This paper details the progress made with the implementation of BP's FIELD OF THE FUTURE program over the past four years. It first describes the approach taken by BP to install real time data infrastructure in many sectors of its operations. To date this infrastructure has included the installation of 1800km of fibre optic cable, the registration of nearly two million real time data tags within a common real time data backbone, and construction of more than twenty Advanced Collaborative Environments supporting production and drilling operations. The paper then describes some of the activities underway in BP's operations, and the associated benefits, including:use of advanced well monitoring technology to manage sand production and other aspects of well performance in 20 fields (1–3% production benefit)examples of full field optimisation/visualisation and associated benefits (1–2% production benefit)the development of a new downhole flow control capability for high rate sand prone wells (resource/reserve benefit)early experience with the application of temperature profile monitoring and of life of field seismic (resource/reserve benefit) Finally, the paper describes the people, process and organisation activity undertaken in several of BP's large operating areas which have directly impacted many of the operational staff working in these areas through an extensive set of change management workshops and similar activity. The lessons learned from these activities over the past four years include the need to:define support and maintenance resources up frontidentify and standardize infrastructure requirements for new projectstake a centralized global approach to planning deployment but a local approach to implementationfully resource change management activity 1. Background to BP's FIELD OF THE FUTURE Program BP's FIELD OF THE FUTURE program (Ref 1) was established in 2003 with an initial focus on engagement and deployment, the objective being to deploy core technologies in a limited number of assets in order to build a track record, to re-affirm the prize and to build a technical and architectural foundation for subsequent 'bigger moves'. These early deployments, conducted over the period from 2003 to 2005, confirmed the potential of the program to add significant value across a broad range of asset types. Since that time the program has evolved to focus on the three areas, as described pictorially below in Figure 1. The common feature of most of the elements of the program is that they are related one way or another to real time data, and are aimed at high rate fields which form a significant part of BP's current and future portfolios. BP is also working on high well count fields onshore in North America where cost effective solutions for optimization of gas well deliquification is the focus. These and other technologies generally impact production, recovery or both. Over the next 10 years or so, it is expected that the program will contribute in excess of 1 billion barrels of recovery and 100 M/bd to BP's E&P segment.

BP's digital oilfield initiative, the Field of the Future Technology Flagship, has been developing and deploying distinctive operational capabilities since it's inception in 2005. This paper describes the growing track record of value delivery, achieved through pace and scale deployment. These capabilities, which continue to be developed, support a relentless drive for continuous improvement in our asset operations, aiming at delivery of significant production (100mboed BPnet) and reserve (1bnbbl) targets by 2017. We report significant progress toward meeting these targets and highlight new key lessons from our growing body of experience.The Field of the Future concept is now a routine part of how BP builds projects and operates fields across much of our portfolio. It impacts a significant and growing proportion of net production and routinely supports >80% of our top 100 wells. A range of monitoring, analytical, optimization and collaborative solutions are applied according to asset needs and value opportunities.The in-house solutions have delivered over a third of the production target so far -ahead of plan. When integrated with general bought-in solutions, base infrastructure and collaboration benefits, we are routinely adding more than 50mboed gross production per annum.The Paper presents examples of the variety of capability, technology and solution applications that have underpinned this continuing successful value delivery.Key to this success has been:• Establishing an effective, balanced approach to R&D, deployment and value realization;• Developing clear linkage to business needs and functional priorities as a basis for effectively engaging the customer.Areas of continuing challenge include:• Sustaining uptake and usage when faced with issues and barriers arising from technical, business and organizational diversity in the asset portfolio; • Competing or aligning with other business priorities and initiatives, especially in a cost challenged environment.Looking forward, the common challenge all operators face is firmly on making it an industry-wide reality, and to fully embed "intelligent energy" in all that we build and operate.

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

This Paper will describe in detail the process by which a newly developed real time information system was deployed at pace and scale to the Upstream community of a major integrated oil company. The primary focus will be a case study which demonstrates how an application can be successfully deployed across a wide range of cultures in order to bring standardization to the way real time data is accessed and used to generate value.The ISIS (Integrated Surveillance Information System) program, developed by BP, provides distinctive real time well surveillance functionality. Delivering value from this technology development depends critically on successful deployment at a global scale. This paper describes the Deployment Model used to guide such a full scale deployment program. Important pieces of background information will be presented first, followed by a review of the model and a description of its use.Prior to full scale deployment of the final ISIS product, early beta versions were deployed. Learnings from these early deployments provided the basis upon which the final model was built. A review of lessons from these early efforts identifies potential pit falls and defines the elements of the final Deployment Model that are critical to an effective program. This model has been applied to deploy ISIS to more than 20 fields spread over several regions worldwide, including amongst others, the UKCS, Gulf of Mexico, and West Africa.

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