. . . Dynamic Resources Corporation Knowledge BackboneSM
| IDEF | Activity Name | Activity Description |
| 00 | Vision Statement: | "Locating Replenishing Reserves" |
| 0 | Mission Statement: | "Dynamic Resources Corporation Manages, Acquires, and Enhances Hydrocarbon Resource Assets using extensive experience and state-of-the-art technologies to create wealth for NetWork participants and to have fun." |
| 1 | Manage Assets | Dynamic provides controls, manages financial resources, provides on-line infrastructure for technology teams and exploration teams, and orchestrates appropriate leadership. |
| 1.1 | Provide Controls | Dynamic's Vision, Mission, Strategy, and Budget are focused to create an informed NetWork, which is always in a mode of continuous improvement. |
| 1.1.1 | Establish Vision and Mission | |
| 1.1.2 | Set Strategy | |
| 1.1.3 | Set Budget | |
| 1.1.4 | Manage Organization's Culture and Provide NetWork Training | |
| 1.1.5 | Manage Regulations | |
| 1.1.6 | Analyze Performance | |
| 1.2 | Manage Financial Resources | The Prospect Machine is geared to make sure Investors are on-line in order to always have access to the latest status of AMI investments. |
| 1.2.1 | Manage Outside Financing | |
| 1.2.2 | Manage Funds | |
| 1.2.3 | Manage Investor Relations | |
| 1.3 | Provide Infrastructure | People and experience truly are Dynamic's greatest asset. State-of-the-art technology and information are organized and distributed to enable people with experience to optimally explore. |
| 1.3.1 | Manage Human Resources | |
| 1.3.2 | Acquire and Manage Technology | |
| 1.3.3 | Establish Corporate Structure | |
| 1.3.4 | Manage Information | |
| 1.3.5 | Manage Physical Assets | |
| 1.4 | Manage Relationships | Long experience in the oil industry has allowed members of the Dynamic Professional NetWork to know who is good, to develop trusting relationships, and to create a truly unique trusting bond with deep loyalty. |
| 1.4.1 | Identify Potential Relationships | |
| 1.4.2 | Form Technology Team Relationships | |
| 1.4.3 | Form Exploration Team Relationships | |
| 1.4.4 | Maintain Team Relationships | |
| 1.5 | Provide Leadership | NetWork Members have experienced the extremes of success and failure, ever learning, becoming Leaders who know how to fix a "broken wagon." |
| 1.5.1 | Identify Need For Leadership | |
| 1.5.2 | Provide Direction | |
| 1.5.3 | Improve Alignment | |
| 1.5.4 | Motivate Staff | |
| 2 | Acquire Assets | Leases and Overriding-Royalty Interest are the key assets Dynamic will acquire. In addition, technologies that will enhance the productivity of Exploration Teams will also be acquired. |
| 2.1 | Identify Acquisition Opportunity | It is critical to ongoing success that members of the NetWork are comfortable and secure with sharing their exploration ideas and that they receive reasonable compensation for exposing their ideas. |
| 2.1.1 | Inquire of Dynamic Professional NetWork | |
| 2.1.2 | Search Publications and the WWW | |
| 2.1.3 | Entertain Unsolicited Proposal | |
| 2.1.4 | Advertise for Opportunity | |
| 2.2 | Quantify Acquisition | A key competitive advantage of Dyanmic is the ability to quickly quantify CLPs and assets, unexpected potential, and previously unrecongized potential, allowing quantification of the the impact of an acquisition on the portfolio, and well as quantification of liabilities. |
| 2.2.1 | Quantify Existing CLPs and Assets | |
| 2.2.2 | Quantify Unexploited Potential | |
| 2.2.3 | Quantify Previously Unrecognized Potential | |
| 2.2.4 | Quantify Impact of Acquisition on Existing Assets | |
| 2.2.5 | Quantify Liabilities | |
| 2.3 | Evaluate Economics of Acquisition | Revenue Streams, Capital Cost Streams, Operating Cost Streams, Liabilities, all provide data which allows economic indicators to quantify the value of an acquisition. |
| 2.3.1 | Generate Revenue Streams | |
| 2.3.2 | Generate Capital Cost Streams | |
| 2.3.3 | Generate Operating Cost Streams | |
| 2.3.4 | Evaluate Liabilities | |
| 2.3.5 | Generate Economic Indicators | |
| 2.4 | Select Acquisition | The Dynamic Prospect Machine generated 350 Leads in the first partial month of operation: April of 2001. It is critical to have ranking criteria, to rank acquisition opportunities, to select the optimum combination of opportunities, and then to select the CLPs to acquire and persue. |
| 2.4.1 | Determine Ranking Criteria | |
| 2.4.2 | Rank Opportunities | |
| 2.4.3 | Select Optimum Combination of Opportunities | |
| 2.4.4 | Select CLPs to Acquire | |
| 2.5.1 | Negotiate Best Possible Terms for Acquisition | |
| 2.5.2 | Transfer Asset | |
| 3 | Enhance Assets | Many members of the Dynamic Professional NetWork are explorers. The strength is in thousands of man years looking for hydrocarbons in every corner of the globe, understanding what data is needed and how to manage it, how to asses a strategic fit, politcial and engineering uncertainty in order to optimally develop a risked Prospect Model with well defined economic indicators. |
| 3.1 | Manage Data | Dynamic is not burdened with legacy data. Yet Dynamic has developed ways to index legacy data so it can easily be quantitatively incorporated into an exploration program. This same process allows indexing of regional, play fairway, and prospect data. |
| 3.1.1 | Acquire Data | |
| 3.1.2 | Manage Legacy Data | |
| 3.1.3 | Manage Regional Data | |
| 3.1.4 | Manage Play Fairway Data | |
| 3.1.5 | Manage Prospect Data | |
| 3.2 | Assess Strategic Fit | Oil Companies have cut too deep in their their technology staffs, and there is not generally an ability to provide a regional context to exploration programs. Dynamic is set up to provide the regional context as well as to package and sell this context as a Regional Study. |
| 3.2.1 | Interpret Regional Data | |
| 3.2.2 | Evaluate Regional Economics | |
| 3.2.3 | Package and Sell Concepts as a Regional Study | |
| 3.3 | Determine Political & Engineering Uncertainty | Dynamic's first AOI (Area of Interest) is the Gulf Coast of the USA, and except for EPA Regulations, there is little political uncertainty. Similarly, initial exploration is where there is already production, and so engineering uncertainty is also minimal. However, the NetWork will be packaging Play Fairway Studies, tieing together all of the available legacy data with state-of-the-art new technolgies to provide oil company partners with a detailed context for various Play Fairways. |
| 3.3.1 | Determine Risk of the Play Fairway Geologic Model | |
| 3.3.2 | Evaluate Play Fairway Economics | |
| 3.3.3 | Package and Sell Leads as Play Fairway Study | |
| 3.4 | Develop Risked Prospect Model | Drill bits need to be guided by the best data, information, technology, and experience available. Dynamic is packaging people who love to explore with proven, albeit new, technologies in order to maximize drilling success based on risked prospect models. |
| 3.4.1 | Calculate Prospect Area, Thickness, Porosity, Water Saturation, and Drive Mechanism | |
| 3.4.2 | Calcualte Prospect Volumes, Formation Volume Factor, Recovery Efficiency, and whether gas or oil | |
| 3.4.3 | Define Migration Pathway | |
| 3.5 | Define Prospect Economic Indicators | Ranking Prospects based on production forcasts, operating and capital expense pro formas, and economic measures which help quantify the proability of creating value will create sellable Prospect Packages. |
| 3.5.1 | Estimate Production Forecast | |
| 3.5.2 | Estimate Operating and Capital Expense | |
| 3.5.3 | Calcuate Economic Measures and Proability of Creating Value | |
| 3.5.4 | Package and Sell Prospect | |
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