Although the implementation of Smart Fields, or Digital Oil Fields is at last gaining momentum, many companies continue to place the measurement of benefits in the 'Too Difficult' category. It seems to make sense that the combined capability of a Smart Field should allow more value to be extracted from the field, but measuring value from a large programme of interdependent projects can be difficult. Attempts to allocate benefits to individual projects can be misleading and often results in double-accounting between different stakeholders, and some of the 'high value' benefits associated with additional recovery are difficult to quantify and are typically realised many years into the future.This paper addresses some of the tangible benefits that have been identified in ADCOs first Smart Field development, together with the expected benefits in implementing similar capabilities across the other assets. It explains how several different levels of wellhead instrumentation and control were evaluated to determine the level of smartness which generated the highest business value.The results of the assessment have been used to support the roll out of a corporate wide, integrated Smart Fields programme, covering well instrumentation and control, an upgrade to the telecoms infrastructure, analytical / visualisation applications and collaborative work environments.

Collaborative Work Environments provide seamless communications between disciplines and between teams in different locations. Traditionally they have been used to connect staff in remote locations to teams in the headquarters, allowing real time monitoring of the health of the field, and fast decision making on operational issues and short to medium term optimisation opportunities. The ultimate goal is to be quickly alerted to events and make smarter, faster decisions using the key capabilities available to the company with access to all relevant knowledge, data and analytical tools required to reach a decision. But this drive to make smarter, faster decisions is applicable to all levels of a company. In fact it becomes increasingly important as more complex decisions are required at higher levels, which can be influenced by interpreted data, personal opinions and perceptions. To assist decision making at all levels ADCO and ADNOC are implementing a hierarchy of collaboration centres: The traditional asset based Collaboration Work Environments (CWE) will be responsible for the day-to-day management of the fields and ensuring delivery against the business plans.An ADCO Corporate Production Real Time Operations Centres (RTOC-P) will manage the production-related interfaces between the asset teams, the oil and gas customers and the shareholders. Through the interfaces between asset CWEs and the RTOC-P, technical experts positioned in the Head Office will also be able to provide technical support to the fields in critical areas such as rotating equipment.ADCO will implement a second Corporate RTOC with the specific purpose of managing and optimising ADCO's expanding drilling programme.At the highest level, ADNOC, as the main shareholder, will implement collaboration centres to interface with all operating companies, allowing ADNOC to provide more effective support in their evaluation and approval processes. The key objective of making smarter, faster decisions applies at all levels.