•Safety and environment
•Regulatory
•Commercial
•Business
•Operating assets
•Supply chain
•Ongoing operations
•Turnarounds
•Customers
•Assets
•Capacity
•Portfolio
Control - Activities tied to the control aspect for the base drivers of the business.
•Focus: Safety and environment compliance, regulatory standards and compliance,
commercial and legal agreement management
•Goal : All the processes necessary to operate the business assets are in place and
are valid to invoice and report against
Operate - Activities related to the physical operation of assets under management.
•Focus: Ongoing operations, business-in-distress turnarounds, customer management
•Goal : Business assets are operated safely, prudently and effciently
Optimize - Portfolios of assets are optimized to realize the highest returns.
•Focus: Assets, capacity and portfolio management
•Goal : Achieve the highest returns possible at the commensurate level of risk
Extend - Lever aging strategies and positions to grow business results Into new areas.
•Focus: Organic business growth, business and operating asset acquisition,
supply chain extension
•Goal : Achieve business development and growth goals to achieve a competitive advantage
20 Winter 2014 | FOR JOB OPPORTUNITIES, VISIT www.PennEnergyJOBS.com | EnergyWorkforce
connected assets to handle the techno-
logical advances and growing produc-
tion volumes. This growth has spurred
business management complexity as
well as the amount of data to be ana-
lyzed to assess performance, which ulti-
mately reduced available time to exam-
ine and seize opportunities. Throughout
this growth, companies recognized the
need to collect, validate, compartmental-
ize and digitize data into electronic data
management systems, asset management
data warehouses and commercial sys-
tems to assess and monitor their invest-
ments. In spite of these investments and
efforts, companies found themselves with
portfolios of assets generating marginal
returns. Performance reviews by business
managers found that one of the underly-
ing contributors of poor performance was
that market signals went unidentified as a
result of marginal data analytics.
Base Data Requirements To
Capture Opportunities
The struggle for many companies is
determining how to fully disseminate
and leverage data and analytics in sup-
port of corporate goals tied to safety,
environment, health, customer, service
and profit and expense targets. Energy
firms share many of the same goals, for
example:
•Be recognized by the public and
industry as a safe and responsible oper-
ator of assets as demonstrated through
a track record supported by audit his-
tory of a reliabilitycentered asset man-
agement practice that fully complies
with industry regulations
• Minimize the total cost of asset own-
ership through the efficient use of per-
sonnel and a shared services support
model
•Maximize the utilization of assets
under management to increase top-
line and bottom-line growth
• Maximize optionality and flexibility
through asset interconnectivity
• Maximize earnings from integration
of newly acquired assets or flexibility
in operating the asset
• Capitalize on low-risk market oppor-
tunities by leveraging assets to flow
hydrocarbon to premium markets
• Leverage returns through volatility in
commodity differentials supporting
arbitrage strategy development
Companies trying to achieve wide-
ranging goals as shown above will have
to create a data and workflow framework
with the following characteristics:
Accurate and Timely—Data sourced
across the organization is the driver of
solid analytics. Without accurate, up-to-
FIGURE 1: Parsing the Business into its Core Functional Activities Focuses Attention
on Key Business Elements.
