This paper presents an ongoing work in on the future of telemedicine in O&G. There has been a huge development in the use of video consultation between remote patients and the doctors. We believe the future of telemedicine in O&G will add to this workflow by investigating how we can transfer visual medical data between "offshore nurses" and "medical experts" at hospitals onshore in order to improve diagnostics and treatment. We will describe a decision support system that supports an optimal workflow and collaboration, between medics onshore and offshore. The goal is to make better and faster medical decisions, and improve the quality of healthcare offshore. The oil companies have much of the same structure and same challenges in remote medical treatment. We investigate an optimal workflow including how technology supports a new telemedicine work process by transmitting very high quality information (e.g. ultrasound images) to the cardiovascular medical experts. We will review our work on developing a prototype "on the go" solution between medics offshore and the medical experts onshore at the hospital. The concept will be based on a Pad/PC solution capturing the ultrasound image transmission between the user and experts, a systematic work process and a knowledge base integrated in the Pad/PC "on the go solution". With optimal workflow it should not take more than 5-7 minutes from the starting point to have a decision from the medical expert. This will improve diagnostics, medical safety and health quality on offshore installations.
The oil & gas companies operating in the Norwegian Continental Shelf have commonly used the capabilities approach within the context of Integrated Operations. This approach focuses on understanding organisations as dynamic systems and provides concepts and a language for developing resources. Recent efforts are focusing on extending Integrated Operations and the capabilities approach to medical services offshore, specifically on the use of telemedicine. Telemedicine in this context involves the connection between offshore and onshore medical staff through the use of communication systems, as well the distribution of medical data obtained offshore (for instance HD images or vital signs readings). In this work we describe the elaboration of a new tool: the Capability Development Resource Matrix, based on the People - Capability Maturity Model (P-CMM) proposed by Curtis, Hefley, and Miller in 2009. This tool is designed to guide organisational development and is generated directly from the work with industry partners, being continuously tested and improved. We discuss the tool’s value for planning, development, and implementation of telemedicine in Oil & Gas and other contexts. We wrap-up with considerations about future steps in the methodology conception and evaluation.
Human preparedness is a critical aspect of critical infrastructure (CI) cybersecurity. Many efforts, including educational curricula and training programs, have been taken at both national and company level to ensure human preparedness in CI incident response. These efforts are usually based on corporate requirements or external guidelines and policies. However, the best practices recommended for these efforts in the literature differ significantly from the measures implemented in CI companies. For this reason, we compared state of practice in cybersecurity awareness and training in selected CI companies with the recommendations in literature, aiming to identify the areas that CI companies need to increase efforts for further security implementations. Specifically, we conducted interviews (n=7) and sent out questionnaires to cybersecurity personnel (n=11) in different CI sectors of Norway. The collected data were analyzed to establish the commonalities, differences, and areas of concern among the interviewees, with respect to certain critical attributes. All Norwegian companies involved in the study offered some type of awareness or training activities to their employees, but these activities varied greatly in the level of maturity. Besides, we noted several limitations in methods and contents. According to many participants, the team skills, communication skills, and managerial skills were often inadequately developed. Additional limitations in delivery methods were noticed, too. Finally, we suggested the solutions from the best practices in the literature, and pointed out the areas where the literature has not provided effective measures.
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