bluuebunny/crossref_metadata_2025_split huggingface dataset:
Multi-Asset Production Support Centre—Generating Values
Authors: Lejon Kjell , Hersvik Karl Johnny , Bøe Arild 
Published: July 2010

Abstract
Recent years have seen a profound change in the way the oil industry works. This change goes under the name of Integrated Operations, i-field, smart field and similar. The core to this change is a more effective use of data and competence irrespective of distance, organization and professional discipline. In Norway most operating assets have now made important steps towards implementing Integrated Operations in the form of collaboration between the offshore operations and the land based asset organization as their standard operating procedure. This implementation has changed the way of working within the assets in an irreversible manner.
A next step in this change process could be to implement the IO philosophy to multi-asset technology support. Statoil has several multiasset support-centres in operation. In October 2008 a "Production Support Centre" – PSC – was launched to provide multidisciplinary support within production optimization to the assets. The establishment was based on a holistic view of production optimization – from the reservoir to the offtake - and hence comprised many different disciplines within productionand process technology in one support centre.
The paper describes the philosophy behind establishing the Production Support Centre, how this philosophy has been implemented within the current business model of the company and the experience gained after one year of operation. The centre is involved in tasks ranging from online support to complex, multidisciplinary issues – "Task Force Support". The experience clearly indicates a need for such a centre in particular with regards to "Task Force Support". The paper will also include a discussion on how such centres contributes to improved value creation.
Implementing New Business Model Securing Real-Time Drilling Data Onshore
Authors: Halland Thomas , Solnordal Dag , Larsen Hans Freddy , Jensen Leif Kristian , Lande Frode Jansen , Berggraf Oivind 
Published: July 2010

Abstract
In 2007 Statoil had deployed new work processes as part of the Integrated Operations (IO) initiative. Many decision makers were already moved from offshore to onshore locations resulting in very high requirements for real-time drilling data onshore. Discussions with the major service companies indicated that meeting these new requirements was not an easy task.
The business model available gave the service companies little or no incentive to invest huge amounts of money upgrading their real time solutions according to these new requirements.
A project was established in order to implement a new business model between Statoil and the service companies securing deliverables according to the new requirements.
The idea was simple: change the end-point of the real-time data deliverables from offshore to onshore, and implement KPI’s linked directly to the MWD/LWD and ML invoices each month.
For each milestone activity we will present our initial thoughts, what we learned from the implementation, and the final results:
Changing the contract templates for MWD/LWD and ML to enable measurable KPI’s. How to convert technical KPI scores to financial impact (bonus/penalty). Implementing new contract templates for a subset of drilling operations. Creating new WITSML based technology automating KPI measurements. Establishing work processes between operator and service companies in day-to-day operations.
We will present our observations and conclusions, the main conclusion being that the new business model helps to ensure high availability and quality on real-time data to onshore locations. This again enables a key feature of the new work processes: Quality decisions onshore founded on the best datasets available at any given time.
The conclusions and achievements are based on experiences from having used this new business model in operations since March 2009.
Installation and Implementation of "Smart Fields Foundation" on a Brown Field Asset, Adding Value without Major Capital Investment
Authors: Gerrard Carl A. , McCabe Heather , Beck Andrew D. 
Published: July 2010

Abstract
Within the Exploration and Production (E&P) industry much focus has been on the application of "Smart" technologies. Deployment of these technologies has frequently focused on new field developments, where costs of installation and training of users are included in the overall field development cost.
However within the Royal Dutch Shell group of Companies ("Shell") a significant volume of hydrocarbon production comes from mature assets, where the business case for such large investment is not always clear. The level of installed instrumentation and it’s condition on these platforms, whilst not impacting on the integrity of the asset, is not always optimal for the implementation of "Smart" technologies.
Globally within Shell two programs, Well and Reservoir Management (WRM) and Smart Fields Foundation Mark I ("Mark I"), are being deployed to a number of assets. These programs focus on "fixing the basics" and deploying a minimum "foundation" level of smartness to support field management best practices.
The successful implementation of Mark I requires new ways of working for all members of the asset; from offshore operators through to onshore petroleum engineering staff. Using a set of integrated applications and processes, it is only when these changes are fully embedded that the production and other benefits expected by the project are realised.
The authors describe both the technical installation and subsequent implementation of Mark I on the Nelson platform in the central UK sector of the North Sea. The topics covered include; challenges in the installation project, changes to the way operations are executed in the asset, organisational changes and the development of a support structure to ensure the Mark I applications remain sustainable. The paper documents the benefits realised from an implementation that is focused on changes in peoples working practices with minimal capital investment.
Intelligent Energy Concepts in Executive Education for Oil & Gas Professionals
Authors: Currie P. K. , Bos C. F. , Berkhout A. J. , Weijermars R. 
Published: July 2010

Abstract
The Intelligent Energy vision is particularly relevant to mid-career professionals with strong management potential. As aspiring asset or service managers, this group has a strong need to improve their analytic and integrative skills, and adopt the holistic view of the industry which characterises the Intelligent Energy approach.
This paper describes results of five years experience with an Executive Master program for mid-career professionals. The program was initiated at the time that Intelligent Energy concepts were being formulated, and embodies many of those principles. It is designed to achieve, within twelve months, a quantum leap in the multi-discipline integration and multi-level abstraction skills of participants, enabling them to solve efficiently complex managerial problems much earlier than traditional training programs. They learn to formulate an integrated vision of the E&P value chain and how this creates a framework for computing added value of individual projects. Mastering this skill is normally achieved after years of experience. The course could be labeled "the MBA for E&P professionals", however with both feet firmly on technical ground.
The core of the program is the thesis project, which is designed to integrate all skills acquired during the program using real-world company data. It consists of two parts: an individual thesis topic relevant to the participant’s work in their own company; and a team thesis in which the group creates a virtual company and makes a corporate analysis of the portfolio generated by the individual projects.
The paper gives a brief overview of the program, emphasising the shared vision with Intelligent Energy. We then discuss in detail the thesis project, and use examples of the individual theses to illustrate how the graduates and their theses act as catalysts for industry best-practices on their return to their home company.
Business Value from Intelligent Fields
Authors: Berg Frans van , Perrons Robert K. , Moore Ian , Schut Gert 
Published: July 2010

Abstract
The Smart Fields programme has been active in Shell over the last decade and has given large benefits. In order to understand the value and to underpin strategies for the future implementation programme, a study was carried out to quantify the benefits to date. This focused on actually achieved value, through increased production or lower costs. This provided an estimate of the total value achieved to date. Future benefits such as increased reserves or continued production gain were recorded separately.
The paper describes the process followed in the benefits quantification. It identifies the key solutions and technologies and describes the mechanism used to understand the relation between solutions and value. Examples have been given of value from various assets around the world, in both existing fields and in green fields. Finally, the study provided the methodology for tracking of value. This helps Shell to estimate and track the benefits of the Smart Fields programme at company scale.
A Journey to Improvement; Value from Central Support Using an Integrated Collaborative Environment
Authors: Roberts S. J. , Setrem M. , Pierpoint N. , Forbes P. 
Published: July 2010

Abstract
In November 2007 BG Group implemented a Drilling Integrated Collaborative Environment (ICE) for the North Sea HPHT drilling schedule ((1) Setrem et al 2008, SPE 112121). The aim was to change the way the well engineering teams based onshore and offshore work together, enabling collective experience to be used for the benefit of the drilling programme. Following the success of this centre, BG Group has opened a global network of drilling, operations and production optimisation ICE.
The first section of this paper reports the benefits delivered and learning points realised following one full years’ operation of the Drilling ICE using case studies to illustrate key points and findings including:
Technology uptake and its relationship to people and process change The organisational model adopted on and offshore, behaviours observed and feedback from onshore and offshore team members. The range of benefits realised from the ICE facilities during operation of three wells, and how closely the benefits delivered corresponded to those planned.
The second section examines the global ICE network; the challenges of stepping up from asset based to global network functionality, the opportunities for delivering increased value from a global network and what the key enablers are for adding value.
This paper provides an update on BG Group’s journey of changing the way it works.
Greater Plutonio - Real Time Reservoir Management in a High Cost, Deepwater Environment
Authors: Booth Dave , Sebastiao Pedro 
Published: July 2010

Abstract
Greater Plutonio is BP's largest subsea development with a planned first phase of 43 high rate subsea development wells of which 34 have been drilled. A relatively low level of classical field appraisal was performed because of high costs coupled with the fast project pace. Innovative subsurface management has therefore been required to reduce substantial uncertainty during the development phase.
The start-up of Greater Plutonio achieved several firsts for BP using real-time capabilities. Extensive learnings from reservoir interference data from rig-based tests influenced the drilling order and enabled early understanding of reservoir connectivity. Appling applicable technology included 100% reliant on subsea multi-phase flow meters for well testing; downhole flow control for selective zonal water injection; and extensive use of remote sensing technologies. Real-time data has been relayed to desktops in Angola, UK and elsewhere. The data is integrated with well models to facilitate immediate well and reservoir management. The first 4D seismic survey was acquired 16 months after first oil.
Successful subsurface and wells management demonstrated sufficient production potential to allow field rates of greater than 200mbd after just 3 months of operations. Over 300mmscf/d of gas injection potential and greater than 300mbwd of water injection were achieved within a year of first oil. Injection has been into every producing reservoir zone. The remote access to real-time data is enabling operations to make better decisions faster and reducing the numbers of field staff.
Full voidage replacement in 2009, to allow sustainable plateau production, is ahead of plan. The enhanced reservoir understanding from the pre-first oil and ramp-up data reduced subsurface uncertainties during the early phase of the Greater Plutonio development and will continue to play a crucial part in increasing ultimate field recovery.
Well Performance Monitoring (WPM): Creating Added Value from Raw Data - Application to the Girassol Deepwater Field Case
Authors: Khan Furqan , Goujard Victor , Tincelin Pierre-Henry , Tison Marc , Foucault Hugues , Kessler Nicolas 
Published: July 2010

Abstract
Capitalizing on early successes in advanced well control and real-time monitoring, Total has engaged in a major "Digital Field" initiative. Combining both proven and leading-edge technologies, the Field Monitoring template is providing a powerful tool for well and facilities performance monitoring and optimization. This paper presents the concept of the Well Performance Monitoring (WPM) module, and the early results of its pilot application which is being implemented in 2009, at the Girassol field located offshore Angola.
The WPM module constitutes an integrated real-time monitoring solution for subsea installations, from reservoir inflow to receiving facilities. Proposing advanced features such as a common asset model, a business orchestrator and a web-based interface, the tool provides remote access to timely and quality field data and improves communication and collaboration between offshore and onshore, as well as support by specialists from E&P headquarters. Functional capabilities include data validation, virtual metering, wells and networks modelling, smart alarming and production optimization. Specific workflows have also been defined to sustain continuous updating of the models to match observed field behavior.
This paper illustrates the benefits of the WPM solution in terms of improved production and enhanced well diagnosis. It also reviews the organizational challenges associated with such a project and discusses the key factors ensuring successful implementation and good support from onsite teams.
WPM brings forth a new approach for the intelligent surveillance of complex subsea production systems. The Well Performance team, as well as the Production and Reservoir teams have gained benefit from such a tool. Pertinent information is delivered to the right people in real-time, enabling instant diagnosis and minimization of production shortfalls. In addition, the online simulator supports the continuous optimization of the field throughput by real-time integration of changing well behaviour or production constraints.
Multi-Disciplinary, Multi-User Process Monitoring: Cross-Discipline Development and Cross-Company Collaboration
Authors: Lunde E. , Hovda K. , Spjøtvold J. 
Published: July 2010

Abstract
Decision making, maintenance planning and operational responsibilities are distributed across a modern organization. An efficient process monitoring tool can provide valuable input to the organization's decision makers; from the day-to-day actions taken by a control room operator to long term maintenance planning. This paper presents newly developed data-driven and generic process monitoring software that has been developed through cross company collaboration between ABB and Statoil. State of the art fault detection algorithms are used for the purpose of monitoring a variety of processes, ranging from small tasks such as sensor integrity verification to plant-wide monitoring. In order to maximize the value of the presented process monitoring tool, it is evident that collaboration between people with different expertise is required. The functionality of the tool, the work processes and software framework are discussed and accompanied by illustrative examples.
Information Enabled Oil and Gas Production and Compression Systems
Authors: Vlatkovic Vlatko , D'Amato Fernando , Baldassarre Antonio , Ehteshami Mohammad 
Published: July 2010

Abstract
The maturing of fields and the difficult access to new fields raises the importance of the improving utilization of assets and increasing production rates and recovery factors. In compression applications, from LNG to pipelines to refineries, there is growing demand for increased process and equipment reliability, efficiency, and operability. While traditional plant automation technologies have been adequate for basic safe and reliable functioning of many oil and gas production processes, they are challenged to meet the growing performance demands of modern production systems. This paper shows how the traditional plant control architecture is now changing to a new paradigm based on advanced automation technologies to meet these challenges. The paper illustrates advanced system implementations enabling improved operation of overall production plants.
The Role of Human Factors Integration and Change Management Coaching in Integrating Multidisciplinary Teams Working in Collaborative Work Environments
Authors: Mueller Klaus , McClelland Corey , Anvar Amir 
Published: July 2010

Abstract
The emerging trend in Oil and Gas industries for multi-disciplinary teams spread across diverse geographical locations is virtual team working. This concept is a key enabler in a digital oilfield environment where real time communication enables efficient decision making between field and office operations. The Shell Smart Fields Program, Shell's digital oilfield initiative, has deployed the use of Collaborative Work Environments (CWE) as an enabler to optimize operational value across its operating units globally.
The fundamental pillars supporting a CWE implementation are 1) People, 2) Work Process, 3) Tools and Applications and 4) Facility. During the design and implementation phases of building a CWE, emphasis is typically placed on work process, tools and applications, and facility while the people aspect is embedded within other improvement areas. The Smart Fields Program has observed that integration of the People aspect is critical to ensure a CWE's success. Without an effectively and efficiently trained workforce, the new CWE processes will not flow as intended. To address this, Shell has developed a tested methodology focused on driving the required behavioral change to achieve the necessary performance.
This paper will focus on the importance of the people aspect in a CWE implementation, based on a 2009 improvement effort centered on Human Factors Integration (HFI) and behavioral change coaching. In particular, this paper will address: The role of HFI / coaching in CWE implementationsIdentification of relevant people issuesHow to provide continued / ongoing support to the ‘digital’ workforceIdentification within the organization of ownership for the new collaborative behaviorsThe necessary organizational structure required to support new ways of workingRequired behavioral changes to support the future workforceKey differences between staffing operations in a current oilfield versus a digital oilfieldLessons learned from deployment of above points
Wireline Formation Testing – Networking a Globally Distributed Team for Optimal Reservoir Characterization
Authors: Weinheber Peter , Gisolf Adriaan , Achourov Vladislav 
Published: July 2010

Abstract
Accurate characterization of fluid and pressure regimes within a reservoir is a crucial part of the overall reservoir description process. In many offshore exploration and appraisal wells this task is performed using data acquired with wireline formation testers (WFT). Significant planning and simulation is required to properly design a WFT program. This is especially true when the anticipated environment is different from that normally encountered in the local region. Collaboration with a wider group of experts is required. Secondly, an iterative approach to the acquisition of WFT data is required, in which the results of the previous step determine the next step.
This paper describes the process for WFT data acquisition within a major service company. We focus on two key aspects. First is the networked collaboration of domain experts around the world who are used as a resource for any given situation. Communication tools, sharing models, and networking options are discussed. Secondly, we examine the processes for real-time interactive communication with the wellsite and relevant stakeholders. Data transmission, real-time integration into reservoir models, and tools for operational interface are discussed.
Finally we show field examples of these processes in use. In one example we document the gathering of best practices for sampling heavy oil in West Africa (heavy oil is a relatively rare occurrence in this region and sampling required the input of expertise from other regions). In a second example, we show the use of collaborative tools to optimize data acquisition for accurate reservoir characterization in the case of an exploratory well that encountered fluids very different from predrill expectations. And finally we show an example of using Interval Pressure Transient Testing (IPTT) and Vertical Interference Testing (VIT) data to economically pre-empt the acquisition of expensive DST data.
The Art of Intelligent Energy (iE)—Insights and Lessons Learned from the Application of iE
Authors: Edwards Tony , Mydland Øyvind , Henriquez Adolfo 
Published: July 2010

Abstract
Intelligent Energy (iE) has been a major performance improvement initiative within many oil and gas companies for much of the last decade. It is therefore surprising to find that, although many companies have been successful, many continue to find it difficult to implement the change in the new way of working enabled by iE.
In particular companies have struggled to take pilot level programs and scale the implementation around a large and increasingly global organization.
This paper gives generic insights and lessons learned into the skilled practice of the application of iE drawn from experiences in several major oil and gas companies. It will explore such topics as: the history and evolution of iEvalue attainment and business casesmulti-dimensional integrationcollaborationleadershipscaling of iE across an organizationstep by step implementation of capabilitiesthe role of a central teaman example of where many of the learning's have been implementedwhat is next for iE
It will also draw attention to some of the numerous pitfalls to be encountered along the way. It will finish by highlighting some of the new challenges and opportunities in iE.