The workforce transition from the graying, experienced generation to the incumbent crop of workers underscores the absence of many advances that were promised as part of the Smart Wells and collective Intelligent/Digital Oil Field of the Future (DOFF). As we prepare to hand over controls to the thumbs seasoned on Nintendo controls, we don't commonly find touchscreen controls, 3-D visualizations, automatic diagnostics and predictive analytics widely prevelant in the industry. Environmental factors such as ubiquitous computing, networking, and communication have contributed to nurture a worker profile that is likely to exhibit a need for much more speed and openness. Incredibly adept at technology applications as compared to the outgoing workers, however, the same incumbent worker is going to be years behind on the experience scale. The average worker experience profile is going to see a dramatic drop in the next five to ten years. Workforce effectiveness and sustenance gains renewed focus in the oil field's "Big Crew Change". In that context, the delayed promises of the DOFF become painfully evident. This study challenges the notion that current pace of DOFF implementations is aggressive enough to materially contribute to the industry's future. Introduction Our quest for the erstwhile DOFF begins first and foremost with a general definition of the term. We propose that one or more of the following characteristics must be attributable to any initiative being considered a potential candidate of DOFF:Commonplace use of real-time, integrated data for wells and equipmentClosed-loop feedback cycles between Operations and Planning/AlanyticsEnhanced degrees of human collaborationUse of the latest communications technologies The precise definition can be elusive, though many have been attempted. Many oil companies have similar-sounding DOFF programs, though their details tend to vary wildly. To a certain degree this is natural, since DOFF programs need to address the most pressing problems for the company, much like any other improvement initiative. Though common pain points exist from company to company, these can be unique at the asset or business unit level - the level at which most DOFF programs originate and begin to take real shape. Status Check: Implementation Metrics and Qualifications As we attempted informal surveys among various majors, independents, and service companies to determine the approximate state of the industry, we came to realize that there is no authoritative source of data in most organizations that can clearly identify measurable progress towards DOFF. By and large, DOFF is a byproduct of general operations and optimization rather than an easily defined, distinguishable initiative by itself. Organizations generally tend to qualify metrics such as network bandwidth capability and utilization, data storage capability and utilization, and similar measures. Unfortunately, DOFF-specific progress metrics are virtually impossible to extract from those bundled numbers. Ambiguity surrounding the precise definition of DOFF further exacerbate this confusion. To be fair, it must be acknowledged that enabling, or component technologies are much more widespread than a decade ago. Examples are advanced SCADA systems for production operations, real-time monitoring centers for drilling operations, or collaboration technologies for support centers. It has been argued, however, that these represent evolutionary expansion and wider adoption rather than revolutionary progressions of capability.
Though many of the US shale plays have been developed in just the last few years, there remain new producing assets that lack the latest technologies and best-in-class working practices. Retrofitting these assets with now-commonplace digital oilfield-type automation, information technology (IT), and work practices have revealed significant benefits to BHP Billiton (BHPB) in the Eagle Ford shale. This paper will describe how BHPB, after purchasing the Petrohawk Eagle Ford shale assets, recognized the potential for improvements, and used Karnes County wells as a demonstration area for its Intelligent Well Pad Program (IWPP). A multi-disciplined team evaluated the opportunities and implemented a comprehensive program of facility redesign, wellsite automation, IT & Telecommunications, and a 24/7 surveillance center. A detailed assessment, with all key stakeholders, yielded a fit-for-purpose program, detailed and tailored for this specific application. The IWPP, deployed over a 12-month period, is showing improved results in HSE (via reduced personnel exposure to driving on dangerous rural roads and well pad hazards), Production (via reduced downtime), and Cost (via increased well count / operator). Based on these early positive results, BHPB are now developing and tailoring its IWPP solutions and working practices across all of its shale assets, as a key aspect of greenfield well pads.
Innovations in various collaboration technologies are helping companies to make the Intelligent Oilfield (or DOFF) a reality. Core to the Intelligent Oilfield are collaborative environments (or remote operations centres) -a high-tech, communications, visualization, and audio-enhanced monitoring or control room that enable more effective data collection, monitoring, communications and knowledge & information sharing. These environments are designed to help resources make more informed decisions and to take the appropriate actions across the enterprise. In addition, they enable alignment, focus, and a common understanding to help prioritize opportunities.There are currently two differing philosophies for the implementation of these centres -an asset-based centre that services a single asset; and a central hub model that services multiple assets. Each approach has its own particular merits and potential pitfalls. Although there is no single right answer, certain considerations are recommended before construction begins that could assist in determining the most appropriate approach for the given circumstances. Factors such as corporate culture, employee skill base and complexity of workflows can have a huge impact on the success of the final choice. Without such an evaluation, many efforts will continue to be burdened or opportunities will be deferred or lost.The paper proposes to look at the circumstances in which each approach has been adopted and consider the pros and cons of each and some of the factors that will influence the design choice.
Introduction The Intelligent Oilfield (IOF), also known as the Digital Oilfield of the Future (DOFF), encompasses a collaborative environment (CEs) for communication, data collection, reporting and monitoring, and knowledge & information sharing. These environments, or physical workspaces, are intended to help people make more informed decisions and to take the appropriate actions across the enterprise. In addition, it enables alignment, focus, and a common understanding to help prioritize opportunities. Innovations in various collaboration technologies are helping companies to make the intelligent oilfield a reality. One of the key implementation components currently attracting attention is the collaboration or remote surveillance center - a high-tech, communications, visualization, and audio-enhanced monitoring or control room. Although the facility is intended to create an atmosphere for improved communications, multifunctional work, and a means to help eliminate organizational barriers, the center itself is only the physical manifestation of the desired spirit of richer and increased human interaction. There are currently two differing philosophies for the implementation of these centers - an asset-based center that services a single asset and a central hub that services multiple assets. Each approach has its own particular merits and potential pitfalls. Although there is no single right answer, certain considerations are recommended before construction begins that could assist in determining the most appropriate approach for the given circumstances. Factors such as corporate culture and employee skill base can have a huge impact on the success of the final choice. Without such an evaluation, many efforts will continue to be burdened or opportunities will be deferred or lost. Collaboration Center Defined Webster's dictionary defines collaboration as:to work jointly with others or together especially in an intellectual endeavor, orto cooperate with an agency or instrumentality with which one is not immediately connected. That said, the oil industry has been collaborating internally, such as a business unit with an R&D group, and externally, such as with suppliers, for years. What makes the recent CEs different from the collaboration in the past is the reliance on real-time data and information, with the intent of real-time analysis and decision-making, in a fixed, fit-for-purpose physical space. The degree of real-time action-taking, whether through remote control or other means, is much more variable for CEs, even within the same company. The collaboration of today is also about interacting for a common goal. The main theme or purpose for installing collaboration centers is for increased "situational awareness" - that is, the expedient understanding in an organization of what it is faced with and how to respond or exploit that particular situation. This alignment can be difficult given the autonomous nature of E&P organizational structures and governance models, combined with the numerous situations that require a globally diverse support network. Therefore, the new CEs not only represent a new physical workspace, but a new operating model that has many unintended consequences. As an enterprise considers the value of a collaboration center, there are various factors and consequences (intended and unintended) in design, installation, and operation. The center itself is merely the physical manifestation of a spirit of data, information, and knowledge sharing within an organization. It should be noted that the benefits of this collaborative spirit can, ideally, be achieved without the physical space by virtue of well-connected, collaborative workforce. But, the new CEs may be the valuable first step in an evolution that leads towards real-time collaboration anytime anywhere.
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