Focusing on Capabilities

We now want to discuss the boundary of the firm and markets with respect to the Petroleum Lease Marketplace of the Preliminary Specification. In this the section we are focusing on capabilities. And the question should be what capabilities are we seeking to achieve from the Petroleum Lease Marketplace? And why is there a need to transition to this new model of organization, a marketplace? For that let's begin with a quote from Professor Richard Langlois’ paper “Capabilities and Governance: The Rebirth of Production in the Theory of Economic Organization.”

The organizational question is whether new capabilities are best acquired through the market, through internal learning, or through some hybrid organizational form. And the answer will depend on (A) the already existing structure of capabilities and (B) the nature of the economic change involved. p. 21

What we currently have is a number of departments; Land, Legal, Land Administration, some Production and Exploration Administration and Accounting, that will become elements of the Petroleum Lease Marketplace. These departments will transition to new roles, some in new service provider firms, where they will be part of a marketplace environment. It will be within the marketplace they will provide their capabilities to those producers and Joint Operating Committees that are in demand for their services.

If a profit opportunity requires a configuration of capabilities different from what already exists in the economy, the Schumpeterian process of creative destruction may be set in motion. p.21

Its a marketplace, not a department within a bureaucracy. One within a dynamic, entrepreneurial and innovative oil and gas producer. A place where the act of buying and selling and trading leases or interests in properties, making deals or building companies can and will be done.

Seldom if ever have economists of organization considered that knowledge may be imperfect in the realm of production, and that institutional forms may play the role not (only) of constraining unproductive rent seeking behaviour but (also) of creating the possibilities for productive rent-seeking behaviour in the first place. To put it another way, economists have neglected the benefit side of alternative organizational structures; for reason of history and technique, they have allocated most of their resources to the cost side. p. 6

It is interesting that one of the roles of the firm, in this revised boundary of the firm and market, is the enhanced role that coordination will take on. This next quote states explicitly the need to enhance the coordination by way of routines and capabilities.

All recognize that knowledge is imperfect and that most economically interesting contracts are, as a consequence, incomplete. But most of the literature considers seriously as coordinating devices only contracts and the incentives they embody. It thus neglects the role - the potentially far more important role - of routines and capabilities as coordinating devices. Moreover, the assumption that production costs are distinct from transaction costs and that production costs can and should always be held constant obscures the way productive knowledge is generated and transmitted in the economy. p. 14

Since contracts are one of the key end products of the activities that are undertaken in the Petroleum Lease Marketplace module. It is these contracts incompleteness that will continue to demand the services of those employed in the marketplace and the firm. Services of “routines and capabilities as coordinating devices.” Making the “marketplace” a key interface of the Petroleum Lease Marketplace module.

We have noted the ability to build a company was one of the things that is being done while working within the Petroleum Lease Marketplace (PLM). Implying that the marketplace was an area where the active state of affairs was to build something as opposed to just fill file cabinets with agreements. This is the key point as to why the PLM has to be a marketplace. It must emulate the personality of the people who are building the firm. From Professor Langlois’ Industrial Dynamics, Innovation and Development.

Industrial economists tend to think of competition as occurring between atomic units called "firms." Theorists of organization tend to think about the choice among various kinds of organization structures - what Langlois and Robertson (1995) call "business institutions.” But few have thought about the choice of business institution as a competitive weapon. p. 1

The “Marketplace Interface” of the Petroleum Lease Marketplace module of the People, Ideas & Objects system provides the innovative oil and gas producer with the competitive weapon they need to build their firm.

On the other side of the ledger, an open modular system can more effectively direct capabilities toward improving the modules themselves (Langlois and Robertson 1992). Such a system harnesses the division of labor and the division of knowledge, allowing organizational units to focus narrowly and thus deeply; at the same time, it magnifies the number of potential module innovators, and thus can often take advantage of capabilities well beyond those even a large unitary organization could marshal. p. 19

The modular nature of the Preliminary Specification provides this ability to focus on the important attributes within the module. The Petroleum Lease and Resource Marketplaces are different just as the Financial Marketplace, Research & Capabilities and Accounting Voucher modules are unique. Each have their own unique people and activities that are separate and distinct from one another. Yet, they all interact to support the innovative oil and gas producer.

A complex systems product is underlain by an architecture: a set of parts and a way of fitting those parts together. An integral architecture is one in which the parts depend on one another in complex and often unpredictable ways: the system is a tangle of spaghetti. By contrast, a modular architecture is one that regularizes the dependencies among the parts, forcing them to interact only in relatively formalized and predictable ways (Lanlgois 2002b) p. 6

The point that I am struggling to get across is the interface in which users will access the marketplace in the Petroleum Lease Marketplace. It is the “Marketplace Interface” that I am highlighting in this discussion as to what I think is the value to an oil and gas concern. It is through this somewhat simple software representation of the market that much of the value will be gained.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

The Marginal Production Threshold Interface

Within the Preliminary Specification the capability for the producer to scale back their production in the face of poor commodity prices is made possible. This is part of the business model that provides the innovative and profitable oil and gas producer to optimize the value of their reserves. In the Resource Marketplace module we had discussed the implications of shutting in production would have on the costs of production. That is by moving to the “decentralized production model” from the “high throughput production” model it has the effect of turning the producers fixed costs of production, overheads, administration and accounting, into the variable costs of production, overhead, administration and accounting of the Joint Operating Committee. Therefore all of the costs of the Joint Operating Committee decline in line with revenues. With no production there are no revenues, however there are no other costs other than the costs of capital. Leaving the property, or Joint Operating Committee with no loss on operations during periods of shut-in production. It is in the Petroleum Lease Marketplace module that the capability to reduce production is acquired through the Marginal Production Threshold Interface and is the subject of this discussion.

The operational decision making authority lies with the Joint Operating Committee. And we have discussed throughout the Preliminary Specification how the decision may be made to shut-in production to mitigate the losses on the property and to help return the commodity markets to balance. With the Preliminary Specifications move to the “decentralized production model,” where all of the costs are variable, recorded in the Joint Operating Committee and therefore suspended with the production, the decision to shut-in production is something that should be possible, or to be triggered through the Marginal Production Threshold Interface.

The Marginal Production Threshold Interface would provide the collaborative means in which the Joint Operating Committee would agree to the criteria in which production would be suspended. We see today with Natural Gas prices in North America, a situation where no one is making any money. When prices meet the criteria that the partnership have agreed to, ie the marginal costs, then the decision to curtail production can be carried out. Whether that is manually issuing the order to reduce production, or if the systems are automated, then the system is automatically triggered at the beginning of the month when the criteria is met.

The ability to collaborate and agree among the partnership falls within the domain of the Joint Operating Committee. Having all of the Joint Operating Committees that you have an interest in located within the Marginal Production Threshold Interface in the Petroleum Lease Marketplace will provide you with an understanding of what your production profile will be at various price scenarios. This can be provided through a “what if” scenario page within the interface. Extensions of the prices and volumes will also calculate what your pro-forma revenues will be. Determinations can also be made of the overhead and production costs.

If each producer within the industry was able to manage their production in this manner there would be an end to the losses on operations as each marginal property would be financially and operationally at neither a profit or a loss situation. The reserves would be saved for a time when the production would be produced profitably. And the commodity prices would effectively have lower downside swings as a result of less production being available. The current situation which tries to manage prices by limiting capital spending is a very blunt instrument that leads to over and under production at the extremes. People, Ideas & Objects Preliminary Specifications business model and the Marginal Production Threshold Interface will enable the producers to stop producing the marginal production and save the reserves for the day when they can be produced at a profit. A little faith in markets is all that is required.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

The Strategy Interface

What People, Ideas & Objects is undertaking in developing the Preliminary Specification is the simple process of moving the compliance and governance frameworks of the innovative oil and gas producer into alignment with the Joint Operating Committees legal, financial, operational decision making, cultural, communication, innovation and strategic frameworks. This discussion will deal with the strategic framework and how the Petroleum Lease Marketplaces “Strategy Interface” works to communicate the unique strategic direction of each of the Joint Operating Committees the producer has an interest in. In addition, the business model that is provided to the innovative and profitable oil and gas producer by using the Preliminary Specification will be discussed.

With the demands of the earth sciences and engineering necessary in each property. The ability for producers to apply generic corporate strategies to all of their properties is quickly expiring. The need to address each property's unique characteristics and accommodate those needs with the properties own unique strategy is becoming a necessity. Each property's unique strategy will be a result of the collaborations among the participants in the Joint Operating Committee and will be subject to change from time to time. The key determinate, or business model, will be to optimize the value of the reserves over the life of the property.

Placing the Strategy Interface in the Petroleum Lease Marketplace is the logical location for this information. Along with the agreements, leases, AFE’s, and other partner related information that shares several things in common with the “Strategy Interface.” Those common threads are the collaborative nature of the development of the documents, and the access privileges that will be used to access the information. Each producer having read / write access to each property that they have an interest in. Where they can collaborate within the partnership as to the overall strategy and tactical direction of the property. Where individuals who are authorized to work within the Joint Operating Committee through the Security & Access Control module, and who are authorized with read access to the Strategy Interface are able to determine their actions are in line with the strategic intent of the property.

From the producers perspective they have a database of strategic documents that are unique to each property. They are able to determine quickly what the strategy is for any property and engage the specific people responsible for further information. Although each property is following its own unique strategy, the producer firm is not without its input and is able to quickly determine the details of the properties key strategic direction.

We have now documented the “Strategy Interface” of the Petroleum Lease Marketplace module of the Preliminary Specification. This being a simple collaborative interface that documents the unique strategy of each and every Joint Operating Committee the producer has an interest in. This further discussion will deal with the positive attributes of the Strategy Interface, application of the business model and the difficulties that it will impose on the bureaucracies that are unwilling to consider the option of individual property strategies.

Natural gas is experiencing a unique situation with the prolific nature of the shale gas discoveries. And oil continues to experience high global demand and pricing with nominal supply growth. The earth science and engineering used to provide energy for today’s markets is an order of magnitude more complex than a few decades ago. This the land and asset base are the basis of competition for the innovative and profitable oil and gas producer. People, Ideas & Objects Preliminary Specification have provided an updated business model to the industry. One that is based on the decentralized production model that sees the producer firm reduced to the c class executives, earth science and engineering resources, some legal and support staff. The remaining administrative, accounting and overhead resources are reorganized into service providers who are focused on the industry wide process. Processes like lease rental payments, production, revenue and royalty accounting, etc.

It is in this way that when the service provider provides the services of production accounting they are then able to bill the Joint Operating Committee for the production accounting services. Note they bill the Joint Operating Committee and not the producer. If the property falls into a situation where it is not meeting its marginal costs then the property can be shut in, and all of the administrative, accounting and overhead cost that are usually incurred at the service providers will not be incurred and will not be billed. Causing the property to report no loss on operations, saving the reserves for a time when they can be produced profitably (and achieving the business models objective), removing the surplus commodity from the marketplace and putting a floor under the commodities price.

The combination of the Strategy Interface with the application of the People, Ideas & Objects Preliminary Specifications business model for innovative and profitable producers. Gives the producer the tools to effectively optimize the value they can achieve from the reserves they hold. This is the means in which producers can compete in the complex energy era.

It appears that the exploration and exploitation of oil and gas reserves has and always will be a function of the technology based on the underlying sciences. This is undeniable, and may also be the cause of the shorter-term life cycle which is agreed by most to be a trend that will continue. This reserve size and deliverability is paralleled in Professor Giovanni Dosi’s discussion of how innovations in industrial companies have been diluted by demand prediction and lower production volumes. Generic corporate strategies are therefore an impediment to the value realization of these petroleum and natural gas reserves. An innovative posture will also bring about different strategies in terms of timing of the investments. Professor Dosi notes;

Finally, empirical studies often show the coexistence, within the same industry and for identical environmental incentives, of widely different strategies related to innovation, pricing, R & D, investment and so on. Specifically with regard to innovation one notices a range of strategies concerning whether or not to undertake R & D; being an inventor or an early imitator, or “wait and see”; the amount of investment in R & D; the choice between “incremental; and risky projects, and so on (see Charles Carter and Bruce Williams 1957; Freeman 1982 and the bibliography cited therein). Call these differences behavioral diversity. p. 1157

Changing the innovative behavior of one producer carries a scope of change that is as broad and as diverse as is contemplated in the business world. Change at this scale in many instances can not be managed within the organization but needs to be managed through the forces of creative destruction in the greater economy. A time of dynamic change driven by the organizational changes focused around the innovative Joint Operating Committee. How can a firm that has been developed in an era of cost control transform themselves into an innovative, dynamic, earth science and engineering capability focused producer. In many cases the will to do so might exist, however, with the speed and unforgiving nature of the business cycle, not much time will be provided to those that attempt the transformation. We see in this world the capital markets reflecting many interesting phenomenon since the financial crisis of 2008. To suggest any trend or definitive result from these would be premature. Its just a different world in terms of being an oil and gas CEO then it was before 2008. However I am sure we can all agree that continued production of the shale gas reserves at a loss would be the beginning of the destruction component in creative destruction.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

System which System

Previously we documented how the division of labor might affect the lease rental payment process. It was there that we discussed the specialization of 20 individuals who were processing the lease rentals for all of the Joint Operating Committees who would use People, Ideas & Objects (PI&O). How these people would actively improve the process by identifying “gaps” and were supported by a PI&O software development team to amend the software to accommodate the changes they made to their processes.

The Petroleum Lease Marketplace is an area that is rich with processes like lease rental payments. All of these processes as well as those in other modules would be subject to similar changes as those noted for the lease rental payments. The Petroleum Lease Marketplace module deals with the administrative details of both the producer firm and Joint Operating Committee. Both of which will be undergoing significant changes as a result of innovation in other areas of the business. What has been a rather constant area in terms of its activity and change level, the lease rental payment and other processes, may take on a more dynamic feel for the business. When the producer and Joint Operating Committee are actively innovating, Professor Giovanni Dosi notes that two separate phenomenon are observed.

First, new technological paradigms have continuously brought forward new opportunities for product development and productivity increases. p. 1138

Secondly “A rather uniform, characteristic of the observed technological trajectories is their wide scope for mechanization, specialization and division of labor within and among plants and industries.” p. 1138

The dynamism of the Research & Capabilities process, documented elsewhere, must rely on the Petroleum Lease Marketplace for information and resources. The need for it to be responsive to the Research & Capabilities changing needs is a necessary requirement of the Research & Capabilities innovative-ness. Looking to model the management of these change processes across all producers within all geographical regions would seem to be a difficult task. To capture this change process within the People, Ideas & Objects software, an even more difficult task. However, Professor Dosi notes that there are other serious concerns that need to be taken into consideration.

The appearance of new paradigms is unevenly distributed across sectors and so are (a) the degrees of technical difficulties in advancing production efficiency and product performance, and (b) the technological competence to innovate, embodied in people and firms. pp. 1138 - 1139

Simply not everyone will be working off the same page when it comes to the types of innovation, the scale of their application and degree of complexity. In this next quotation it becomes clear that the processes under management by the software is the means in which to be able to deal with these underlying paradigms and trajectories. Therefore, in order for the producers to begin the path of innovative-ness requires that we resolve these process design issues, and build the software before they are implementable within the various disparate organizations.

These distributions of opportunities and competence, in turn are not random, but depend on (a) the nature of the sectoral production activities, (b) their technological distance from the “revolutionary core” where new paradigms are originated, and (c) the knowledge base that underpins innovation in any one sector. p. 1139

As the Preliminary Research Reports research question asked, can innovation be reduced to a quantifiable and replicable process, the answer was an unqualified yes. This last quotation is one of the reasons why. Having the process defined at the “revolutionary core” and at the “knowledge base that underpins innovation” are the requirements that we capture in the software. That does not mean that each and every producer will fully appreciate or understand the full scope or scale of what the system provides. Only those that are at the revolutionary core will be able to fully exploit its resources. That however, does not preclude the systems use by everyone within the industry. For example not everyone is at the revolutionary core of Microsoft Excel and that does not preclude them from gaining value from its use.

People, Ideas & Objects believes that if we engineer a software application to deal with these issues, we can accelerate the performance of the producer and the industry. From a systems engineering point of view this has been beyond the scope of one software development team working with the limited budget resources of one producer. For any producer to undertake the required analysis, let alone development of the systems, is beyond the scope of what was possible or desirable. It is well beyond the scope of any software developer to undertake on their own, in a speculative manner, and therefore has been beyond the imaginations and possibilities of the industry. I would also argue that, in the past, automation of this business process would have generated limited value. Today we can, as has People, Ideas & Objects, define a more specific division of labor and specialization and therefore, provide a more profitable means of oil and gas operation.

To state this point differently, we can focus the resources of the industry on the comprehensive engineering of these processes. Allocating these costs over the entire energy producing base presents opportunities to undertake the detailed development of software that has not been attempted before. This is the approach that is necessary to deal with the issues associated with the producers meeting the market demands for energy. Management of these processes is the key to enabling the organizational performance, technological paradigms and trajectories that Professor Dosi notes in this paper.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Leveraging the Capabilities of Others

Our discussion on the capabilities that the producer holds has documented a number of processes through the Research & Capabilities, Knowledge & Learning and Resource Marketplace modules. These are comprehensive processes that enable the producer to develop and maintain their unique and valuable competitive advantages in terms of their earth science and engineering capabilities. These capabilities should be actively marketed to other producers as a potential partner in terms of the value add that could be contributed to a potential Joint Operating Committee.

We are in a period where the “easy energy era” has passed and it is generally agreed that the complex energy era has begun. The demand for earth scientists and engineers is substantial and challenges the ability for each producer to build the capabilities they need to operate all of their properties. Therefore the need to pool their capabilities with their partners in the Joint Operating Committee is not a nice to have but a necessity. This pooling can take on an ad-hoc disorganized mashing of two or more producers or can be a deliberate construct as a result of the meeting of minds at the beginning of a joint venture. Enabling each of the producers in the pooled partnership of the Joint Operating Committee to specialize on their earth science and engineering capabilities. People, Ideas & Objects Petroleum Lease Marketplace assumes the latter is the preferred choice and is providing the tools to develop these specializations and joint capabilities.

In Professor Giovanni Dosi’s paper he notes the following three factors involved in the development of innovation.

The search, development and adoption of new processes and products in market economies are the outcome of the interaction between:

• Capabilities and stimuli generated with each firm and within the industry of which they complete.

• Broader causes external to the individual industries, such as the state of science in different branches, the facilities for the communication of knowledge, the supply of technical capabilities, skills, engineers etc.

• Additional issues include the conditions controlling occupational and geographical mobility and or consumer promptness / resistance to change, market conditions, financial facilities and capabilities and the criteria used to allocate funds. Microeconomic trends in the effects on changes in relative prices of inputs and outputs, including public policy. (regulation, tax codes, patent and trademark laws and public procurement.)

We are assuming for the purposes of these writings that the key stimuli is the commodity prices which are allocating the financial resources to fuel innovation. Throughout the Preliminary Specification we have focused on the capabilities of the producer. What the producer must now learn to do is to specialize on their own earth science and engineering capabilities and leverage the specialized capabilities of their partners in their Joint Operating Committees.

Within the Petroleum Lease Marketplace there needs to be an interface that lists the areas where the capabilities of other producers are being leveraged. These listings need to be based on the agreed to and documented exchanges of capabilities that are part of the CO&O or other agreements that make up the Joint Operating Committee. This same report could detail the commitments that the producer firm has made in terms of its capabilities to the partners in future years. This "Capabilities & Commitments" interface would of course be organized based on the Joint Operating Committee.

Within the Petroleum Lease Marketplace of the Preliminary Specification we have established two new interfaces. The first is what we have called the "Revenue Per Employee" listing that details the various calculations of revenue per employee by producer within the industry. These calculations are broken down to provide variances based on the commodity prices, volumes and number of employees. Further calculations are conducted on each of the Joint Operating Committees that the producer firm participates in. These calculations are broken down by the variances noted above and are confidential to the producers who are participants in the Joint Operating Committee. Recall we are looking for the trajectory change in the three variables over a period of time.

The second interface that has been developed in the Petroleum Lease Marketplace is what we are calling the "Capabilities and Commitments Report." It details the capabilities that are provided by agreement in the various joint venture agreements the producer participates in. This report also details the commitments that the producer has undertaken to provide in terms of its capabilities under those same agreements. This report enables the producer to fully leverage their partners capabilities and focus on developing their capabilities while contractually meeting their requirements.

These reports add value to the producer and the Joint Operating Committees that use the information that are contained within them. They are unique and provide information that can be used in innovative ways. Of note I think that a service provider could be established to complete the task of occasionally verifying the producer data for Revenue Per Employee on an industry wide basis. That way one service provider would need to verify the industry wide producer related information. However, there is more to the use of these reports when they are used in combination. And what we could provide is a hybrid report that sorts the information based on the Joint Operating Committee, having both the Revenue Per Employee calculation and the determination of the Capabilities & Commitments Report output together. Learning “who” and “where” the innovations were being developed.

In our review of Professor Dosi’s paper, he begins by summarizing that businesses commit to innovation stemming from...

“exogenous scientific factors and endogenously accumulated capabilities developed by their respective firms.” His general point is that “observed sectoral patterns of technical change are the result of the interplay between various sorts of market-inducements, on the one hand, and opportunity and appropriability combinations, on the other.” p. 1141

Recall that “appropriability” for the purposes of the producer include lead times and learning curves as more effective ways of protecting process innovations. Therefore appropriability and opportunity are clearly reflected in the Revenue Per Employee report. What the Capabilities and Commitments Report is reflecting are the “market-inducements.” The result of the “interplay” between these reports would be “patterns of technical change.” That might be a bit of leap for some to make on an industry wide level, and that I would agree, however, the devil would be in the details. On a Joint Operating Committee basis, which we would have the data for, both the capabilities from the partners, the producer and the revenue per employee, the information would be valuable.

Any “pattern of technical change” would be triggered by the trajectory changes in Revenue Per Employee. Most probably by any trajectory change in the volume variance. Therefore what was the reason for the change and was it as a result of any change in the capabilities of a producer due to any “patterns of technical change” or “market-inducements?” Maybe I am being too analytical and reaching to extend the value of innovation within the enterprise.

Highlighting what is effective within your organization, from an innovation standpoint, will be a difficult and important task. These reports will be able to highlight any success or failure within the current month. I think that provides ample time for the producer to determine the viability of the operation of either their or their partners innovative capabilities. Making these reports critical to the innovative oil and gas producer. In the future it will necessary to be successful, but also to be able to point to where the success originated from.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Revenue Per Employee

In terms of evaluating the performance of a potential partner firm in a Joint Operating Committee. Or in determining the performance of a property over time. People, Ideas & Objects have developed “Revenue Per Employee” as the metric that provides an understanding of the state of the capabilities and innovativeness of a partner firm or Joint Operating Committee. If you calculate revenue per employee you will find rather dramatic differences in terms of the different factors for producers. Special consideration has to be given for integrated firms to ensure that you preclude the downstream operations and the smaller producers as the factor unfairly reflects their capabilities. Given the disparity in Revenue Per Employee for producer firms this factor is a valuable tool in determining the appropriate partner to select in a property and an effective tool for motivating teams towards higher capabilities, innovativeness and performance.

Professor Giovanni Dosi’s paper “The Sources, Procedures and Microeconomic Effects of Innovation” discusses the role of innovation in the market economy and assumes companies in a free market are willing to invest in science and technologies to advance the competitive nature of their product offering or internal processes. The key aspects of Professor Dosi’s theories that make them directly applicable to oil and gas are the innovation theories application to earth science and engineering disciplines. These disciplines are key to the capability and success of oil and gas firms search, and production of, hydrocarbons. The investment in science and technologies is with the implicit expectation of a return on these investments, but also, to provide the firm with additional structural competitive advantages by moving their products costs and / or capabilities beyond that of the competition. Ensuring that your partners in the Joint Operating Committee are of the same mindset and capability is a critical component to your future innovation strategies. Professor Dosi note:

Thus, I shall discuss the sources of innovation opportunities, the role of markets in allocating resources to the exploration of these opportunities and in determining the rates and directions of technological advances, the characteristics of the processes of innovative search, and the nature of the incentives driving private agents to commit themselves to innovation.

A meeting of the minds with regards to innovation needs to be established in the Petroleum Lease Marketplace module and captured in the agreements and associated modules. We will be discussing the revenue per employee factor in the Analytics & Statistics and Performance Evaluation modules in the Preliminary Specification. Maybe what we need to do in the Petroleum Lease Marketplace module is find a place where we can compare the various producers revenue per employee factors to determine their appropriateness / suitability in terms of an innovative partner. A simple listing of the revenue per employee of your partners and potential partners on its own interface within the Petroleum Lease Marketplace module.

First we should ask ourselves does the calculation of revenue per employee provide a reasonable comparison of the innovativeness that exists in a producer? Or would this calculation reflect the quality of assets, the size of the firm or its actual innovativeness? That is the question that is hopefully being answered here.

Clearly the factor of revenue per employee would reflect many factors other than the innovativeness of the firm. However, would the comparison of revenue per employee over multiple periods be a determining factor of innovativeness? The increase / decrease in the factor would be as a result of an increase or decrease in price and volume, with the volume being particularly affected by the changes and innovations that occurred over the period in the firm. The one other critical determining factor is the number of employees the firm employs. Unreported changes in the number of employees would skew the results significantly.

If the Revenue Per Employee interface in the Petroleum Lease Marketplace module calculated revenue per employee for the participants in Joint Operating Committees of the producer. And calculated the factor for prospective producers there could be value in determining whom would be a good prospective match as a partner in which to deal with in the future. The report could also calculate the trajectories on the basis of the volume, price and employee variances during the periods under comparisons by the user.

So what have we got? We have run some elaborate calculations that “might” prove that one producer is innovative. What does that prove? That depends on what is imputed by being innovative. Professor Dosi states “In very general terms, technological innovation involves or is the solution to problems.” Dosi goes on to further define this as “In other words, an innovative solution to a certain problem involves “discovery” (of the problem) and “creation” since no general algorithm can be derived from the information about the problems. Solutions to technological problems involve the use of information derived from experience and formal knowledge. It is the specific and un-codified capabilities, or tacit-ness” as Professor Dosi describes “on the part of the inventors who discover the creative solution.”

Running this factor against the general population of producers within the industry provides value to the user. The ability to highlight who is solving the problems in the industry on an innovative basis and then partnering with them is positive for all concerned. However the real value in the Revenue Per Employee calculation would be the ability to run the report on the basis of the individual Joint Operating Committees that you are a participant in.

This is a more difficult task due to the calculation to determine the number of employees that worked on each property. That is it would be a problem until the People, Ideas & Objects Military Command & Control Metaphor and Work Order system were implemented. Then these systems will be recording the hours of the people from all of the various producers who are authorized to work on the JOC’s. Therefore the calculations that were run on the basis of the producers, can then also be run against any and all of the Joint Operating Committees that you have an interest in. This would also include the calculation of the volume, price and employee variances of the trajectories over the periods being compared. This being the first step in the process, determining which Joint Operating Committees were most innovative. The next step, and the most important step would be that Revenue Per Employee would be providing an understanding of who the innovations may be coming from.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Different Perspectives on Data

There will be a large percentage of the data within the Petroleum Lease Marketplace that is public in nature. For example this data will include the lease documents themselves and reflect who the lessee is and the mineral rights held. Although this information is public in nature, that is its available from the lessor’s websites, there is little reason to hold it public in the Preliminary Specification from a producer point of view. Access to a producers or Joint Operating Committees data and information through the People, Ideas & Objects application modules via a public interface does not exist. Although the data and information may be accessible elsewhere, it is not available unless the individual has direct access granted through the Security & Access Control module.

Next there are areas where the data and information would be considered to be “partnership” or Joint Operating Committee in its nature. We have discussed the research project that the user community will undertake in the Preliminary Specification to determine if data will reside within the JOC or the producer. This is a good example of where the issue resides. If the agreements, leases and AFE’s are the same for all the producers why not store them within one location in the JOC and have access by the authorized producers? Then everyone is working from the same documents. Here’s where the Military Command & Control Metaphor will need to be sophisticated enough to enable the appropriate users from different producer firms to access these documents. Another consideration for the research project of the user community.

Then there is the private information that the producer generates that will be for strategic and tactical concerns that will be for the producers eyes only. These discussions could be regarding one of the agreements that should not end up in the “partnership” area. How does a firm maintain access to this critical information and ensure that it doesn't leak out to someone that it shouldn't? Please review the “Two Types of Data” section of the Security & Access Control module.

The Preliminary Specification also provides an interesting opportunity regarding the publication of aggregated data. It is in the context of the capital budgets of the producers. If producers were to maintain their expected capital budgets in reserve report format within the PLM, would they be interested in publishing that data in aggregate through the Resource Marketplace module. This data would be scrubbed of all pertinent proprietary information and only represent dollars, general geographical area and account classification. This information would provide the Resource Marketplace with information of approximately what the marketplace might look like in near future so that they could plan to meet the expected demand. And would provide the service industry with a better understanding of their marketplace.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Specialization and the Division of Labor

I want to discuss the manner in which People, Ideas & Objects software development team will support the division of labor and specialization in the Preliminary Specification and particularly in the Petroleum Lease Marketplace (PLM). We had discussed earlier in the PLM that the determination of where the data would reside, and hence where the people would work in the industry. Would the data be stored within the Joint Operating Committee or the producer. This was to be determined by the community based on their research. We also noted that with the division of labor and further specialization of the people that work in the industry required that maybe individuals might not work for a specific producer or Joint Operating Committee but instead work for a process that was billed for example as a service to a 1,000 JOC’s representing 200 firms. This discussion assumes that both situations, the data is stored at the JOC, and a process is managed by a dedicated team that employs the people who work for a variety of JOC’s representing many producer firms, is the case.

When we consider the global experience and understanding of the people that are employed in the oil and gas industry. We have many people today with a diversity of experience and understanding of the industry. When we think of the future, in order to deal with the ability to handle the greater volumes of work, we generally feel that there is a need to have a wholesale increase in the overall experience and understanding of the industry. But is this necessarily the case? With the division of labor and specialization we are able to rely on a level of experience and understanding of a few that understand the entire process, and assign the specifics to those that can specialize in their own specific domain of understanding. With each person taking care of their part of the process, at a high level of understanding, the entire process is managed with an efficiency and understanding that aggregates the skills of all of those people within the process. This is the advantage of specialization. And it enables the industry to undertake greater processing loads with the same resource levels.

Now let's assume for a moment that you had a group that processed all the lease rentals for all the JOC’s and producers that used People, Ideas & Objects proposed software applications. And this groups was a very specialized team of 20 people who were supported by the software development team and user community that People, Ideas & Objects is based upon. How would you divide up that work to make it more efficient? Would it be based on producer or JOC? I don't think so. Probably on the basis of rental due date, or maybe geographical location. One thing for certain the way that the work was organized would be fundamentally different than the way that lease rentals were organized within any firm or JOC today. No matter how large the producers size. The specialization that this service provider would be able to present would reduce the costs of lease rental processing and also increase the quality of the service the data and information that was presented. This is how we need to begin reorganizing some of the processes the industry depends upon. Here’s why.

How does the division of labor expand? That is to say, this lease rental process continues on and they find if they make a small change in the way they process this element of it, then they could save x% of time. This is the process of “gap filling” which makes inherent sense. Then the boss says ok, sounds great go do it. The problem today is that all of our processes are highly automated. And it would seem that People, Ideas & Objects are taking the Preliminary Specifications process automation further. Therefore the ability to change a process is heavily dependent on a software change. Which in the current environment is next to impossible. People, Ideas & Objects however are providing a software development capability. One that is available for the purposes of gap filling and supporting the user community needs. One that is designed to support innovation. Therefore the ability to make the change in the process and have the software updated to support the process change is available.

Making these software development changes at one service provider makes the process manageable. As opposed to the methods today of having to do this within each producer firm which doesn’t provide any efficiencies. That is in today’s environment, there are no efficiencies in terms of software development changes, and there is no scale in terms of the division of labor and specialization to apply to the volume of lease rental activity. It is also assumed in this example that the data is stored at the JOC and therefore the amount of lease rental data that is held at the JOC is relatively negligible, providing more support for centralizing the lease rental process under one service provider.

People, Ideas & Objects have introduced the concept of the Community of Independent Service Providers or service providers to initiate these types of process services. This is how the industry needs to reorganize themselves in order to attain the efficiencies and quality processes in the future. The example of lease rentals is only one of possibly hundreds of processes that could be handled in similar ways. If fact all of the administrative, accounting and overhead processes of the producer would be handled this way. The key competitive advantage of the innovative oil and gas producer is their land and asset base, and application of their earth science and engineering capabilities. The efficient development of internal administrative processes are not going to provide any producer with any competitive advantage or disadvantage. By developing processes in the manner that People, Ideas & Objects proposes provides all the producers with the most efficient and cost effective means of administrative management. And is one of the cornerstones of how we provide oil and gas producers with the most profitable means of oil and gas operations.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Introduction to the Material Balance Report

The working interest distribution for the production from a well is fairly straightforward. Other than the changes that might occur such as before and after casing point elections, before and after payout etc, the values remain relatively constant over the life of the well. However, for gas plants and related facilities the distribution of production to the owners of the facilities is anything but constant. This brings into play a multitude of different ways to treat the ownership of the production and the costs of processing. The manner in which the accounting for that production and the cost of processing is of material concern to the owners of those facilities. In fact it is the difference between making a profit. The inability to grasp the scope of the concern has led many to disrupt the facility owners business.

The problem comes down to the fact that there are two different ways in which to calculate the working interest distribution of the throughput of the product through the facilities. One is to take the literal chemical reality of the situation, the other is to take what is agreed to by the owners and operators of the facilities in the Construction, Ownership & Operation (CO&O) agreement. The two worlds could not be more different. As you can imagine the agreed to situation has to rule the day. The facts of the agreed situation are very dynamic and create variances that are unique and depend on the situation that is in play that day. Irrespective of the production allocation, the Material Balance Report, a key report of the Partnership Accounting and Petroleum Lease Marketplace modules of the Preliminary Specification, will still balance and will also balance to the various other reports. The issue is the owners of the facility or the producers who have production processed through that plant or facility will have either sold or purchased product, or had conducted some transaction with their production at that facility that needs to be accounted for.

Now to handle that day-to-day activity there needs to be an ability for the plant owners to account for the transactions that are occurring within the plant based on the CO&O. Relying on the Partnership Accounting module will be part of what they will use for the handling of the plants accounting. However, because they can’t take a literal working interest distribution and they have to rely on a dynamic distribution based on the CO&O, a special algorithm will need to be built within the PLM to deal with the CO&O. This algorithm will capture the agreements production allocation methodology. This algorithm will be dynamic based on the gas composition, production factors and activities at the plant, but it is also is not fixed. There are changes to the algorithm on a month to month basis. As new wells are brought on, new functional units are brought on, new products are sold to new purchasers etc. these need to be taken into consideration into the algorithm.

In the current accounting world these “algorithms” are managed within spreadsheets. Not my favorite place to put a critical piece of business. I think that the user community can do something to embed these algorithms within the system so that they are more “mission critical” and less subject to human error. The Material Balance Report is the location for these algorithms.

As a plant owner the days of major changes are not over yet. There are still the equalizations that have to be calculated. These equalizations are sometimes run monthly but mostly done on an annual basis. They are done to correct any of the owners over / under capacity utilization during the year. If an owner owns 25% of the facility then generally they would not be billed processing for any of their throughput. However, at the end of the year it is determined that their actual throughput use was 29% then they would need to be charged for that 4% capacity that they overused. These calculations would also have an “algorithm” within the PLM for the Partnership Accounting module to use.

I would reiterate this is an area of extreme importance to the owners of the facilities in oil and gas. To handle these transactions appropriately is the manner in which People, Ideas & Objects is approaching this issue. As it stands today, I am certain no other software vendor fully comprehends the significance of these points and does not provide anywhere close to the level of functionality as we have proposed in these modules. See also the discussion of the Material Balance Report in the Partnership Accounting and Accounting Voucher modules.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Introduction to the Petroleum Lease Marketplace

The Petroleum Lease Marketplace (PLM) is I think the most interesting marketplace module as its objective is to replicate virtually what the physical oil and gas marketplace is. That begins of course with Petroleum Leases.

When we are replicating the physical oil and gas marketplace, the Petroleum Lease is the source document that is the common denominator of all activity and ownership within the industry. Any physical oil and gas assets will be attached to some lease, agreement, rights or concession granting the holders the rights and privileges of ownership, lease or rental. These are the things that are contained within a marketplace. They are what are purchased and sold, bargained and traded for. They are the things that people are recruited to provide services for. Generally a marketplace is a dynamic and evolving commercially oriented hub of activity. That is what we are replicating in the PLM.

When we look at the types of work that is carried out in the PLM we see a large group of administrators working within different areas within a producer firm. Whether it be the Land or Legal department, Production or Exploration Administration staff or Accounting people; all of these groups have an interest in the information, people, assets, documents, processes and functionality contained within the PLM.

The primary concern of the people in these groups is the information and data contained within the module. Its accuracy, access, and use by those within their firm, but also within the Joint Operating Committees that their firm has an interest in. Some of this data will be similar to the data that is held by their firms partners, and much of the data has been generated in a cooperative and collaborative manner by those partnerships.

For example AFE’s, Mail Ballots, agreements, are generated through interactions by each of the participants in the Joint Operating Committee. How much of this data and information could therefore be held by the Joint Operating Committee with an interface to the firm? This is a question that should be answered with significant research during the Preliminary Specification. To answer that question would also answer; for whom do those people we mentioned, the Land, Legal, Production and Exploration Administration and Accounting staff work for. The implications would be significant.

One of the greatest opportunities that we have in developing this system is to address the division of labor and specialization. To take these people’s work and to reorganize it across the industry, so that it was focused on the Joint Operating Committee but very specialized in terms of the tasks that they conduct. And apply those skills across the entire industry, or a geographical region, or some other classification. This is something that could provide significant increases in oil and gas industry productivity and overall cost savings. That is to say that an individual would work for a process that is billed to 1,000 Joint Operating Committees that might represent 200 Companies. By doing so the profitability of the industry is materially enhanced. For 2012 the opportunity costs from these changes were calculated at $94 billion. (Primarily through the ability to raise natural gas prices.)

When we were conducting our research. Professor Langlois noted that expansion of the division of labor and specialization was through the simple act of “gap-filling.” Work that wasn’t being done before, could-should-would, be nice if it was done now. In this day and age it might be easy to put the person in place, but what about the user community and software development capability to support that person? As I have suggested before, should we consider these administrative positions from the point of view that these people will work for a process as opposed to any one company or Joint Operating Committee?

The types of documents that are generated within the Petroleum Lease Marketplace are somewhat self-evident. (Recall we are including Land, Legal, Production Admin, Exploration Admin, Accounting and Others in the classifications.) Most of them are created in collaboration with the participants of the Joint Operating Committee and include: Authority for Expenditures (AFE"s), Capital Budgeting (Firm and JOC), Construction Ownership and Operating Agreements, Mail Ballots, Daily Drilling Reports, Lease Bonus, Lease Rental, Lease Taxes, Areas of Mutual Interest are some of the forms, processes and attributes of the Petroleum Lease Marketplace Module. A more detailed specification will be the result of the user communities contribution and commitments.

When I sat down to write the Draft Specification I wanted to incorporate the marketplace metaphor into the modules that made up the People, Ideas & Objects systems. There had been discussion of exchanges and web services in the past and those never quite captured the reality of what was possible. I think exchanges are technological solutions attempting to resolve non-existent business problems. Whereas the marketplace is a business reality. A reality that we can build a virtual technical environment that emulates the real marketplace. A big difference in terms of how we approach the building of these systems.

The next aspect was to determine what marketplaces existed in oil and gas that the technology would need to replicate? The answer to that question became quite simply. The marketplace for financial resources, secondly for the people, vendors and the service industry or as we have called them resources, and thirdly the P&NG leases. We therefore simply created three modules that replicate these three markets within the People, Ideas & Objects application. Talking about the output of the system should probably keep this simple fact in mind. That these are marketplaces. Marketplaces that are backed up by a user community and software development capability that can evolve the applications as these markets evolve.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

Conclusion to the Resource Marketplace Module

The Resource Marketplace module, in combination with the Research & Capabilities and Knowledge & Learning modules is how the innovative and profitable oil and gas producer and Joint Operating Committee acquire their capabilities. The Resource Marketplace establishes thick markets for products and services from the service industries and service providers that are focused on the producer and Joint Operating Committees needs. Enabling the kind of operational control and flexibility that is necessary for the 21st century.

And it is here in the Resource Marketplace module that the capabilities to establish profitable operations is acquired. Through use of the decentralized production model the producer is able to remove their marginal production from the marketplace and save those reserves for a time when they will return a profit. When producers are able to remove their production from the marketplace without financial penalty then the downside risk in natural gas prices is mitigated. It is here in the Resource Marketplace module that the solution to profitable production of the shale gas reserves, or any gas reserves, is attained.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.

People, Ideas & Objects and Oracle Corporation

What we expect to gain from the review of the Oracle products in the Resource Marketplace module and the rest of the Preliminary Specification is simple. To put some substance to the Preliminary Specification from the point of view of the generic ERP systems requirements. Using the Oracle Database, Oracle Fusion Middleware and Oracle Fusion Applications will provide a strong foundation for the innovative oil and gas industry.

Looking at the Oracle Fusion Applications from the perspective of the Resource Marketplace module it is easy to see where we can start. In the Preliminary Specification so far we have not discussed what is traditionally been called the Human Resource or Human Capital area of the firms needs. This of course would fall under the Resource Marketplace module as these people are part of the Resource Marketplace. Oracle has a number of products that fall under this category in their Oracle Fusion Applications and we will discuss them here. I noticed this quotation that shows we are consistent with Oracle’s approach to the marketplace in terms of how their Oracle Fusion Applications are to be used.

Oracle Fusion Human Capital Management is part of Oracle Fusion Applications, which are completely open, standards-based enterprise applications that can be easily integrated into a service oriented architecture. Designed as a complete suite of modular applications, Oracle Fusion Applications help you improve performance, lower IT costs, and get better results. Whether you choose one module, a product family, or the entire suite, Oracle enables you to gain the benefits of Oracle Fusion Applications at a pace that matches your business needs.

I read this as consistent with our intent to use Oracle Fusion Applications in the following manner. That they are open to customization through the Oracle Fusion Middleware layer. They are standards based and can be used as a service oriented architecture which is another term for “cloud” computing. Lastly we are an Oracle customer that “fills the gap” between the oil and gas industry and the technologies that Oracle provides.

The first document that I want to look at is a brochure that was published by Oracle entitled “Oracle Fusion Human Capital Management: The New Standard for Human Capital Management.” Within it Oracle lists the fifteen applications that fall under the Human Capital Management Suite.

The first and summarizing paragraph of the brochure shows that we are in the same ball park and playing the same sport as Oracle with respect to the Military Command & Control Metaphor (MCCM). Although our concept has been developed further to include multiple organizations in the Joint Operating Committee and the service industry, they have developed the concept within the standalone organization to a significant level.

Oracle Fusion Human Capital Management (HCM) is a revolutionary step in human resources. The core design principle of Oracle Fusion HCM empowers every role in the organization, connecting all segments of a global workforce. It allows organizations to inform, engage, and collaborate with their workforce in ways never before possible. Organizations will benefit from the ability to personalize the application at organizational, business unit, management, and individual levels. These capabilities are fully configurable; are supported out of the box; and ensure data consistency, security, and compliance globally

Reading their documentation I see this emphasis on role throughout, which is a necessary part of the MCCM, and being a critical part of their application suites. Having that functionality already there will be a strong first step in making the MCCM real.

One area that we had not touched on yet was payroll, after all everyone likes to get paid. And of course the Oracle HCM Suite provides for these services. What will need to be done is to ensure that the earth science and engineering, as well as any other human resources that are being charged to the joint account, are able to be charged and recovered through the payroll system. I would think that this is something that Oracle would have thought would be basic functionality however I have not stumbled upon it yet. Recall that it is necessary, as a part of a producer's value proposition, that they seek revenues from oil and gas sales, and, from the secondment of their technical resources to the Joint Operating Committees, research and industry at large. The demands for earth scientists and engineers being so great, the costs to develop a team will be too onerous without the ability to generate revenues from them. Therefore a payroll or Partnership Accounting module facing system that bills these resources to the joint account and elsewhere at various rates will be necessary for the innovative oil and gas producer.

I’m intrigued by a grouping of modules within the Oracle Human Capital Management Suite (Oracle HCM Suite) that are somewhat new and provide the innovative oil and gas user with some unique value. Oracle calls this group of modules Oracle Fusion Talent Management which includes the following modules from the Oracle HCM Suite. Compensation Management, Incentive Compensation, Performance Management, Goal Management, Workforce Directory Management, Network at Work and Talent Review. I think that it is worthwhile to place the entire Oracle HCM Suite within the Preliminary Specification. That way producers, Joint Operating Committees and service industry participants will be able to use the modules that they find meets their needs in the most appropriate manner. Recall that People, Ideas & Objects will be providing the software in a “cloud computing” environment which is consistent with the architecture that Oracle has developed their Fusion Applications under.

The purpose in having a Talent Management grouping of applications should be obvious. In oil and gas we have a particular issue with the earth science and engineering resources that are the critical resource of the industry. The expected retirements over the next 20 years, the ability to train new recruits within that time, the increasing requirement of geology and engineering in each barrel of oil, and the expected demand for energy all make these people part of the key competitive advantages of an innovative oil and gas producer. Having software that focused on developing and maintaining these resources would be of great assistance, so lets have a quick look at what Oracle has prepared in terms of Oracle Fusion Talent Management.

First of all it is an assumption that the majority of these resources will be directly employed by the producers themselves. They will be seconded to the individual Joint Operating Committees by the producers that employ them, much as they do today. The employment contract will in all likelihood be comprehensive and include incentive and bonus compensation based on performance. With that said Oracle has three specific compensation related modules in their Talent Management group, Compensation Management, Incentive Compensation and Performance Management. These applications allow the producer to look at the compensation from the global and strategic perspective and from the competitive landscape. Particularly within the geographic region in which they are competing. In areas such as Performance Management the employee has tools in which to guide them through what is expected of them to keep them on course and attaining their goals.

Speaking of goals there is Oracle Goal Management for the producer to establish goals for the organization and individuals within that organization. In a top down manner the goals of the organization can be pushed down to the individual units and groups, and finally to the individuals to achieve within the appropriate time frame. There is also a capability in which employees are able to document their career development.

Oracle Network at Work is a tool that establishes a social network within the confines of the organization. I would think this might be of value if we had it for the entire oil & gas and service industries. Then the whole industry could collaborate and share the information they would share within a social network. The feature that this would have is that it would be dedicated to oil and gas as opposed to facebook which is unfocused.

How about a software tool to evaluate and prepare for the employee review process. In addition this is in a collaborative environment so that the input of the people who are responsible for the individuals performance have input into that process. The Oracle Fusion Talent Review does this and helps you develop the right talent for the right jobs.

The Oracle Fusion Workforce Directory Management provides a graphical representation of the organization chart. This is something that we need for the Military Command & Control Metaphor. The need to extend this beyond the individual organization to include members of the Joint Operating Committees participating producers and service industry representatives would be necessary. The tool provides basic information, including the role the individual holds, their supervisor etc. Exactly what we need in order to begin to impose a chain of command within the temporary organization that is established for operational excellence in the Joint Operating Committee.

Oracle has published a paper entitled “HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos” that I want to review. It deals with the issues around hosting the Oracle Human Capital Management Suite of applications in a “cloud computing” environment. Since all of Oracle applications are deployable to the cloud, and People, Ideas & Objects will be hosting the Preliminary Specification in that environment, review of this paper will bring some insight into the needs of our software. It's important to note that Oracle is the world's second largest SaaS (Software as a Service) provider, with 5.5 million users worldwide.

It is proposed in the Hardware Policies & Procedures for People Ideas & Objects that the application derived from the Preliminary Specification will be run on a “Private Cloud.” The ownership and management of this organization is subject to the industries input for the purposes of their compliance to SEC and other regulations. Having the application served as a SaaS, as single-tenant, and on a Private Cloud denotes most of the architecture that the application will have to consider.

In a survey Oracle identified that the two most common business processes run on private clouds are Financial / Accounting @ 20%, and Human Resources / Benefits @ 19%. I think the Financial / Accounting category was largely underreported in the survey as there was also Home Grown Applications @ 16%, Inventory / Shipping @ 10%, and Procurement / Purchasing @ 11%. All three of these are probably or traditionally accounting related applications. Making for a total of 76% of the total of all cloud based applications. Clearly the cloud is being used for the purposes that People, Ideas & Objects is planning to use them for.

It is too early to evaluate the proposed People, Ideas & Objects solution on the basis of Total Cost of Ownership from the perspective of a producer. There are not enough facts available to make any decisions or valuable information that would hold up under scrutiny. The oil and gas producer is in a capital intensive business where the costs of ERP systems are not material to the bottom line of the enterprise. The value proposition that is offered in our Revenue Model provides the oil and gas producer with the most profitable means of oil and gas operations.

We have looked at the Oracle identity management and security offerings and included them within the Security & Access Control module of the Preliminary Specification. From a SaaS perspective these tools also provide further value in that privacy laws in the EU and other areas outside of the U.S. are covered by Oracle’s database, identity management and security solutions.

We continue with our discussion of the Oracle paper “HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos.” Needless to say they’re large technical issues and there will be those that won’t be satisfied with the solutions no matter what the outcome of the Preliminary Specification. It is important to note that many of these features are available only as a result of providing People, Ideas & Objects as a “single-tenant” solution. This is the superior methodology and is the manner in which we are able to provide much of the customization of the Oracle technologies.

Integration of software is where many of the problems show up. We need to maintain a focus on the user to ensure that we are meeting their needs. And to continue to develop the Community of Independent Service Providers that are there to service and support the People, Ideas & Objects software for the producers. Oracle suggests that developing on open standards like Java and Oracle Fusion Middleware allows for further upgrade of the technology even if there are customizations. This little bit of magic will be discussed further as we proceed through the Preliminary Specification. It is however as a result of everything that is contained within the Oracle Fusion Applications are derived from the Oracle Fusion Middleware layer.

Customizations of applications are a fact of life. Not everyone can fit within the standard configuration of what an application should be. The reliance on users helps to keep the focus of where the needs are, and customizations through a dedicated software development capability like that proposed by People, Ideas & Objects are necessary. In addition each producer is unique. The need to have each producer run their own version of the Oracle stack of technologies and the People, Ideas & Objects software in their own virtualized instance on the cloud computer is necessary. This is what is called “single-tenant.” Then each producer is running their own version of the software and their domain is somewhat under their control.

Through the use of Oracle Fusion Middleware these customizations, if done appropriately, will survive the upgrade process. Therefore the ability to have the regular software upgrades of the underlying Oracle technologies will not disrupt the People, Ideas & Objects modules or customizations. Speaking of upgrades the need to manage the upgrade process for cloud computing applications takes on a new priority. Making sure that the appropriate change management procedures and policies are in place, the appropriate testing, that training of the user base and a host of other related issues need to be considered before the technologies are upgraded. It will be easier to upgrade the technologies once, however it must be done with much forethought and consideration of the producers and users needs and understanding of the use of the application modules.

When it comes to performance and reliability the cloud computing architecture is a simple matter of applying the proven rules of specialization and the division of labor. It is far more efficient and effective to have the technologies for hundreds of producers handled by the specialized skills of Database Administrators, Network Specialists and the like then having each of those producers provide support for their technical architecture with one general support person.

One of the key outputs of the Preliminary Specification is the initial geographical scope of the People, Ideas & Objects application modules. This will involve which jurisdictions it will calculate royalties for, which jurisdictions it will meet for securities purposes, and what currencies it will recognize etc. In essence determining the minimum level of functionality to meet the users requirements in the first commercial iteration of the application. Oracle Fusion Applications are global in their scope. Providing the producer with a strong base of functionality in which to determine what is the initial scope of the Preliminary Specification.

Within the Resource Marketplace module of the Preliminary Specification there is a need to provide the service industry participants with software solutions that interact with the producers and Joint Operating Committees. In the area of Human Capital Management, a part of the Resource Marketplace module which the Military Command & Control Metaphor will fall under. Where members of the service industry firms participate in field operations conducted by the Joint Operating Committees. They need to have the ability to participate and fall-in within the chain of command that is established within the temporary organization that is established for the operation being conducted. Therefore the need to access some of the modules of the Oracle Fusion HCM Suite, as well as others, will be part of the Preliminary Specifications offering as well.

And there will be other aspects of the service industry representatives business that will need to be included in the Preliminary Specification. Looking at Oracle’s Fusion Financials and Oracle Accounting Hub there are services that are provided for just this purpose. Recall that we have some unique aspects of the Resource Marketplace module that involve the service industry. And one of those is the ability to design transactions. Therefore the need to have these software services operational in the cloud and accessible by the service industry representatives is critical.

It is not to suggest that we are providing the full accounting services that we are providing to the producer firm and Joint Operating Committees. We are not that familiar with the service industry to provide that level of service. However, Oracle Fusion Accounting Hub provides the means in which they can interface their accounting systems with the People, Ideas & Objects systems. That way they can utilize the services we provide and fully integrate their systems to service and support the innovative oil and gas producer and Joint Operating Committee in its needs.

Modules of the Oracle Fusion Financials include General Ledger, Accounts Payable, Accounts Receivable, Payments & Collections, Cash & Expense Management and Asset Management. These are your generic financial applications and will of course be included in the Preliminary Specification. Where they reside within the specification is not material to the discussion as they will be separate modules much like the eleven modules in the Preliminary Specification. By using modular theory we gain the full use of these Oracle Fusion applications without the complexity of integrating them within any specific module itself.

The days in which we could generate excitement over charts of accounts and journal entries is probably behind us. The ability to deal with the unique needs of the Preliminary Specification is something that I am confident that Oracle Fusion Financials can handle. Based on the Oracle Database, which is by far the leading technical database and market leader. And the result of what Oracle claim to have now invested in Fusion technologies since 2005 of over $20 billion. And based on Java, the leading programming language, and as of this date no other major ERP vendors system is based upon. In terms of technological architecture this will provide a foundation for the innovative oil and gas producer through the next several generations or iterations of the inevitable IT churn.

The user base for People, Ideas & Objects needs to be as broad as is possible. What is clear in this discussion is the role that the service industry providers have in making this application so much more valuable through their interaction. So whether it is a producer, service industry representative or participant in a Joint Operating Committee, a geologist, engineer or accountant, everyone and everybody needs to be included in making the People, Ideas & Objects Preliminary Specification theirs.

One module that the oil and gas producer and the Joint Operating Committee won’t have much use for is the Oracle Fusion Customer Relationship Management Suite or CRM. That doesn’t mean that we won’t host the applications as the benefits of doing so would be the better service the service industry could provide the producers and JOC’s by having access to those application modules. Customers are a bit of a foreign concept in oil and gas, not so in the service industry, and the ability to have access to the Oracle Fusion Customer Relationship Management Suite would provide real value for both the service and the oil and gas industry.

Included in the suite are the following modules. Customer Master, Sales, Marketing, Incentive Compensation, Mobile & Outlook Integration and Territory and Quota Management. These applications help to manage the customer, that being the oil and gas producer and Joint Operating Committee, with their needs for the service industries products and services. Applications such as Oracle Fusion Product Catalog allow service industry marketing personnel to start the process of selling and promoting their products on the web. From there they are able to capture the sales leads and track down sales calls to make the sale with the information that is captured by their team within the Oracle Fusion CRM Suite.

Providing these products in the Preliminary Specification is a must have and therefore I have included them in the Resource Marketplace module. The service industry needs are a critical component of the success of the innovative oil and gas producers. Although we are not as confident in terms of understanding their business. And their businesses are far more diverse in terms of the industry definitions that define them. We need to provide the best software services that we can to the services industry. This from a reasonableness and competitiveness point of view, but also to mitigate the conflict that has arisen between the producers and service industry representative in terms of costs and performance.

Customer Relationship Management applications have become one of the killer apps of the last decade in terms of their impact on business. Bringing a level of intelligence to the marketing of products and services to the firms that are able to exploit the technologies.

In all of the modules of the Preliminary Specification we have defined high levels of collaboration. Whether it is here in the Resource Marketplace modules Actionable Information Interface, Supplier Collaborative Interface or the Gap Filling Interface. Collaboration within the producer, Joint Operating Committee, oil and gas industry and service industry is robust. Now some of those collaborations, like those in the Supplier Collaborative Interface are for public consumption. And others are for a limited viewing audience. How can users be assured that their collaborations are held in the confidence they are intended to be? And what form will these collaborations take, and what systems are used in order to conduct these interactions? These are all valid questions that will be answered by this discussion.

Today’s collaborations take on much more than just textual interactions. There is video, chat, social media and images. Within the Preliminary Specification I would like to see the ability to capture a video meeting of the Joint Operating Committee and record the participants and their votes for further reference. This way members could be situated where ever they may be at the time of the meeting and still participate through their computer or an iPad. Being presented with a menu of items in which the voting on different decisions that are being made. Their votes being logged and the outcome of the votes setting in motion the activity that was decided upon.

Oracle through their Fusion Applications provides these level of collaborative services as part of the ERP software offerings. It will not be necessary for the members of the Joint Operating Committee to go outside of the People, Ideas & Objects application modules to gain this level of collaboration. It will be available as a result of the application itself. The following quotations come from a white paper entitled “Oracle Fusion Application Overview”

Web 2.0 Collaboration: Today’s workforce relies on online collaboration to get their work done. Whether they use chat, discussion forums or web conferencing to communicate and come to decisions, Web 2.0 collaboration technologies have previously been disconnected from enterprise applications. Integrating Web 2.0 Collaboration directly within the application has several benefits:

• Productivity: Instead of searching for the relevant employee in a separate online directory, initiating a session through a separate Web 2.0 application, a Web 2.0-aware enterprise application can provide a direct link to the other participants in the decision, and single-click access to online communications with them.

• Context: A Web 2.0-aware application can integrate the business context with the discussion, and capture the decision details for future reference.

• Security: The channels that the application offers directly are sanctioned and secure, in contrast to the third-party programs that employees commonly use for non-professional communications.

It is within this area of collaborations that innovations will begin. In our review of Professor Giovanni Dosi we learned that technical trajectories were influenced by commodities that were abundant and affordable. It is People, Ideas & Objects assertion that the two commodities that affect the technical trajectories in oil and gas are knowledge and collaborations. Having an ERP system that provides high levels of collaboration will enhance the innovativeness of the oil and gas producer. And let's not forget the ultimate collaborative interface, our “Marketplace Interface”.

In previous passes through the Preliminary Specification we have discussed the Purchase Order system that is part of the various modules. In the Resource Marketplace module, access to the service industry is one of the key attributes of the module and therefore the Purchase Order system will be an inherent part of that module. Thankfully Oracle have a suite of modules called Procurement in the Oracle Fusion Applications. Within that suite includes the following modules Purchasing, Self-Service Procurement, Sourcing, Procurement Contracts, Supplier Portal and Spend & Performance Analysis. All of these modules within the Procurement suite will be adopted within the Preliminary Specification as they bring substantial value to the innovative oil and gas producer.

There is also a suite of Supply Chain Management modules that I have not placed within the Preliminary Specification. Oil and gas doesn’t need supply chain management tools it needs good old fashioned purchasing tools. Supply chain tools are for retail stores like WalMart and manufacturers like Ford, not oil and gas operations like upstream innovative oil and gas producers. There may be some demand for supply chain tools if the producers of the oil sands plants decide to join the People, Ideas & Objects Preliminary Specification, and there is no reason that they couldn’t. They would however need to indicate so before the scope of the Preliminary Specification was set, so that it included heavy oil operations.

There will be a variety of People, Ideas & Objects modules that access Oracle Fusion Application Procurement modules during their operation. Within the Preliminary Specification we have employed modularity theory in both the technology and the organizational design. From a technological point of view modularity provides us with the ability to access the services of a module without having to delve too deeply into the code of the module we want to access. In a paper entitled “Oracle Fusion Applications: The New Standard for Business” Oracle describes the benefits of modularity in the following fashion.

The maximum benefits of SOA can only be gained by placing services at the heart of an application that takes a modular approach to module and process design. That way, processes can be reconfigured to meet the evolving requirements of the business at a detailed level. Any extensions can be developed as additional services, without touching the source code of the core application.

So when the Resource Marketplace module wants the “Marketplace Interface” to generate a Purchase Order with a new supplier then the service is populated within the interface from the Purchasing module in the Oracle Fusion Application Procurement Suite. These are some of the benefits that we gain from modularity in terms of the technologies. What the primary benefit of modularity is in organizations is the further division of labor and specialization.

Purchasing activities may be limited to those producers that are undertaking large and complex projects. However, I think that any and all producers can benefit from having these services available to them. Even though a project may not be big in terms of some of the other projects that are undertaken in the industry, they are material to the producer firm or Joint Operating Committee conducting them. And as such would benefit by having a Purchase Order system and related facilities provided to help manage the contract, transaction and relationship with the service industry provider.

The Preliminary Specification provides the oil and gas producer with the most profitable means of oil and gas operations. People, Ideas & Objects Revenue Model specifies the means in which investors can participate in these user defined software developments. Users are welcome to join me here. Together we can begin to meet the future demands for energy.