bluuebunny/crossref_metadata_2025_split huggingface dataset:
Fast Method Finds Infill-Drilling Potential in Mature Tight Reservoirs
Authors: Denney Dennis 
Published: February 2015

This article, written by Technology Editor Dennis Denney, contains highlights of paper SPE 91755, "Fast Method Finds Infill-Drilling Potentials in Mature Tight Reservoirs," by L. Guan, SPE, Texas A&M U., and Y. Du, SPE, New Mexico Inst. of Mining and Technology, prepared for the 2004 SPE International Petroleum Conference in Mexico, Puebla, Mexico, 8-9 November.
Infill drilling plays an important role in improving oil or gas recovery in tight hydrocarbon reservoirs. However, quantifying the infill-drilling potential in these fields often is difficult because of variability in rock quality, well spacing, well-completion practices, and the large number of wells involved. An alternative approach to conduct de-tailed reservoir studies for infill drilling has been developed.
Introduction
One key to ensuring an abundant, economical, and environmentally friendly supply of natural gas is developing the resources in unconventional, low-permeability, tight reservoirs. Although the average production rate of gas wells from these reservoirs is low, they play an important role in the petroleum industry. Infill drilling these reservoirs after initial development (primary and/or secondary) plays an important role in improving the oil and gas recovery. Generally, the effects of reservoir heterogeneity and lack of layer continuity can be reduced with well spacing. Reduced well spacing can enhance the well connectivity.
With the increasing demand for energy and favorable oil and gas prices, more fields are undergoing infill drilling. Advances in reservoir management provide a much clearer picture of hydrocarbon distribution in the reservoirs, which helps engineers plan highly effective well profiles. Advanced imaging technologies allow operators to optimize well placement for infill drilling. It is not uncommon for a company to have many infill candidates to choose from in the tight-reservoir fields. The conventional way to determine infill-drilling potential in a gas basin is to conduct a complete reservoir evaluation involving geological, geophysical, and reservoir analyses and interpretations. As an alternative approach to conducting detailed studies, various empirical or statistical analyses have been used to model variable well performance. The objectives of this work were to study the accuracy of a “fast method” for selecting infill candidate wells in low-permeability gas reservoirs and to provide application guidelines.
Method
This fast method is an extension of the moving-window method. It consists of multiple local analyses, each in an areal window centered on an existing well. However, a more rigorous, model-based analysis is used in each moving domain. The model is based on a combination of the material-balance equation and the equation for pseudosteady-state flow, simplified by assuming that many properties are constant within an individual moving domain. The result is a linear-regression equation that is applied within each window.
Overview: Knowledge Management (October 2005)
Authors: Xiong Hongjie 
Published: February 2015

Knowledge management is the way that organizations create, capture, and reuse knowledge to achieve organizational objectives. It is the practice of researching, collecting, and organizing an enterprise’s employees’ knowledge, such as best practices, lessons learned, and know-how.
However, knowledge is not a pure collection (without order) of data and information. Knowledge is part of the hierarchy made up of data, information, knowledge, and wisdom as shown in the figure.
- Data are raw facts (what, who, when, and where).
- Information is facts with context and perspective.
- Knowledge is information with guidance for action (how), such as strategy, practice, method, or approach.
- Wisdom is understanding which knowledge to use for what purpose (why), such as principle, insight, moral, or archetype.
Thus, knowledge is not equal to raw data; instead, it is the fact or condition of knowing something with familiarity gained through experience or association and to be recorded in an individual’s brain or stored in organizational processes, products, facilities, systems, and documents.
“Knowledge is sticky as oil.” Knowledge does not flow without motivation. “Without a systematic process and enablers, it won’t flow.” Oil flows as a result of a pressure difference and permeable channels. Knowledge management provides positive motivation, tools, and an environment to apply knowledge effectively.
In our industry, one of the hot spots of knowledge management is the Internet- and intranet-based application of knowledge management for knowledge sharing and project management, which is growing explosively. These Web-based applications create a very permeable channel for knowledge to flow through, which is similar to creating a highly conductive fracture in the reservoir to speed up and enhance oil recovery. Web-based applications for knowledge management are excellent tools to break barriers between different departments, divisions, and geological regions.
We, as individuals, subconsciously apply our knowledge and wisdom in both professional and personal life. Thus, to an individual, knowledge is an asset, and knowledge is power. However, to an organization, without applications that result from knowledge management, knowledge is neither asset nor power.
So, share your knowledge with others.
Knowledge Management additional reading available from the SPE eLibrary: www.spe.org
SPE 96645 - “Real-Time Information to the Engineer’s Desktop—How Murphy E&P Improved Production Management,” by Oberwinker, C., Real Time Solutions, et al.
SPE 93668 - “En Route to the E-Field: Effective Decision Making Assisted by E&P Web Portal Solutions,” by Giménez, L., Schlumberger
SPE 93279 - “Creative Utilization for Oracle Database To Meet Petroleum Engineering’s Needs,” by Shideed, M.A., SPE, Saudi Aramco
Available at the OTC Library: www.otcnet.org
OTC 17725 - “Digital Energy: The Convergence of E&P, IT, and Communication Systems,” by Schroeder, A.J. Jr., Energy Valley Inc., et al.
Evolving Workflows in the Digital Oil Field
Authors: Langley Diane 
Published: February 2015

This article, written by Features Editor Diane Langley, contains highlights of paper OTC 17730, "Evolving Workflows To Maximize Value From the Digital Oil Field," by O. Le Peuch, R. Navo, A. Howell, B. Mueller, and H. Harji, Schlumberger, prepared for the 2005 Offshore Technology Conference, Houston, 2-5 May.
The full-length paper reviews compelling events that are driving the evolution of new workflows and presents key criteria for realization of the digital oil field. In addition to focusing on the responsibilities of the service provider for delivery of reliable data, information, connectivity, and related services to support effective decision making, the paper discusses various approaches to building a delivery infrastructure.
Introduction
While new instrumentation at all phases of the production process, combined with new communications technology, is enabling a diverse group of people to access massive volumes of oilfield data, the industry’s biggest challenge is to maximize the value of the information. This is the ideal time to embark on a path toward the next-generation oil field, and not because of the emergence of new technologies. In addition to the advent of new technology, the following point to now as the time for proactive asset management—“the big crew change”; a growing need to address health, safety, and environment (HSE) issues; a desire to reduce overall operational costs; and the need to measure both well and field production performance.
As the authors state, “New technology can enable new capabilities, but it cannot, by itself, make people work more efficiently or more effectively.” Well-centric digital workflows are already benefiting production and saving costs, and a holistic view of oilfield business decisions can deliver further improvement in production performance and cost savings.
Effects of Motivating Events
A recent industry study set out to quantify the areas with the greatest opportunity to apply efficiency gains within the real-time production environment. The demographics generated as a byproduct of this survey clearly indicate that a significant portion of the industry’s experienced workforce will be difficult or impossible to replace. Deployment of the new breed of real-time services still requires, as part of an integrated system, experienced people to make decisions. Analysis of more than 600 digital-oilfield installations worldwide offered insights into a variety of HSE challenges, from security in Colombia to the harsh environs of the deep offshore installations and of polar regions.
Overview: Field Development Projects (October 2006)
Authors: Cunha J.C. 
Published: February 2015

Resourceful field development can be achieved only with proper management of uncertainties inherent to any project. This situation is even more noticeable in certain deepwater offshore scenarios in which difficulties of well testing and fluid and core sampling exist. Particularly for cases in which the increasing development complexity is associated directly with uncertainties in fluid and reservoir characterization, a probabilistic analysis, instead of a deterministic one, is the natural way to proceed.
In recent years, besides standard reservoir simulation, experimental-design techniques have been introduced to assess uncertainties related to reservoir properties and the project economic aspects. Experimental design is a statistical technique that allows attaining maximum information in a given process at a minimum cost. It allows screening of uncertain reservoir variables and determining which variables, as well as which interactions between them, have the largest effect on the project outcome. On the basis of this information, a more reliable uncertainty distribution can be established.
During the past year, an impressive number of papers were presented at the Offshore Technology Conference and various SPE conferences having the main focus on the evaluation and management of uncertainties in field development. Other significant points mentioned in many works were the importance of team-work and the development and implementation of new technologies. Clearly, these aspects are heavily dependent on synergy among geophysicists; geologists; and reservoir, drilling, and production engineers. This month, the featured papers address many challenges found in field development. They also present actual and interesting solutions to challenges by stressing the importance of teamwork and proper management of uncertainty. I hope you enjoy them.
Field Development Projects additional reading available at the SPE eLibrary: www.spe.org
SPE 100253 "Schedule Optimization To Complement Assisted History Matching and Prediction Under Uncertainty" by H.A. Jutila, SPE, Energy Scitech Ltd., et al.
IPTC 10966 "Reservoir-Screening Methodology for Horizontal Underbalanced-Drilling Candidacy" by T. van der Werken, SPE, Weatherford, et al.
Available at the OTC Library: www.otcnet.org
OTC 17915 "Kizomba A and B: Projects Overview," by B.D. Boles, ExxonMobil Development Co., et al.
OTC 18298 "The K2 Project: A Drilling Engineer's Perspective," by J.R. Sanford, SPE, Eni Petroleum, et al.
Overview: Knowledge Management (October 2006)
Authors: Ellul Ivor 
Published: February 2015

Knowledge management—an oxymoron? Indeed it might be. Knowledge cannot be managed because it is an abstract quantity. Some would argue otherwise, but eventually it comes down to the definition of knowledge. One that I tend to favor is "the sum or range of what has been perceived, discovered, or learned."
However defined, we have seen knowledge management rise to its apogee in the late 1990s, and soon thereafter fall to a nadir in the new millennium. In line with the cyclic nature of our industry, knowledge management has been placed out front again. What is intriguing, however, is the variety of avenues along which corporations track that science (or is it an art?). The following are the primary tracks.
Data Track. More often than not, knowledge is equated to data. While this idea is not entirely correct, data are an important cornerstone in the knowledge-management framework, and the ability to share and exchange data is a major contribution toward the gaining of knowledge.
Operations Track. A critical element in any operation is that related to collaboration. Enhancing the opportunity to learn across any organization brings one closer to its optimum goals. This idea may be counter to human nature, so one might focus on developing and deploying technology and associated environments that encourage collaboration.
People Track. This link is key in the knowledge-management chain because perception, discovery, and learning are "people things." It is important that people are groomed to be knowledge thinkers. This idea may be a new slant to customary career paths but is organizationally worthwhile nonetheless.
The papers featured this month are good examples of each of the above tracks, providing a diverse insight into current activity in the industry at both the demand and supply level. We have all heard about the "big crew change," and we realize that it is happening. It is, therefore, refreshing to see that initiatives are in place to begin to address the challenges that such a turnover in our industry will bring with it.
Knowledge Management additional reading available at the SPE eLibrary: www.spe.org
SPE 95292 "Harnessing the Wisdom of Crowds—Case Study" by G. Velasquez, SPE, Halliburton, et al.
SPE 95813 "Enhancing Collaboration Between Engineering and Operations—A Case Study of Alaska Work Processes" by J. Anders, SPE, BP plc, et al.
SPE 99873 "The Use of Integrated Decision Making To Embed Sustainable Development" by M. Kuijper, Shell E&P, et al.
Collaborative Decision Making in Operation-Center Environments
Authors: Denney Dennis 
Published: February 2015

This article, written by Technology Editor Dennis Denney, contains highlights of paper SPE 100704, "Collaborative Decision Making in Operation-Center Environments," by D. Taylor, SAIC, and K. Fosse, Epsis A/S, prepared for the 2006 SPE Intelligent Energy Conference and Exhibition, Amsterdam, 11-13 April.
The "oil field of the future" vision has implications for how the industry operates that go beyond technology implementation. The industry has focused on acquisition and transport of data to decision makers to capitalize on the opportunities to optimize productivity, efficiency, and recovery. However, attention is turning to the decision makers and the tools, methods, and work processes that will support their activities. Collaboration and the ways in which integrated multifunctional teams work together to make better and faster decisions are critical.

Collaborative Environment
At its simplest, collaboration is the activity of multiple parties working together toward a common goal. The context of decision making can be added to the definition so that collaborative decision making occurs when multiple parties work together to discuss and execute a decision. The concept of decision making can be broken down into four main parts.Gathering data about the problem or situation under consideration.Generating ideas and alternative solutions to the problem or situation.Making the decision.Communicating and executing the decision.
Also, this four-stage process can help distinguish when collaboration can occur. Depending on the nature of the problem, collaboration can occur at any combination of these stages.
Forms of Collaboration. The scope of collaborative decision making includes all the actions and decision points across a work process so that the process itself becomes collaborative. This scope assumes that the many decision points and actions taken within an asset are a linked series.
Collaboration can be both formal and informal. Formal collaboration can be designed into the work situation. Informal collaboration, the ability to consult one's peer groups and get a second opinion, is equally important. Problem scenarios that are particularly unusual do not have collaboration designed into their resolution. Informal collaboration is more difficult to design and tends to be a product of the working environment(s) across the asset and its operations.
Collaborative-Environment Scope. Fig. 1 shows the scope of both the operation center and collaborative environment as well as how the interactions between the participants, within the physical and virtual environments, are envisaged to work. The operation center is a physical space, such as a meeting room or the equivalent, in which participants can work together and interact with the various technologies within the space. Technologies, such as video conferencing or teleconferencing, enable the center to interact with other participants who are not physically within it, thus forming a collaborative environment.
Celebrating a Half-Century
Authors: Donnelly John 
Published: February 2015

Welcome to this special issue of JPT celebrating SPE's 50th anniversary. A half-century ago, the society came into being as a small, primarily US-based technical organization, a spinoff of the American Institute of Mining, Metallurgical, and Petroleum Engineers. Today, SPE is a 70,000-member technical-professional society with members in 114 countries and offices around the world, producing some of the industry's best publications and meetings.
A lot has happened along the way. Inside this issue, you will find the stories of SPE's creation and growth, its accomplishments and challenges, and its notable leaders and members. As the society is inseparable from the oil and gas industry it serves, there are accounts of the significant events and changes that have occurred in the petroleum business as well, from the hallmark advances in technology to the evolution of the petroleum engineering profession and engineering education.
There are some familiar faces here. Thirty-three past SPE Presidents reflect on the milestone events of their terms, and several industry experts look back on their journeys through the industry. Many readers will recognize JPT and technical journal writers and editors from the past, including Keith Millheim, Joseph Warren, and Dennis Beliveau.
But it is not all about looking back. SPE membership is at an all-time high and growing, with new sections and student chapters sprouting across the globe. One of the big stories in SPE's history is international growth, a process that continues today. New offices are opening around the world, providing expanded services and programming for members. Several of the guest columnists in this issue offer perspectives on the future, tinged with optimism but allowing that the next 50 years could be as challenging as the last 50.
A special thanks goes to all of those who contributed guest columns and reminiscences, as well as those members and companies that provided historical information and photographs, in particular, Shell, Baker Hughes, Schlumberger, and Halliburton.
What SPE Has Meant to Me
Authors: Cobb William M. , Al-Khalifa Abdul-Jaleel , Rubin Mark A. 
Published: February 2015

SPE's current and incoming presidents and staff executive director reflect on how the society has influenced their careers.

William M. Cobb, 2008 SPE President
It has been my privilege to be connected with SPE for more than 43 years, as a student, as a junior member, and then as a full member. Since 1969, I have attended every SPE Annual Technical Conference and Exhibition (ATCE, in years gone by, was also known first as the Fall Meeting, then the Annual Meeting) but 1977. I have had opportunities to serve our society at the local, regional, and international levels.
This 43-year relationship has been exciting, technically inspiring, and professionally rewarding for me. As I reflect over these years of service, I unearth many fond memories. One of my first memories was my participation in the Gulf Coast Region student paper contest in 1967 while I was a graduate student at Mississippi State University. I did not win, place, or show, but the experience of conducting a research project and then learning to make an oral presentation about it to my peers was one of the most enlightening adventures of my career. To this day, I am grateful for the guidance and constructive criticism from William D. McCain and T. Don Stacy and from my classmates. This early mentoring and networking set my feet firmly on the SPE path that I have found so gratifying throughout my career. (In 1968, I won the graduate-level competition at the first West Coast Region student paper contest while working on my PhD degree at Stanford University.)
Another key moment came in 1972, when Professor W. John Lee asked me to serve on the Well Test Analysis Committee to help solicit abstracts and select papers for the 1973 ATCE in Las Vegas. This was my first opportunity to participate at the societywide level of SPE. The returns to my volunteer efforts were immeasurable—working with some of the most brilliant minds in our industry from around the world, exposure to the latest technology, and the chance to help shape one of our industry's most important events. (My wife, Carolyn, and I were married in May 1973, and the 1973 ATCE trip was our honeymoon. Unfortunately, I was bedridden with the flu during the entire meeting, but Carolyn kept me apprised of all of the activities.)
Another special moment occurred in January 2000, when I received a call advising me that the SPE Nominating Committee had nominated me to serve a 3-year term on the SPE Board of Directors as Vice President of Finance. I was deeply honored, but very surprised at this invitation! After phone calls to several past presidents and a few days of mulling the invitation, I accepted the nomination. This 3-year assignment involved a significant commitment of work and travel, but also fun and friendships. I also gained a deeper understanding of how our society functions and supports our industry. Once again, the "return on investment" in SPE was personally and professionally high.