This exploratory classroom study investigated the effects of two video‐assisted pronunciation interventions on the French pronunciation of 12 males and 7 females (n = 19) enrolled in a fourth‐year high school French class. Interventions occurred three times per week over a semester and required participants to repeat what they heard while watching subtitled, cultural videos in French—both during class and in self‐directed computer‐lab exercises. Researchers assessed the improvement in pronunciation performance using pre‐ and posttests consisting of both read‐aloud and oral free response tasks. Statistically significant improvements were observed on both tasks, with the most striking on the read‐aloud task. Participants’ perceptions of interventions were also examined using both qualitative and quantitative surveys, which indicated that students appreciated the authenticity and learning autonomy of the self‐directed exercises. Findings suggest that distributed practice through culturally contextualized, video‐based interventions may offer an engaging way to incorporate explicit pronunciation instruction into the high school classroom.

This paper is based on the work of a multi-disciplinary team, formed to evaluate the economic potential, with associated risks, of waterflooding the Valhall Field. The evaluation includes selection of facility concept and quantification of probabilistic project economics. The decision analysis is performed using economic models, tornado diagrams, decision trees and monte carlo simulations and presented as cumulative probability functions. The paper outlines the evaluation process from screening to selection of final concept and discusses uncertainties, risks and upside potential associated with waterflooding the Valhall chalk reservoir. This decision risk analysis process gives a simple method for ranking project uncertainties and helps the team to focus on key project drivers which lead to a better understanding of project risks and potential risk mitigation. Introduction The Valhall field is a high porosity naturally fractured chalk reservoir located 290 km offshore, in the southwest comer of the Norwegian North Sea. The field was discovered in 1975, with first oil in October 1982. Production drilling is currently ongoing from 2 drilling rigs, and is expected to result in peak production from Valhall in 1999 from a total of 49 wells. The Original Oil In Place is approximately 2350 mmstb, located in two main reservoir layers, the Tor formation and the Hod formation. Owing to the weakness of the high porosity chalk and the very low original net stress, the Tor formation exhibits exceptional drive energy through pore collapse and compaction. The expected field recovery factor under primary depletion is close to 25%. In 1989, the reservoir pressure declined below the bubble point in the central areas of the field. A single well water injection pilot was then implemented to give critical information on the viability of water injection. Three years of pilot operation and subsequent analysis of results gave valuable experience and information for evaluating the potential of a full field waterflood at Valhall. Although water injection has been studied repeatedly for the Valhall field, it has never been found economically attractive. This is mainly due to the very efficient recovery achieved through pressure depletion, which is essentially lost under a pressure maintenance scheme. In 1996 a multi-disciplinary study team was formed with the objective of evaluating the best economic concept for waterflooding the Tor formation. The Study Process The project had the following main objectives:–Identify the most attractive development option.–Assess economic potential.–Recommend future actions on Waterflood Project risk and upside potential were identified as key decision criteria. The process of decision risk analysis was divided in to four steps (Figure 1): Step 1: Framing the problem. The project team defined the problem and boundaries. The project risks, dependencies, strategies and development options were identified and models for the project evaluation were established. Step 2: Deterministic Analysis. Having framed the problem, it was important to screen the parameters. This enabled the team to focus and target resources on the key project drivers. P. 863^

Past years' forecasting performance has demonstrated that single ''most likely'' ͑deterministic͒ prediction of future production, without quantifying the associated uncertainties, is inadequate for management and planning purposes. Based on this an effort was initiated to improve the forecasting methodology and procedures with special emphasis on quantifying the uncertainty in short-term production forecasting ͑STPF͒.The Valhall field, offshore Norway, presented special problems for production forecasting because many unusual events affect production, even for STPF. The soft compacting reservoir chalk causes well collapses and chalk influxes and makes drilling difficult. Modeling of reservoir fracturing and therefore well performance is also uncertain.A probabilistic forecasting approach was adopted using a customized spreadsheet and commercially available statistical analysis add ins which allowed deterministic forecasting, partially probabilistic analysis, or fully integrated uncertainty analysis. Uncertainties were characterized by distributions based on historical data where possible.Communication and integration of knowledge were also key success factors since the process required input from several departments and many individuals to ensure that the ''company knowledge'' was fully reflected. A ''common language'' to communicate uncertainty and an auditable process to ensure buy in and consistency were also critical.

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Accurate production forecasting is a critical factor in an oil company's management and decision making. The production forecast forms the basis for long term planning and decision making, investment decisions and to set performance targets for the organization. For the Valhall field, offshore Norway, forecasting has proved to be difficult as a single discrete event, like the failure of a key producer, can reduce annual average production by up to 10%. The current activity level at Valhall is at an all time high, with two drilling rigs occupied with drilling of new production wells, adding up to 12 new, long reach horizontal wells to the production potential yearly. Accurate prediction of drilling time and initial well rates has proved challenging, adding significant uncertainty to the production forecast. Past years forecasting performance has demonstrated that single most likely' prediction of future production is inadequate for management and planning purposes. Based on this an effort was initiated to improve the forecasting methodology and procedures with special emphasize on handling of uncertainty in Short Term Production Forecasting (STPF). With the STPF being an ongoing effort throughout the year, the preferred methodology should balance the need for using techniques that adequately handle complex relationships while still being efficient and relatively easy to apply in the daily work situation. A spreadsheet based approach to the problem is described, where the standard parameters that impact the future production of most oil fields are handled, as well as the special challenges faced in predicting the performance of the Valhall field. The proposed methodology shows how a customized spreadsheet and use of commercially available statistical analysis ad-ins allows for traditional deterministic production forecasting, partially probabilistic analysis or fully integrated uncertainty analysis. The resulting forecasts assign probabilities to all outcomes as well as a ranking of the uncertainties in the form of a tornado chart. The approach is not unique, as some companies are using techniques based on similar concepts. The specific challenges at Valhall adds additional layers of complexity, and requires extensive integration of the various risk elements. In addition to having an effective forecasting tool, communication and integration of knowledge are seen as key success factors in order to improve the short term production forecasting. The production forecast requires input from several departments and many individuals to ensure that the "company knowledge" is fully reflected. A common language's to communicate uncertainty, and an auditable process to ensure buy-in and consistency is critical for a successful outcome, and is equally important when communicating results. This paper discusses both the development and use of the forecasting tool, and the forecasting process. P. 149