support
Renegotiate Retender
Commodity
Strategic/Core Strategic/Core
Commodity
119. Shift Left – A smart way to drive down cost
March 2016 @Alan_Norrie 122
1st Line 2nd Line 3rd Line
Shift Left
Commodity Commodity/Strategic Strategic/Core
The Business
Strategic/Core
• Worked with our supplier to implement the change, not at them
• Merged Service Desk and Desktop Support – Technical Service Desk
• Established SMEs within Service Desk – Infrastructure, Apps & Networks
• Formalised KB Framework for 2nd and 3rd line teams
• Prioritise workloads (Do less, better)
Incidents, requests, problems, CSIs
• Continual Service Improvement – Objective is to reduce incidents.
120. 2015 – The Numbers
March 2016 @Alan_Norrie 123
0%
20%
40%
60%
80%
100%
120%
£-
£0
£0
£0
£0
£0
£0
£0
1 2 3 4 5 6 7 8 9 10 11 12
Performance
Cost
Series2 Series1 Series3 Series4
IT Leadership Meeting
Transitioned from Managed Service to ‘Hybrid’ T&M
Formalised ‘Shift Left’ & Established Technical Service Desk
122. Conclusions
There are savings there, but we all need to make the effort
Rate cuts don’t cut it! Part of the solution, but not game changing
Right sourcing will be key (complicated managed services-tail wagging the dog)
Ownership (bottom up) is key to most sustainable savings
Need to make this a sustainable industry
Aberdeen bubble needs to burst
IT more susceptible to global players
We are all competing Globally
February 2016 125
125. Leadership in Times of Crisis:
How to avoid unnecessary casualties
Steven Ward BSc(Hons) PgDip MBCS MCMI
126. Agenda :
• In times of crisis, what makes the right sort of leader
• The importance of avoiding stress for your team...and you
• “Directors are Divas”
• Learning from other industries
• In the eye of the storm
• Generous applause (possible standing ovation)
135. What makes the right sort of leader
Brigadier General
Roland Bradford VC MC
• Born in country Durham 1892
• Joined the Durham Light Infantry in 1912 at 20
• Promoted to General in 1917
• Youngest to achieve this in his generation
• Military Cross + Victoria Cross
• Fought at the Somme and Cambrai
156. Roland’s story
“By his fearless energy under fire of all description, and
his skilful leadership of the two Battalions, regardless of
all danger, he succeeded in rallying the attack, captured
and defended the objectives, and so secured the flank”
Citation for VC, Oct 2016
157. Roland’s story
• Killed by stray shell 30th Nov 1917
• Aged 25
• Original grave marker on display in Durham cathedral
• Abide With Me still official hymn of DLI
"... in the long roll of the young dead Roland Bradford is in some
ways the most conspicuous figure...."
John Buchan (39 Steps – WWI chronicler)
163. Oil & Gas ICT Summit
Paul Phillips – Regional Vice President – Western Europe
164. 167
No Business is Immune to the Winds of Change
• 2015 has been a difficult year
• Increased pressure on budgets
• Industry is changing, continued acquisitions and mergers
• Innovation more important than ever
• Infrastructure refresh drives efficiency
165. 168
• IT is touching end-users directly, like never before, IT has to become a business enabler.
No Business is Immune to the Winds of Change
173. 176
Web-Scale Datacenters
Simple, Scalable, Efficient
Design Principles
• Unbranded x86 servers: fail-fast systems
• No special purpose appliances
• All intelligence and services in software
• Extensive automation and rich analytics
• Distributed everything
Benefits
• Linear, predictable scale-out
• Always-on systems
• Fast innovation in software
• Operational simplicity
• Lower TCO
178. 181
Gartner Magic Quadrant for Integrated Systems
Strengths
• Nutanix is a complete infrastructure solutions
company, providing its customers flexibility in
their choice of hypervisors and cloud usage
• Nutanix has gained market credibility and
established a worldwide presence
• The Acropolis scale-out architecture, along
with the ability to scale compute and storage
independently, enables users to grow Nutanix
deployments incrementally to meet application
needs
179. 182
Nutanix Xtreme Computing Platform
Make Cloud Invisible
Make Virtualization Invisible
Make Storage Invisible
The Journey To Invisible Infrastructure
181. 184
Tomorrow’s Hybrid App could live on Nutanix
Staging DRProductionDev/Test
Hybrid App Lifecycle
On-Premise On-PremiseCloud Cloud
The Need for a Web-Scale Operating System
191. Data Analytics for Oil and Gas:
Challenges and Opportunities
John McCall
Smart Data Technologies Centre
Robert Gordon University
192. The Value of Information
• Data Engineering
– Essential plumbing
• Visualisations and Dashboards
– Useful Filters and Views of Data
• Data Analytics and Decision Support
– Value added here
– Value added = Cost subtracted
• Industry must reduce CAPEX and OPEX by 20% - 40%
• Logistics
• Maintenance
193. The Barriers
• Microsoft Excel !!!
– Ad – hoc methods are a barrier to data sharing
– Inefficiencies literally hard-coded into operations
• Lack of Awareness
– Substantial academic literature, largely ignored
– Lessons not learned from other industries
• The Race To Be Second
– Makes sense when huge capital outlay required
– Makes no sense when:
• Capital outlay is small
• Returns on Investment are huge
195. Data Fusion in Large Scale
Measurement Platforms
• Integrate data
from multiple
sensors (~50,000)
• Fuse different
measurements
• Anomaly
detection in real
time
• Filter data for
inspection and
further action
Source: Rattadilok (2015)
196. Logistics Optimisation
• Highly complex supply chain
– People, parts, trucks, vessels, helicopters, cranes
• Operational uncertainty
– Weather, equipment failures, non-productive time
• Primitive information systems
– Excel, email, bits of paper, …
• Over-resourcing traditionally affordable
198. Logistics Optimisation: Benefits
• Optimise KPIs
– Manage trade-offs effectively
• Typical resources savings 20% - 40%
– supply vessel @ £15K/day hire
– Each vessel saved = £4.5M per year
– 20% x 150 vessels x £4.5M = £135M
• Similar savings can be realised
throughout the supply chain.
• This is standard in some industries
199. Maintenance
• Corrective maintenance
– Classic “fail and fix”
– Fixing may be hugely expensive or impossible
• Preventative and Predictive Maintenance
– Maintain before failure
– Schedule maintenance based on prediction
• Value added = Cost subtracted
– Reduced maintenance requirement
– Planned, not reactive activity
– Fewer, faster, more productive shutdowns
201. Industry Future
• New analysis techniques from academic
literature
– e.g. Dynamic Bayesian Networks
• Modern CMSs integrate with SCADA
– Relate operating condition and performance
• Model features of individual systems
• More sophisticated multivariate analyses
• Automation of analysis
202. Where to Start?
• Identify main areas of pain
– Target rich environment!
• Seek partners
– Data/experience sharing within / outside industry
– Vendors – logistics and analytics platforms
– Academic researchers
• Help is available
– Data Lab
– CENSIS
– OGIC
– Scottish Enterprise
203. Conclusion
• Data Analytics can significantly enhance:
– Offshore Logistics
– Predictive Maintenance
• Needs to be embedded in operations
• There is no shortage of techniques!
– Academic literature sizeable and growing
– Gap with industry practice
• Combined industry and academic
collaboration can make transformative step
changes
217. Steve H & Scottish Enterprise
• An Engineer – 15 years in a
Multinational – Oil & Gas Services
• A Business Professional - Strategy,
M&A, Operations, HR, Business
Development, Innovation.
• A coach, mentor & advisor
• A facilitator – helping to make things
happen
Overview
1. SE Supports individual companies to
grow ...grants/expertise/networks
2. SE develops, invests & manages
projects to help sectors to grow
– Creating conditions to encourage growth
– Removing barriers / obstacles that
prevent growth
– Identifying opportunities and investing in
resources to realise them.
“We identify and exploit opportunities for Scotland's economic growth
by supporting Scottish companies to compete, helping to build globally
competitive sectors, attracting new investment and creating a world-
class business environment.”
218. Predict, Prevent, Produce More
Topics
Wednesday 16th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Objectives
1. Share with you our thinking about
the Data Science opportunity
2. Encourage you to volunteer your
companies, data, resources to
exploring these opportunities
3. Update you on our plans to
consult with you about this
opportunity and to seek your active
involvement both today and later
on.
219. Can Data Science Help Maximise
Economic Recovery?
Schematic to Help Facilitate
Discussions
220. 1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
221. Test, Modify & Confirm our
Assumptions:
Are these valid?
Are they sufficient?
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
222. 5 Major
Challenges
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
223. Current
Production
Efficiency
is <60%
5 Major
Challenges
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
225. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Too many
vendors offering
unproven
golden bullet
solutions
5 Major
Challenges
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
226. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
5 Major
Challenges
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
227. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
5 Major
Challenges
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
228. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
5 Major
Challenges
Test, Modify & Confirm our
Assumptions:
Are these valid?
Are they sufficient?
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
229. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
4 Strategic
Ambitions
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
230. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
4 Strategic
Ambitions
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
231. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
Increase &
Sustain
Exploration
through
DS
4 Strategic
Ambitions
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
232. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
Increase &
Sustain
Exploration
through
DS
Support
operators to
build
the Investment
case ,prove &
de-risk
Investment in DS
4 Strategic
Ambitions
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
233. Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
Increase &
Sustain
Exploration
through
DS
Support
operators to
build
the Investment
case ,prove &
de-risk
Investment in DS
4 Strategic
Ambitions
Support DS
companies to
develop
Competitive
aligned
Risk/reward
proposals
1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
234. 1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
Increase &
Sustain
Exploration
through
DS
Support
operators to
build
the Investment
case ,prove &
de-risk
Investment in DS
Support DS
companies to
develop
Competitive
aligned
Risk/reward
proposals
4 Strategic
Ambitions
Test, Modify & Confirm our
Assumptions:
Are these valid?
Are they sufficient?
235. 1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
Increase &
Sustain
Exploration
through
DS
Support
operators to
build
the Investment
case ,prove &
de-risk
Investment in DS
Support DS
companies to
develop
Competitive
aligned
Risk/reward
proposals
4 Strategic
Ambitions
Next steps:
Develop the evidence base ,
economic model and potential
actions / investments
236. 1. Improve the viability of UKCS Operations.
2. Improve the viability of Scottish O&G Companies
3. Increased sales & exports of Scottish developed
Digital/ Data Oil & Gas products & services
Strategic
Objectives
Current
Production
Efficiency
is <60%
Current
UKCS
Exploration
Activity is
nearly nil
Current price
per boe is
<$50 and this
is likely to be
reality for
a while
Too many
vendors offering
unproven
golden bullet
solutions
The cost of
implementing
data
science solutions
is perceived
to be prohibitive
Improve
reliability &
efficiencies
through
DS
Increase &
Sustain
Exploration
through
DS
Support
operators to
build
the Investment
case ,prove &
de-risk
Investment in DS
Support DS
companies to
develop
Competitive
aligned
Risk/reward
proposals
4 Strategic
Ambitions
Next steps:
Develop the evidence base ,
economic model and potential
actions / investments
Co-ordinated Team
Approach
238. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Activity
1. On Line
2. We need your help to help us
build the evidence of need and
demand for support & investment.
239. Predict, Prevent, Produce More
In Development….
1. A case for Digital / Data
as a TLB theme
2. Digital / Data to be a part
of the appropriate
solution centres within
the OGTC
…connected to….
3. A Data Science for O&G
Centre
4. A support programme
Activity
1. On Line
2. We need your help to help us
build the evidence of need and
demand for support & investment.
240. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
241. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Can Data Technology Help
improve Productivity?
Find the Missing Platform?
242. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Can Data
Technology
Help find &
recover
hydrocarbons?
Predict the
Predictable?
243. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Can Data Technology help to
reduce lift cost?
Prevent the Preventable?
244. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Can Data Technology inform
Capital Investment decisions?
Increase ROI
245. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Opportunity
1. Can Data Technologies increase
uptime and improve efficiency?
2. Can Data Technologies improve
prediction and reservoir modelling
accuracies?
3. Can Data Technologies better
inform capital investment
decisions?
4. Can Data Technologies reduce lift
cost?
However “they” have been saying that
for decades...
246. Data2Text
Founded 2009,
3 scientist’s + 1
entrepreneur
Merged to form
Arria NLG in
2013
Floated on AIM
in 2014 for
£100M
Current trading
at £35M and 50
data scientists
247. Examples of Where Data Technology Could Realise Value?
Area of
Applicat
ion
Exploration
Operations &
Maintenance
Supply Chain /
Logistics
Engineering
PotentialProblems/Opportunities
1. Predict and
identify where
best to drill for
optimum oil flow
2. Understand the
geology/seismic
for the region not
just at a block
level.
3. Understand
subsurface
dynamics and
microbiology
1. Prevent critical
equipment failure
2. Identify
opportunities to
optimise pressure
& flow control
3. Manpower
scheduling
4. Improved
weather impact
analysis and
forecasting
1. Reduce total cost
of carriage and
supply
2. Reduce CO2
emissions from
carriage
3. Reduce working
capital and
optimise inventory
profiles
1. Identify optimum
solutions for
complex problems
based on previous
experience
2. Analysis of
equipment &
process
performance
3. Identify ways to
extend life of
assets
248. Examples of Where Data Technology Could Realise Value?
Area of
Applicat
ion
Exploration
Operations &
Maintenance
Supply Chain /
Logistics
Engineering
PotentialProblems/Opportunities
1. Predict and
identify where
best to drill for
optimum oil flow
2. Understand the
geology/seismic
for the region not
just at a block
level.
3. Understand
subsurface
dynamics and
microbiology
1. Prevent critical
equipment failure
2. Identify
opportunities to
optimise pressure
& flow control
3. Manpower
scheduling
4. Improved
weather impact
analysis and
forecasting
1. Reduce total cost
of carriage and
supply
2. Reduce CO2
emissions from
carriage
3. Reduce working
capital and
optimise inventory
profiles
1. Identify optimum
solutions for
complex problems
based on previous
experience
2. Analysis of
equipment &
process
performance
3. Identify ways to
extend life of
assets
We Are Actively Seeking projects at the Company,
Supply Chain or UKCS Region Level
249. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Will this secure,
protect or grow
jobs...or will we lose
more jobs?
250. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
251. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
252. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Create / Attract &
Anchor New High
Growth Data Technology
Ventures
255. Digital Founders
Cohort 1 April – Sept 15
Next Cohort Live Now - March to Sept 16
Applications now open for early stage
A 20 week programme built around USA best practice
designed to accelerate investor readiness and growth
plans.
256. Digital Founders
Cohort 1 April – Sept 15
Next Cohort March to Sept 16
Applications now open for early stage
A 20 week programme built around USA best practice
designed to accelerate investor readiness and growth
plans.
We need people with
ambition, big ideas,
hungry to change the
world....
257. Digital Founders
Cohort 1 April – Sept 15
Next Cohort March to Sept 16
Applications now open for early stage
A 20 week programme built around USA best practice
designed to accelerate investor readiness and growth
plans.
And we need
mentors, investors,
problem owners to
support...
258. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Support Companies to
Grow, Innovate &
Internationalise
259. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Develop Innovative,
Novel Methods,
Technologies, Services...
260. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Pathfinders Wanted
1. Do you have a datastream or data
set that you think might have hidden
value within it?
2. Do you have a problem where you
need a business case to validate
investment in technology?
3. Do you have a digital technology or
usage case that you would like us to
test and evaluate?
We are looking for bold pathfinders .
We have resources , we want your
problems so we can prove value.
Contact: steve.harrison@scotent.co.uk
or duncan.hart@thedatalab.com to
arrange a discussion.
261. Myth Busting
1. We don’t have time
2. We can’t spare the
people
3. We don’t have the
data
4. We can’t afford it
5. It can’t be that good
6. Lets wait
Predict, Prevent, Produce More
Pathfinders Wanted
1. Do you have a datastream or data
set that you think might have hidden
value within it?
2. Do you have a problem where you
need a business case to validate
investment in technology?
3. Do you have a digital technology or
usage case that you would like us to
test and evaluate?
We are looking for bold pathfinders .
We have resources , we want your
problems so we can prove value.
Contact: steve.harrison@scotent.co.uk
or duncan.hart@thedatalab.com to
arrange a discussion.
262. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Digital Entrepreneurs
Wanted
1. Do you have an idea for a Data
Technology venture but unsure
where to start?
2. Would you like to be a Digital
Offshore millionaire, but don’t have
a killer idea?
3. Do you have an idea for a Data
Technology but not the ability to
develop it?
We are looking for bold entrepreneurs.
We have resources , we want to help
you build a venture of scale & value.
Contact: graham@Elevatoruk.com or :
steve.harrison@scotent.co.uk to
arrange a discussion.
263. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
8. FAMA
Evidence Gathering
1. Listen to you and others
2. Establish the demand and urgency
3. Understand the challenges,
constraints and friction
4. Explore ideas, plans and ambitions
5. Flush out potential projects
264. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Evidence Gathering
1. Listen to you and others
2. Establish the demand and urgency
3. Understand the challenges,
constraints and friction
4. Explore ideas, plans and ambitions
5. Flush out potential projects
Resource Approval
1. Develop the project concepts
2. Seek industry endorsement and
buy-in
3. Gain necessary approvals and
permissions
4. Start to deliver support (ASAP)
265. Predict, Prevent, Produce More
Topics
Wednesday 10th March
1. Who is in the room?
2. The Strategic Ambition
3. Perspective Gathering
4. Challenge 1 : Where to find
value quickly?
5. Challenge 2:How to get
economic gain from this?
6. Finding Value
7. Consultative Study
Review
1. Share with you our thinking about
the Data Science opportunity
2. Encourage you to volunteer your
companies, data, resources to
exploring these opportunities
3. Update you on our plans to
consult with you about this
opportunity and to seek your active
involvement both today and later
on.
270. What is a model?
A geoscientist’s view
• A conceptual, and often
computational
representation of a real
system
A machine learner’s view
• A computational framework
within which I can make
predictions based on data
271. Uncertainty, risk and utility
people
sensors and sampling
simulators
and
models
reality
observe
design approximate
design
data
decisions
275. Is there a recipe?
1. Understand the problem you want to solve
2. Choose your solution components wisely
3. Design your ‘experiment’
4. Avoid unnecessary complication – keep it simple
5. Get the right people
6. Acknowledge you are probably wrong – validate
7. Don’t be afraid to change your plans
8. Accept uncertainty, but do it better than others!
276. Take home
• Statistics, machine learning and IT
developments offer great tools
– understand your problem first
– choose your tools, prefer simple ones
– question your models and validate
– iterate and refine
281. Oil & Gas ICT Leaders – March 2016
Surviving the downturn
and preparing for the next wave of IT
Doug Webster – IT Consultant and former Global ERP Manager, Shell
282. Outline and objective
1. Why is this downturn different from any other ?
2. The “Big Disruptors” in the next wave of IT
3. The challenges ahead – survival and growth
4. The changing role of IT and business leaders
Objective: to share experiences, put some material into the room and
stimulate questions, comments and other points of view. There is no
one-size-fits-all recipe but there are common guidelines emerging that
may help many organisations.
8 slides in 15-20 minutes.
283. The current downturn
• Many articles written by many experts on cause and effect
– Supply and demand imbalance
– Economic slowdown in China
– Political battle between Saudi Oil and US Shale producers
• Some alarming facts but nobody knows what will happen next
• Downturns are not new – they happen every 10-15 years !!!
– Capital spending drops from £8billion to £1billion in 2016
– Share price falls of 30-95% in 18 months
– UK oil industry estimates 65,000 job losses
– Rising company debt levels
– Very little company consolidation…...., yet
284. Previous downturns and the IT response
• 2008 – dropped from $147 to $32
• 1998 – dropped from $25 to $11
• 1986 – dropped from $27 to $9
• How IT responded to previous downturns
– Cut contractor rates
– Cut training budgets
– Reprioritised projects
– Outsourced, insourced and renegotiated contracts
– Reorganised departments
– Stopped recruiting
– Laid off contractors and permanent staff
– Managed company mergers
– Demonstrated the value of IT
– Innovated
• Sound familiar?
• In 2016 this will
be
– Essential
– Expected
– Helpful
– Appreciated
• But not enough !
285. Why is this downturn so different?
1. UK Oil & Gas at the mature end
of the curve
– Most companies operate globally
– UK investment may not recover
– Lower costs, higher rewards
elsewhere
– UK must flatten the decline curve
2. IT is experiencing a revolution
– The third era of IT has arrived
• Gartner’s Digital Dragon
• The Age of Digitalization
– The way in which we experience IT
at the individual, social and
corporate level will change forever
– IT leaders in O&G caught between
surviving and innovating
$ $ $ $
UK Oil & Gas maturity curve
Maturity
$ =
downturn
Source: Gartner
286. Software providers (SAP, Microsoft etc)
re-invent themselves as Cloud providers
The integrator role diminishes
Niche players emerge and survive
100% of apps on Cloud by 2025
The “Big Disruptors” in the next wave of IT
50% of the world data produced in the
last two years
Video further fuels the explosion
New tools, new insights at super speed
Data Management is business critical
Tens of billions of smart connected
devices
Big opportunity for O&G in process
control, maintenance, supply chain,
energy grid etc
Everything to Mobile
The user is the dominant design point
Mobility first design mentality
Fashion mindset for apps and devices
Many form factors
100% of apps are mobile by 2020
Everything to Cloud
Big Data gets Bigger
Cyber
Security
The role of Business and IT changes
Internet of Things
New business models evolve in all industries
287. The challenges for today’s IT leader
Two-speed or bimodal IT function
A strategy and guidelines for 2016-2025
Leadership courage & capability
Business support
Act local, display global, act global
Survival
Do more with less
Operational excellence
Continuous improvement
Tell the story in business relevant
language
Growth
Innovate and replace the core with new
technology
New tools – rapid prototyping, fail-fast,
hybrid teams
Seek out opportunities e.g. consolidation,
decommissioning, drone technology
Essentials
288. The changing role of IT and Business
• Business will consume market technology in the cloud and not
design, build and deploy solutions
• Business leaders become increasingly IT savvy
• Hybrid skills and a very different skill set emerge for IT professionals
• IT becomes a navigator not an integrator of technology, working in
partnership to coach, teach and educate business.
• Not all IT leaders will adapt to the next wave of IT
289. Closing message
• The current downturn is different from others because of it’s position
in the maturity curve and a parallel revolution in IT
• IT Leaders must help their companies survive through the downturn
and prepare for an exciting new era of IT
• The winners will be those who can combine the technologies and
ecosystems to create new business models
• It is less about technology and more about how you use it
315. Digital Drives Collaboration and Integration
Collaboration:
Workflow reinvention to optimize the
relationship between partners,
process, people, information and
digital technology
Efficiency improvements through the
reduction of business cycle times
Improves the speed to react
#
Integration:
Enables cross-functional and
intercompany collaboration
Requires end-to-end data integration to
complete the link from sensor data to
long-term investment decisions
Data integration enables the predictive
upstream oil and gas business