Performance Management for the Oil, Gas, and Process Industries

Performance Management for the Oil, Gas, and Process Industries : A Systems Approach

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Description

Performance Management for the Oil, Gas, and Process Industries: A Systems Approach is a practical guide on the business cycle and techniques to undertake step, episodic, and breakthrough improvement in performance to optimize operating costs. Like many industries, the oil, gas, and process industries are coming under increasing pressure to cut costs due to ongoing construction of larger, more integrated units, as well as the application of increasingly stringent environmental policies.

Focusing on the `value adder' or `revenue generator' core system and the company direction statement, this book describes a systems approach which assures significant sustainable improvements in the business and operational performance specific to the oil, gas, and process industries. The book will enable the reader to: utilize best practice principles of good governance for long term performance enhancement; identify the most significant performance indicators for overall business improvement; apply strategies to ensure that targets are met in agreed upon time frames.
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Product details

  • Paperback | 740 pages
  • 191 x 235 x 37.59mm | 1,520g
  • Gulf Professional Publishing
  • United States
  • English
  • Approx. 374 illustrations (170 in full color); Illustrations, unspecified
  • 0128104465
  • 9780128104460
  • 1,268,200

Table of contents

1. What is Performance Management?

Part 1. Systems 2. The Business Unit 3. Models 4. Management Systems Determination and Requirements 5. The Business Cycle 6. Business Process Management

Part 2. Governance and Performance 7. What Are the Principles of Good Governance? 8. Governance Framework 9. How Does Governance Affect Performance? 10. Alignment

Part 3. Risk and Performance 11. Risk Management 12. Risk Control Mechanisms 13. Merging Performance and Risk 14. Incident Preparedness and Operational (Business) Continuity Management

Part 4. Performance Indicator Selection 15. Performance Focus 16. Key Performance Indicator Selection Guidelines 17. Relationships

Part 5. Asset Performance Management 18. Types of Assets and Applicable Standards 19. Information 20. Human Capital 21. Finance 22. Physical Assets 23. Turnarounds

Part 6. Benchmarking 24. The Benchmarking Process and Consultant Selection 25. Common Denominators and Indices Used in Benchmarking 26. Benchmarking Data Verification 27. Using Benchmarking Results

Part 7. Assessment, Strategies, and Reporting 28. Assessment Overview 29. Identification, Analysis, and Evaluation of Gaps 30. Strategies and Actions 31. Reporting

Part 8. Business Oversight 32. Business Relationships 33. The Opportunity Lifecycle 34. Roles and Responsibilities 35. Management Review

Part 9. Oil and Gas Issues 36. Hydrocarbon Accounting 37. Fuel Oil Refineries 38. Gas Plants

Part 10. Conclusion 39. Alignment to Achieve Recognition for Excellence
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About Robert Bruce Hey

Robert Bruce Hey is a consultant and professional engineer with experience in corporate consulting in oil and gas companies as well as managing a wide range of projects in the petrochemical, power, and other heavy industries in the Middle East and South Africa. Previously, he was a Senior Shareholder Advisor for Qatar Petroleum working with the largest LNG and GLT plants in the world. He has also worked as a Senior Business Analyst and Senior Auditor for Qatar Petroleum, and has also worked for Chevron, Bahrain Petroleum Company, and Damelin College. Hey earned a BSc in Mechanical Engineering and a Graduate Diploma in Industrial Administration, both from the University of Cape Town South Africa. He is a registered project management professional (PMP) and project management institute (PMI) in the USA, a registered professional engineer (Pr Eng) in South Africa, and a member of the South African Institute of Mechanical Engineers.
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