The Fazenda Alegre Journey into Intelligent Energy — Lessons Learned from a Successful Holistic Approach of People, Process and Technology Aligned to Business Strategy and Results

Vinturini, W. L.; Castro, G. B. de; Crespo, J. H. S.; Albernaz, J. R.; Lopes, M. A.; Valadares, Alexandre Arbex

doi:10.2118/112160-ms

Cited by 8 publications

(4 citation statements)

References 7 publications

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“…The drilling center works in a cooperative and integrated way, enabling an organizational culture based on scenario analysis and decision-making support [27].…”

Section: Dimension Cluster Main Questions Peoplementioning

confidence: 99%

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Drilling Centers Maturity Model Evaluation Based on Integrated Operation Key Elements: A Case Study from Brazil

Lima¹,

Pinto²,

Sobreira³

et al. 2016

TOPEJ

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The current economic situation is pushing the oil industry toward higher efficiency and safety, demanding different ways of work. Optimization is an increasingly important issue, which involves technology, sharing of real-time information, collaboration, and the application of multiple expertise across disciplines, organizations, and geographical locations. In this way, companies are introducing Integrated Operations to redesign and optimize many work processes. To address this challenging scenario, Petrobras, the Brazilian oil operator, decided to optimize the collaborative environments of its drilling centers which are critical for well construction, to introduce integration and improve efficiency. This article presents a methodological approach that is applicable across the oil industry, including a survey of drilling centers to document perceptions concerning the key Integrated Operations components: people, process, technology and organization. This approach applied an intensive assessment. The applicability and scalability of this methodology are reinforced by inclusion of statistical analysis of questionnaire responses. The study results were used to implement a unique collaborative environment that has decreased operating time and facilitated future operational improvements. The research pointed to positive impacts on both, the safety and performance aspects. The preliminary results are promising. For an example, it was observed a 7.25% decrease in time required for a casing run.

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“…The drilling center works in a cooperative and integrated way, enabling an organizational culture based on scenario analysis and decision-making support [27].…”

Section: Dimension Cluster Main Questions Peoplementioning

confidence: 99%

“…The drilling center has a proper physical environment for the processes (environment automation, visualization systems, lighting, furnishings, air conditioning, and sound system) [27].…”

Section: Technologymentioning

confidence: 99%

Drilling Centers Maturity Model Evaluation Based on Integrated Operation Key Elements: A Case Study from Brazil

Lima¹,

Pinto²,

Sobreira³

et al. 2016

TOPEJ

View full text Add to dashboard Cite

show abstract

“…According to Petrobras' vision, GeDIg consists of a new working concept based on real time data availability associated with a new integrated management model, including not only the development of new technologies, but also the implementation of new processes and structured change management efforts, allowing a better collaboration culture better incorporation by the involved people. This new integrated vision is considered a competitive advantage as the decision-making process become faster and more effective, leading to production optimization, cost reduction, reservoir recovery factor increasing and/or safer operations (Vinturini, 2008).…”

Section: Petrobrasmentioning

confidence: 99%

“…Shortly, the GeDIg is not a technology project, but a substantial element of technology needed to achieve operational transformation. (Vinturini, 2008)…”

Section: Petrobrasmentioning

confidence: 99%

Integrated Operations: Value and Approach in the Oil Industry

Lima¹,

Lima²,

Quelhas³

et al. 2015

Braz. J. of Operations & Production Manag.

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Today's society is increasingly susceptible to global economic crisis. The energy is still extremely dependent on oil, whose extraction scenarios usually have great complexity. The technology in the oil industry has undergone a vertiginous development in recent times. Advances in information, data and telecommunications have been reflected in the connectivity of systems and people with tremendous impacts on improvements of operational and business decisions. In this context, came to light an important movement of Integrated Operations (IO), which has systematized the implementation of this concept in the oil and gas operators and service providers. Each company has created its program, with peculiarities and challenges. This paper, including an intensive literature search, analyzed the objectives, concepts and architectures of Integrated Operations deployments in five major operators. Through a reference framework, the differences and similarities of these models were discussed. There was also an analysis in recent bibliography in order to better understand the value for Integrated Operations.

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GeDIg: Petrobras Corporate Program for Digital Integrated Field Management

2008

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Foreseeing near future opportunities for oil and gas fields, Petrobras created a corporate program dedicated to study, develop, and implement Digital Integrated Field Management (GeDIg) among its production assets. Over the last three years, Petrobras has been developing a pilot strategy based on multiple scenarios to evaluate the technology level of digital oilfields. Six assets were chosen, taking into account the diversity of production processes (heavy oil, offshore, onshore, brown, and green fields) found all over the Brazilian fields. Two different approaches were implemented: in-house development and partnership with integrated companies. Petrobras program is supported by three fundamental elements: people, process, and technology. Humanware, workflow processes, and change management are the key factors for new technologies implementation such as collaboration centers, intelligent completion, and fast loop artificial lift optimization. After the pilots first year of operation, lessons learned will be gathered to guide the expansion of the digital oilfield concept for other Petrobras assets. The objective of this work is to describe the methodology applied in the six pilots and how Petrobras is going to improve its digital way of work and add value to its assets with Digital Integrated Oil and Gas Field Management. Introduction E&P is moving towards a new digital era, where technology supports new workflow processes, and Petrobras, foreseeing the near future opportunities for oil and gas fields, created a corporate program dedicated to study, develop, and implement Digital Integrated Field Management (GeDIg) among its production assets. Petrobras defined a pilot strategy based on multiple production scenarios, taking into account its production processes diversity (heavy / light oil, brown / green, offshore / onshore fields). The main goal of the pilot strategy is to evaluate the benefits of digital oilfield implementation, combining production scenarios with asset intelligence level. Six assets were chosen and different approaches were considered. In each pilot, the digital fields are being designed with real time operation, data base integration, and collaborative functional model to achieve faster decisions based on concise and reliable information. To implement the new digital way of work, humanware, workflow processes redesign, and change management become important tools to transform the processes into its TO BE form. The methodology applied in the pilot strategy is presented in the next section, followed by the detailed description of each pilot. At the end, the lessons learned from the GeDIg program will be presented. Pilot Strategy Digital Integrated Field Management (GeDIg) is E&P integrated management for production processes to add value to oilfield through personnel training and right time information access (automation, modeling and simulation). In addition, GeDIg aims real time monitoring and control, production and cost optimization, pursuing ultimate reservoir recovery augmentation. Besides digital oilfield benefits evaluation, GeDIg program expects to design the best strategy for a multi-production scenario in broad digital field implementation.

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The Fazenda Alegre Journey into Intelligent Energy — Lessons Learned from a Successful Holistic Approach of People, Process and Technology Aligned to Business Strategy and Results

Cited by 8 publications

References 7 publications

Drilling Centers Maturity Model Evaluation Based on Integrated Operation Key Elements: A Case Study from Brazil

Drilling Centers Maturity Model Evaluation Based on Integrated Operation Key Elements: A Case Study from Brazil

Integrated Operations: Value and Approach in the Oil Industry

GeDIg: Petrobras Corporate Program for Digital Integrated Field Management

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