Factors for Successful Deployments

Hickey, Greg; Crossland, Alan; Fox, Alistair; Skiles, Mike

doi:10.2523/128703-ms

Cited by 2 publications

(1 citation statement)

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“…The challenges and some of the solutions have been well documented in prior papers including one describing factors for successful deployment based on BP's Data to Desktop (D2D) programme (Hickey et al, 2010), of which ERTT was a part. The key process steps in the deployment of the BP companion product ISIS, which has many features in common with the deployment of ERTT, are outlined in an earlier SPE paper (Toth et al, 2008).…”

Section: Global Deploymentmentioning

confidence: 99%

Reducing Production Deferrals from Rotating Equipment Using a Standardised Approach across Multiple Assets

Hickey¹,

Gamblin²,

Hocking³

et al. 2014

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In 2005, BP realised that the upstream operating business, with many assets, needed a set of standardised tools and processes for managing rotating equipment deferrals. As part of the Field of the Future programme, the Equipment Run Time Tracker (ERTT) was developed to automate the gathering of availability and reliability information which are the key performance indicators for rotating equipment. Where poor reliability is identified, other tools and methods including condition monitoring are used to understand the root cause of poor performance and fix the problem.This technology is applied across the segment to all types of surface facilities wherever rotating equipment is in use. This includes onshore, offshore, oil or gas producers and every geographical location. The solution is standardised, as is the deployment process to cover the whole range of upstream operations. This paper describes how automated reliability monitoring has been applied at scale across multiple assets as the first step in the management of production deferrals. It describes the BP Field of theFuture programme's experience of the development and delivery of Equipment Run Time Tracker, which has become the standard platform for monitoring reliability in a growing footprint of over 30 assets. Poor performers have been identified using the tool, along with instances of poor operation and control regimes. There are also examples where equipment has been moved to a condition based maintenance regime. Equipment Runtime Time Tracker is a significant development for the digital oilfield because it is a standardised solution for automatically capturing availability and reliability information across multiple assets at scale. As production deferrals are a major source of lost business value in oilfield operations and rotating equipment is a key source of these deferrals in the upstream oil business, addressing this problem at scale in a cost effective way is a strong driver of business value.

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Section: Global Deploymentmentioning

confidence: 99%

Reducing Production Deferrals from Rotating Equipment Using a Standardised Approach across Multiple Assets

Hickey¹,

Gamblin²,

Hocking³

et al. 2014

All Days

Self Cite

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Operating Model and Implementation Plan for Deployment of a Pilot Integrated Digital Oilfield Project

Al-Zaabi

Al-Rasheed

Franco

et al. 2015

SPE/IATMI Asia Pacific Oil &Amp; Gas Conference and Exhibition

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In 2009, the Kuwait Integrated Digital Field (KwIDF) project was established in the Sabriyah field in north Kuwait to boost production and reserves (Al-Jasmi et al. 2014). The goal was to help realize the vision of sustained oil production in Kuwait of four million barrels of oil equivalent per day (BOE/D) by 2030 . The project involved the creation of 11 integrated, automated workflows, and a real-time collaborative environment to help optimize production, reduce downtime, and improve reservoir management:• Reservoir visualization and analysis, and subsurface waterflood optimizer-helps enable the monitoring of subsurface health during the waterflooding process, and provides predictive reservoir optimization analysis and actions (Ranjan et al. 2013).By 2012, KwIDF had been deployed on 49 wells, representing a pilot that served as a proof of concept. By 2013, cumulative production gains of 756,000 barrels of oil were reported (Singh et al. 2013). While the gains were impressive, and management wanted to expand KwIDF, it was recognized that full deployment would pose significant challenges and, without a set of necessary changes, the value of KwIDF would not be realized.The key challenge facing management was to identify the appropriate operating model to deliver on the KwIDF vision and scale the program to accommodate future expansion across the rest of the organization. A transition and deployment assessment team was established by management to address this challenge.The transition and deployment assessment project produced a recommended operating model, a transition road map, change management strategy, risk and mitigation plan, and project charters to assist the program team and steering group in the deployment of KwIDF across the rest of North Kuwait.

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Factors for Successful Deployments

Cited by 2 publications

References 0 publications

Reducing Production Deferrals from Rotating Equipment Using a Standardised Approach across Multiple Assets

Reducing Production Deferrals from Rotating Equipment Using a Standardised Approach across Multiple Assets

Operating Model and Implementation Plan for Deployment of a Pilot Integrated Digital Oilfield Project

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