Simple network management protocol co- existence with hydrocarbon process automation communication real-time network

Hydrocarbon Process Automation Applications (HPAA) utilizes Real-time network connecting process instrumentations, controllers, and real-time logic control applications. Conventional practice is to dedicate a real-time network for process automation applications and prevent other applications from utilizing the same infrastructure. An important application that can help optimize, improve network performance, and provide rapid response time in network diagnostics and mitigation is Simple Network Management Protocol (SNMP). This paper addresses the co-existence of SNMP traffic with real-time applications. The impacts of activating this protocol with the real-time HPAA utilizing high speed Ethernet network design will be examined. Empirical data for an implemented Hydrocarbon process automation system will be used to illustrate the interdependency of application performance, traffic mix, and potential areas of improvements. The outcomes of this effort demonstrate the co-existence of SNMP with HPPA, given special considerations (i.e., bandwidth, number of applications, etc.)

Application of the agile energy model to the procure to pay process

Abstract: Multinational Manufacturing Corporations (MMC’s), which account for a fair percentage of the manufacturing industry encounter challenges with energy quantification and optimisation. Traditional energy models, which have long been used for energy system evaluations have limited application at MMC’s due to model characteristics of high level of expertise, data and time intensive, long time horizons and large spatial detail. The Agile Energy Model utilises business processes for energy evaluation and optimisation. The features of the Agile Energy Model supporting application at MMC’s are generic, reproducible, ease of use, minimum user input data and time requirements and transparency of the evaluation process. It enables the energy quantification of non-traditional activities of finance, HR, ICT and sales and marketing. The methodology of application of the Agile Energy Model is demonstrated with the established procure to pay process

Challenges of enterprise resource planning (ERP) implementation in agriculture

The underlying assumption of the study is that ERP systems can crucially facilitate information exchange; yet, the agricultural sector is slow in their adoption due to different reasons, including a shortage of skilled personnel as well as a lack of knowledge about ERP capabilities among top managers and key employees. The study intends to identify challenges and prospects for ERP implementation in agriculture. The applied methods include the analysis of WoS publications and questionnaire surveys of executives of 55 companies operating in the Middle Urals’ agricultural sector. ERP systems can be defined as comprehensive software solutions aimed to integrate business and management processes through a holistic approach and a single information system. According to expert estimates, in today’s Russia the projects related to the agro-industrial sector account for 1-2% to 10-15% of the projects from the leading ERP vendors, including 1C, Bars Group, and Navigator-Agro. ERP systems in agriculture help improve business performance, reduce and monitor costs. These systems are effective in decision-making and can serve as the basis for precision agriculture. The main barriers are poor personnel skills and competencies, shortage of funds for ERP adoption, poorly developed or absent infrastructure, difficulties of fitting and adapting of ERP systems to agricultural business. In addition, agricultural business owners show no confidence in high-tech solutions and poor knowledge of the above systems. Other problems include operation complexity and insufficient government support in ERP implementation. The results of the study can be used by government authorities in their programs for innovative development and technical upgrading of the agriculture industry. © 2020 by author(s) and VsI Entrepreneurship and Sustainability Center.Russian Foundation for Basic Research, RFBR: 19-41-000001, 19-41-000001, 19-41-000001, 19-41-000001Russian Foundation for Basic Research, RFBR: 19-41-000001, 19-41-000001, 19-41-000001, 19-41-000001The reported study was funded by RFBR and Sverdlovsk region, project number 19-41-000001, Russian FederationThe reported study was funded by RFBR and Sverdlovsk region, project number 19-41-000001, Russian Federatio

Analysis of Coastal Restoration Workforce Assets, Challenges, and Opportunities in South Louisiana

The implementation of Louisiana's 2012 Coastal Master Plan is underway and is designed to ensure the future of Louisiana's coastal environments and economy. The only plan of its kind in the country, the Coastal Master Plan will protect significant energy and commerce assets critical to the nation's economic security. The Coastal Master Plan, along with the Greater New Orleans Urban Water Plan, demonstrates a science-based, strategic approach to resilience that has garnered national and international attention for Louisiana. Recognizing the significant opportunity of planned coastal restoration projects on the communities, environments, and economies of South Louisiana, Foundation for Louisiana (FFL) commissioned Greater New Orleans, Inc. (GNO, Inc.) to produce an analysis of Louisiana's coastal restoration industry and workforce that could inform public officials, community partners and potential funders about the workforce assets, opportunities, and challenges relevant to implementing the Coastal Master Plan

Quantity versus Quality in Project Based Learning Practices

In the midst of the turbulence wrought by the global economy, it has become common to see projects as an essential medium for achieving change. However, project based learning practices - as a subset of organizational learning practices- have not kept pace with this development. To explore this concern, we have carried out a study on practices adopted by organizations for learning through projects involving nineteen companies from across Europe and from a range of different industries. We use the concepts of variation, selection and retention in organizational learning to analyze our findings and report the challenges faced by project based organizations in each of the areas highlighted. We conclude that time pressures, centralization and deferral are the key characteristics of learning in project based firms and that these impede project based members in learning from and through projects.centralization;deferral;organizational learning;projects;reflection

Assessing and identifying entrepreneurial opportunities in petroleum industry in Iran

Endowed with abundant oil and natural gas resources, Iran has pursued a development strategy of self-reliance with some success and did not face an import constraint. Yet, has adopted an import substitution policy and used its oil revenues to acquire foreign technologies to industrialize. Iran is today a middle-income developing country, with a significant industrial base, a relatively well-developed science and technology infrastructure and good human development. However, unlike other middle-income countries, Iran is still largely a natural resource-based economy. Diversification is an imperative, not only because natural resources are exhaustible but also because export success in world markets increasingly demands knowledge-intensive production and innovation-based competition. Above all, there is a need to provide quality jobs for the 800,000 literate Iranian men and women that enter the labor market every year. The shift to a more knowledge-based economy will require creating a national innovation system that can not only import and adapt technologies, but also improve upon them, innovate new technologies and diffuse them economy wide. In this paper, the entrepreneurial opportunities in Iran's petroleum industry are assessed with having Norway's petroleum industry as a successful example. Iran's petroleum industry is serious need of more dynamism, which has to be encouraged by a more market-pull in the overall system and a greater involvement of the private sector. This calls for more privatization, including activities hitherto organized under National Iranian Petroleum Company, or creating independent public corporations that are regulated as private firms. The fact that conception of privatization as elitist concentrations of capital and power should not exclude developing an entrepreneurial and innovational policy for a privatization and industrial development that ensures reduction in capital and power concentrations and more dynamism in a more market oriented system

Assessing and identifying entrepreneurial opportunities in petroleum industry in Iran

Endowed with abundant oil and natural gas resources, Iran has pursued a development strategy of self-reliance with some success and did not face an import constraint. Yet, has adopted an import substitution policy and used its oil revenues to acquire foreign technologies to industrialize. Iran is today a middle-income developing country, with a significant industrial base, a relatively well-developed science and technology infrastructure and good human development. However, unlike other middle-income countries, Iran is still largely a natural resource-based economy. Diversification is an imperative, not only because natural resources are exhaustible but also because export success in world markets increasingly demands knowledge-intensive production and innovation-based competition. Above all, there is a need to provide quality jobs for the 800,000 literate Iranian men and women that enter the labor market every year. The shift to a more knowledge-based economy will require creating a national innovation system that can not only import and adapt technologies, but also improve upon them, innovate new technologies and diffuse them economy wide. In this paper, the entrepreneurial opportunities in Iran's petroleum industry are assessed with having Norway's petroleum industry as a successful example. Iran's petroleum industry is serious need of more dynamism, which has to be encouraged by a more market-pull in the overall system and a greater involvement of the private sector. This calls for more privatization, including activities hitherto organized under National Iranian Petroleum Company, or creating independent public corporations that are regulated as private firms. The fact that conception of privatization as elitist concentrations of capital and power should not exclude developing an entrepreneurial and innovational policy for a privatization and industrial development that ensures reduction in capital and power concentrations and more dynamism in a more market oriented system