In 2009 Statoil rolled out a performance incentive business model ensuring high quality real-time drilling data deliverables [SPE 127799]. But how do you measure performance? And how do you create a system automatically monitoring quality all the way from the rig and into target systems onshore?Talking to operators and service companies, Statoil concluded that our industry seemed to be at a starting point when it comes to deploying automated monitoring systems targeting both availability and data content.A technology development project was established in parallel with the performance incentive business model [SPE 127799], with the following goals:1. Ability to monitor real-time drilling data streams from Statoil's drilling operations into all target systems 2. Automated alarms triggered by data content automatically notifying operators on e-mail/SMS

Over the last decade, change management has had significant focus in Statoil, and we have implemented a large number of major changes to our operational work processes in order to improve decision support and drilling efficiency. Deployment of new technology and new processes utilizing real-time drilling data affect not only Statoil as operator, but also service companies, contractors, application vendors, and standardization committees. Implementing internal changes affecting day-to-day operations is in itself difficult. Implementing changes also affecting and changing other companies' processes and deliverables are even harder. Change management in Statoil have had many different approaches with regards to implementation and results. In hindsight we see that some of the transitions have been very successful, whilst others have been more challenging. We also see that the objectives and characteristics of the various transitions heavily influence the optimum change management process. Small differences in the approach can drastically influence the outcome. In this paper we will present some of our observations, learning's and experiences implementing new processes, new technology and new contracts within the domain of real-time drilling data. We will touch upon the following topics: Optimizing the collaboration: operators, service companies, contractors.Change management focus: Functionality vs. technology.Commercial technology vs. CustomizationsContract strategy The cases in this paper will illustrate each learning experience, both good and bad. Finally, we will present a summary of our experiences and recommendations, hoping that this may be of value to others working with change management processes within the exciting area of Intelligent Energy.

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:1. Changing the contract templates for MWD/LWD and ML to enable measurable KPI's. 2. How to convert technical KPI scores to financial impact (bonus/penalty). 3. Implementing new contract templates for a subset of drilling operations. 4. Creating new WITSML based technology automating KPI measurements. 5. 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.

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:1. Changing the contract templates for MWD/LWD and ML to enable measurable KPI's. 2. How to convert technical KPI scores to financial impact (bonus/penalty). 3. Implementing new contract templates for a subset of drilling operations. 4. Creating new WITSML based technology automating KPI measurements. 5. 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.