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.

An acoustic gas kick detection system has been successfully tested in full-scale experiments. The principle of operation is similar to that of an echo-sounder system. The method is neither dependent on mud circulation, nor does it require the presence of the drillpipe. It can be applied to both platforms and floating rigs. Furthermore, only surface equipment is required for its operation. In the experiments 150 to 600 l of gas was injected at a depth of 1210 m both in water and in water-based drilling fluid. The results show that the changes caused by the presence of free gas in the well are easily and instantly detected. Introduction The influx of hydrocarbon gas into the borehole while drilling represents a serious hazard. If such a gaskick is not handled properly, a blowout of the well may be the ultimate consequence. With the advent of slimhole and high temperature/high pressure drilling, the detection of potential gaskicks is of increasing importance. Kick detection systems in common use include pit gain or differential flow measurements. The response time of these measurements may be too long under certain situations. In contrast, acoustic kick detection systems have the potential of detecting the gas downhole, and in the earliest stages of a kick. A common feature of the present day acoustic systems is that they rely on pressure generated during mud circulation. This implies that they do not function during, e.g., tripping, which is a drilling phase in which kicks more easily occur because of the reduced pressure balance and the swabbing effect of the drillstring. Statistics show that as many blowouts occur while tripping out as occur while drilling. Presently, no acoustic system is available that functions irrespective of whether mud is circulated. This paper describes the investigation of a concept to detect gas kicks, termed the "wellhead sonar", that does not require mud circulation. Furthermore, no downhole equipment is needed and the system functions with and without the drill string in the hole. P. 249^

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.