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.
1. Introduction - p. 11 2. Chapter 2. The Business Unit - p. 13 3. Chapter 3. Models - p. 25 4. Chapter 4. Management Systems Determination and Requirements - p. 39 5. Chapter 5. The Business Cycle - p. 67 6. Chapter 6. Business Process Management - p. 81 7. Part 2. Governance and Performance - p. 88 8. Introduction - p. 89 9. Chapter 7. What Are the Principles of Good Governance? - p. 91 10. Chapter 8. Governance Framework - p. 107 11. Chapter 9. How Does Governance Affect Performance? - p. 129 12. Chapter 10. Alignment - p. 143 13. Part 3. Risk and Performance - p. 155 14. Introduction - p. 157 15. Chapter 11. Risk Management - p. 159 16. Chapter 12. Risk Control Mechanisms - p. 177 17. Chapter 13. Merging Performance and Risk - p. 197 18. Chapter 14. Incident Preparedness and Operational (Business) Continuity Management - p. 209 19. Part 4. Performance Indicator Selection - p. 223 20. Introduction - p. 225 21. Chapter 15. Performance Focus - p. 227 22. Chapter 16. Key Performance Indicator Selection Guidelines - p. 243 23. Chapter 17. Relationships - p. 261 24. Part 5. Asset Performance Management - p. 274 25. Introduction - p. 275 26. Chapter 18. Types of Assets and Applicable Standards - p. 279 27. Chapter 19. Information - p. 291 28. Chapter 20. Human Capital - p. 307 29. Chapter 21. Finance - p. 325 30. Chapter 22. Physical Assets - p. 339 31. Chapter 23. Turnarounds - p. 363 32. Part 6. Benchmarking - p. 378 33. Introduction - p. 379 34. Chapter 24. The Benchmarking Process and Consultant Selection - p. 381 35. Chapter 25. Common Denominators and Indices Used in Benchmarking - p. 401 36. Chapter 26. Benchmarking Data Verification - p. 411 37. Chapter 27. Using Benchmarking Results - p. 419 38. Part 7. Assessment, Strategies, and Reporting - p. 428 39. Introduction - p. 429 40. Chapter 28. Assessment Overview - p. 433 41. Chapter 29. Identification, Analysis, and Evaluation of Gaps - p. 447 42. Chapter 30. Strategies and Actions - p. 467 43. Chapter 31. Reporting - p. 485 44. Part 8. Business Oversight - p. 499 45. Introduction - p. 501 46. Chapter 32. Business Relationships - p. 503 47. Chapter 33. The Opportunity Lifecycle - p. 513 48. Chapter 34. Roles and Responsibilities - p. 537 49. Chapter 35. Management Review - p. 551 50. Part 9. Oil and Gas Issues - p. 561 51. Introduction - p. 563 52. Chapter 36. Hydrocarbon Accounting - p. 565 53. Chapter 37. Fuel Oil Refineries - p. 583 54. Chapter 38. Gas Plants - p. 593 55. Part 10. Conclusion - p. 605 56. Introduction - p. 607 57. Chapter 39. Alignment to Achieve Recognition for Excellence - p. 609 58. Appendix A. Glossary of Terms - p. 623 59. Appendix B. KPIs - p. 647 60. Appendix C. Oil and Gas Rules of Thumb - p. 673 61. Appendix D. Operational Performance Health Checker Example - p. 679 62. Index - p. 683
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.
1. Introduction - p. 11 2. Chapter 2. The Business Unit - p. 13 3. Chapter 3. Models - p. 25 4. Chapter 4. Management Systems Determination and Requirements - p. 39 5. Chapter 5. The Business Cycle - p. 67 6. Chapter 6. Business Process Management - p. 81 7. Part 2. Governance and Performance - p. 88 8. Introduction - p. 89 9. Chapter 7. What Are the Principles of Good Governance? - p. 91 10. Chapter 8. Governance Framework - p. 107 11. Chapter 9. How Does Governance Affect Performance? - p. 129 12. Chapter 10. Alignment - p. 143 13. Part 3. Risk and Performance - p. 155 14. Introduction - p. 157 15. Chapter 11. Risk Management - p. 159 16. Chapter 12. Risk Control Mechanisms - p. 177 17. Chapter 13. Merging Performance and Risk - p. 197 18. Chapter 14. Incident Preparedness and Operational (Business) Continuity Management - p. 209 19. Part 4. Performance Indicator Selection - p. 223 20. Introduction - p. 225 21. Chapter 15. Performance Focus - p. 227 22. Chapter 16. Key Performance Indicator Selection Guidelines - p. 243 23. Chapter 17. Relationships - p. 261 24. Part 5. Asset Performance Management - p. 274 25. Introduction - p. 275 26. Chapter 18. Types of Assets and Applicable Standards - p. 279 27. Chapter 19. Information - p. 291 28. Chapter 20. Human Capital - p. 307 29. Chapter 21. Finance - p. 325 30. Chapter 22. Physical Assets - p. 339 31. Chapter 23. Turnarounds - p. 363 32. Part 6. Benchmarking - p. 378 33. Introduction - p. 379 34. Chapter 24. The Benchmarking Process and Consultant Selection - p. 381 35. Chapter 25. Common Denominators and Indices Used in Benchmarking - p. 401 36. Chapter 26. Benchmarking Data Verification - p. 411 37. Chapter 27. Using Benchmarking Results - p. 419 38. Part 7. Assessment, Strategies, and Reporting - p. 428 39. Introduction - p. 429 40. Chapter 28. Assessment Overview - p. 433 41. Chapter 29. Identification, Analysis, and Evaluation of Gaps - p. 447 42. Chapter 30. Strategies and Actions - p. 467 43. Chapter 31. Reporting - p. 485 44. Part 8. Business Oversight - p. 499 45. Introduction - p. 501 46. Chapter 32. Business Relationships - p. 503 47. Chapter 33. The Opportunity Lifecycle - p. 513 48. Chapter 34. Roles and Responsibilities - p. 537 49. Chapter 35. Management Review - p. 551 50. Part 9. Oil and Gas Issues - p. 561 51. Introduction - p. 563 52. Chapter 36. Hydrocarbon Accounting - p. 565 53. Chapter 37. Fuel Oil Refineries - p. 583 54. Chapter 38. Gas Plants - p. 593 55. Part 10. Conclusion - p. 605 56. Introduction - p. 607 57. Chapter 39. Alignment to Achieve Recognition for Excellence - p. 609 58. Appendix A. Glossary of Terms - p. 623 59. Appendix B. KPIs - p. 647 60. Appendix C. Oil and Gas Rules of Thumb - p. 673 61. Appendix D. Operational Performance Health Checker Example - p. 679 62. Index - p. 683
