bluuebunny/crossref_metadata_2025 huggingface dataset:
Improving Production By Use of Autonomous Systems
Authors: Ølmheim Jørn , Landre Einar , Quale Eileen A.
Published: February 2008

Several companies have reported from 2% to 5% increase in oil production, and in some cases up to 10%, by a closer collaboration between onshore-based production optimization groups and offshore personnel. Several aspects have become apparent: shorten reaction time to implementation of optimization measures enables staff to take full and immediate advantage of opportunitiesthe work is manpower-intensive during the collaboration sessions, but ensures continuity and easy access to technical competenceengineering resources are already scarce, and there is a need to relieve staff of minor, routine tasks to enable attention to be focused on realtime issues requiring human expertiseincreased level of instrumentation complicates the work because it becomes increasingly difficult to utilize the available information to make better decisions

Other industries in information rich and highly dynamic domains have over years utilized the capabilities provided by autonomous systems and their dominant implementation platform, software agents to improve the decision making process. Over the last few years in collaboration with an autonomous software platform vendor, StatoilHydro have tried to apply the experience from other domains on some of our core business processes, concentrating on improving the volume of produced hydrocarbons and the regularity of the production process.

The work so far shows that in certain circumstances, autonomous systems can contribute to more effective production. In particular they enable more frequent adjustments in response to the actual well conditions. The main difference between the autonomous systems and more traditional automation is the ability to keep the human in control.

In our latest attempt we have applied the concepts of variable and delegated autonomy from the domain of unmanned flight on our production process. Compared with more traditional automation, the concepts of delegated and variable autonomy introduce negotiation between different sub-systems and a much more adaptable human-machine interaction.
Streamlining Quality Through Technology – An Electronic Workflow for Assessing Quality of Well Log Data
Authors: Boudreaux M. D. , McCracken D. D.
Published: February 2008

For wireline service companies, delivering accurate well log data to clients is crucial. Until now, assessing the quality of well log data was handled at the local level, with no global visibility or standardized assessment procedures. To address this issue, a streamlined electronic workflow was developed to monitor and significantly improve data quality, standardize log presentation throughout the organization, and ultimately ensure the quality of data delivered to customers.

Leveraging existing company processes, the Log Quality Assessment (LQA) system workflow allows field engineers, operations managers and geoscientists to share well data electronically and use this data to quickly and efficiently assess the quality of client deliverables at an individual service level. By directly linking the LQA grading system to the well log data uploaded to the company's existing WellLink well data management system (for the purposes of this paper, referred to as WDMS), the LQA system electronically streamlines the movement of log quality data from field engineers to operations managers to geoscientists, thereby speeding the process of problem identification and resolution. In addition, the LQA system is designed to allow expansion, including the evaluation of other data sets, services and business units. Reports generated nightly allow managers to evaluate log quality progress, spot emerging trends, and monitor overall performance by field engineer, service type, grade criteria, customer or geographic area. With this global electronic system, identifying negative trends in log quality can occur in a matter of days.
Development of a Multi-Skilled Onshore/Offshore Team
Authors: Allan Derek , Pace David
Published: February 2008

One of the key factors impacting the performance of remote operational teams is the relationship between the onshore and offshore crews. Too often it is assumed that the crews will simply continue on a "business as usual" basis. This ignores, and furthers, the behavioural divide between the well-site and remote operating centre.

This paper discusses the training and development of a rotational crew and its work processes as designed to minimise, and indeed enhance, the impact of remote operations on performance.

Initial required skill sets and bespoke training are identified. The process is further enhanced by the identification of specific roles and responsibilities for each core section and completed with development of a transitional procedure to ensure that the rotational crew is competent not just in the necessary technical skills but also in the critical behavioural practices.
Applying Sand Management Process on the Lunskoye High Gas-Rate Platform Using Quantitative Risk Assessment
Authors: Gunningham M. C. , Addis M. A. , Hother J. A.
Published: February 2008

This paper is a case study, which describes how Quantitative Risk Assessment (QRA) is applied to sand management in the specific case of Lunskoye, to minimise risk of failure, while maximising production, reducing cost, and safeguarding reserves. Lunskoye is a high-rate gas development offshore Sakhalin island. The key concern is safely producing gas at high velocity, while minimising the risk from sand production.

In order to develop a safe method of producing gas, an integrated multidisciplinary team was put together to address the key parameters to manage potential sand production, using QRA.

In particular, consequences, probabilities of occurrence and means of monitoring and control were addressed. The key aspects of this approach are using the right kind of technology to design a safe production system, and then using the appropriate data to monitor and manage the impact of sand production.

The "intelligent tool" that was used allows an experienced integrated team to focus on the practical aspects of managing sand production in a structured and systematic manner to quantify the residual risk to people, facilities, and the asset as a whole. That tool also allowed us to integrate the inputs from widely spaced geographical locations - the production system was designed in the Netherlands, and was being built in Korea, then relocated to Sakhalin island.

The QRA involved the operator (Sakhalin Energy) and technical advisor (Shell), combining input from the corporate knowledge base with that of the asset team. This delivered operational plans that provide the key guidance for safe operation, which was endorsed by the operator and its shareholders. Overall, the value of this work has significantly reduced the risk exposure to the project, while reducing well completion costs and safeguarding production in the long term.
Optimization of Smart Well Production through Nonlinear Model Predictive Control
Authors: Meum Patrick , Tøndel Petter , Godhavn John-Morten , Aamo Ole Morten
Published: February 2008

In this paper, we present an algorithm for optimizing reservoir production using smart well technology. The term smart well is used to indicate an unconventional well equipped with down hole inflow control valves (ICVs) and instrumentation. This additional instrumentation extends the degree of freedom in the field production planning, since production can be efficiently distributed on the different well segments available. By proper utilization of the ICVs through optimal production planning, an increased oil recovery for the reservoir can be expected.

We propose a method for optimal closed-loop production known from control theory as model predictive control (MPC). A commercial reservoir simulator, ECLIPSE, is used for modeling and predictions. MPC is chosen for its ability to provide an optimal solution for the constrained multivariable control problem. To compute the optimal ICV settings, we propose using a nonlinear MPC (NMPC) application, which can handle the severe nonlinearities found in reservoir models. The NMPC uses a single shooting multi-step quasi-Newton (SSMQN) method to solve the optimization problem. As the term multistep suggests, this is an iterative method which solves a sequence of quadratic problems (QPs) in each time step.

We apply our method to a benchmark reservoir model with multiple geostatistical realizations. This model has already proven potential for increased oil recovery by using optimization techniques. We show an even additional increase over the former approach in production totals, using the SSMQN method, with as much as 68% increase in one case, and 30% on average compared to a reference case.
Rescheduling in a Collaborative Environment
Authors: Tvedt Bård Henning , Nordtvedt Jan-Erik , Verhelst Frédéric
Published: February 2008

Scheduling and rescheduling strategies are used at several levels on a daily basis in the oil industry to among others have control on safety regulations, improve resource utilization and optimize profit. With the emerging integrated operations and focus on collaboration new work methods also become possible within scheduling.

Access to easily shareable information from multiple locations reduces the response time, which in turn make high performance decision support tools for rescheduling attractive. A rescheduling tool produces globally consistent schedule proposals based on information from the different disciplines involved in the planning activities. These proposals can be edited by the participants in the collaborative environment, and new feasible schedules are generated.

In this paper, several simplified scenarios have been executed to simulate and exemplify situations where the original schedule is deteriorated so that rescheduling must be applied to try to keep the schedule objective. In all scenarios our rescheduling strategies maintains the objectives of the original schedules. These scenarios are used to illustrate the potential of using collaborative environments in rescheduling processes.
Successful Implementation of Collaborative Environments: Human Factors and Implications
Authors: Bayerl P. S. , Lauche K. , Badke-Schaub P. , Sawaryn S.
Published: February 2008

Collaborative Environments (CEs) are now implemented at scale in a wide range of companies in the offshore oil and gas industry with the rationale to optimize and improve the efficiency of drilling and production operations. CEs provide a new environment for the exchange of real-time data aiming at closer onshore-offshore collaboration and improved decision making. Such implementation projects are associated with a considerable commitment in finances, personnel resources, and organizational restructuring, which makes it crucial to identify factors influencing the long-term success of such large-scale endeavors.

As experiences in other industries show, human factors in terms of attitudes, expectations, and behaviors of personnel play a decisive role in achieving those objectives. At present an empirical study is conducted during an ongoing CE implementation initiative in a major oil and gas E&P company to identify the factors influencing personnel acceptance, satisfaction and attitudes towards CEs. Between February and September 2007 data was collected from thirteen assets at two different geographical locations. The assets were at different stages of the implementation process ranging from a few weeks, to some years of experience of working within CEs. At time of data collection two assets had not yet moved into the new environment. Over the 8 month period, the first author interviewed 86 onshore and offshore personnel at different levels in the organization and observed work processes prior to and after the implementation of CEs.

Based on the collected data the following eight factors were identified as conclusive for the success of CE implementations: general engagement process, inclusion of offshore personnel, inclusion of management, staffing, preparation and training, technology design and implementation, design of the physical environment, and post-implementation evaluation process. Concrete positive and negative examples found in the diverse projects will be discussed to demonstrate challenges and lessons learned. Further, practical recommendations will be offered for the planning and design of similar future implementation projects.
Deploying Field of the Future on Major Projects
Authors: Thomson A.
Published: February 2008

BP has achieved considerable success in developing and deploying FIELD OF THE FUTURE technologies into existing, operating assets around the world. BP wants to ensure that new field developments will benefit from the FIELD OF THE FUTURE programme from first oil or gas.

BP has developed a consistent process, which all major projects must follow from discovery through to first oil or gas. This paper will describe the sub-processes and tools that have been developed within this overall framework to ensure FIELD OF THE FUTURE technologies are part of each major project and how the operating philosophy is developed to exploit them.

In the early stages of the project, the value that the FIELD OF THE FUTURE programme can bring must be understood as field development options are created, analysed and ranked. Some technologies may enable innovative solutions particularly where there are complex reservoirs or difficult locations and logistics. The selection of the preferred option must take into account a range of reservoir, commercial and technical considerations, many of which are impacted by FIELD OF THE FUTURE technologies.

As the chosen development option is worked up, the necessary infrastructure must be included in the project scope. Furthermore, as the Operations’ team start to develop operating and maintenance strategies, their processes and organisation must be designed around the FIELD OF THE FUTURE technologies.

Various tools have been developed to assist the project team in identifying value and developing the project scope and these will be described in the paper.

The paper will conclude with case studies showing how these new project processes have been used in major projects.
Implementing Drilling Centres in a High Pressure Environment
Authors: Setrem Mark , Clark Kevin , Gibson Nicholas
Published: February 2008

As part of BG Group's global iValue programme, BG has installed drilling focused real-time collaboration facilities (Drilling Integrated Collaborative Environment) for their current North Sea HPHT drilling schedule. The Drilling ICE (dICE) concept is one of the central elements of BG Group's global iValue programme

The focus of the dICE is to change the way the well engineering teams based onshore and offshore work together, to enable to the collective wealth of their experience to be used for the benefit of the drilling program. The primary focus of the facilities is to improve the operating uptime and drilling efficiency through the identification and resolution of potential issues before they have the chance to become an actual operating problem.

BG Group's pragmatic approach brought together both internal and external domain experts to design and implement the facilities using off-the-shelf components. This group also examined and planned for the evolutionary changes to the drilling decision processes and workflows within the organisation.

The technology implementation to facilitate real-time data flows and decision processes for the dICE required collaboration between multiple vendor organizations. In addition, significant change management was necessary to enable the transition from old to new job roles and the decision processes within the facilities

A benefits realization framework has been implemented to track improvements in efficiency and operating uptime. This paper is focused upon the BG Group approach to this project from a people, process and technology perspective and the benefits realised to date.
Ivalue, an Intelligent Energy Strategy for an Integrated Gas Major
Authors: Edwards A. R. , Roberts Spencer
Published: February 2008

This paper outlines the distinctive approach that has been taken by BG to the development and implementation of an "Intelligent Energy" strategy that covers the entire gas value chain, and supports the company's wider development plans.

The paper focuses on ▪The design and delivery of a capability or solution lead approach▪A value driven implementation programme of work▪Integrating across the gas value chain from E&P through LNG to Power, Transmission and Distribution

By reference to development plans and early progress examples will be given as to how implementation of these new concepts and technologies can be embedded and integrated into operating assets.

This paper will end by outlining the wider vision of where BG wants to move over the next 5 years to dovetail into and support the company's wider cultural transformation programme.
Field-Wide Deployment of In-Well Optical Flowmeters and Pressure/Temperature Gauges at Buzzard Field
Authors: Smith B. , Hall M. , Franklin A. , Johansen E. S. , Ünalmis Ö. H.
Published: February 2008

The adoption rate of optical sensing technology for in-well permanent monitoring has accelerated dramatically since first introduced more than 10 years ago and a number of optical sensor types, including pressure, temperature, distributed temperature, seismic, and flowmeters have been commercialized. Although optical sensing technology has a demonstrated track record and gained industry acceptance, large-scale, field-wide commercial deployment has been slow.

This paper describes a recent example of field-wide optical sensing deployment with a planned scope of 27 wells. Multiple in-well sensors were installed in the newly developed Buzzard Field, operated by Nexen Petroleum U.K. Limited in the North Sea. This paper explores the initial results after the first 13 well completions. An assessment of the major project phases from definition, planning, and system selection to project execution, site integration testing, installation, and early life operation of the optical technology is included. A number of lessons in equipment and system design, execution, and data management have been learned and are also discussed in the paper. Whilst field development is ongoing, the initial success rates show that satisfactory performance has been obtained in all key areas including data availability, delivery, and post-processing.

This case study demonstrates that innovative optical sensing technology and downhole flow measurement is ready for large-scale adoption with minimal risk. This is an important and timely finding as the industry is introducing optical monitoring into large subsea fields.
Online Production Optimisation on Ekofisk
Authors: Shere Andrew , Roberts Yvonne , Bakkevig Synnoeve
Published: February 2008

As part of the long tradition of innovative production growth and enhancement projects in the Greater Ekofisk Area, in 2004 ConocoPhillips Norway AS (COPNo) implemented the Onshore Operations Centre (OOC). The OOC facilitates improved collaborative working processes that optimise production and streamline operations through more proactive use of both field equipment and software tools. This paper describes the specification, development and implementation of the online production optimisation software used in this project. This software was provided and developed by EPS Ltd, a Weatherford company, in collaboration with COPNo.

Specification of the system started in 2005, based on years of prior experience with network production modelling tools in the Ekofisk area, to simulate and optimise production from the reservoir to the export meter. The system is designed to fully utilise the OOC's continuous measurement and recording systems, throughout the entire production and process network. This production optimisation system aims to complement the existing informational displays and charts by the calibration and optimisation of complete network models several times a day. The optimisation results and comparison with real-time data and operating objectives are made available to users through a web interface so that they can be used by the operator and partner company staff at any location.

Models of the wells and production/process network have been developed, following extensive discussions with all relevant disciplines, to ensure that these models can resolve the regular questions faced by the Greater Ekofisk operations teams. In addition to the daily simulation and optimisation scenarios run by the full, online system, the constituent parts of the full model can be also run offline to help evaluate exceptional production issues.

The operator is experiencing benefits in two main categories firstly by identification of production problems with wells or plant that prevent the system from achieving target production and secondly by having continuously updated production scenarios available on which planning decisions can be based. These results will be discussed, with many examples.
Secure Architecture for Process Control
Authors: Alqadi Eyad
Published: February 2008

The cost of shutting down a refinery, or an oil well, or even a digital pipeline can cost millions of dollars in revenue loss to any oil company, and with today's oil prices at their highest peak, this could be devastating to the economy of countries were oil revenue still represents up to 70% of their total GDP. Now imagine, if this was caused by unauthorized access or breach of security to the production operations- Process Control Systems ?

Process Control Systems have always been an integral and crucial part of any Energy company's critical infrastructure. Over the years, they have evolved from stand-alone islands to interconnected networks that co-exist with corporate IT environments, introducing many security threats. For the past years, these systems were effectively isolated from sources of cyber threats external to their owners and operators. But today, growing demand in the industry driven by new business requirements and new advancement in technology to link both systems together has led to an increase need to secure process control systems in order to minimize their vulnerabilities to cyber threats.

In response, Cisco Systems has developed and innovative solution called "Secure Architecture for Process Control". This solution is designed to address the risks inherent in modern process control systems while providing best of breed security solutions and delivering comprehensive asset protection and secure access to real-time information.

This paper will examine the new security threats facing the most critical infrastructures in the Energy industry and it will address the following topics; What are the new business trends and drivers ? What are the new security threats ? How secure is your system ? Should you be worried ? What solutions are available today ? What new services can be introduced ?
Industry Standards and Improved Operations Integrity With a Model Framework—Reference Data Model
Authors: Chapman Adrian , Evans Rik , Montgomery Ron
Published: February 2008

Fundamental to the Intelligent Energy initiative are the acquisition and presentation of information across a distributed supply chain. This is for matters of integrity assurance and the wider elements of production optimisation, maintenance and normal operations. Thus, energy companies are seeking new solutions for the collection of real-time data from across their enterprise, from well-bore to export pipe and beyond, and the integration of this with other forms of information. The complexity which has prevented this from being realised until now arises in that the information required by the many disparate users is derived from multiple sources with differing protocols, data structures and suppliers, across the breadth of the asset's lifecycle.

This paper presents an enterprise scalable architecture that supports the activities of users in their searching for and recovery of information. It describes how it is possible to structure, partition and secure that data so that anyone can get access to the information when they need it, and yet remain in control so that it is possible to know where the information has come from, when it hasn't been delivered ‘right’ and when it needs to be updated to reflect process or technical changes.

This approach is significant in that it marks the drawing together for approval and publication of a number of widely used standards into a single data description and the deployment of this to meet a real-world problem that is affects all assets in operation or development.
Remote Collaboration Models for Oil and Gas—A Comparison of Asset and Hub Based Models
Authors: Krome Jonathan , Matson John
Published: February 2008

Innovations in various collaboration technologies are helping companies to make the Intelligent Oilfield (or DOFF) a reality. Core to the Intelligent Oilfield are collaborative environments (or remote operations centres) – a high-tech, communications, visualization, and audio-enhanced monitoring or control room that enable more effective data collection, monitoring, communications and knowledge & information sharing. These environments are designed to help resources make more informed decisions and to take the appropriate actions across the enterprise. In addition, they enable alignment, focus, and a common understanding to help prioritize opportunities.

There are currently two differing philosophies for the implementation of these centres – an asset-based centre that services a single asset; and a central hub model that services multiple assets. Each approach has its own particular merits and potential pitfalls. Although there is no single right answer, certain considerations are recommended before construction begins that could assist in determining the most appropriate approach for the given circumstances. Factors such as corporate culture, employee skill base and complexity of workflows can have a huge impact on the success of the final choice. Without such an evaluation, many efforts will continue to be burdened or opportunities will be deferred or lost.

The paper proposes to look at the circumstances in which each approach has been adopted and consider the pros and cons of each and some of the factors that will influence the design choice.
StatoilHydro Global Operations: Exploiting 24/7 Operational Support for Well Construction From Different Geographical Locations in Three Time-Zones
Authors: Haarstad Ivar , Nyberg Runar Kolseth , Lindland Jørn , Gustad Håvard , Mydland Øyvind
Published: February 2008

This pilot was executed in Statoil, before the merger with Hydro, involving a drilling operation at the Åsgard Asset on the Norwegian Continental Shelf. Onshore operational support for well construction is now a common procedure in StatoilHydro for each local operation. In the spring of 2007 StatoilHydro launched the Houston Integrated Operation (IO) pilot; its objective was to prove the possibility of a global networked operation, exemplified by a 24/7 drilling operations from three different geographical locations, exploiting the different time zones and thereby eliminating the need for employees working unfavourable nightshifts.

A global networked operation will induce a substantial transfer of knowledge and experience between the various international activities of the company. A set of daily tasks were selected from the common corporate work process of well construction for the purpose of proving the concept of global 24/7 operational support. The pilot scope was also to evaluate the possibility to expand the use of global networked operation to a wider range of processes.

The three time zones included in the pilot were Norway (GMT +1) the StjØrdal office and the Åsgard asset, USA (GMT-6) Houston, Texas office and China (GMT+8) "Lu Feng" this last time zone was fictitious and actually based in the Houston office. The professional staff tested out and verified various functions. They executed real-time drilling data services with quality control in the transference of data to project databases and they carried out real-time quality control of directional survey data and drilling efficiency services. While carrying out these functions the technology performance was monitored at all times.

The main objective of the pilot was to test the capability Global networked operation. While fulfilling this objective, the pilot would establish the Man, Technology and Organisation (MTO) elements that are required to create this capability. It was hoped that the pilot would prove that it is possible to achieve a working method for 24/7 operations, removing the need for evening and night shifts in Norway and establish and verify a technological platform that is good, simple and robust. The pilot would be used to recommend the way forward for StatoilHydro related to Global Networked Operation and establish guidelines for what is required to achieve successful implementation of this approach and working method.
First Mile Wireless and Beyond: Future Applications for Wireless in Oil and Gas
Authors: Munro Michael , Hughes Peter
Published: February 2008

Oil field owners and operators face two primary issues in exploration and production (E&P); production levels and operating plant integrity. In particular operators of legacy assets do not have real time visibility to sense the current levels of production and respond with actions to reduce lost production or intervene before there is a lost of plant / well integrity. The deployment of these sense and respond capabilities have been limited by the remoteness of these assets and the economics of "First Mile" connectivity.

Recent advances in wireless technologies have now resolved this limitation, and operators are looking to extend the corporate connectivity experience into the first mile, creating sophisticated sense and respond capabilities that increase asset productivity while reducing costs and improving communication and worker collaboration. This paper will briefly review current state of wireless in the oil and gas industry and discuss the future applications enabled by first mile wireless. These include: Automated sensor networks for monitoring production control systems: Monitor temperature, pressure, flow, vibration and emissions which have potential environmental impact.Instant mobile communications for extreme & remote locations: Deliver true office communications experience to anywhere in the world, enabling exploration or other nomadic operations to connect and collaborate with global peers.Converged Health, Safety, and Environmental communications: enabling all responders to communicate across disparate radio networks, and phone systems in a unified conversation to accelerate and improve incident response.Asset and personnel tracking systems: leveraging presence / location aware services to transform the health and safety and performance of field / plant operations.Integrated physical security systems: provide increased camera coverage and authorized access to any camera stream from anywhere or any application, thus changing to a proactive intervention security strategy from a reactive phorensic strategy.Real-time video collaboration to the field: taking field and collaboration beyond voice and data, enabling workers in who are disparate from the problem share the experience and impart more accurate knowledge to resolve problems.Real-time vehicle fleet access, onshore and off-shore: connect with mobile vehicles and staff using the best possible network backbone, including satellite, 3G, GPRS, or WiFi enabling anytime, anywhere access to staff and systems on vehicles or vessels supporting field operations
A Procedure for Improving Pressure-Monitoring System in KOC
Authors: Sarkar Priya Ranjan
Published: February 2008

Monitoring system for reservoir pressures in Kuwait Oil Company (KOC) consists of several components in the workflow. These include such processes as well bore surveillance plan, data acquisition from well bore surveys, data conversion into well-designed formats, data validation checks, flow of the formatted data into database, processing and analysis of total data for appropriate reporting. The reports on reservoir behavior may then be used for making informed decisions.

A review of the existing pressure monitoring system in the organization revealed some opportunities for improving the information system. This was found to be especially the case, since it was recognized that the corporate database that serves as a common platform for storing many different classes of data, could now be utilized efficiently to support an improved information system. Potential areas of improvement were found to lie in areas such as, increasing the speed of process flows, improving the value of the information itself and improving the user-friendliness of the overall system. These factors were taken into account while formulating an approach for system improvement.

Accordingly a series of software applications were developed in-house to improve the pressure monitoring system. The overall design was tightly integrated with data support from the corporate database. In terms of technology, the new system offered solutions through an integrated interface and provided flexibility in information generation on the basis of a variety of criteria that can be selected on-line. Such features offered versatility in the diagnostic capability of the system.

Deployment of this new monitoring system will be complemented by a training program where potential users will be shown how to access the system with ease and comfort and on how to derive the value-enhanced information through a faster work flow.
BP Norway's FIELD OF THE FUTURE Implementation—A Case Study
Authors: Hocking Paul , Shahly Mark
Published: February 2008

BP's Norway Assets have been recognised as a leading practitioner in the implementation of innovative intelligent energy solutions, what BP calls FIELD OF THE FUTURE technology. The installation in 1999 of a fibre cable, linking BP Norway's headquarters in Stavanger with their offshore operated assets, has been instrumental in putting BP Norway in the vanguard of implementing this new technology and associated work flows. This paper will take a look back over the substantial achievements and benefits that have accrued through the implementation of these technologies and review the experience gained. It will also look forward to the plans BP Norway have for taking their achievements to an even higher level of performance by fully embracing innovative intelligent energy solution concepts in two major projects that come on line in 2010/11.

This paper will present case studies of the various enabling and novel technologies installed to date, how these have been integrated within the operating environment, and demonstrate the continuing delivery of value. Examples presented will include: implementation and progressive development of the Advanced Collaborative Environment (ACE) concept;○from an early pilot operations centre,○through the implementation of what is believed to be the World's first 24/7 Onshore Drilling Operations Centre.○to the current generation of operations and support ACE's.introduction and integration of FIELD OF THE FUTURE technology into the assets and how this continues to impact production and plant efficiency;○the first full scale life of field seismic array,○an innovative set of optimisation tools○remote integrated surveillance tools for real time remote monitoring of wells and plant.

These tools have not only enhanced collaboration locally, but also enabled effective remote support form BP's Technology Centre and from specialist consultants, resulting in sustained improvement in asset performance.
FIELD OF THE FUTURE Digital Infrastructure and IT Architecture
Authors: Otto G. , Foreman R. , Verra G.
Published: February 2008

In order to successfully generate benefits from programmes such as BP's FIELD OF THE FUTURE, the supporting IT architecture and connectivity must meet the specific needs and challenges of the digital oil field. Developing IT architecture that can be efficiently deployable at scale across a global and dynamic organization is fundamental. BP has extensive experience in researching and deploying large scale IT architecture for the digital oil field.

This paper will discuss, and illustrate with examples: BP's approach to Field Digital Infrastructure and respective implementation, focused on high bandwidth connectivity, low latency and high availability, in order to address the increasing data requirements of programmes such as BP's Advance Collaborative Environments (ACE).BP's experience in deploying over 1,800km of fibre in regions around the world, including Azerbaijan, North Sea, Gulf of Mexico, Alaska and with additional hydrocarbon basins being actively planned.How standardization is playing a key role in BP's deployment activity and allowing the FIELD OF THE FUTURE programme to happen at scale and at pace.Digital security challenges that need to be overcome as process control and the corporate network meet to allow free data flowThe important role Service Orientated Architecture plays in BP.BP's active commitment to promote and support the development of industry standards such as PRODML and WITSMLHow IT disciplines and technology developers have worked together during the creation, design, implementation and operation of BP's FIELD OF THE FUTURE programme
An Enterprise-Wide Approach to Implementing ‘Digital Oilfield'
Authors: Reece Cindy A. , Hoefner Mark L. , Seetharam Ram V. , Killian Keith E.
Published: February 2008

Within ExxonMobil*, optimal "Digital Oilfield" opportunities are viewed as the application of digital technologies to improve and enhance existing, proven asset management processes, resulting in improved asset performance. This paper describes ExxonMobil's strategies, approaches, and examples of a consistent, systematic, global approach to applying advanced digital technology driven by the value added to established asset management processes.

Advances in information technology have created unique opportunities to further improve asset performance, specifically complementing ExxonMobil core execution strategies emphasizing technology leadership, functional excellence, and globally-standard asset management processes. By standardizing desktop hardware and software, creating data systems including globally-standard datastores and tools to broadly access data and maintain data quality, and developing and applying new technology to integrate and automate work, digital technology now allows ExxonMobil to further leverage its global functional organization to more-seamlessly integrate and automate its standard asset management processes.
Integrated Approach to Rotary-Steerable Drilling Optimization Using Concurrent Real-time Measurement of Near-bit Borehole Caliper and Near-bit Vibration
Authors: Sugiura Junichi , Jones Steve
Published: February 2008

A novel sensor system, integrated into a rotary steerable system (RSS), has led to a new level of drilling optimization by providing the concurrent real-time measurement of near-bit borehole caliper and near-bit vibration. This new sensor system gathers all the information 2 to 3 meters above the drill bit, whereas conventional MWD/LWD sensor measurements are made 20 to 40 meters away from the bit.

Integration of these sensors with an RSS resulted in consistent measurements of borehole caliper and the three principal types of downhole vibration (torsional, lateral, and axial), which has helped facilitate comparative analysis of drill bit and BHA performance for different BHAs and wells. Additionally the real-time drilling data was available to a multi-disciplinary drilling optimization team consisting of engineers and researchers. Remote satellite communication and Internet technologies enabled the team to monitor the downhole drilling conditions around the clock and to provide critical feedback to rig site engineers for minimizing vibration-related failures and for improving drilling efficiencies.

This paper will discuss the application of real-time near-bit caliper and vibration measurements while drilling with various hole-size RSS. One unique feature of this particular RSS is a shop-configurable point-the-bit or push-the-bit mode, depending upon the application. This paper also shows a comparison of borehole conditions and vibration between point-the-bit and push-the-bit modes using an identical RSS, having consistency in stiffness, weight, force applying capability and control system.

Through the integrated sensor and team approach, the ability to detect borehole washout conditions and/or BHA instability due to vibration allows RSS operators to take timely remedial action before the occurrence of downhole RSS failure. As a result, the performance and survivability of the RSS has been remarkably improved.
BP's Field of the Future Program: Delivering Success
Authors: Reddick C. , Castro Albino , Pannett Ian , Perry John , Dickens Jeff , Sisk Carl , Verra Graeme , Shiradi Shawn
Published: February 2008

This paper details the progress made with the implementation of BP's FIELD OF THE FUTURE program over the past four years. It first describes the approach taken by BP to install real time data infrastructure in many sectors of its operations. To date this infrastructure has included the installation of 1800km of fibre optic cable, the registration of nearly two million real time data tags within a common real time data backbone, and construction of more than twenty Advanced Collaborative Environments supporting production and drilling operations.

The paper then describes some of the activities underway in BP's operations, and the associated benefits, including: use of advanced well monitoring technology to manage sand production and other aspects of well performance in 20 fields (1-3% production benefit)examples of full field optimisation/visualisation and associated benefits (1-2% production benefit)the development of a new downhole flow control capability for high rate sand prone wells (resource/reserve benefit)early experience with the application of temperature profile monitoring and of life of field seismic (resource/reserve benefit)

Finally, the paper describes the people, process and organisation activity undertaken in several of BP's large operating areas which have directly impacted many of the operational staff working in these areas through an extensive set of change management workshops and similar activity.

The lessons learned from these activities over the past four years include the need to: define support and maintenance resources up frontidentify and standardize infrastructure requirements for new projectstake a centralized global approach to planning deployment but a local approach to implementationfully resource change management activity
Lessons Learned: Design and Use of Schlumberger's Newest Energy Center
Authors: Matthews William
Published: February 2008

Even with the experience of delivering nearly forty real time/collaboration centers worldwide for oil companies or for its own offices, there was little sense of the routine as Schlumberger Information Solutions approached the design, construction, and use of its newest center for its Houston headquarters. Completed in 2007, the center  promotes real-time and cross-discipline workflows for E&P teams while managing the competing needs of R&D to experiment and create new, more efficient workflows to optimize the search for and recovery of hydrocarbons.  This facility meets needs for both intra and inter-company use and is designed with evergreen capabilities and maximum flexibility.  Lessons learned as the center moved from initial design to daily use are shared along with the business side of managing one of the world's newest intelligent energy centers.
A Comprehensive Data-Information—Knowledge Management Solution for Long-Lived Assets
Authors: Akbar Omar , Fares Jihad M. , Pferd Jeffrey W. , Narvekar Abhijeet
Published: February 2008

Managing information associated with extremely large and long lived Oil and Gas assets poses unprecedented challenges and opportunities. Success is dependent upon efficient and effective use of company skills and knowledge.

Saudi Aramco and Petris developed a long term solution called Data Services (DSS) to the information and knowledge management associated with the O&G assets of Saudi Arabia. The system grew out of a comprehensive multiyear study of users’ workflow, existing information issues and inventory of data, applications and processes. The issues were classified into common themes of problems. A root cause analysis identified the sources of problems. This enabled the design to focus on solving the problems rather than treating symptoms.

The solution was constructed to be independent of data type and format. The system architecture is generic so that the business and workflow logic can be configured by each group without necessitating change to the underlying software. It provides the flexibility to introduce new data, new database models and even different data storage mechanisms as they occur during the long life of the projects.

The services are built to achieve the following objectives: Provide a single-point of access to manage dataControl data quality when entered into the system and when transferred outFacilitate the communication between data producers and consumersProvide an automated facility to capture & Index data as it passes through the E&P workflow.Help users in choosing data and recommend data to be usedMaintain business integrity between data inside and outside Data ServicesThe Data Services idea was developed around the Smart Business Objects (SBO) concept. The system intelligence is coupled with data and indexed to form the SBO. These objects are served by generic software components (services). Each SBO preserves its own behavior and provides different set of services to its interested users.

These services provide a data management framework for data managers to configure solutions for scientific workflows.
I-Field Data Acquisition and Delivery Infrastructure: Case Study
Authors: Al Dhubaib Tofig A. , Almadi Soliman M. , Shenqiti Mohammad S. , Mansour Abdullah M.
Published: February 2008

Successful intelligent field (I-Field) implementation relies on a robust real time field to desktop data acquisition and delivery system. Such systems should have the bandwidth and the resilience to meet I-Field data acquisition and delivery requirements including data type, frequency, resolution, security, integrity, quality and reliability. The system must also have a design that safeguards against loss of data.

Saudi Aramco's earliest I-Field implementation projects were at Qatif and Haradh. These projects were instrumental in developing Saudi Aramco I-Field data acquisition and delivery requirements for reservoir and production engineers. The projects revealed limitations and challenges in the data acquisition and delivery infrastructure. Composed of several stages of interconnected systems supported by multiple organizations, these systems included surface and subsurface instrumentations, servers (data acquisition, control, database and applications) and various network protocols. System complexities and constraints dictated the need for developing an I-Field data acquisition and delivery infrastructure architecture that would meet Saudi Aramco's I-Field application requirements and overcome existing challenges and limitations.

This paper presents Saudi Aramco's experience and methodology of assessing field-to-desktop data acquisition and delivery infrastructure of the pilot project fields. It also highlights examples of some of the inherited challenges and implementation of the newly adopted data acquisition and delivery architecture. The adopted architecture, methodology, and subsequent experience gained in overcoming these challenges now serve as a guide to further intelligent field implementation in other Saudi Aramco fields.