No abstract

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.

In order to avoid mistakes and to save a great deal of time in analysis, an innovative methodology was developed that can analyze the well operations and rig characteristics involved to define the best emergency disconnect sequence (EDS) available. A solution was developed based on the characteristics of the rigs and blowout preventers (BOPs), and six variables were considered that directly affect the choice of EDS. All possible combinations of 64 scenarios were analyzed, and the priority of choice of the EDS was defined empirically. This paper presents an approach to EDS risk management and examples of exposure time (time without riser safety margin and shear capability) for the same well, which can be lowered from 13% to 0.1%. The impact of this reduction is related to the ability of the BOP to cut some of the heavy casings, in addition to improved availability of EDS modes. This implementation opened up many possibilities for the performance of risk exposure analysis, enabling comparison of several BOP configurations of contracted rigs and selection of the best options. This innovative approach allowed a better management of the rig schedules, prioritizing safety aspects and making it possible to allocate the fleet in a systematic way.

Os processos de planejamento sofrem mudanças inesperadas, com replanejamentos frequentes, tendo como consequências a desconexão com as estratégias empresariais, com os horizontes de planejamento e o não atingimento dos resultados organizacionais esperados. A proposta deste trabalho é identificar os fatores de mudanças, selecionando os mais críticos, e seus efeitos nos processos de planejamento. Para isto, foi realizada uma revisão sistemática da literatura e um estudo empírico em uma empresa de óleo e gás, por meio de uma pesquisa de campo. Foram identificados cinco fatores de maior influência: pressões organizacionais, inconsistências das informações, mudanças devidas à programação, estimativas e compartilhamento. Neste estudo é apresentada a análise do fator "mudanças devidas à programação", com as possíveis causas e efeitos, considerado, pela maioria dos respondentes, como o de maior impacto nos processos de gestão do portfólio, gerenciamento de projetos e gestão dos recursos compartilhados, devido à repriorizações, inserção e exclusão de projetos, cronogramas pouco representativos, limitação de recursos não considerada no portfólio, entre outros. O trabalho apresenta um olhar inovador sobre um cenário complexo que é a gestão de múltiplos projetos com recursos compartilhados na indústria do petróleo, sendo um importante insumo para as organizações na promoção de um gerenciamento de projetos mais efetivo. Espera-se que este estudo possa contribuir com gerentes e equipes de projetos na identificação e tratamento de possíveis fatores presentes em seus processos, obtendo melhores resultados na implantação de novos empreendimentos. ABSTRACTPlanning processes undergo unexpected changes with frequent re-planning, resulting in disconnection with business strategies, loss of coherence between planning horizons, and failure to achieve expected organizational results. The purpose of this paper is to identify the factors that cause changes, selecting the most critical ones, as well as their effects on planning processes. To achieve this objective, a systematic literature review and an empirical study in an oil and gas company were carried out. Five factors of greater influence on the processes were identified: organizational pressures, information inconsistencies, schedule changes, estimates and shared resources. In this study, the analysis of the "schedule changes" factor is presented, with its possible causes and their effects. Most respondents indicated that schedule changes is the factor of greatest impact in portfolio management, project management, and shared resources management, among the five studied ones, due to repriorizations, project insertion and exclusion, limitations of resources not considered in the portfolio, among others. This work presents an innovative look at a complex scenario that is the multi-project portfolio management with shared resources in the petroleum industry, being an important input for the organizations in promoting a more effective project management. Project managers and teams will ...