Choosing an optimal methodology to technology development and implementation: Gazprom Neft approach

UDK: 334.75 (73): 622.276
DOI: 10.24887/0028-2448-2018-12-6-10
Key words: new technology development, technology management, upstream, project management, agile approach
Authors: A.N. Govzich (Gazpromneft NTC LLC, RF, Saint-Petersburg), V.R. Filimonova (Gazpromneft NTC LLC, RF, Saint-Petersburg), A.V. Shushkov (Gazpromneft NTC LLC, RF, Saint-Petersburg), D.S. Zmienko (Gazpromneft NTC LLC, RF, Saint-Petersburg)

he best industrial practices that cover the life cycle of a new technology development as well as supporting procedure are reviewed to investigate the drivers for higher efficiency and better management of variable expectations and technology maturity for further roll-out. The update of the Upstream technological portfolio will increase its adaptability and value and expand project managers’ financial and organizational authority while project initiation and implementation. In this article we investigate various methodologies and tools for technology management in order to find an optimal one. Finally, it is concluded that the combination of classic stage-gate approach and agile best practices demonstrate a good potential for technology management in Gazprom Neft. Such hybrid methodology has a higher level of efficiency and helps meet current company needs in terms of speed and quality of technology implementation in given macroeconomic conditions.

References

1. Spath J., Transforming the upstream service industry to increase operator margins, Journal of Petroleum Technology, 2016, V. 68, no. 05, pp. 54–57.

2. Daft R.L., Kendrick M., Vershinina N., Management, Mason, Ohio: South Western, Cengage Learning, 2010, 856 p.

3. Cooper R.G., What’s next? After stage-gate. Progressive companies are developing a new generation of idea-to-launch processes, Research-Technology Management, 2014, pp. 20–31.

4. Yakovlev V.V., Khasanov M.M., Prokofiev D.O. et al., Technology development in upstream division of Gazprom Neft, Journal of Petroleum Technology, 2017, V. 69–4.

he best industrial practices that cover the life cycle of a new technology development as well as supporting procedure are reviewed to investigate the drivers for higher efficiency and better management of variable expectations and technology maturity for further roll-out. The update of the Upstream technological portfolio will increase its adaptability and value and expand project managers’ financial and organizational authority while project initiation and implementation. In this article we investigate various methodologies and tools for technology management in order to find an optimal one. Finally, it is concluded that the combination of classic stage-gate approach and agile best practices demonstrate a good potential for technology management in Gazprom Neft. Such hybrid methodology has a higher level of efficiency and helps meet current company needs in terms of speed and quality of technology implementation in given macroeconomic conditions.

References

1. Spath J., Transforming the upstream service industry to increase operator margins, Journal of Petroleum Technology, 2016, V. 68, no. 05, pp. 54–57.

2. Daft R.L., Kendrick M., Vershinina N., Management, Mason, Ohio: South Western, Cengage Learning, 2010, 856 p.

3. Cooper R.G., What’s next? After stage-gate. Progressive companies are developing a new generation of idea-to-launch processes, Research-Technology Management, 2014, pp. 20–31.

4. Yakovlev V.V., Khasanov M.M., Prokofiev D.O. et al., Technology development in upstream division of Gazprom Neft, Journal of Petroleum Technology, 2017, V. 69–4.



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