bluuebunny/crossref_metadata_2025_split huggingface dataset:
Hydrodynamic Trapping of CO2 Geosequestered in Saline Aquifers
Authors: Larkin Randall G. , Larkin R. G. 
Published: July 2010

Abstract
Deep saline aquifers are potential reservoirs for commercial scale CO2 geologic sequestration (GS) due to their large storage capacity and wide availability. These reservoirs are regional in scale with no conventional stratigraphic or structural traps. The fate of supercritical CO2 injected in saline aquifers depends on hydrodynamics and phase trapping. This paper examines hydrodynamic trapping, and the question of whether basinward flow of groundwater can counteract updip CO2 movement after injection ends, and render the gas immobile. After injection pressure dissipates, the important flow mechanisms are viscous flow of groundwater (imposed by compaction and gravity) and buoyant flow of CO2 (imposed by the density contrast between injected CO2 and the formation fluid).
Hydrodynamic trapping theory is reviewed and its application to GS is discussed. The same methods developed for oil and gas can be used to identify possible hydrodynamic traps for pools of CO2 post injection. Examples are given of deep basin aquifer dynamics and regional groundwater flow gradients as they relate to GS. In a dipping aquifer, groundwater flow and buoyant CO2 flow may be in the same direction (immature compacting basin) or the opposite direction (mature basin). The mature basin scenario is optimum for GS, as long-term updip CO2 movement will be reduced by saline aquifer flow. Analytic expressions are used to investigate trapping potential, and to estimate the rate of buoyant CO2 movement after injection ends in a mature basin example with groundwater flow down the dip. Key inputs such as hydraulic gradient, dip, and density contrast were varied to assess their relative influence. The results demonstrate that, post injection, it is possible for pooled CO2 to be hydrodynamically trapped under field conditions. CO2 could also be displaced downdip in aquifers with high hydraulic gradients (~ 0.02) and low dips (~ 0.25 degrees). In the more likely case of a low to average hydraulic gradient (~ 0.0004 to 0.003), and dip greater than ~ 0.25 degrees, buoyancy dominates, and the CO2 is generally displaced in the updip direction at rates of approximately one to one hundred feet per year. This can lead to significant displacement over the long time scales desired for GS. Therefore, in a mature basin, groundwater flow alone will usually be insufficient to counteract buoyancy, and phase trapping or hydrodynamic trapping will be needed to ultimately immobilize the CO2.
Organizational Structures in Collaborative Work Environments: The Return of the Matrix?
Authors: Guldemond E. , ten Have K. , Knoppe R. 
Published: July 2010

Abstract
After major petroleum companies successfully implemented the hardware, tools and applications in Collaborative Work Environments (CWE), human factor issues remain unsolved. Working in these Collaborative Work Environments cuts across traditional disciplinary and geographically dispersed boundaries. Less hierarchical reporting relationships and multi-disciplinary teams replace clear-cut single hierarchical reporting relationships and single-disciplinary teams. The new way of collaborative working calls for supporting organic organizational structure for the CWE. Most current organizational structures of operating units are divided into several divisions (for example oil, gas or geographical divisions). In turn, these divisions are organized into functional technical departments (for example Reservoir Engineers together in one department and Production Technologists in another department). Alignment of the overall traditional functional organizational structures of the operating unit with the more organic structure of the CWE is a real challenge. In the past, the petroleum industry had many different forms of organizational structure. To capture both functional requirements and the need to collaborate, they have returned to the matrix structure. We provide empirical results of several cases of Collaborative Work Environments (of different operating units) in the petroleum industry. We show both the issues faced and the path chosen by the operating units to align the overall organizational structure of the operating unit with the Collaborative Work Environment structure.
A Chemical Additive for Enhancing Thermal Recovery of Heavy Oil
Authors: Srivastava P. , Debord J. , Stefan B. 
Published: July 2010

Abstract
This paper describes the development of a chemical steam additive to enhance thermal recovery of heavy oil. When applied, the chemical additive is carried along with the steam to the reservoir. In the reservoir, the chemical enhances production by increasing mobilization of the oil and enabling condensed water to carry a higher loading of oil. A lab-based coreflood setup was created to simulate the thermal recovery process by passing pressurized steam over an unconsolidated oilsand core sample. These lab-based test results establish the effectiveness of this steam additive to enhance heavy oil production at a dosage rate as low as 100 parts per million (PPM).
Implementation of Dynamic Well Testing Workflows in Saudi Aramco Intelligent Fields
Authors: Issaka M. B. , Al-Buraikan M. M. 
Published: July 2010

Abstract
In fulfillment of the Saudi Aramco Intelligent Field development initiative, more than 15,000 Permanent Measurement Systems (PMS) have been installed and are transmitting real-time data from both surface and subsurface to the corporate database. However, the full benefits of this investment can only be realized if systems and workflows are put in place to transform the massive amounts of data into actionable information to improve field development and performance.
This paper presents a holistic approach to the utilization of data from PMS to enable real-time field management and optimization. We show how Saudi Aramco is integrating this data into the current practices and workflows of well testing and reservoir characterization. Examples of real-time well testing workflows are presented.
The workflows take advantage of unplanned shut-ins to characterize the well and reservoir under dynamic conditions. The implementation encountered several challenges in the PMS data transmission, availability, sampling, standardization, storage, and retrieval, which are discussed. We also share our experience in resolving change management issues that arose from our attempt to synchronize the activities of various entities involved in the capture, transmission and transformation of PMS data.
The paper demonstrates how a major oil and gas company is leveraging high frequency data from Intelligent Fields to enable field management and optimization in real-time. Application of the workflows presented could result in significant cost savings, due to a reduction in the number of planned shut-ins for pressure buildup tests. In addition, the use of long production history data captured by PMS, enables the determination of not only reservoir boundaries and hydrocarbons in place, but also permeability and skin damage, which normally would require well shut-in, and consequently, loss of production from a few days to a few weeks.
Applying the Social Dimension to Business Challenges
Authors: Morrison J. , McKnight A. , Setrem M. 
Published: July 2010

Abstract
In common with many organizations in the industry, BG Group faces the challenge of how to identify colleagues with the most relevant expertise, how to learn the lessons of experience, and how to support BG Group’s global Integrated Operations initiative ((1) Collison & Parcell, 2004)). In earlier times ‘Knowledge Management’ focussed on capturing structured information and storing it in corporate repositories. But a wider set of collaboration possibilities and capabilities is needed to capture the abundance of ways in which people’s insights can be expressed and to cement new ways of working.
Through a programme of concept pilots, BG Group’s Global Advanced Technologies team has been working across the business to introduce a range of Web 2.0 social technologies. The fundamental building block of the social web is the individual’s person-profile, listing their experience and affiliations. From that rich description of the person, all else follows; person to person networking, the formation of online communities, access to specialized libraries through built-in wiki spaces, instant meetings from the desktop with video-conferencing support, individualized communication through blogs, targeted information feeds through RSS, and social search with shared book-marking of resources.
Now and in the future, people can benefit from finding out ‘who knows who’ or ‘who knows what’ and ‘what is significant’ - as expressed by their own collective intelligence. This paper will share success stories and feedback from the programme.
An Integrated Framework for SAGD Real-Time Optimization
Authors: Mohajer Mahyar , Damas Carlos , Berbin Silva Alexander Jose , Al-Kinani Andreas 
Published: July 2010

Abstract
Developing an automated framework for real-time optimization (RTO) of the Steam Assisted Gravity Drainage (SAGD) process has significant potential because of the large number of parameters that must be monitored at a high frequency. However, the industry has not yet adopted a standard RTO framework for SAGD because of the intrinsic complexity of the process, the large number of parameters that must be monitored, harsh operating conditions, the lack of integration between various data acquisition systems, and the complex criteria required to optimize SAGD performance.
In this paper, a real-time monitoring workflow for SAGD is proposed that streams field data from multiple sources, including fiber optic distributed temperature sensing (DTS) directly into an engineering desktop application that has artificial intelligence (AI) and data mining capabilities. This system is used to derive advanced criteria to make decisions in a timely manner to improve the performance of the SAGD process.
It also demonstrates how subcool calculations can be effectively performed along the length of the horizontal well in real time and how the results are used to improve SAGD operation. Observations are compared "live" against simulated predictions from a multisegmented wellbore model that is fully coupled to a thermal/compositional reservoir simulator.
Smart Oil and the Development of the Networked Organisation
Authors: Chapman A. , Forbes P. 
Published: July 2010

Abstract
The world is becoming flatter through global integration and smaller through interconnected communications and commerce, however something more profound is also happening, the world is becoming smarter. For oil and gas organisations this means finding a way to lead in a new environment shaped by three factors
Energy availability to meet the world’s growing needs Energy affordability Environmental input
To date oil and gas organisations have implemented a number of intelligent energy solutions spanning:
Individual technology applications and subsystem optimisation These technology implementations required limited changes to people, process and organisation Collaborative and remote operations Production operations centres, operations and maintenance centres and real-time drilling centres, required significant changes to ways of working, shifting the focus from technology implementation to people, process and organisational change Cross asset optimisation Cross asset support centres and optimisation centres added a further dimension to the people, process and organisational change required
Global integration and smart oil will require both technology, and further significant people, process and organisational change to make it successful. This paper examines where smart oil might take oil and gas organisations in the future, the associated challenges, the networked organisation required and the latest thinking on:
How do operational processes need to change in a global model? How do you leverage expertise, by locating and consulting with experts within the global workforce, wherever they may be? How do you develop community based working, where people connect and interact with others effectively in real-time? How do you capture and share knowledge and learning to retain and effectively reuse knowledge?
Intelligent Visualization for Decision Support in Supervision and Control
Authors: Graven T. G. , Högberg M. 
Published: July 2010

Abstract
This paper describes a solution based on data analysis and innovative visualization methods that aim to aid the control room operator detect faults developing in the process at an early stage. The solution also helps the operators keep an overview in disturbance situations by indicating how the disturbance propagates through the plant. By combining the result from analysis of historical process data with information on alarm and events, the operator is made aware of important changes, relationships and patterns in the process that otherwise would have been very difficult to detect. Novel visualization methods are used to highlight critical factors while at the same time allowing the user to explore and understand large amounts of information at once. A fully functional prototype has been developed and tested on various use cases, both on offline data from a set of different oil & gas facilities as well as on a training simulator at a petrochemical plant.
Intelligent Field Centers IFCs: Integrating People, Processes and Technologies to Optimally Manage Giant Fields
Authors: Barghouty M. F. , Al Dhubaib T. A. , Jama A. A. , Jaimes O. 
Published: July 2010

Abstract
As part of the implementation of its strategic goals, Saudi Aramco effectively leverages intelligent field (I-Field) processes and technologies. The I-Field initiative (development architecture) includes four levels: Surveillance, Integration, Optimization and Innovation, with a vision for full implementation and coverage of all producing fields within the medium term. The accomplishment of this ambitious goal requires a well coordinated approach company-wide to truly benefit and extract value from the I-Field approach and practices.
The value proposition of the I-Field program includes increasing production potential, recovery factor and efficiency with the most safe and environmentally sound practices. One facet of achieving this corporate objective is through enhanced reservoir management strategies and integrated multidisciplinary collaborations. One of the contributing initial elements is the creation of Intelligent Field Centers (IFCs) that will enable and facilitate collaborative decision making around reservoir management processes and tasks.
The first established IFCs had emphasis on reservoir management tasks with a longer vision and a wider objective of optimizing the company’s assets and operations in achieving its expanding goals. This first group of IFCs is foreseen as nuclei for a growing contemporary practice in managing the company’s assets.
In order to come up with the optimum design of these centers and to ensure that they meet the objectives set out by the company, a rigorous, multistage methodology was utilized that started by a comprehensive assessment study. The results of this assessment revealed several high priority workflows being performed by the reservoir management groups, which, once implemented in the IFCs, should deliver improvements in efficiency and, therefore, impacting production and ultimately increasing recoverable reserves.
The assessment and design results showed critical cross-functional and I-Field requirements, such as collaboration, change management, integration, interoperability and openness, automation and knowledge capture.
This paper will detail the methodology followed in assessing the requirements and designing the use of the IFCs.
Is It Essential To Change The Way We Buy Digital Oilfield Capabilities To Get The Benefits We Want? How Do These Capabilities Affect Relationships With Service Providers?
Authors: Popham Michael , Edwards Tony 
Published: July 2010

Abstract
Many benefits of Digital Oilfield (DOF) initiatives come from improved organisational integration. To date, much emphasis has been placed on integrating different functions within a company. However, experience from the defence sector suggests that significant gains can be realised by integrating across the supply chain. In this paper, we look at how these benefits were captured in defence and explore how this knowledge can be utilised in DOF improvement programmes. We also demonstrate that procurement models encouraging organisational integration proved essential to deliver Network Enabled Capability (NEC), the Defence sector equivalent of DOF.
Areas examined include: -
– What different procurement methods were adopted to deliver NEC initiatives? Why were these novel approaches required? How did they affect the capabilities that were delivered? – What business models are being used in defence which are not seen in Upstream Oil & Gas? Are these models likely to succeed in our industry? Examples explored include "Contracting for Availability" and "Through Life Capability Management", where customers are guaranteed specific outcomes and benefits over many years for a fixed, known whole life cost. – How do the roles and responsibilities of customer, Systems Integrator and supply chain vary in different business models? Who benefits in each scenario? – How does the availability of real time data between customers and suppliers change the way we procure capabilities and services? – What are the benefits of partnering with the supply chain? – The criticality of building relationships of trust and mutual benefit between customer and supplier. When a customer becomes critically dependent on a service, how does this relationship evolve? – Balancing long term benefits of coordinated procurement with short term delivery needs.
The paper concludes by exploring to what extent a similar story is unfolding with DOF and asking how can defence experience be leveraged?
Implementing Integrated Operations in a Mobile Offshore Production Service Provider
Authors: Bye Roar , Petrojarl Teekay , Hansson Lisbeth , Okstad Eivind 
Published: July 2010

Abstract
Teekay Petrojarl Production (TKPJ), the largest operator of Floating Production, Storage and Offtake (FPSO) vessels in the North Sea, has an ambition to retain its leading position as FPSO contractor in harsh environments. One of the important measures to attain this is by establishing and implementing best practice within E&P operations business worldwide. Several projects have been started to support TKPJ's effort to reach operational excellence. This paper describes all the activities we have entered to achieve the status of operational excellence. Different projects have been going on at the same time to identify needs and try to work in different ways. Based on what has been successful, a path for the implementation has been found. This paper describes the different activities that have been going on towards the implementation of IO, and how this holistic perspective is securing a successful implementation.
Improved Coordination with Integrated Planning: Organisational Capabilities
Authors: Ramstad L. S. , Halvorsen K. , Wahl A. M. 
Published: July 2010

Abstract
The need to increase production, lower operating costs, provide longer field lifetimes, and improve exploitation of the oil and gas resources is met by a change in work processes labelled by actors on the Norwegian continental shelf as ‘Integrated Operations', also known as e-fields, smart fields, and intelligent energy. These organizational changes are meant to improve decision-making by utilising real time information to collaborate across social, professional, organisational and geographical boundaries. Integrated Planning transfers these principles to the planning domain, supporting integration of information and utilizing experience, allowing for knowledge-intensive decision-making. Disciplinary or domain-specific activity plans are integrated into one holistic view in order to optimize the use of common resources like logistic support and maintenance expertise. In addition, a holistic view of the operations allow for more efficient deviation and change management, as changes in one asset domain might prove to be an opportunity for another domain. The organization's ability to take advantage of the extensive information accessible and flexibly handle deviations is reinforced by organisational and human qualities or capabilities. Organizational capabilities are development paths for acquiring certain skills or competences. The paper presents a theoretical framework of how to understand and analyse integrated planning, and proposes four organizational capabilities for successfully implementing Integrated Planning, namely organizational learning, communicative capabilities, agility & resilience, and mindfulness.
Integrated Operations Methodology and Value Proposition
Authors: Lilleng Trond , Sagatun Svein Ivar 
Published: July 2010

Abstract
This article proposes a model for value creation whereby a set of integrated operations (IO) success criteria are matched against key work process aspects. The principles in this model are implemented in Statoil's governing documents as an IO guideline.
The necessary and sufficient conditions for successful value creation by means of IO are modelled in a layered structure with seven success criteria. These success criteria are: Mindset, leadership and trainingOrganisation, networking and work process frameworkCollaboration work arenasInformation visualizations and work spacesInformation accessCommunication infrastructure, data transmission and standardsData capture and remote activation
The purpose of the IO guideline is to: Enable a common platform for improvements and training for all processes and business areasContribute to a common performance level among processes and business areas world wide in Statoil andDescribe the required steps for a successful implementation of IO
A consequence of this model is that the capital expenditure and improvement efforts related to one criterion must be met with matching efforts on the other criteria in order to achieve the desired outcome with respect to improved work process efficiencies, increased production, reduced costs and improved HSE.
The paper discusses the proposed IO model in a life cycle perspective from exploration to production. Examples and experiences from using of the model are included. A summary and some conclusions are given in the last section of the paper.
Antipatterns: A Tool for Continuous Improvement
Authors: Feineman David R 
Published: July 2010

Abstract
Process design patterns are fragments of business processes, used as a solution to commonly encountered problems. A process antipattern is a special form of pattern that is ineffective or has negative consequences but may also be routinely followed. The objective in studying process antipatterns is to identify suboptimal performance, and replace it with better practices. This paper describes some antipatterns in the implementation of digital oilfield projects, refactored solutions that enable recovery from those antipatterns, and the root causes that create them. It concludes with a description of how continuous improvement enabled by antipatterns differs from more traditional approaches to project lessons learned, and why they represent a better way to capture and reuse experience based learning.