Successfully enabling the digital oilfield Managing the different levels of complexity on technology technology,, processes and the organization Dr Zaki Ali Rolando Camacho
Š 2011 Schlumberger. All rights reserved. An asterisk is used throughout this presentation to denote a mark of Schlumberger. Other company, product, and service names are the properties of their respective owners.
Agenda The Digital Oilfield
Vision
Present day
One size doesn’t fit all
From architectures and models to results Integration of enablers
Technology
Processes
Organization
Conclusion
The Digital Oilfield: Vision The vision for the digital oilfield of the future is one where E&P companies
Increase reserves
Lower operating costs
Increase production rates
Reduce capital expenditures
Through
Source: Cambridge Energy Research Associates.
Full asset awareness
Ability to get data and information wherever and whenever somebody needs it
Improved modeling and visualization systems
More reliable and capable remote actuation systems
The Digital Oilfield: Present day Cost
Decision making support system for
Optimal reservoir drainage strategy
Efficient operations model
Increase production
Through
Organization/People
Processes
Technology
Capital Price
O&G Industry Challenges
HSE Culture Workforce NOC Competition
The Digital Oilfield: One size doesn’t fit all Technology is not everything Key considerations
Top management commitment
Business units involvement and alignment
Thoroughly analysis of organization core processes and policies
Project management capability
Main risks
Resistance to change
Technology hitches
Undetected bottlenecks
Skepticism about the results
From architectures and models to results Databases
Connectivity
Instrumentation
Visualization
Roles and Resp.
Workflows
Technology Architecture Process/Data Ownership
Collaboration
Success Criteria
KPIs
Results Integration
T&D
Organization Model Succession Plan
Strategic Objectives
Prod. Optimization
Processes Definition Facilities Operation
Enablers Alignment
Asset Management Environment Global Working
Integrated and Optimized
Decision Support
Multi-Discipline Teams
Cross Functional
Integrated Systems
Teaming Environment
Standard but functionally focused
Transactional Systems
Individual focus
Non-Standard or ad-hoc
Manual
Technology Integration of enablers
Emerging technologies Each of these technologies will impact the Processes and Organization directly or indirectly R-T Facility Monitoring and Control
R-T Production Surveillance
Production Volumes System
Remote Commsnd
Flow Control
Down hole Monitoring
R-T Drilling
Reservoir Monitoring
Video conferencing
WiFi, GPRS, Satellite
High-Density Video
Data through Fiber Optics
24/7 Video wall systems
Predictive Analytics
RIA, Web 2.0, Mobile
Knowledge Mgmt. Systems
Data warehouse
CCTV
Handling technology complexity
Focus on processes impacting the Organization KPIs
Focus always on “the system” but break down the complexity
Be aligned to existing corporate IT policies and processes
Integrate BU, IT and DM members in the core team
Measure and validate the quality and completeness of the data
Identify potential hidden vices introduced by the technology
Technology hitches Common problems with data
Common agreed definitions (shared context) lacking
Common instrumentation problems
Under/Out of specification
Analog to digital conversions
Interfaces with existing equipment
Inconsistent definitions across applications
Manual transformations and analysis
Temperature / pressure affected
Manual audit trails
Maintenance
Poor data quality
Poor connectivity from applications to resources
One way data traffic (errors not corrected at the source)
Processes Integration of enablers
Introducing new processes Each of these Processes will impact the Technology and Organization directly or indirectly Live well investigation / review
Online well model update
Early response to HSE events
System consistency / verification
Monitor facility constraints
Production optimization
Monitor well integrity
Reservoir optimization
Field / office coordination
Facilities optimization
Field level profitability
Online production allocation
Daily production validation
Handling processes complexity
Processes must contribute to clear strategic objectives
Determine the necessary capability and technology
Early identification of skillset gaps for new processes
Avoid introducing opportunities of “blaming game” between business units
Online production deferment
Well test validation
New equipment maintenance
Determine well flowrate
Organization Integration of enablers
Changing the Organization / People Each of these Organization Changes are impacted by the Technology and Processes directly or indirectly Solution champions
Real-world training simulations
Mentorship
Training and development program
Knowledge sharing culture
New role and responsibility
Technology leaders
Process and Data Ownership
Functional leadership
Succession plan
Governance models
Objectives setting
Technical support leadership
Handling organization/people complexity
Organizational Change Management is a project on its own
Plan for timely and effective communication strategy
Early engagement of change agents at Field, Management and Executive Level
Encourage the involvement of people with referent-power (lead by example)
The implementation team also needs to be considered
Reporting styles and frequency
Continuous Process Improvement
Collaboration etiquette
Quality Committees
Conclusion
The DOF can be enabled successfully by – People – Processes – Technology
when the interdependencies are well addressed and aligned
The complexity implementing the DOF requires of – – – –
Sound project management skills (multi-focus) Effective change management execution Constant management support Active involvement of the Business Units
Thanks. Questions?