Creating a Digital Picture of our Integrated Operations Within BP: Why a Picture Says a Thousand Barrels

Calvert, Patrick A.; Heddle, Richard; Stenhouse, Bryn John; Woodman, Malcolm

doi:10.2523/128709-ms

Cited by 2 publications

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“…The mapping includes such factors as frequency, timing and duration of meetings, meeting agendas, inter-relationships between agendas, meeting representatives, leadership focus and use of work surfaces to create common mindsets and to support the decision making. Further developed and use of shared work spaces is regarded as one of the essential improvement opportunities pertaining to most operations and functions as discussed, for example, by Calvert et al (2010).…”

Section: Structure and Content Of Recurring Meetingsmentioning

confidence: 99%

Integrated Operations in Statoil - From Ambition to Action

et al. 2012

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During 2007During -2009 Statoil performed a series of steps to enable integrated operations (IO). This included introduction of standardized work processes, a common operating model for Statoil-operated fields on the Norwegian Continental Shelf (NCS) and an IO guideline based on seven IO success criteria, ref. SPE 128576. During 2010 a mapping of IO capabilities based on Statoil's IO guideline and requirements was performed for 28 Statoil-operated NCS fields for selected work process aspects within drilling, production optimization and operations and maintenance. The purpose was to map the degree of IO compliance in relation to the common operating model and identify improvement opportunities within each of the field units.The mapping was based on a questionnaire of 190 questions and was distributed to 590 persons within the field units. The response to the survey was very satisfactory (79%). To supplement the questionnaire the IO team performed meeting observations and analysis of supplementary data and KPIs for each field. Best practice was identified for most work process aspects and used as a reference for improvements across assets. All the data were treated statistically to limit uncertainties and bias. The mapping project identified IO improvement opportunities within the individual field units, as well as common improvement projects across fields/assets. The paper addresses the challenge of scaling with respect to IO implementation, from selected work processes and individual production installations to broad implementation for Statoil's NCS operations.The IO mapping project documented the value of utilizing the IO guideline and capability model as basis for identifying actionable improvements with respect to integrated operations in a systematic manner for a large number of assets. The paper describes the method, main results and experiences gained from the project.

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Section: Structure and Content Of Recurring Meetingsmentioning

confidence: 99%

Integrated Operations in Statoil - From Ambition to Action

et al. 2012

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“…BP has also reported on operational support systems that include data-driven components. Calvert et al (2010) demonstrate a combination of data analytics and visualization with first-principles models to generate operating scenarios for oil and gas installations which they represent with process mapping technology. These scenarios allow the installations to gradually evolve toward operations that are much closer to the facility's operational optimum.…”

Section: Introductionmentioning

confidence: 99%

A Data-Driven Approach to Modelling and Optimization for a North Sea Asset Using Real-Time Data

Ziegel¹,

Shirzadi²,

Wang³

et al. 2014

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Increased numbers of sensors on wells do not result in increased production. New methods of data analysis are needed to capitalize on the new data. A novel approach to modelling gas coning has been developed for one of BP's assets. It integrates several data-driven models representing different aspects of a well's performance.Prior art, as exemplified by other approaches in BP and other case studies in the literature, is discussed. A description of the field and its operational issues around gas production is given. The details of the methodology that has been used are provided. The novelty relative to the prior methods described in literature is discussed. Advantages of the data-driven approach are explored, incorporation of the models into real-time operational support systems is considered, and other opportunities for leveraging available data to maximize the value from our operations are mentioned.The approach has been tested on a North Sea reservoir. An interconnected suite of models for reservoir pressure, indication of the presence of gas coning, virtual flow measurement for fluids and gas production, and dynamic prediction for future fluids and gas rates, was developed. The suite of models predicts fluid and gas rates for use in short-time-loop optimizations. Models use the available real-time data, which includes bottom-hole pressure, wellhead pressure, choke changes, and gas lift rate. The data is captured for production, injection and observation wells.The methodology assists in the prediction of the dynamic well behavioral changes which result from the onset or occurrence of gas coning. It enables the asset to leverage its real-time sensor data to manage and optimize its wells while respecting the facility's constraints. It works for similar assets where dynamic well behavior must be managed.

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Creating a Digital Picture of our Integrated Operations Within BP: Why a Picture Says a Thousand Barrels

Cited by 2 publications

References 0 publications

Integrated Operations in Statoil - From Ambition to Action

Integrated Operations in Statoil - From Ambition to Action

A Data-Driven Approach to Modelling and Optimization for a North Sea Asset Using Real-Time Data

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