Front End Loading Pays Dividends On A Deep Exploration Well in North Texas
Authors: Smith G.L. , Williamson R.N. , Seals P.C. 
Published: December 2007

Many wells start before full assessment of the key drilling uncertainties that decide the success or failure of a well. Although we routinely rationalize such actions, the fact remains that unscheduled events are far more likely to occur on wells that commence before proper planning is completed. Superior results are more likely though when a multi-disciplined team of committed people prepares detailed plans based on clear objectives linked to a mutually beneficial performance agreement. The Preston Anticline Drilling Team achieved superior results on a deep exploratory well in Texas because well-defmed objectives were established during the planning phase and coupled with a win-win performance agreement with the key suppliers. Significant achievements on Double Eagle No. 1 include meeting the exploration objectives, reaching total depth faster than any comparable offset well, and costs 31 % under budget.

This paper will address three key points that produced success on the Double Eagle No. 1. Following these principles should produce similar results on other difficult wells. First, early detailed planning by a multi-disciplined team, also known as front end loading, is critical to success on difficult wells. Involvement of empowered suppliers is vital for making good decisions while planning and drilling difficult wells. Finally, a true win-win performance agreement can provide extra motivation for a team to achieve superior results.

Introduction

In 1994, Conoco accepted a proposal to become the operator of a 17,625 ft test well in North Texas. Abnormal pore pressure and severe crooked hole tendencies caused by complex thrust faulting are common in the area. Based on the expectation of facing those problems, a drilling engineer was assigned to the project team although the well was not planned to spud for almost a year. It was quickly determined that a very thorough, detailed plan, with contingencies incorporated, would be essential to reaching the well objectives. It was also concluded that supplier involvement would be a key to preparing the plan and achieving the project goals. Re-engineering has produced much debate over the appropriate level of detail to be included in well plans. As an industry, we have been admonished by management consultants to streamline decision making processes, empower people, and reduce paperwork. However, caution must be exercised to avoid using empowerment as a front for poor planning. Rig based personnel should be empowered to decide what actions to take during critical operations. Still, the quality of their decisions is a direct function of the quality of the information they use in making the decisions. The solution is not generating a voluminous well plan full of prescriptive procedures without flexibility. History has shown that to be ineffective. Quantity is no substitute for quality when it comes to information. Equipping rig-based personnel with high quality information to improve decision making requires proper attention to detail when the well plan is prepared. It means data must be examined carefully by enough people with the expertise to understand subtle details and their implication on well operations.

Building a Drilling Team

Detailed planning for the Double Eagle No. 1 meant modeling the well, foot by foot, based on offset data so that contingencies were developed for the most likely drilling problems before drilling began. In May 1995, still four months before the spud date, the Preston Anticline Drilling Team was created consisting of eight key suppliers, including the drilling contractor, and the Conoco project team. We held a meeting to lay the ground work for effective teamwork and planning. Most of the day was spent in team building exercises, including a game that illustrated how quickly people resort to win-lose behavior under adverse conditions.

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