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Accelerating time to autonomy1 for technical staff-developing the industry's best performers

Accelerating time to autonomy1 for technical staff-developin...

International Petroleum technology Conference 2013: Challenging technology and Economic Limits to Meet the Global Energy Demand, IPTC 2013

作者： Schaaf, Michael Garg-Buck, Anu Manager Integrated Business Learning Projects and Technology Royal Dutch Shell United Kingdom Learning Upstream International Royal Dutch Shell United Kingdom

ISBN: (纸本)9781627481762

Shell has publicly stated a production target of 4 mboe/day by 2018. This will require the recruitment and development of a large number of technical staff both recent graduates as well as experienced professionals. Shortening time to autonomy and time to integration respectively is critical to success. Structured programs are industry proven vehicles to achieve this and to provide the assurance that staff are truly competent to do what they are required to do. In addition, competence driven development programs offer a clear performance and competence bar. This paper describes Royal Dutch Shell's approach to developing this critical pipeline of technical professionals by outlining the necessary and sufficient conditions for success of the Shell Graduate Programme, the Advanced Technical Programme and our approach to integrating Experienced Hires. The Shell Graduate Programme is an integrated approach that combines formal learning, with on the job tasks, active involvement of technical coaches and line managers and standardized methods of competence assurance. Not only does this follow the 70/20/10 methodology of learning but also results in the expected "time to autonomy" for graduate joiners being reduced by 1 to 2 yrs as compared to other less comprehensive approaches. In addition to closing critical capability gaps in the business, this is also a clear component of the Employee Value Proposition as Generation Y graduates today look for faster and more structured progression when selecting their employer of choice. The Advanced Technical Programme which is aimed at staff exiting the Shell Graduate Programme as well as experienced hires with only a few years relevant business experience, builds on the Graduate Programme and uses the same structures and principles. It focuses on developing technical professionals to make non standard, original technical decisions autonomously (and similarly follows the principles of blended learning combined with active involvement

关键词： Petroleum engineering

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A network-centric approach to maritime domain awareness

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NAVAL ENGINEERS JOURNAL 2005年第1期117卷 91-100页

作者： Anderson, M Winterstine, B CDR. MICHAEL ANDERSON USCG is the principal co-author and he is the C4ISR project manager for the Coast Guard's Integrated Deepwater System (IDS). His previous assignments include: Deepwater Business Manager and Public Relations Director lead electronics design engineer for the Coast Guard's USCGC Healy icebreaker supervisor of West Coast shipboard electronics projects and commanding officer of a regional electronics support command. He holds a B.S. degree in electrical engineering from the U.S. Coast Guard Academy M.S. degrees in electrical engineering and engineering management from Northeastern University and is a graduate of MIT's Sloan School of Management with an M.S. degree in the management of technology. BRUCE WINTERSTINE is the principal co-author and he is the C4ISR associate program manager for Integrated Coast Guard System.

The integrated Deepwater System's C4ISR (command, control, communications, computers, intelligence, reconnaissance, and surveillance) system is a critical element in the U.S. Coast Guard's efforts to modernize its aging force structure and implement its maritime strategy for homeland security. Conceived during the 1990s, the fully implemented Deepwater program will consist of three classes of new cutters and their associated small boats, a new and upgraded fixed-wing manned aircraft fleet, a combination of new and upgraded helicopters, both cutter-based and land-based unmanned aerial vehicles (UAVs), and highly improved systems for C4ISR and advanced logistics capabilities.

关键词： Merchant marine

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DESIGN FOR NEW-JERSEY, IOWA, AND DES-MOINES MODERNIZATION

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NAVAL ENGINEERS JOURNAL 1984年第3期96卷 25-38页

作者： SIMS, PJ EDWARDS, JR DICKEY, RL SHULL, HS Philip J. Sims:graduated from Webb Institute in 1971 and went to work for the Advance Design Branch of the Naval Ship Engineering Center. He was part of the FFG-7 design team in 1972. The 1973–75 years were spent developing automated early-stage aircraft carrier design procedures and performing carrier design trade-off work in support of the CVV design. He returned to school in 1976 for a masters at M.I. T. The 1977–80 period was spent updating the Navy's destroyer-cruiser early-stage design procedures and performing studies for the CGN-42 reserve FFX and DDX (later DDG 51) projects. Also during this period he was team leader on concept formulation (CONFORM) studies of new ships such as a heavy combatant and a low detectability ship. From 1981 to early 1983 Mr. Sims was Design Integration Manager for the BB-62 and Ship Design Manager for the BB-61 and CA-134. He is presently principal naval architect for the FFX study and also works on the NA TO frigate effort. James F. Edwards Sr:.is the Technical Director Ship Analytics Inc. Washington D.C. Operations and was the Ship Design Manager for the battleship USSNew Jerseyprior to his departure from NAVSEA in August 1983. He joined the U.S. Navy Reserves in 1954 and served on active duty from 1957 to 1960. From 1961 to 1963 he worked for McLaughlin Research Corporation as a section head in the drafting department. From 1963 to 1966 he worked for the Vitro Corporation of America in the Terrier (surface missile systems) Department. In 1966 he participated in the contract design of the first shipboard integrated digital ASW Command and Control system while working for the Stanwick Corporation. In 1967 Mr. Edwards accepted a position at NAVSHIPS in the Combat System Integration Division. In 1974 he transferred to what is currently NAVSEA's Hull Design Division. In 1980 Mr. Edwards was designated as the Battleship and Heavy Cruiser General Arrangements Task Leader and subsequently served as the Hull Task Group Manager the Ship Configuration Control Manager and fina

In reactivating the battleship New Jersey , the Navy faced three major problems. The baseline data on the ship was not readily available or reliable, a new generation cruise missile armament was proposed, and the ship delivery schedule was very tight. After doing a feasibility study, system design engineers were taken onboard the mothballed ship to resolve the design problems. Being on the ship allowed an intensive effort and immediate reference to the actual ship configuration. The tools used to control this effort were a ship check plan, a ship check form and the master arrangement drawing. Simultaneously with the design effort, a repair scoping effort was conducted. The design evolution and solutions to the major problems are described. The results of the New Jersey effort are shown with sample documentation, the ship characteristics and the downstream design effort. The Iowa was the next ship to be modernized. The top level requirements were the same as New Jersey's but new problems were encountered. More options were investigated which diverted attention from the basic effort. A fundamental difference was the Iowa had not had a 1968 reactivation as the New Jersey had, so items that were repair and reactivation on the New Jersey in 1968 had to be part of the Iowa modernization. A major influence on the Iowa design process was that a complete set of specifications for a private yard bid had to be developed. The next effort was to install the same New Jersey modernization payload on a Des Moines class heavy cruiser. Heavy cruisers are large ships but significantly smaller than battleships and much closer to their naval architectural limits of weight and center of gravity. They have much less topside area than the battleships, and the new payload was very topside space consuming. The cruisers are also much more restricted in internal volume. Two feasibility studies were conducted. One resolved volume problems but approached the weight and center of gravity limits.

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