bluuebunny/crossref_metadata_2025_split huggingface dataset:
A Measure of The Digital Oil Field Status – Is It The End of The Beginning?
Authors: Cramer R. , Göbel D. , Mueller K. , Tulalian R. 
Published: March 2012

Abstract
The so-called Digital Oil Field (DOF) is a somewhat ill-defined, misunderstood and abstract concept. The associated functional content, scope of work and terminology is variable from company to company and vague within companies. Consequently it is unclear how to gauge DOF degree of success, business benefit and effective organizational penetration. It is also sometimes unclear what the ultimate goals and associated road-maps are. With clear objectives, clarity of purpose and sufficient business justification there is a reasonable chance of meeting these goals, without clarity all is shrouded in mystique and uncertainty.
Hence the purposes of this paper are to:
Define precisely what is meant by the DOF; Describe the current operational status quo and compare and contrast with the ideal DOF; Define metrics that can be used to gauge the success of DOF initiatives.
This will be achieved by illustrating what the DOF is, and what it is not, in terms of oil and gas field infrastructure, applications and experiences. Application of the metrics defined will allow users to determine whether it is "the beginning of the end, or the end of the beginning for their DOF."
Establishing a Digital Oil Field Data Architecture Suitable for Current and Foreseeable Business Requirements
Authors: Cramer R. , Krebbers J. , van Oort Eric , Lanson Tony , Palermo Bob , Murthy Ajith , Duncan Peter , Sowell Tim 
Published: March 2012

Abstract
The Digital Oil Field (DOF) real time data structure as applied to drilling, reservoirs, wells surface production facilities, pipelines and downstream systems has evolved as bit of a muddle with little overall design and structure and little thought given to the underlying data foundational requirements. This has lead to disintegrated systems and inefficiency in attempts to integrate the multi-various systems and components.
Current real time data standards are based on a combination of downstream and upstream proprietary vendor standards that are growing more and more higgledy-piggeldy as more systems are deployed. Aggravating the problem is the ever growing volumes of data which needs to be transformed into useful information to facilitate better and more timely decision-making.
Hence the purpose of this paper is fourfold to:
– Define the problem in terms of the current over-abundance of data systems and standards; – Document current and foreseeable data business requirements; – Define the required integrated data foundation capable of handling the ever growing data volumes and providing appropriate, timely and accurate information to those that need to know; – Identify the business value that can be attained with this more structured and standardized approach.
The ultimate aim is to provide a solid foundation upon which the Digital Oil/Gas field can grow and flourish and a corresponding business justification.
The Psychology of Adopting Intelligent Energy: Lessons and Insights from Unexpected Places
Authors: Davidson John W. , Lochmann Mark J. 
Published: March 2012

Abstract
Intelligent Energy (IE) is a broad initiative to improve asset performance and boost corporate value. IE includes the following major concepts, all of which require new work processes, workforce adoption, and, ultimately, changes in behavior:
Fully-integrated operations Task and process automation Digitally-enabled technology Increased recovery Improved HSE Innovative and efficient methods to maximize production
The concept of Intelligent Energy was formally introduced to the oil and gas industry in 2003 with the release of Cambridge Energy Research Associates' multi-client study on the digital oilfield. Although the technology exists for this initiative to succeed, the industry has not seen the expected level of uptake or success. This lack of implantation is attributed in part to organizational transformation, which must accompany the adoption of these new work processes if the IE initiative is to succeed. Transformation includes convincing employees to embrace new ways of working, commiting themselves to learning, and ideally to mastering the application of the new operating principles. Unfortunately, corporate objectives and individual motivators are often misaligned, causing delays and resistance to the changes necessary for widespread adoption.
Lessons and insights extracted from seemingly unrelated disciplines can be applied to the oil and gas industry to great advantage. For example, several concepts from the field of psychology, dealing with organization and human behavior, may prove to be beneficial to the adoption of Intelligent-Energy initiatives and the transformation of production operations. These concepts include Maslow's Hierarchy of Needs, the "10,000-Hour Rule," and "The Magical Number Seven" (also known as Miller's Law).
Testing Methodology for Smart Wells Completion toward Attaining Optimal Production Rate Setting for Maximum Hydrocarbon Recovery
Authors: Alsyed Samih , Yateem Karam 
Published: March 2012

Abstract
Every oil company strives to produce its fields smartly, effectively and efficiently to ensure maximum recovery and minimize any unrecovered reserves. Being the largest integrated oil company with the most reserves, Saudi Aramco is in the forefront of such efforts by utilizing real time data and controls, also referred in our industry as smart or intelligent wells and controls. Some of these efforts are evident from the recent development of Haradh III increment (2006); part of Ghawar field, which is considered to be the world's first fully intelligent field1. Even prior to that, individual intelligent field ventures started in many fields and Safaniya, the world's largest offshore oil field, is not new to that. Safaniya holds a wide range of intelligent field equipment and is expected to be fully automated in the near future. Completing wells with smart completion jewelry is one such effort. With an increasing number of smart well completions in Safaniya, the need is to ensure the maximum benefit is gained from them and the completion design is optimized early on.
This paper is an effort to detail the procedure adopted to conduct the first test on smart well completions in one of Saudi Arabia's offshore fields. The paper details the processes and practices of testing smart well completions for inflow performance and capacity of all laterals and the operation of the downhole valves. To evaluate the completion practices in horizontal multilateral wells followed by simulation runs with various completion configurations, the test was run for two different wells with two different completion configurations. This practice helped optimize design completion (tubing size, number of multilaterals) of dual lateral wells with inflow control valves (ICVs) to maximize production.
Collaboration as a Cornerstone of Intelligent Energy: How Collaboration is Fundamental to Accelerate and Support IE Success
Authors: Gilman Helen , Kuhn Michael 
Published: March 2012

Abstract
This paper explains why collaboration is a cornerstone of so many successful Intelligent Energy (IE) programs, and how organisations can use what has been learnt about collaboration to support their IE activities, whether they have a mature program or are just starting on their journey.
The paper will look at evidence for the importance of collaboration and why it is so frequently seen as a key element of transformational IE programs. The results from 24 IE assessments across different companies and assets point to collaboration as the most commonly-recommended opportunity area for inclusion within IE initiatives. We will review the current state of collaboration to identify value that has been delivered, and common principles and lessons that can be extracted from multiple implementations.
We will then consider future directions for collaboration. A Collaboration Maturity Model and Roadmap will be introduced to explain the current state and potential future developments of collaboration across the industry. Although there has been much success delivered from collaboration to date, we believe that there is significantly more that could be achieved through further technical, visualisation, process and organisational innovation. The model will be used to help illustrate and explain potential future developments, and consider how organisations at all stages of maturity can increase the effectiveness of their collaboration activities.
Collaboration has been one of the key successes of Intelligent Energy; however, as an industry we are still in the early stages on the journey of where collaboration and IE could take us. This paper charts our progress on that journey and sets out how we can use today's knowledge to accelerate and direct further developments to transform our business in the future.
Real World Remote Operations: A Spectrum
Authors: Brannigan James C. , Luppens J. C. 
Published: March 2012

Abstract
Starting in 2004, a major service company began investigations into moving tasks normally performed on the rig to an office environment (an operations support center1). These "remote operations" have evolved into a spectrum: from splitting the day and night shifts between the rig and the operations support center to complete remote decision making by the project management team for well construction.
Common factors were observed and documented in the process of implementing remote operations. This led to standards and processes to support broader adoption of remote operations when they are operationally warranted. Standards and processes have been developed for change management, communications, IT infrastructure, and other issues.
Case studies illustrate the spectrum of remote operations, including work from the North Sea and land operations in North America, Central America, and Russia. Two perspectives on remote operations are given. One is from the point of view of a drilling service company responsible for directional drilling and logging-while-drilling services. The second is from the perspective of a project management team contracted for the entire well construction process.
Intelligent Field Infrastructure Adoption: Approach and Best Practices
Authors: Almadi Soloman , AL-Dhubaib Tofig 
Published: March 2012

Abstract
The drive to implement the latest and optimal Intelligent Field Infrastructure (IFI) is a continuous aim for Oil & Gas operators. This requires the right balance between technology, business drivers, and evolving implementation requirements. A successful Intelligent Field implementation relies on a robust real time field to desktop data acquisition and delivery system designed with clearly defined data acquisition requirements. The data acquisition requirements definition should include data type, acquisition frequency, resolution, integrity, quality and reliability. The data acquisition and delivery system requires built in dynamics from design, technology selection, and deployment to operational maintainability. The challenge in achieving such an objective exuberates by the different variables that must be considered when addressing IFI integrated solution. The variables to be considered in the solution shall include network coverage, hardware selection, software solutions, and feature functionalities. The solution shall be able to integrate different technologies: surface and subsurface gauges and subsystems; forming data collection, for real-time reservoir management and production operation, such as temperature, pressure, flow characteristic, etc.
This paper presents Saudi Aramco's experience and methodology of developing IFI, field-to-desktop data acquisition and delivery infrastructure, for new fields. It highlights critical components for the IFI building blocks and the most optimal approach in addressing them. Reflection on previous case studies is used to illustrate concepts and to outline best practices and lesson learned.
Real-Time Drilling Engineering: Hydraulics and T&D Modeling for Predictive Interpretation While Drilling
Authors: Borjas Ricardo , Martinez Leopoldo , Perez Carlos , Rodriguez Reginaldo 
Published: March 2012

Abstract
In the early stages of real-time data transmission from the rigsite, real-time monitoring engineers focused on viewing data as it was presented on the rigsite. While this setup was ideal for service quality and event mitigation, it fell short of providing predictions of wellbore condition. As remote real-time monitoring matures in its use of "while drilling" data, remote engineers need to identify issues before they affect drilling operations and are evident to rigsite personnel.
Using a combination of data analysis, engineering models, algorithms for data reduction, historic behavior, and experience, a remote monitoring engineer is able to see the data in the context of the drilling environment and to identify developing incidents.
However, as data volume increases, remote engineers must focus their analysis on the tools by which they can have the biggest impact and effectiveness. Real-time hydraulics and torque and drag (T&D) analysis are such tools, and by using engineering models, engineers can judge the condition of a wellbore before it impacts operations.
Two examples show how effective monitoring of "while drilling" models of hydraulics and T&D identified events, allowing them to be prevented before they were evident on the rigsite and caused nonproductive time.
The Future of Surveillance
Authors: Lochmann Mark J. 
Published: March 2012

Abstract
Surveillance in one form or another has been around the oil and gas industry for many years. The scope was initially limited to a manual process using individual engineering and business applications to evaluate a limited number of wells based either on their value or their trouble status. At one time, a hardcopy report, monthly target, production number, downtime, and operating expenses were adequate for our needs. Data was gathered by hand and manually manipulated before presenting them to operations managers. If a problem was identified, engineers performed an analysis based on their experience and judgment using the tools at hand. Because resources were limited, only the most important wells, or those with serious problems, could be studied, and even this examination often lacked depth. Many opportunities for better performance and risk reduction were missed or bypassed (Nikolaou et al. 2006).
More recently, major improvements in surveillance, including more engineering and operations content, were introduced to oil and gas production. Mature fields, such as Elk Hills in California, have implemented sophisticated monitoring centers that feed data into real-time displays, enabling operations staff to see the status of key measurements. Green fields, such as Agbami (offshore Nigeria), have deployed many model-based, integrated workflows to automate and facilitate operational excellence (Sankaran et al. 2011).
The improvements have led to a new role and definition for surveillance. When most people speak of surveillance today, they no longer assume that it is a passive information delivery system. The addition of advanced analytics, expert systems, and process automation (all of which routinely leverage real-time information) have taken surveillance to a new level, combining business or operational intelligence with automated technical calculations. The result of these advances is a new generation of hybrid solutions incorporating elements of "data-driven" methods, including management by exception (MBE), business intelligence (BI), and situational awareness (SA) with "model-driven" techniques, such as model-based decision support (MBDS), advanced process control (APC), and consequential analysis (CA). State-of-the-art information technology tools are used to enable more efficient traditional processes, build single-purpose workflow applications, and deploy fully-automated intelligent systems using the latest automation, models, and control systems.
The goal of future surveillance systems should be to replace monitoring wells against a target with managing production assets against their potential in a safe, environmentally-responsible way.
Managing Fields Using Intelligent Surveillance, Production Optimisation and Collaboration
Authors: Van den Berg Frans G. , Mabian Andrew , Knoppe Ronald , Van Donkelaar Edwin , Terlaan Frans , Koldunov Valentin , Lameda Rufina 
Published: March 2012

Abstract
In Shell, asset professionals use advanced technologies and processes for field management and optimising production performance. Real time monitoring of wells and compressors has become the norm, delivering higher uptime and increased production. Asset teams use visual information on hundreds of wells and their facilities using a web-based portal. The wells and facilities with events or deviations, i.e. exceptions, are highlighted, enabling the staff to focus on fixing the critical wells and facilities. The information is brought together in Collaborative Work Environments with video connection to streamline the communication between field and office and speed up decision making.
Shell has implemented these capabilities in a number of assets around the world, for example in Oman, Russia, Brunei, UK and Gulf of Mexico. The people side is a large part of the attention, during the implementation and for sustainability of the solutions. Awareness sessions, training, local ownership, feedback sessions, coaching and regular reviews are part of the embedding activities.
The paper describes the capabilities and the benefits, and illustrates this with a field case from Salym in Russia. This includes the approach to change management and learning from both the project and the embedding phase. The benefits include HSE improvements (less travel exposure), increased production and reduced operating cost.
Transforming IT to Innovate and Support Real-Time Operations Globally
Authors: Patterson Joel , Lehnherr Sebastien , Mead Terry , Goy Kevin , Schmid Brad , Harris Robin 
Published: March 2012

Abstract
In 2009, Schlumberger implemented a technology-driven strategy to make real-time operations globally sustainable within 3 years. The 3-year plan included the alignment of opportunities for business segments with the drivers of client businesses, and the creation of robust information technology (IT) operations, scaled for global, 24/7 support of real-time programs.
Schlumberger's business strategy for real-time operations combines market insight with technology, and includes investments in initiatives for performance assurance, improved service quality, and delivery of certain value-added workflows. Organizational alignment and accountability for real-time operations within the business segments required clearly defined responsibilities for headquarters, support functions, and field operations teams.
Over the past 24 months, the company has implemented several key elements of the strategy on a global scale, including a real-time IT readiness program, wellsite connectivity, operation support center standardization, real-time data delivery platforms, proactive 24/7 monitoring, and a service management model. Integration of people, processes, and technology has been key. Driven by strong commitment from executive management, these initiatives have provided the robust foundation required to make the intelligent energy vision sustainable.
Evolution and Adoption of a Corporate Strategy For Digital Oil Field Products and Services Within a Service Company
Authors: Denney Tommy , Haapanen Brian 
Published: March 2012

Abstract
This paper will outline the corporate culture and environment that affected how a service company engaged the digital oil field (DOF) concept and continues to embrace it moving forward. We will discuss how the company continues to address the need for a digital energy/digital oil field initiative not only for its customers, but for its own use as well.
Discussion will cover topics from early individualized products to meet exploration and production (E&P) customers' needs through maturation of those products. We'll describe the bundling and eventual integration of those products into a system—integrated with human resources—to address the needs of a modern exploration, drilling, completion and production scenario.
The response to the myriad issues with hardware to produce data, software to manage data, and ultimately the workflow and culture around using information is an evolutionary process. Missteps and successes brought on by that evolution should be noted as lessons learned, which can be applied by others to move forward with their own DOF technology.
4 Years of Eye-to-Eye Connectivity – the Success of Azerbaijan's Advanced Collaboration
Authors: Ibrahim-zade Orhan , Moore-Cernoch Kerry , Overton David 
Published: March 2012

Abstract
Video conferencing (VC) for multiple site collaboration is one of the key drivers to improve cross-functional collaboration and ensure that geographically dispersed teams communicate effectively.
Over the last four years BP has deployed a system with close to 300 endpoints for video and application sharing across Azerbaijan, Georgia, Turkey and the UK. This system links eight offshore facilities, a major terminal, three offices in Baku, offices in the UK, and pump stations across Azerbaijan, Georgia and Turkey. This is the largest integrated collaboration deployment within BP.
One of the key success factors which has evolved over the deployment has been the transition from a dedicated petrotechnical user base to an integrated deployment across all elements of the business. Many users familiar with the PC based tools then become "power users" to support team members with the same tools in a room environment. Peer to peer, platform to platform use of the system offshore has developed into a useful knowledge sharing tool outside office hours.
This changes the perception about VC technology from highly sophisticated and technical concept to a commodity IT enabler.
We identify and discuss 10 major use case scenarios, each of them having a unique blend of technology and business process: Executive Meetings and Inter Office communications, Site to Site collaboration, Multi-site Mixed Audio/VC call, Multi-site VC conferencing with third-parties outside of BP network, Incident Management, Diagnostic Support, Staff Townhalls, Enhancing Interactions with employees, Turnaround, ACE to ACE and ACE to Advisor collaboration.
Lessons learned on delivering ease of use to the end user, and in moving from a petrotechnical tool to a cross business tool with horizontal and vertical business integration, will be discussed.
Some of the business value can not be quantified - e.g. improvement of daily/weekly planning process; helping deliver the nationalization plan; ability to rapidly diagnose an issue and get to the root cause; facilitating the development of an intrinsic knowledge base on 3rd party supplied equipment.
However, there are some real monetary benefits that we were able to capture during the last 4 years - e.g. 0.5-1.0% increase of operating efficiency; 15% acceleration in the execution of planned work by enabling the completion of 7 quarters work in 6 quarters; 10% increase in operational offshore bed utilization; preventing several days loss of production.