The need to increase production, lower operating costs, provide longer field lifetimes, and improve exploitation of the oil and gas resources is met by a change in work processes labelled by actors on the Norwegian continental shelf as ‘Integrated Operations', also known as e-fields, smart fields, and intelligent energy. These organizational changes are meant to improve decision-making by utilising real time information to collaborate across social, professional, organisational and geographical boundaries. Integrated Planning transfers these principles to the planning domain, supporting integration of information and utilizing experience, allowing for knowledge-intensive decision-making. Disciplinary or domain-specific activity plans are integrated into one holistic view in order to optimize the use of common resources like logistic support and maintenance expertise. In addition, a holistic view of the operations allow for more efficient deviation and change management, as changes in one asset domain might prove to be an opportunity for another domain. The organization's ability to take advantage of the extensive information accessible and flexibly handle deviations is reinforced by organisational and human qualities or capabilities. Organizational capabilities are development paths for acquiring certain skills or competences. The paper presents a theoretical framework of how to understand and analyse integrated planning, and proposes four organizational capabilities for successfully implementing Integrated Planning, namely organizational learning, communicative capabilities, agility & resilience, and mindfulness.

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