bluuebunny/crossref_metadata_2025_split huggingface dataset:
Next Step of Modeling Technologies: Live Model
Authors: Gladkov A. V. , Kondakov D. E. , Zakirova G. F. 
Published: February 2008

Abstract
Many experts admit a big gap between reservoir simulation and daily management of oil and gas fields. Because only a limited number of specialists can use the results of modeling and models get out of date quickly. The necessity to reduce access and update time has driven to development of a Live Model concept. It will reduce the gap between modeling and practical oil and gas field management.
The targets of Live Model concept are: use models as interactive means of teaching;make models available to everyone, everywhere, anytime;build updating and monitoring tools for models.
In accordance with Live Model concept we developed web-system which enables to perform model monitoring and analysis of reservoir simulation results. Using this tool any specialist by means of a web-browser can do the following: make analysis of dynamics well data;make maps, streamlines visualization;estimate the quality of the models history matching;create and calculate a simple model.
This web-system can act as an integral part of corporate information-engineering portal. Then we have opportunity to use dynamic production data, which is stored in corporate database, and automatically update Live Models. The interaction of web-system for models monitoring and analysis with the corporate database and models accessibility helps the oil and gas companies to use modeling results in the process of decision-making more efficiently. Another crucial factor is the opportunity to employ Live Models as training aids, which significantly reduces learning curve and increases the quality of training.
Leading Edge Techniques to Prepare your Organization and Workforce for Oilfields of the Future
Authors: Chapman Adrian , Kourtis Nikos 
Published: February 2008

Abstract
Remoteness of operations, scarcity of expert resources and a new hierarchy and expectations amongst partners in the E&P ecosystem expose organisations to increased risks and costly failures.
Implementation of Intelligent Oilfield initiatives is at an inflexion point between piloting and the deep business change required to make them part of a new business-as-usual. Many initiatives have struggled to realise the full value anticipated due to a lack of technology adoption.
There is an opportunity to introduce and institutionalise new behaviours and ways of working to help unlock the value of technology investments. Improvements in efficient, effective and safe execution will become the new sources of competitive advantage.
All this requires new organisation structures and workforce change in terms of skills, knowledge and working at a distance.
Innovative solutions are required. As a leading-edge, innovation-driven industry, E&P demands the same approach to organisation and workforce preparation that is applied to its core business. Entrepreneurial, can-do, E&P culture needs to be complemented with an organisation building mindset to implement lasting change.
This paper looks at the ‘future of work’. Based on research in business change, management and technology, it brings the insights needed to address the E&P organisation and workforce challenges for the oilfields of the future.
Real-Time Collaboration—Efficient Problem Solving and Extending Resources
Authors: Hickman A. , Guidry A. , Seaton S. 
Published: February 2008

Abstract
To meet the challenges to the industry of increasing hydrocarbon demand, increasing well complexity, reduced employee experience levels and the large physical distances between operational centers, advances in digital technologies are being increasingly leveraged by both operator initiatives and service company initiatives such as Halliburton's Digital Asset. Terms such as "smart wells" and "real time" have become more commonplace. Data is being generated faster than ever. The ability to interpret this data, model the data and implement optimized solutions in real time is critical to operational success. The demands placed on operating in a cost efficient manner, with greater returns on investment are ever present.
The use of a Knowledge Management collaboration tool, a key component of the Digital Asset, helps to meet these challenges by providing a real time collaborative environment which spans global operations, supports and develops synergies between multiple disciplines and transcends geographical and language barriers. Through its use an intentional shift in focus has taken place from centrally located sources of expertise to virtual ones. Virtual centers of collaboration empower users to collaborate, problem solve and share knowledge on demand. Any user, i.e. employee, can rapidly access the global expertise needed to put well challenges, potential solutions and increasing volumes of data and information in appropriate context. Through access to these extended resources employees can solve problems more efficiently and offer better solutions. Technical experts can cover more ground. Collaboration is facilitated by dedicated personnel who maintain a vital link with local, regional, and global technology leaders.
Examples from Canada, where the use of this approach contributed to an HTHP well being saved, along with an estimated cost of $15 million, from China where urgent advice was delivered to a rig experiencing an underground blowout and from Brazil where global experts collaboratively contributed to solving a wellbore stability problem will demonstrate how real time collaborative solutions are developed and moved from the virtual to real world environment to improve operational service delivery to external clients in the global market place. Lessons learned, best practices and strategies employed to engage users in the use of this collaborative environment are outlined.
Downhole Flow Control for High Rate Water Injection Applications
Authors: Barrilleaux Mark F. , Thomas Boyd A. 
Published: February 2008

Abstract
Smart completions that can remotely control the flow from multiple layers of a reservoir interval were introduced in the mid 1990's. Downhole flow-control (DHFC), as it has become known, has since been installed in hundreds of wells. However, there has been very little use of these valves to control water injection distribution within the layers of a reservoir interval at high rates (&gt;25,000 BWPD) in a continuous proportional operating mode. This paper will review BP's efforts to team with manufacturers to deliver new technologies that can reliably provide this functionality.
By 2010 a significant portion of BP's production will come from complex water flooded reservoirs, in an environment of rising operating costs. The injection wells in these fields need to accept, in some cases, up to 65,000 barrels water per day. The use of DHFC reduces the number of injection wells by using one wellbore to enable conformed injection into multiple intervals. This eliminates the need for injection wells dedicated to a specific layer to achieve injection conformance.
BP has been progressing the development of DHFC systems for water injection wells since 2001 through collaboration with technology developers. Assurance related activities are an important aspect of these technology developments. This paper will describe several assurance activities and the scope of work involved in each, including: Development of a Basis of DesignDevelopment of a Statement of RequirementsFMECA (Failure Mode Effects and Criticality Analysis) at component and system levelsDetailed Design ReviewBase performance qualification testingFull scale HALT (Highly Accelerated Lifetime Testing) of critical featuresStack-up and system integration testsField trialsEstablishment of Global Quality Control Plans for manufacturing
A case study will be presented, describing the application of the above processes to a choking downhole flow control system being deployed by several BP Projects.
BP Deepwater Gulf of Mexico Integrated Field of the Future Case Study
Authors: Castro A. , Fortune S. , Maio J. , Warburton S. , Sauermann R. 
Published: February 2008

Abstract
This paper will take us through the journey of integrating BP's Gulf of Mexico Information Management and FIELD OF THE FUTURE (Reddick, 2006; Reddick, et al, 2008) Strategies to deliver a powerful, combined technological solution. Only when both of these pieces are working together, can you truly start to use IT and automation technologies to optimize the business.
The paper will start with the information management story four years ago when we had four producing assets and four major projects behaving as individual businesses. It will then describe the creation of a strategy that focused on getting the information foundation right first.
The paper will then describe the integration of the foundation data sources into a web portal and organized in the way that people do their job. The paper will contain examples of real time data systems that give our asset support teams and vendors access to performance data on their machines. The paper will also discuss new processes that allow the advanced collaborative environments to take advantage of the new kit.
Finally, the paper will discuss the optimization efforts that are possible after a robust information foundation layer exists and is tightly integrated in the way that people do their work.
The lessons learned in the Gulf of Mexico over the last four years are: Need merging of FIELD OF THE FUTURE and Information Management strategiesNeed new processes developed and support models defined for new toolsNeed to use common information management architecture across entire business
Benefits that we have seen for our combined strategy are that: Faster, more coordinated responses to severe weather eventsReduced personnel on board thereby lowering HSE risk and lowering our operating expenseIncreased worker productivity due to much quicker access to and visual presentation of the dataMore rapid development of business tools
Realizing Value from Real Time Well Monitoring in BP's Field of the Future Program
Authors: Feineman David R. , Newman Mark , Campbell Michael G. 
Published: February 2008

Abstract
BP's FIELD OF THE FUTURE program makes use of in-well sensors, automation, and computer networks to move real time operations data to remote sites for analysis, enabling informed and faster intervention decisions. Realizing the value from such technology investments is not automatic, and requires an integrated approach to technology insertion that holistically addresses diverse issues of technology installation, stakeholder engagement and alignment, business process change, roles and skills as a managed project. We refer to this type of integrated approach applied to digital oil field developments as business transformation, which was described in outline in SPE 99779. This paper describes a recent case study from a Deepwater Gulf of Mexico field where there has been rapid and quantifiable business impact from the use of real time well data in the performing dynamic surveillance and allocating production processes.
BP's proprietary Integrated Surveillance Information System (ISIS) was put into global deployment starting in 2006. The system delivers well performance data to field and office sites in near real time. To realize the value from the ISIS tool, asset teams must be informed and aligned about the possible impacts on roles, skills, and business processes before, during, and after technology deployment. The case study starts with an examination of some of the historical factors that have limited rapid, global adoption of new technologies in BP. It describes the unique aspects of the overall business transformation project design and timeline, and some of the key work products required to establish both the case for change and business case. Finally, it presents some of the dimensions of business value that can be associated with the use of intelligent well information.
Looking forward, the paper describes some of the remaining challenges and opportunities dealing with scale up, acceleration, and centralized business process governance.
Modelling and Optimisation in BP Exploration and Production; Case Studies and Learnings
Authors: Stenhouse B. 
Published: February 2008

Abstract
This paper discusses the role of modelling and optimisation in BP's FIELD OF THE FUTURE Short-Loop optimisation programme. The focus is on the short-term optimisation of oil and gas production subject to the constraints imposed by hydrocarbon reservoir management and the associated protection of reserves. Reservoir modelling itself is not discussed; rather it is assumed that an effective reservoir depletion strategy has been defined and can be used to set boundaries for the short term optimisation of production.
The primary objective of the paper is to support the case for the widespread use of mechanistic modelling in support of operational decision making. Past experience in BP, with modelling and optimisation technologies, has shown that there is a huge potential for increased production from the use of models in support of daily operations, once the quality of these models has been assured.
The paper reviews the current business drivers for optimisation in BP and summarises some of the historical experience with model based optimisation in BP's Exploration and Production segment. The paper concludes by summarizing some of the key learnings that the FIELD OF THE FUTURE programme is taking forward as the basis for the design and deployment of a new optimisation capability within BP. called Model Based Operational Support (MBOS).
Examples of Right-Time Decisions From High Frequency Data
Authors: Shyeh J. Jane , Hehmeyer Owen J. , Gibbeson John M. , Mullins J. Jason , Trujillo Dickson 
Published: February 2008

Abstract
Asset performance can often be improved through continuous monitoring and/or through better utilization of information extracted from the high frequency data that are becoming more readily available in today's digital world. ExxonMobil has a long history of applying advanced technologies in asset management. Today, we continue to use new hardware, integrated software, and improved data infrastructure to enhance asset management workflows. ExxonMobil is taking an enterprise-wide approach (Reece et. al. 2008) to implementing digital technology in asset management.
This paper presents four examples where ExxonMobil has taken advantage of high frequency data for timely asset management decisions. These four examples represent implementation at four different operational scales: for reservoir management, for well management, for facility management, and for plant management. The four examples are: (1) For a West African reservoir: Permanent downhole pressure gauge data have added value in reservoir modeling that in turn provided a method for calculating reservoir rates; (2) For South Texas gas wells: Real-time data access and charting capabilities were implemented and advanced data analysis explored to identify well events and manage well work-over activities aided by artificial intelligence; (3) For Norwegian oil fields: An integrated facility model was developed and tuned for surveillance and operation of a network of wells and production facilities that are shared by multiple fields; (4) For an Australian production plant complex: Production from offshore platforms, a gas plant, a crude stabilization plant, a fractionation plant, and a tank farm was optimized with high frequency data and automatic process control.
A Standard Solution for Upstream Oil and Gas Surveillance
Authors: Crawford Mark L. , Hoefner Mark L. , Oakes Jack E. 
Published: February 2008

Abstract
ExxonMobil* is developing and implementing new systems and work processes that will increase the efficiency and effectiveness of well, reservoir, and facilities surveillance across their operated assets worldwide. For opportunities with a significant information technology component, often referred to as "digital oilfield" initiatives, ExxonMobil applies a broadly consistent, systematic approach to the identification of technologies or suites of related technologies which will add quantifiable value given our asset mix and organizational structure. To derive the greatest impact and efficiency, the new technologies are then implemented within established standard computing systems which allow scalable global solutions.
Improved surveillance, whether it applies to well productivity, well integrity, reservoir performance, or surface facilities, has been identified as an area with a significant opportunity for volumes uplift and for improved work efficiency. ExxonMobil is developing a number of new surveillance tools, processes, and systems, some of which will utilize proprietary in-house technology with others developed jointly with vendors. This paper will focus on one such initiative, termed "Production Surveillance and Optimization" (PS&O). The PS&O initiative is a combination of enhanced IT capabilities and ExxonMobil-standard surveillance processes and best practices that will be employed worldwide starting in 2008. Key features of the PS&O tool are that it connects to disparate datastores such as corporate data repositories and data historians, allows automated alerting when production conditions deviate versus expectations, allows automation of follow-up diagnosis and analysis, and provides access to proprietary best practices relevant to the task at hand.
GeDIg: Petrobras Corporate Program for Digital Integrated Field Management
Authors: Moisés G. V. , Rolim T. A. , Formigli J. M. 
Published: February 2008

Abstract
Foreseeing near future opportunities for oil and gas fields, Petrobras created a corporate program dedicated to study, develop, and implement Digital Integrated Field Management (GeDIg) among its production assets.
Over the last three years, Petrobras has been developing a pilot strategy based on multiple scenarios to evaluate the technology level of digital oilfields. Six assets were chosen, taking into account the diversity of production processes (heavy oil, offshore, onshore, brown, and green fields) found all over the Brazilian fields. Two different approaches were implemented: in-house development and partnership with integrated companies.
Petrobras program is supported by three fundamental elements: people, process, and technology. Humanware, workflow processes, and change management are the key factors for new technologies implementation such as collaboration centers, intelligent completion, and fast loop artificial lift optimization.
After the pilots first year of operation, lessons learned will be gathered to guide the expansion of the digital oilfield concept for other Petrobras assets. The objective of this work is to describe the methodology applied in the six pilots and how Petrobras is going to improve its digital way of work and add value to its assets with Digital Integrated Oil and Gas Field Management.
The Fazenda Alegre Journey into Intelligent Energy — Lessons Learned from a Successful Holistic Approach of People, Process and Technology Aligned to Business Strategy and Results
Authors: Vinturini W. L. , De Castro G. B. , Crespo J. H. S. , Albernaz J. R. , Lopes M. A. S. , Valadares A. 
Published: February 2008

Abstract
Petrobras created a corporate program designed to guide and implement Digital Integrated Field Management among its production assets, named GeDIg. Fazenda Alegre field (FAL) was chosen as the Espírito Santo Business Unit pilot. The FAL field is an onshore brownfield which produces naphthenic heavy oil from 59 wells with cycled steam injection as improved oil recovery (IOR) method. Management and technical teams from FAL are geographically dispersed among three different locations: its logistics base in São Mateus city, its business unit headquarters in Vitoria city and FAL facilities located 210 km North of Vitoria and 40 km South of São Mateus.
GeDIg-FAL pilot scope comprises the deployment of an integrated portal giving users access to several new technical solutions and collaboration capabilities. Business process revisions and change management initiatives to accelerate new work process implementation were all considered. Moreover, the FAL pilot includes the design, construction and commissioning of three collaborative environments for real time production monitoring and process analysis.
This paper's objective is to describe the GeDIg-FAL Pilot Case Study, highlighting the innovations brought up and the means used to deliver intelligent energy capabilities into FAL operation, while sharing results and lessons learned from each project phase, starting with assessment all the way through operation, including a business case study development.
Group Mental Models in Collaborative Work Environments
Authors: Guldemond Ewoud , Ten Have Klaas 
Published: February 2008

Abstract
Individuals in Collaborative Work Environments (CWE's) have interpretations and norms towards the technology they use. We call these interpretations and norms ‘mental models’. These mental models form the perceptions from which other models are interpreted, for example decision-making models. Mental models can be divided into taskwork and teamwork mental models.
This paper will focus on the group level of the (shared) mental models. Not only the use of technology is influenced by the mental models, also the success of learning will, to a large extent, depend on these mental models. So far, the emphasis has been on the development and implementation of Smart Oil Fields Technology as such. Little attention has been paid to the importance of the influence of mental models during the implementation of the new technology. This paper aims to shed some light on the subjective aspect of the implementation of Smart Oil Fields Technology within the CWE's, by providing a model of major factors of influence and outcomes of Group Mental Models in Collaborative Work Environments.
Integrated Operations: How Effective is the Current Relationship between Operating Companies and Suppliers?
Authors: Sund Knut A. , Bratvold Reidar B. 
Published: February 2008

Abstract
Over the past few years there has been an unprecedented wave of capital spending in the exploration and production industry. Still, the expectations for improved capital efficiency from Integrated Operations and its promise of "faster and better decisions" have not materialized. Industry headlines are filled with notable examples of multi-year, multi-billion-dollar overruns. Indications show that leaders of oil and gas companies may be less satisfied with their overall performance than at any time in the industry's history.
In this paper, the main focus is on inter-organizational relationships between operators and suppliers in the context of Integrated Operations. We have surveyed one large operator, three large suppliers, and some small suppliers operating on the Norwegian Continental Shelf (NCS). The survey included a broad range of technical professionals at different management and business levels and included questions related to the collaborative relationship between operators and suppliers. The paper presents and discusses some of the results from the survey. We will discuss the disconnection between operators and suppliers related to contractual/ incentive based contracts. Further, end results with use of incentive based contracts will be illustrated and possible improvements will be discussed.
Improving collaboration between operators and suppliers offers perhaps the greatest challenge and, we believe, the greatest potential in achieving the much anticipated value creation from Integrated Operations. This paper contributes to this by identifying the key disconnects between operating companies and suppliers.