Successful Virtualization of E&P Work Processes: Evaluating the Critical Nontechnical Factors

Successful virtualization of an exploration and production (E&P) work process demands that team members learn new communication skills and modify their expectations of coworker behavior in the work environment. Researchers and end users are gradually realizing that once a basic technical capability has been established, the success of a virtualized E&P work process depends on actively managing important nontechnical factors such as the following:

* the potentially negative effects of working at a distance, without direct human contact
* coordination gaps in activities and behavior caused by multiple time zones
* differences in culture (including social background, professional experience, and managerial style) that can increase or decrease team effectiveness

CERA has conducted extensive research and interviews with industry practitioners, and has developed a methodology that allows managers to estimate and visualize the relative extent to which these factors influence a given virtualization process. Applied properly these best practices have the potential to overcome the weaknesses of this evolving concept and its potential to perform better than "the real thing."

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CERA Reports Online, a wholly owned subsidiary of IHS Energy, is a leading advisor to international energy companies, governments, financial institutions, and technology providers. CERA delivers critical knowledge and independent analysis on energy markets, geopolitics, industry trends, and strategy. CERA's expertise covers all major energy sectors--oil and refined products, natural gas, and electric power--on a global and regional basis.