Training Well Engineers in the Outsourced Services Era
Authors: Stuart C. , Baley G.D. 
Published: December 2007

C. Stuart, B.Eng, G.D. Baley

IADC Members

A new and highly innovative approach to the training and career development for Drilling/Well Engineers has been developed by a North Sea Drilling Contractor's Well Engineering Group.

The paper, presented in the manner of a case history will track the development of the scheme since it's initial conception in 1991 with emphasis on the current scheme as it is now implemented. Special emphasis will be directed to the areas of "Competency" and "Professional Qualifications" that are unique from the perspective of a Contractor Company working in the current era of Lead Contractor, Alliances, Partnering and or Integrated Services.

The Program, 5 years in duration covers not only the technical training needed for the development of technically competent drilling/well engineers but emphasis is also placed on the development of business and interpersonal skills that are or will be needed by Drilling/Well Engineers working in the Oil & Gas Business into 21st Century.

The issue of and gaining of accreditation for the training program by UK Professional Engineering Organizations (Institute of Mechanical Engineers & Institute of Mining & Metallurgy) will be discussed in light of the requirements of these organizations for the professional development of young engineers today to become leaders of the industry into the next century.

Introduction

The oil industry today and in the foreseeable future faces a training dilemma - which organizations will invest in the training of the well engineers of the future? The traditional methods of doing business where most operators were staffed with every conceivable functional technical specialist developed into a comfortable organizational model. Within this comfortable model, it was relatively easy to devise training schemes for both specialist and generalist engineers in any discipline all of whom received similar training irrespective of which operator employed them. Today, the task of designing, drilling and producing wells is being progressively outsourced from an increasing number of operators to a wide variety of providers, whose engineers were most probably originally trained by the operators.

As a consequence of new business methods creating outsourced opportunities we are now out of the comfort zone of traditional training methods delivered within a stable organization.

These outsourced providers have many differentiating features in terms of their own traditional core business, varying from drilling unit providers to fluids, cementing, directional drilling, completion and testing service companies. In this paper we explain how consideration of the drivers or "natural laws" for one provider of engineering services, a drilling contractor, led to the development of a structured training program for well engineers.

In the global search for cost reduction and innovation the industry has been compelled to consider new business concepts which include encouraging a wider sense of project ownership, improved alignment of goals, risk/reward sharing, and the building of knowledge based learning organizations. Business process examination also is occurring within companies now providing outsourced services. Contractors involved in this area have had to accept additions to their core business. Many of these companies have responded positively to developing well design/construction, completion and production management services. However varying degrees of commitment are evident, having been driven by a concern not to become confused over what is core business, as well as a desire to seek new business opportunities.

In many cases the new business methods are complex, requiring the drilling contractor to develop a broader range of skills to assess risk. Too much focus on the process and not enough emphasis on people can result in confused implementation of a project or strategy.

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