Agile, a scrum-based project management approach, is typically used in the software development arena, but it also has advantages in the oil and gas industry. This paper demonstrates the feasibility of this project management approach when applied to a full field development evaluation. Using this method for a multi-reservoir evaluation improved the quality and speed of decision making. The Agile process uses the scrum approach – a term borrowed from rugby where teams push the ball towards the goal together. We share a case study of evaluating a Gulf of Mexico platform and associated producing field, and we discuss the objectives, best practices, and lessons learned. Twelve reservoirs were thoroughly evaluated in only 5 months with multiple opportunities identified and ranked, a process that could take multiple years using conventional approaches. The blueprint of the process involved scrum lanes, sprints, and Minimum Viable Products (MVPs). Sprint meetings were held every day with the three core team members: a Geophysicist, a Geologist, and an Asset Engineer. Weekly scrum lane updates were provided to stakeholders to show progress and the potential opportunities identified. The technical workflow was funneled into three scrum lanes: 1) geophysical interpretation using 3D seismic data for subsurface framework; 2) geological mapping using well data for volumetric analysis; and 3) engineering analysis using production and pressure data for material balance. This process was iterative across the disciplines for each of the 12 reservoirs, and once all the analyses converged, the individual reservoirs were ready for economic evaluation. A scrum lane tracker was provided to the management team for weekly updates. Weekly sprints helped the team create the priority list. In cases when there was no reasonable MVP identified, the interval evaluation was moved to a lower priority, and efforts were then refocused on other intervals. Completed interval evaluations included economic analyses for remediation, recompletion, and sidetrack projects. Potential new drilling opportunities were also identified and ranked in a pyramid hierarchy based on the capital requirements and regulatory constraints. Using the Agile scrum-based approach for the analysis of multiple reservoirs in an offshore field was highly advantageous. Even with a compressed timeline and a small team, a high-quality technical and commercial product was delivered in a fraction of the typical project timeline. The level of technical detail, coupled with the relentless opportunity pursuit and overall high energy level, resulted in a productive and positive work environment that was acknowledged by the core team, asset peers, and management team. The frequent nature of the MVP results and deliverables also fostered and kept motivation levels high. The success of this pilot project will be used and adapted as a template for other asset evaluations.

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