The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as 'work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise'. It's claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it's vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as ''work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise''. It''s claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it''s vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as ''work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise''. It''s claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it''s vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as 'work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise'. It's claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it's vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

Computer-based systems are now essential to everyday life. They involve both tech- cal (hardware/software) components and human beings as active participants. Wh- ever we ?y aboard an aircraft or withdraw money from a cash point, a combination of humans, machines and software is supporting the delivery of the service. These systems and many others bene?t from the miniaturisation and cost reduction of the hardware which has made it possible for computers to be embedded everywhere. An equally remarkable development is the software involved: today, systems are built which were literally unthinkable twenty or thirty years ago. Measured in terms of their function, the productivity of their creation has also advanced enormously (largely - cause of the software infrastructure). Even the dependability of the best of todays so- ware is praiseworthy when one considers the complexity of the functionality provided. Solid engineering and the increasing adoption of methods based on ?rmly established theory are to be thanked here. However, in large and complex systems, there remain major challenges to achieving dependability when complex interactions exist between technical and human components. Large and complex things are understood as assemblages of simpler components: the way these components ?t together is the structure of the system. Structure can be real and physical, or a subjective mental tool for analysis.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as 'work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise'. It's claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it's vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as ''work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise''. It''s claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it''s vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as ''work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise''. It''s claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it''s vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

The oil and gas industry is going through a major technological shift. This is particularly true of the Norwegian continental shelf where new work processes are being implemented based on digital infrastructure and information technology. The term Integrated Operations (IO) has been applied to this set of new processes. It is defined by the Centre for Integrated Operations in the Petroleum Industry as 'work processes and technology to make smarter decisions and better execution, enabled by ubiquitous real time data, collaborative techniques and access to multiple expertise'. It's claimed that IO is efficient, optimises exploration, reduces costs and improves safety performance. However, the picture is not as clear-cut as it may appear. On the one hand, the new work processes do not prevent major accidents: IO-related factors have been identified in recent events such as the Deepwater Horizon catastrophe. On the other hand, IO technology provides improved decision-making support (such as access to real-time data and expertise), which can reduce human and material losses and damage to the environment. Given these very different properties, it's vital that the industry has a detailed understanding of the benefits and drawbacks of IO, which this book sets out to do from a multidisciplinary point of view. It analyses Integrated Operations from the angles of statistics, management science, human factors and resilience engineering. These varied disciplines provide a multifaceted understanding of IO that better informs risk assessment practices, as well as explaining new techniques and methods and provides state-of-the-art guidance to risk assessment practitioners working in the oil and gas industry.

Computer-based systems are now essential to everyday life. They involve both tech- cal (hardware/software) components and human beings as active participants. Wh- ever we ?y aboard an aircraft or withdraw money from a cash point, a combination of humans, machines and software is supporting the delivery of the service. These systems and many others bene?t from the miniaturisation and cost reduction of the hardware which has made it possible for computers to be embedded everywhere. An equally remarkable development is the software involved: today, systems are built which were literally unthinkable twenty or thirty years ago. Measured in terms of their function, the productivity of their creation has also advanced enormously (largely - cause of the software infrastructure). Even the dependability of the best of todays so- ware is praiseworthy when one considers the complexity of the functionality provided. Solid engineering and the increasing adoption of methods based on ?rmly established theory are to be thanked here. However, in large and complex systems, there remain major challenges to achieving dependability when complex interactions exist between technical and human components. Large and complex things are understood as assemblages of simpler components: the way these components ?t together is the structure of the system. Structure can be real and physical, or a subjective mental tool for analysis.