Catégories
Energy Sector Project management

War in Ukraine accelerates the redistribution of energy supply, gas storage and renewable energy

The world is changing following Russia’s invasion of Ukraine

The world looks different since Ukraine’s sovereignty was breached. As our thoughts turn towards Ukraine and its plight, we also reckon with the consequences of this war. In Europe, links with Ukraine are multiple and tight: besides being the world’s fifth largest wheat exporter in 2019, supplying pharmaceutical compounds for new medicines, and an IT industry that represented 5% of its GDP in 2021, Ukraine also provides a third of Russian oil and gas exports to other European countries. More importantly, thousands of lives have been lost, and millions of livelihoods have been disrupted through displacement, destroyed homes or incomes. As we move into this fifth week of war the sense of powerlessness is overwhelming, and it is difficult to find the right words. Haunted, in front of the images of devastated cities, like Kyev, Kharkiv, Mariupol, Odesa and so many others, hubs of culture and industrialization, now reduced to nothing.

Sanctions see a shift to redistribute energy dependency

From the first week of the conflict, unpreceded sanctions against Russia were put in place across Europe. Switzerland even made an exception to its longstanding neutrality regarding finance while an increase in defence spending was announced in Germany and France. On the business side, bp CEO Bernard Looney seemed to have been the first to take swift and decisive action, ending 30 years of partnership with Russia and abandoning its Rosneft stake at a cost of up to $25 billion. This exit may represent half of bp’s oil and gas reserves and a third of its production and set the example as the first major Western company to pull out of Russia. Others followed this lead alongside the US and the UK outlawing Russian fossil fuels, oil, liquefied natural gas and coal. Cutting Europe’s dependency on Russian gas at its earliest opportunity should see a reduction in gas imports from Russia of between one-third to a half. Gas previously supplied by Russia could be replaced by alternative producers, such as those in Azerbaijan or Norway. Regardless, each country’s energy supply is being redistributed.

Push towards minimum gas storage as energy policy is safety policy

In addition to fossil energy supply redistribution, the obligation to adhere a minimum gas storage could be introduced across Europe to ensure supply, reduce price volatility, and avoid peaks in demand or shortages. In general, gas storage is key to meeting the variation of seasonal demand across the year, but during wars or geopolitical tensions, it is particularly important. Unfortunately, as we approach the end of the European winter for 2022, the storage level is particularly low and in need of further gas injection at higher levels than we saw in 2021. Gas demand is thus unlikely to drop anytime soon.

Renewable Energy driving both savings and efficiency

Deployment of new wind and solar projects will most likely accelerate across Europe, alongside the maintenance of low-emission energy sources such as bioenergy and nuclear energy. Additionally, we would do well to further lower the thermostat. The average temperature of our homes and offices in Europe is above 22oC and could easily be dropped to 18oC, while switching from gas boilers to heat pumps in buildings would also improve efficiency. Rising fuel prices and transport costs is a concern in many households, perhaps a reason to continue the regular teleworking practices made necessary and rendered feasible following the events of the past two years. On top of this,  the pandemic is not yet over, although we hope that new variants will represent less of a threat over time. Europe Union presents as united, strong, and determined to initiate significant changes in the supply and consumption of energy in the pursuit of savings and efficiency. Such changes are necessary and most likely to endure. The mobilization across Europe to welcome more than 3 million civilians fleeing the war is also a strong signal. Russia will in its own way see a changing face, due to the brain drain stemming from the departure of 200,000 people over the first 10 days of the invasion, seeking freedom and intellectual opportunity. We wish and hope to see the end of this war as early as possible, particularly for those separated families and for those who have decided both to flee or to fight. Their determination and courage to resist and to resurrect their country and their land set an example which ought to keep us mobilized to continue our own efforts in support and solidarity with Ukraine. In place of the images of devasted buildings, cities, and infrastructure, we look forward to the day where those images are the more hopeful colours of the Ukraine flag; where yellow is the colour of joy and wheat, and blue the colour of a calm, blue sky.

Catégories
Project management

Digitalisation transformation for energy transition

How has Covid-19 sped up digital transformation

March 2022 is particularly focused on digitalisation, with the Second EAGE Digital Workshop in Vienna. Ironically, the First EAGE Digital Workshop was planned in 2020, the same year the too well-known COVID-19 pandemic invited itself in our lives and altogether accelerated digitalisation worldwide. For the last two years, we have developed new habits, and I am not talking about the fact that we now know how to queue across Europe, even in Italy! We have adopted new ways of living, working, and learning, thanks to the ‘digitalisation transformation’ across so many sectors. From the health and education sectors up to the collaborative working tools, more and better digitalisation tools and services are now available than ever before. From home schooling to home office, these two years have given us the trust and confidence that we can adapt well to new learning and working practices and be better and faster connected.

Positive snowball effect of the digitalization

During our daily work in geoscience, we are craving for collaborative data management. We are focused in gaining and generating values from improved communication, integration, and automation of data flows across teams within our organisations. Using technology and best practices to accelerate the design, development, and validation of data delivery generates trust and confidence in expanding together knowledge in new solution delivery for new value generation and data insight. It is key to unlock data silos and share the same data views within the teams to create new ideas and new knowledge. Data democracy is needed to get to the right expertise faster and in better conditions. Various teams are working on developing solutions for, or on top of, data platforms to make data easily accessible and shareable across teams. Growing new insights in a collaborative way is a powerful and efficient way of learning. Teams work not only together within the same company but also across institutions as a united task force; one great and leading example is the OSDU Data Platform, where cooperation and collaboration have been picking up fast. This created synergy is not only positive but extremely contagious. We are all users of digital solutions, and our expectations in our daily solutions as geoscientists are also increasing. In addition, our sense of urgency to change and our flexibility to adopt new tools to get further insight on our data is clearly visible. This synergy is a drive that many teams experience and want to push further to get the necessary data insight now. From this common and global digital experience raises the trust and confidence in business growth, generating right solutions for users who are as engaged and as willing to get new added value.

Trust and Confidence from 2022 DAVOS Agenda

One theme of the World Economic Forum DAVOS Agenda on January 25–29, 2022, is that ‘no institution alone can address the economic, environmental, social and technological challenges of our interdependent world’. To overcome these challenges together, as mentioned by Ursula von der Leyen, president of the European Commission, two main areas of investment are the European Green Deal and digitalisation, which require cooperation built on trust and confidence. Another key point is the European energy price crisis. However, today with respect to the first oil and gas crisis in the mid-1970, we have more options to choose from as alternative sources of energy. In addition, we have more knowledge on how to move from only a fossil fuel–based system to a clean energy–based system. The people and businesses trust that this transition is finally occurring.

Within our EAGE community, I trust that we will see further fantastic contributions to the challenge of energy transition and digitalisation transformation that the energy sector needs. Hence, I am looking forward to the outcome of the Second EAGE Digital Workshop to learn about other experiences in overcoming data challenges and improving geoscientists’ data insights and decision-making through new digital solutions and technology.

Article initially published in First Break March 2022 in WhatsUp! section.

Catégories
Project management

4 Steps to define the Vision for your next project 

Do you have a vision of your activities or your projects? Developing, sharing and communicating a vision is key to remain focused on the purpose of every day activity.

Without a vision, we can work as a team but the work quality may not be there and some timeline may slide. In addition, the passion and feeling of commitment may also be missing. A lack of shared vision among the team limits the scope of the project and could cause problems as each team member may have developed with time a slightly different view of the work purpose. So, better clarify the different views during the vision definition, as early as possible, ideally at the beginning of the project.

What is it?

A vision is a positive picture or mental image that connects personal and team energy with the added values of a given project. Developing a vision builds a common sense of purpose and creates a visual mental picture of the intended project outcome. Defining, sharing and communicating the project vision give the team the capability to view and focus together on the intended results. It helps the team to gather energy toward the common goal. When a team develops and effectively uses a common vision, the team usually better coordinates and executes the tasks with stronger commitment. In addition, the team is more satisfied, which positively affects the project delivery, quality and added value.

The outcome?

Connecting vision and learning is a fantastic and powerful habit to get synergy and energy during the project development!

How to define a Vision?

1.   Think broadly about hopes, dreams and future related to the project. A mind mapping could help through this first step.

2.   What if… Push further the imagination in resolving known obstacles or limitations. Define the problems to resolve to reach a global benefit shared by many.

3.   Refine in order to challenge the vision in order to make it attainable. The outcome of this step is the core of the vision, which is a list of 15 to 20 idealistic goals.

4.   Feel it. Finally, imagine what it would be like if each of these idealistic goals turns into a reality. Imagine the reactions of your customers when seeing or using the final product or solution. Think about how you feel, see and hear.

Get back to the Vision as a Motivational Tool as often as needed. It helps to reconnect with the reason why you are in this business and what is your overall purpose.

Finally, a vision is a picture towards which we go towards and which we want to reach out. However, not only do we continue learning and progressing, but circumstances may also change as well. So, re-visioning regularly is necessary to adjust over and over the vision to refine and make it as current and relevant as possible.

Here is the 2022 Vision for GM Consult: To be responsible and active in using and providing relevant solutions to resolve interdependent challenges for the Energy and Environment sectors.

1.   Think broadly

define the vision, next project

2.   What if I could…

  • help learning faster and better?
  • plan better?
  • validate better & continuously solutions?
  • manage projects with high quality and confidence?
  • be surrounded by great partners?
  • apply lessons learned in Oil & Gas to environmental business?
  • have a list of best practices and a full interesting tool box ready to be used and applied?
  • collect and gather diverse use cases to improve the learning process?
  • deliver with higher confidence solutions?
  • can get a quicker return on investment?
  • be a bridge between technical teams within one project?
  • be a bridge between different sectors to help smaller technical teams to get the best practices developed by larger technical teams?

3.   Refine in goals to get a list of idealistic goals

Develop best practices in

  • project management start
  • solution validation
  • solution delivery
  • solution development

Communicate best practices with regularity

Help, assist Technical teams to deliver in

  • Oil & Gas Industry
  • Environmental Industry
  • Gas Storage
  • Grey and Blue Hydrogen generation

Help Waste Collection Optimization

Gather specific and unique talents with free spirit and let’s-do-it attitude

Develop synergy between partners

Learn, learn, learn

Get anti fragile collectively with enthusiasm, serenity and safely

4.   Vision Definition

To be responsible and active in using and providing relevant solutions to resolve interdependent challenges for the Energy and Environment sectors.

References:

Creating a shared vision with a project team (pmi.org)

Successful Leadership: Create a Vision Through Inspiration | Gallup

Building Your Company’s Vision (hbr.org) 120

Make a digital vision real by learning and adapting along the way | McKinsey

Lindborg, H. J. (2000). Project vision. PM Network, 14(3), 41–45.

Thoms, P. (1997). Creating a shared vision with a project team. PM Network, 11(1), 33–35.

Catégories
Coaching

Let’s continue exploring unknown unknowns in 2022

unknown unknowns, exploring, 2022

Not knowing what we don’t know can be unsettling. We tend to remain in our comfort zones. It is only through interaction and collaboration that we can start exploring unknown unknowns and be curious about the opportunities they bring.

Known known – Knowledge

In geophysics, we are driven to improve the signal of interest from recorded measurements. The signal we want to process is often enhanced by modelling it or by identifying and removing some noise to improve the signal-to-noise ratio of the signal of interest. In data analytics, the known known is the identified information known to exist in the data. This is the expected knowledge contained in the data. In daily life, what we know is our expertise, which we strive to improve continuously through learning and experience. This is what we hopefully enjoy doing and are paid to do. Knowing what we know interfaces closely with what we don’t want to know to keep focused on our life or work goals.

Known unknown – Collaboration Opportunities

In geophysics, we have many known unknowns, such as the subsurface properties on which we focus our analyses. This is the limitation of our knowledge at a given moment. A known unknown in project management is also identified as a risk, while in data analytics, it could be a missing data entry. The solution is then to complete the missing information by deriving it from other sources and improving the data quality. For example, an unknown state or town can be derived from a known postal code. In daily life, knowing what we don’t know, don’t want to know or don’t know yet helps to remain focussed on what is important for us right now. It can also drive us toward collaboration with people more expertise than we have. This is an area where delegation or collaboration can start.

Unknown Knowns – Untapped Knowledge

This is the knowledge we don’t know or haven’t realised yet. This is truly linked to the learning phase, bringing us humbling surprise or exciting experience. In this categorisation, a model can explain the data, but we don’t know it yet. So, it requires us to connect the dots and to get to this fantastic moment of realising what this data brings as added value. In data analytics, to bring to light what we should know is the ultimate objective. We aim to get insight from data like never before and to speed up our learning experience. In daily life, not knowing that we should know often happens due to some bias, beliefs or simple unawareness. We can have thousands of excuses for not paying attention to this untapped knowledge. Being aware of this area could bring new perspectives and opportunities. As an example, being part of a community like EAGE can help us get some insights into our untapped knowledge.

Unknown unknowns – Exploratory Area

This is the most obscure one. In business, people may say that you don’t know what you don’t know until it’s too late. But I like to see it as an untapped opportunity or exploratory area. In data analytics, it could be seen as the unidentified information or asset, which needs to be identified through patterns or connections to shed some light on this area. It is then exciting to realise that we can transform some unknown unknowns into known unknowns, leading to new opportunities. In daily life, to explore this area, we need some extra help to realise the existence of different beliefs or models, which could be some new conditions for progress.

The last two years have surely given us some chances to explore this last category. Most of us surely did not know what it would take to go through this period. Yet, we have learnt so much on the personal side and within the diverse organisations we work for, leading us to be stronger and more resilient. We don’t know what 2022 will bring us, of course (unknown unknowns), but let’s continue sailing through these four areas as smoothly as possible, keeping an eye on what we know is important for our family and business (known knowns), what we could collaborate on (known unknowns) and what we could learn (unknown knowns). Let’s keep some time to explore some unknown unknowns as they come along. With this, I wish you and your families a successful and peaceful 2022!

Article initially published in First Break January 2022 in WhatsUp! section.