David Cameron

• Cameron, David B.; Waaler, Arild & Komulainen, Tiina M. (2018). Oil and Gas digital twins after twenty years. How can they be made sustainable, maintainable and useful?. Linköping Electronic Conference Proceedings.  ISSN 1650-3686.  (153), s 9- 16 . doi: 10.3384/ecp181539 Vis sammendrag

  The digital twin offers a potentially powerful way of using simulation to support business and change the way industrial operations are done. The idea of the digital twin is not new but recent changes in information technology make implementation of digital twins a natural next step in the application of simulation technologies. Simulation practitioners will find that their models are increasingly embedded in complex systems that combine simulations with operational data to solve a business problem. However, the successful adoption of this approach is challenging. This paper asks the question: “How can digital twins be made sustainable, maintainable and useful?”. We focus primarily on the development of twins in the oil and gas industry. Most academic work in this area has been done in the manufacturing industries. We review this literature and propose a simple model of digital twins. This allows us to identify challenges with current implementations and propose a research agenda that will allow future twins to be sustainable, maintainable and usable.

• Cameron, David B. & Østerlie, Thomas (2018). Sirius: Collaboration across the digital divides in the oil and gas supply chain, In Arno Meerman (ed.),  Practitioners Proceedings of the 2018 University-Industry Interaction Conference: Challenges and Solutions for Fostering Entrepreneurial Universities and Collaborative Innovation.  University Industry Innovation Network.  ISBN 9789491901331.  KAPITTEL.  s 91 - 101 Vis sammendrag

  This paper describes how we have succeeded in setting up industry-university collaboration in SIRIUS, a centre for research-based innovation on digitalization in the oil and gas industry. Funded through the Norwegian Research Council's programmes for centres of excellence, it is comparable to what Champenois and Etzkowitz (2017) refer to as a hybrid autonomous organization. The centre consists of academic researchers from two of Norway's largest universities and the University of Oxford. The indus-try partners represent the ecosystem of companies in the oil and gas industry, with one major operator, a major oil service company, and a set of vendor companies who specialize in different aspects of digitali-zation. Centres for research-based innovation have two masters: they must deliver world class research for the universities and funding bodies and useful innovation for the partner companies. Drawing upon Gibbons et al.'s (1994) insight that knowledge is produced in industry-university collaborations only to the extent that the interests of all stakeholders are included, we therefore find that a key to succeeding in SIRIUS begins with explicitly acknowledging that research institutions and companies participate in the centre to further on-going activities on digitalization within their respective organizations. Another key to success is that we combine the strengths of the centre's networked organization with a formalized project qualification pipeline. This requires investment of intellectual resources in extensive prospecting for innovation and research ideas. We call this scoping. These then mature through standard stage-gate, with mature ideas resulting in collaborative piloting and innovation projects. This approach has been set in place and tried out for two years. It has generated a promising portfolio of industrially relevant project ideas, a first tranche of aligned doctoral projects and a clear view of what SIRIUS should deliver. We will use the SIRIUS’ ongoing Geological Assistant project to illustrate how these two elements play together in practice. This project emerged from a series of separate scoping workshops between the cen-tre's academic researchers, a vendor company and an operating company. This project then moved through a process of feasibility assessment with all stakeholders. This process of developing understand-ing and securing corporate commitment has resulted in an innovation project that is now started. Using the feasibility study, the vendor representative and academic project leader worked with the networked organization to mobilize academics resources. This involved both formulating a vision for the innovation, as well as returning to the basic question: "what is in this for you?" The latter is necessary to secure inter-est and committed resources from the academic researchers.

• Cameron, David B.; Skjæveland, Martin G; Giese, Martin; Hovland, Dag; Waaler, Arild; Bjørge, Eldar & Tungland, Knut Sebastian (2016). Optique: Simple, Oil & Gas-oriented access to big data in exploration, In  SPE Intelligent Energy Conference and Exhibition, Aberdeen, Scotland, UK, 6-8 September 2016 - Conference Proceedings.  Society of Petroleum Engineers.  ISBN 978-1-61399-459-7.  KAPITTEL.
• Cameron, David Bruce & Bogle, I. David. L. (2002). CAPE Tools for Off-Line Simulation, Design and Analysis, In Rafiqul Gani (ed.),  Software Architectures and Tools for Computer-Aided Process Engineering.  Elsevier.  ISBN 0444508279.  5.2.  s 373 - 392
• Cameron, David B.; Paterson, William R. & Morton, William (1991). Framework for modelling of metallurgical processes. Transactions of the Institution of Mining and Metallurgy Section C - Mineral Processing and Extractive Metallurgy.  ISSN 0371-9553.  100, s C11- C20

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• Cameron, David B.; Waaler, Arild; Tungland, Knut Sebastian & Nøst, Elisabeth (2019). Using the Industry Collaboration Canvas in the Mid-Term Review. Experience in applying the framework in the oil and gas industry. Vis sammendrag

  The SIRIUS Centre for Scalable Data Access in the Oil and Gas Domain is funded by the Research Council of Norway and hosted by the University of Oslo. It pursues fundamental research that drives innovations related to digitalisation of the oil & gas industry. The centre consists of researchers from four institutions (University of Oslo, NTNU, Simula Research Centre and University of Oxford) and fourteen companies in the oil and gas supply chain. It is funded for eight years from 2015 and is now undergoing a mid-term review that assesses the centre’s progress and determines whether it will be funded for its full term. To prepare for the review, it was necessary to have a structured discussion with each industrial partner. This was done to determine how successful the partnership had been to date, see if any changes needed to be made and sketch a plan for the last half of the centre’s life. The assessment required a tool that was simple to use, easy to understand and flexible. We chose to use the Industry Collaboration Canvas of Frølund, Murray and Riedel (2018). This paper describes the process and results of this work, from the perspective of the centre management and two of the larger partner companies, Equinor and TechnipFMC. Two workers were trained in the use of the canvas in March 2018. The process was explained to the partners at the centre’s general assembly and it was agreed that we would conduct these workshops. The workshops were then held in the second half of 2018. SIRIUS management visited each partner’s site to hold the meeting. However, in some cases, videoconferencing had to be used due to the geographical factors. The use of the canvas was considered to be successful. Feedback from all participants was positive and the information gathered provided factual material for preparing the documents needed for the mid-term re-view. In all cases, we identified concrete actions that will improve the value of collaboration between the researchers and each industrial partner. The canvas identified gaps and potential problems for collaboration. In these cases we were able to agree on necessary corrective actions. The canvas is now shared between centre management and the partner and is a de-facto agreement on how the partnership will continue over the next 5 years. The canvas is an effective and powerful tool for assessing and planning interactions between researchers and industrial companies. It is simple to use, easy to understand and brings rigour and structure to the discussions around current and new collaborations. We are actively promoting the use of this tool in other parts of the University.

• Cameron, David B. (2018). Digitalization perspectives from the oil and gas domain.
• Cameron, David B. (2018). Scalable, Useful and Maintainable Digital Twins: Cross-Sector Experience from the Oil and Gas Sector.
• Cameron, David B.; Waaler, Arild & Komulainen, Tiina M. (2018). Oil and Gas digital twins after twenty years. How can they be made sustainable, maintainable and useful?. Vis sammendrag

  The digital twin offers a potentially powerful way of using simulation to support business and change the way industrial operations are done. The idea of the digital twin is not new but recent changes in information technology make implementation of digital twins a natural next step in the application of simulation technologies. Simulation practitioners will find that their models are increasingly embedded in complex systems that combine simulations with operational data to solve a business problem. However, the successful adoption of this approach is challenging. This paper asks the question: “How can digital twins be made sustainable, maintainable and useful?”. We focus primarily on the development of twins in the oil and gas industry. Most academic work in this area has been done in the manufacturing industries. We review this literature and propose a simple model of digital twins. This allows us to identify challenges with current implementations and propose a research agenda that will allow future twins to be sustainable, maintainable and usable.

• Cameron, David B. & Østerlie, Thomas (2018). Sirius: Collaboration across the digital divides in the oil and gas supply chain. Vis sammendrag

  This paper describes how we have succeeded in setting up industry-university collaboration in SIRIUS, a centre for research-based innovation on digitalization in the oil and gas industry. Funded through the Norwegian Research Council's programmes for centres of excellence, it is comparable to what Champenois and Etzkowitz (2017) refer to as a hybrid autonomous organization. The centre consists of academic researchers from two of Norway's largest universities and the University of Oxford. The indus-try partners represent the ecosystem of companies in the oil and gas industry, with one major operator, a major oil service company, and a set of vendor companies who specialize in different aspects of digitali-zation. Centres for research-based innovation have two masters: they must deliver world class research for the universities and funding bodies and useful innovation for the partner companies. Drawing upon Gibbons et al.'s (1994) insight that knowledge is produced in industry-university collaborations only to the extent that the interests of all stakeholders are included, we therefore find that a key to succeeding in SIRIUS begins with explicitly acknowledging that research institutions and companies participate in the centre to further on-going activities on digitalization within their respective organizations. Another key to success is that we combine the strengths of the centre's networked organization with a formalized project qualification pipeline. This requires investment of intellectual resources in extensive prospecting for innovation and research ideas. We call this scoping. These then mature through standard stage-gate, with mature ideas resulting in collaborative piloting and innovation projects. This approach has been set in place and tried out for two years. It has generated a promising portfolio of industrially relevant project ideas, a first tranche of aligned doctoral projects and a clear view of what SIRIUS should deliver. We will use the SIRIUS’ ongoing Geological Assistant project to illustrate how these two elements play together in practice. This project emerged from a series of separate scoping workshops between the cen-tre's academic researchers, a vendor company and an operating company. This project then moved through a process of feasibility assessment with all stakeholders. This process of developing understand-ing and securing corporate commitment has resulted in an innovation project that is now started. Using the feasibility study, the vendor representative and academic project leader worked with the networked organization to mobilize academics resources. This involved both formulating a vision for the innovation, as well as returning to the basic question: "what is in this for you?" The latter is necessary to secure inter-est and committed resources from the academic researchers.

• Cameron, David B. (2017). Scalable data access is necessary for successful digitalisation.
• Cameron, David B. (2017). Scalable data access: Lower-cost higher-impact environmental compliance.
• Cameron, David B.; Kluwer, Johan Wilhelm & Berli, Bjørn (2017). Masterclass on Digital Engineering.
• Cameron, David Bruce (2017). Digitalization in the Natural Resources Industry: A Challenge and an Opportunity.
• Cameron, David Bruce (2017). Digitalization: How can we mix the ”new oil” and the old oil? The role of IT research. Vis sammendrag

  This talk starts with a brief review of what digitalisation and what it means, using the models of Machines, Platforms and Crowds (Brynjolfsson, MIT), Industrie 4.0 and The World Economic Forum initiative in oil and gas digitalisation. We them give some cautions are then given about digitalisation: Machines are not magic, rubbish in results in rubbish out, the challenge of the data swamp, the danger of the data scientist as guru and the social nature of exploration and operations. We then describe how we are working in SIRIUS to bring computer science to bear on oil and gas digitalisation. (a) Bridging gaps in the digitalisation supply chain (end-users, vendors, academics) (b) Interdisciplinary research with computer science (c) Interdisciplinary research between computer science, engineering and geosciences. (d) The need for interpreters. We then conclude with three examples: (1) opening up exploration databases and national data repositories (2) using semantics to create paper-free engineering, procurement and construction and (3) applying formal methods to operational planning.

• Cameron, David Bruce (2017). Getting the Dinosaurs to Dance: Innovation culture meets academia and the oil and gas industry.
• Cameron, David Bruce (2017). Successful big data projects.
• Cameron, David Bruce; Waaler, Arild; Hovland, Dag & Skjæveland, Martin G (2017). Practical Knowledge Representation for Data Access to Subsurface Data: The Achievements and Potential of the Optique Platform.
• Cameron, David B. (2016). Analytics and scalable data access: the future of industrial information technology.
• Cameron, David B. (2016). Industry 4.0 for the oil and gas sector. Research and Innovation challenges and mechanisms.
• Cameron, David B. (2016). Masterclass on Big Data.
• Cameron, David B. (2016). Presentation of SIRIUS Centre.
• Cameron, David B.; Skjæveland, Martin G; Giese, Martin; Hovland, Dag; Waaler, Arild; Bjørge, Eldar & Tungland, Knut Sebastian (2016). Optique: Simple, Oil & Gas-oriented access to big data in exploration.
• Cameron, David Bruce (2014). Big Data in Exploration and Production: Silicon Snake-Oil, Magic Bullet, or Useful Tool?.

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