If a brand-new oilfield product or service becomes widely used in less than a decade, that's fast. The fact is that the petroleum industry is one of the most conservative when it comes to adopting new technology. This paper proposes and describes the use of a capability adoption index to benchmark and measure the development and adoption level of oilfield systems with real-time capability. The capability adoption index is a tool for measuring and managing the advance of real-time technology in the industry. The application tracks incremental change and provides a roadmap for technology development and adoption. There are three main reasons for deploying systems with real-time capability. First is the growing shortage of skilled professionals. Second is the need to operate in harsh or environmentally sensitive regions, where monitoring and controlling operations from a distance can improve safety and limit the environmental footprint. The third driver is that systems that feed back data in real time may increase production by allowing operators to respond quickly to changing conditions in the well. The 10-level index provides a bigger picture of the maturity of real-time technologies within the global market. The different levels of technology adoption are illustrated both for geographic areas and for different services. The roadmap towards autonomous automation provides more efficiency and profits for the operating company. For service companies, the ability to drill, test, operate, and control wells with real-time capability helps maintain the quality of service delivery. It creates more efficiency for people and systems. In the industry's journey toward autonomous automation, the significance of the index is a measurement allowing companies to look back at their progress, manage change, and plan the road ahead. Introduction In the conservative oil business, it often takes five years or more to adopt new technologies and services. The Capability Adoption Index is a management tool that measures the acceptance level of ten key capabilities that use what the industry loosely calls "real time" technology. Developed for internal use, the global capability adoption index for real-time systems could advance and help speed the deployment of oilfield technology worldwide and would be a valuable tool for our industry. Here we define real time capability is the adoption of digital technology for the rapid transfer of field data to individuals or control centers, and the ability of humans or control devices to respond with equal speed to the data they receive. The ultimate goal is an autonomously automated system that responds to changing conditions in a timely way. Drivers and approach for real time capability There are three main drivers for deploying systems with real time capability. First is the growing shortage of skilled professionals, fueled in part by the coming retirement of a large portion of the industry workforce. Real-time systems give one person or team the ability to increase efficiency. Second, there is a need for real time, remote control technology in harsh or remote environments. And third, real-time systems have the potential to increase production by responding faster to changing conditions in the well. Although many of the systems for managing oilfield operations in real time are available now, people and processes often lag behind. There are also gaps in the technology itself. Some tools enabled with real time are still being developed, both to meet existing needs and to create new capabilities.

This paper presents a framework and a systematic top-down approach for implementing a company-wide operator-service company integration program for well construction services called integrated competence. The paper describes the key aspects of implementing the integrated competence program: goals, objectives, critical success factors, levels of integration, asset selection and targeting, value creation and key performance indicators (KPIs), multiskill roles, onshore and offshore team configurations, training, and change management. The integrated competence program developed by StatoilHydro and Schlumberger is an initiative under StatoilHydro's Integrated Operations (IO) corporate initiative and was applied to StatoilHydro's standardized well construction process. The joint team configurations in StatoilHydro's Onshore Operations Centers (OOC) improved collaboration in all phases of the well construction process, and the Schlumberger Support Center provided remote support of drilling operations. In addition, the paper describes two case studies used in the development of the wider program. The framework, program approach, challenges, and results presented in this paper provide the E&P industry with an example of operator-service company integration, with possible implications for their own current and future digital initiatives, particularly those focused on the well construction process. Introduction Integrated Operations—defined by StatoilHydro as new work processes that use real-time data to improve the collaboration between disciplines, organizations, companies, and locations to achieve safer, better, and faster decisions—has been an area of considerable focus in the operationally challenging region of the Norwegian Continental Shelf (NCS) (OLF, 2005). OLF (Oljeindustriens Landsforening, the Norwegian Oil Industry Association) has estimated that implementation of IO on the NCS can increase oil recovery by 3 to 4%, accelerate production by 5 to 10%, and lower operational costs by 20 to 30% (OLF, 2003). Further, in an updated study, OLF has concluded that implementing IO across the NCS has a potential value of approximately 250 billion Norwegian Kroner (OLF, 2006). In StatoilHydro, the integrated operations program is a strategic corporate initiative that has evolved through several phases, delivering increasingly higher business value over time. These phases are improved collaboration, standardization of work processes, evolving the way of working in each asset, evolving the way of working across each asset, and cross company collaboration (Henriquez, 2007). StatoilHydro launched the integrated competence program with Schlumberger Drilling and Measurements (D&M) to improve cross-company collaboration and improve the performance of and value from large-value contracts using integrated operations principles. Program Approach The program team applied an integrated approach to defining the project plans. During a series of two-day work sessions, with 8 to 10 experts participating in each session, the team defined the details of six interrelated dimensions of the program. These six dimensions included specifics on the "why" (goals and KPIs), "how" (process and tasks), "who" (roles and people), "what" (data), "where" (geographical view), and "when" (sequence and timing).