BP has had an active digital oilfield programme for over 10 years with our Field of the Future technology flagship. This paper identifies some key learnings from both our own experience and comparison with activity across the industry. We then examine the implications for the future of the digital oilfield concept. In retrospect, we characterize BP's activities into two distinct phases. We believe the characteristics of these phases also apply more generally in the industry. Phase 1 (2000-05) dealt with communicating a compelling vision and demonstrating the validity and potential of the digital oilfield concept. This phase dealt with engaging asset and major project teams in understanding the potential value in new ways of working by accessing real time operational information. In an R&D sense, Phase 1 was about developing and integrating a diverse set of tools to support technology trials and prove up the concept. In Phase 2 (2005-11) we started to implement at pace and scale. For BP, the focus was on delivery of discrete real-time remote monitoring solutions and target driven value realization for well monitoring, surveillance by exception (i.e event driven rather than by routine scheduling), equipment reliability, and production optimization. We have documented value delivery of over 70 mboed net cumulative production impacts, plus other benefits. The choice of specific technologies was less important than the drive for sustainable implementation and solid business cases. The range of industry experience raises an interesting question about options for the next phase of activity. These range from a focus on embedding the success to date as "business as usual", through to targeting the next class of difficult problems or operational risk reduction. Using the skills and experience from Phase 2 could unlock even greater value and further transform the work of energy companies. RESULTS/CONCLUSIONS

BP's FIELD OF THE FUTURE program makes use of in-well sensors, automation, and computer networks to move real time operations data to remote sites for analysis, enabling informed and faster intervention decisions. Realizing the value from such technology investments is not automatic, and requires an integrated approach to technology insertion that holistically addresses diverse issues of technology installation, stakeholder engagement and alignment, business process change, roles and skills as a managed project. We refer to this type of integrated approach applied to digital oil field developments as business transformation, which was described in outline in SPE 99779. This paper describes a recent case study from a Deepwater Gulf of Mexico field where there has been rapid and quantifiable business impact from the use of real time well data in the performing dynamic surveillance and allocating production processes. BP's proprietary Integrated Surveillance Information System (ISIS) was put into global deployment starting in 2006. The system delivers well performance data to field and office sites in near real time. To realize the value from the ISIS tool, asset teams must be informed and aligned about the possible impacts on roles, skills, and business processes before, during, and after technology deployment. The case study starts with an examination of some of the historical factors that have limited rapid, global adoption of new technologies in BP. It describes the unique aspects of the overall business transformation project design and timeline, and some of the key work products required to establish both the case for change and business case. Finally, it presents some of the dimensions of business value that can be associated with the use of intelligent well information. Looking forward, the paper describes some of the remaining challenges and opportunities dealing with scale up, acceleration, and centralized business process governance. Introduction The digital oilfield concept has been widely discussed for more than three years in E&P literature. Benefits of enhanced recovery, decreased operating costs, and increased production derived from continuous monitoring and proactive intervention have been forecast as the consequence of this transformation to real time asset optimization. Nevertheless, there have been references to the difficulty in crossing the chasm in adoption between some early trials or pilots and main stream uptake. BP's FIELD OF THE FUTURE program makes use of in-well sensors, automation, and computer networks to move real time operations data to remote sites for analysis, enabling informed and faster intervention decisions. Even at the single asset level, there is a big difference between installation of new technology and adoption. Since many IT technology projects are heavily front-end loaded, it is only by reaching the adoption stage where people use it to support their work tasks that technology introduction begins to generate benefits. If our common goal is predictable, fast, cost effective adoption of one or more real time technologies, understanding how to replicate successful adoptions and reduce adoption risks makes an important case study. Our thesis was that a second project, which we refer to as business transformation, was required after installation to meet the goal of effective adoption. The two project stages are shown diagrammatically in Figure 1.

Summary BP's proprietary Integrated Surveillance Information System (ISIS) was deployed globally starting in 2006. The system delivers wellperformance data to petroleum engineers in field and office sites in near real time. The paper presents two case studies on implementing remote well-performance monitoring on two greenfield assets in Africa and Asia where distance, national culture, and language differences must be addressed as part of a technology rollout. On the basis of these case studies, there is evidence that greenfield assets can adopt new ways of working and technology that allow them to surpass the performance on similar brownfield projects.

BP's FIELD OF THE FUTURE concept makes use of sensors, automation, and computer networks to move real time operations data to remote sites for analysis, enabling informed and fast intervention decisions. Realizing the value from BP's FIELD OF THE FUTURE technology investments requires an integrated design and change implementation approach to business processes, information flows, and people's roles: excellent implementation of the enabling technologies alone rarely solves business problems. Since most oil companies have access to similar base technologies, how we approach process, people, and change management is a strategic differentiator in digital oilfields. Within BP, we now have more than two years of experience in holistically approaching the issues of business strategy, process, people, and technology in E&P operating assets. Some key insights include:Transforming the business starts with process: teams often don't have a holistic view of how they work today, so it is difficult for them to assess the impact of real time information and continuous optimization. Understanding work processes, and their assigned roles, is the logical starting point for this analysis.Building an integrated view of asset activities requires people with systems thinking skills: comparatively few people have the high level view of operating asset integration and information flow to facilitate the development of a current or future work design. The challenges that remain include:Communicating and positioning the transformation offeringEducating implementation project managers about the benefits of including process and people tasks in their plansEstablishing reasonable expectations on the engagement and time commitment needed in redesigning and implementing new processesKnowing the right level of analysis: not confusing process with procedureRecognizing the special challenges of greenfield startups: how to start-up a new asset with new processes from day one. BP's FIELD OF THE FUTURE The FIELD OF THE FUTURE project was established in 2003. In terms of technology, it uses sensors, automation, and computer networks to move real time subsurface and facilities data to remote sites for analysis, enabling informed and fast intervention decisions to be made and executed. The same basic concepts of automation, remote information access, and remote performance management are being applied to both existing and new field developments. We have already seen the impact of intelligent wells, control systems, and real time remote analysis tools on speeding up the pace of interdisciplinary operations support and optimization activities. Similarly, we expect the use and interpretation of near real time, remotely sensed information will transform how development and production geoscience, and reservoir and production engineering is performed. At the same time as near real time information is available 24 hours a day, seven days a week globally, demographic challenges will limit the number of people available to interpret and act on the associated rapidly increasing data volumes. New classes of tools, like intelligent agents and optimizers, will allow automation of routine data preparation and monitoring allowing some work to move from white collar workers to computers: ultimately delivering the vision of better decisions, faster.

Implementing digital oilfield concepts and realizing value from their mainstream use and operations has been discussed openly for the last six years or more, and there is now some evidence to suggest the value portrayed in early success stories could not be sustained. Case studies from Intelligent Energy Conferences underscore that digital oilfield maturity remains highly variable between and within organizations. This paper attempts to investigate what it takes to improve digital oilfield maturity, and is a companion paper to SPE-167832 which deals directly with what the key attributes of digital oilfield maturity are and its use across a portfolio of projects. To find guidance in how to deliver high digital oil field maturity projects, this paper suggests that some relevant lessons were built into the 1984 supernatural comedy film "Ghostbusters". The movie provides parallels to the issues of digital oilfield maturity related to people, process, technology, strategy, and governance. Insights span issues ranging from moving to higher levels of maturity from a new vision driven business model, adoption of new step out technologies, customer engagement and change management challenges, demands for results in a world of complex operational decisions, all interacting in a political environment.