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by Justin Pettit
The Final Frontier: E&P's Low-Cost Operating Model
Cover
Title Page
Copyright
Dedication
Acknowledgments
Abstract
Chapter 1: Introduction
A Vital Industry
What Now?
Industry Evolution
Ten Reasons to Update Your Operating Model
E&P Needs a New Agenda
Notes
Chapter 2: The New Agenda
Upstream Cost Transformation
“Cut Costs and Grow Stronger”
E&P Capabilities
Resource‐Based Key Capabilities
Notes
Chapter 3: E&P Operating Model Redesign
Internal Operating Model
Business Delineation and Performance Measurement
Organization Structure, Capabilities, and Workflows
Operations Management Processes
Delegation of Decision Rights
Informal Social Norms and Corporate Culture
Implications of Industry Evolution
Business Model Considerations
Notes
Chapter 4: PMI and Other Event‐Driven Redesigns
The Search for a Perfect Ownership Model
Preparing to Go Public
Key Success Factors
Event‐Driven Redesign
Note
Chapter 5: National Oil Company Considerations
National Oil Company Context
Sovereign and National Oil Company Strategies
Business Model Implications
Notes
Chapter 6: Collaborative Operating Models
Who Uses Joint Ventures?
Joint Venture Strategic Intent
Joint Venture Value and Valuation
Deal Structure
Joint Ventures in Practice—The “How”
Notes
Chapter 7: Financial Implications
Financial Strategy and Policy
Hedging and Trading
Notes
Glossary of Terms
Other Useful Links
Works Cited
About the Author
Index
End User License Agreement
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About the Author
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End User License Agreement
Index
A
ABC Company
Allocations
Arbitrage
B
Big data
Bone Spring
Book loss
British Petroleum (BP)
Build, borrow or buy
Business delineation
Business model
Business Unit (BU) versus Headquarters (HQ)
C
Capabilities-driven strategy
Capability area
Capital efficiency
Capital planning
Capital structure
Carbonate
Cardium
Catch-up clauses
Collaborative vehicles
Completion practice
Contract rights
Conventional plays
Corporate culture
Cost transformation
Costing
Costs
Costs for capacity
Cut costs and grow stronger
D
Deal structure
Debt
Decision rights
Delaware basin
Delegation of authorities
Demand rights
Developers
Development drilling
Digital Field
Discovery Challenges
Disruptive forces
Dollarize
Drag-along rights
Drilled but uncompleted (DUC)
Drilling and completion (D&C)
E
Exploration and Production (E&P) capabilities
Economic Profit (EP) or Economic Value Added (EVA)
Energy Information Administration (EIA)
Engineering
Enron
Enterprise operating model
Environment
Equity
Evolving global resource base
Exit and termination
Exporters
F
Fading production
Field life
Field life cycle management
Field life extension
Financial strategy
Financing
Financing alternatives
Financing strategy framework
Fiscal
Functional statements
Funding
G
GAAP treatments
Geophysical methods
Geophysics
Geoscience capabilities
Geotechnical workflows
Geosciences
H
Hedge horizon
Hedge ratio
Hedging
High-grading
Horizontal wells
Hybrid structures
Hydraulic fracturing
I
Imperial Chief Executive Officer (CEO)
Importers
Industry evolution
Initial public offering (IPO)
Internal operating model
Intrinsic value
International Oil Company (IOC)
Iran
J
Joint and common costs
Joint venture (JV)
JV costs and challenges
K
Key capabilities
Key Performance Indicators (KPIs)
Kurdistan
Kuwait digital oil field
L
Layering
Low permeability conventional oil
M
Management processes
Management-by-email
Market-making
Mature conventional plays
Methane Hydrate
Microseismic
Midland basin
N
National Oil Company (NOC)
Network optimization
Non-Operated Venture (NOV)
North Sea
O
Offshore
Oil & gas prices
Oil sands
Onshore conventional
Operated By Others (OBO)
Operating model
Operating model elements
Operating model redesign
Operational excellence
Organization structure
Organizational capabilities
Organizational design
Ownership structure
P
Percentages
Performance measurement
Permeability
Permian basin
Piggyback rights
Porosity
Portfolio
Portfolio management
Portfolio tool
Post-merger integrations (PMI)
Prices
Production growth
Profit centers
Proprietary trading
Public-Private Partnership (PPP)
R
RACI
Real options
Regulatory
Relevant scale
Reserve replacement
Reserve growth
Ripple effect of unconventionals
Risk capacity
Risk capital
Risk strategy
Risk-Adjusted Return On Capital (RAROC)
S
Sale or dissolution
Sandoz
Seismic
Services
Shale gas
Social license
Social norms
Spraberry
Standardization versus optimization
Strategic agenda
Strategic intent
Strategic risk management
Strategy-led cost transformation
Supply chain
T
Tag-along rights
Take-away capacity
Talent
Tax treatments
Technical capabilities
Technology
Technology development
The “how”
The “what”
Tight oil
Trading
Transfer of interests
Transfer pricing
Two-dimensional (2D) seismic
U
Unconventionals
V
Valuation
Vertical wells
Virtual scale
Vital industry
Volumetric measures
W
Wall Street
Well architecture
Wolfcamp
Workflows
Z
Zagros Field
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