So you made have investments in technologies, have a collaboration room and still don't understand your current operating position or how to operate within a safe envelope. If you're questioning why your suppliers are asking you invest more in the digital oilfield solution, this is where we come in.
Integrated Operations programs are typically complex transformations of and a means to assure more efficient ways of working. We have been working in this area across multiple operators for over 15 years, and find they are either technology or IT driven projects disconnected from the business, and the business will be engaged in operational improvement</a> programs. This is the first disconnect in approach, as business requirements are never clearly understood or how they will be delivered in the chosen technology or IT roll-out. Integrated Operations programs are used as a model to roll-out consistent models across the various operating assets. The technology is usually our first point of interaction as not all assets will have the same technologies or want the same depending on our operational challenges.
In this situation, we normally suggest establishing a design authority model to provide a framework for the evolution of business requirements into a sustainable solution. Our role on these type of engagement is usually that of technical authority, in this role we provide assurance of architectures, solution designs, and service definitions to meet business requirements whilst ensuring solutions benefit from industry best practices, policies, and standards. This also includes a robust mechanism to manage the introduction of new technologies are tested thoroughly against business value, return on investment and overlap with current technologies. Our viewpoint is to look at the process and its functional requirements rather than build out technologies which may have been installed because the company who did the work manufactured them.
Developing a Business Strategy for Integrated is a key part of our role in a program, this provides an actionable roadmap from which initiatives can be planned against a known timeline. The business strategy and its roadmap focus are sole of business initiatives, impact and value to the organisation. To develop the roadmap we have to look at the operating model contained to the areas of business that the organisation wishes to prioritise, this is often where most complexity exists but its also where most benefits can be found, by applying focus to a light operating model based on industry best practice we can build a faster solution rather than being bound up in the organisational issues or challenges, from the operating model we can map to the organisation using industry standard roles as a framework. The other benefit of defining a lean operating model is that it simplifies our business process modelling activities and aligns us the business initiative programs without the issues of technology. Once we have the business roadmap we can then align the Technology Strategy to any asset current state, utilise existing technologies or introduce new where appropriate.
Our model of delivery for Integrated Operations works and delivers much faster results and allow Agile development of multiple parallel projects into a common set of business objectives. If you're stuck, give us a call