Evolution of Collaborative Work Environments - Are We Ready for It?

Gryskiewicz, Stan; Knoppe, Ronald

doi:10.2118/123202-ms

Cited by 4 publications

(1 citation statement)

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“…• Multiple, dispersed, and oftentimes "silo-ed" delivery teams • Inconsistent workflows between teams • Segmented data collection and storage points (Morris 2008, Gryskiewicz 2009 Some of the larger operators approach performance improvement by making different delivery units conform to one standardized model. Such a "one-size-fits-all" model, however, may fail to recognize unique aspects of well delivery challenges in each local area and thereby prohibit independent and fit-for-purpose applications for local drilling challenges, resulting in sub-optimal solutions and/or inefficiencies.…”

Section: Methodsmentioning

confidence: 99%

How to Accelerate Drilling Learning Curves

Oort

Griffith

Schneider

2011

SPE/IADC Drilling Conference and Exhibition

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Given the current economic climate and continued volatility in oil and natural gas prices, extracting maximum benefit from drilling performance optimization is key to the economical exploitation of many resource plays around the world. Shell Upstream Americas is employing a highly effective performance improvement team to help drive performance optimization and the delivery of top quartile performance on its wells in North America and beyond. Central to this group is a dedicated team of optimization engineers that deliver drilling efficiency optimization techniques, the innovative use of real-time optimization centers, and value-adding root-cause failure investigations to various land and offshore well delivery teams in a fit-for-purpose way. Using the optimization approaches taken, it has been possible to help accelerate well delivery times and associated learning curves by as much as a factor of three, often in a minimum amount of time. A main conclusion is therefore that this approach is a highly effective way to bring performance optimization focus to field operations. This paper highlights the modus operandi of these optimization engineers, the techniques and tools they employ, and the remarkable results achieved. The workflow and organizational structure was applied to well delivery optimization with projects ranging from shale gas drilling in the Continental US and Canada as well as hard rock drilling in the Middle East. IntroductionA perception may exist in the oil and gas industry, and among its many stakeholders, that large multi-national oil and gas companies struggle to compete with smaller national or independent companies due to their size and associated overhead, bureaucracy, adherence to global standards, etc. (Sneider 1993, Morel 2002. Direct costs for multi-national companies may indeed in some cases be higher due to differences in well construction standards and the associated assurance risks that are deemed acceptable, and a higher need for on-site supervision particularly in the area of occupational safety. A high-level generalization about "slow and expensive" multi-nationals, however, often fails to recognize some key strengths that larger multi-national companies can bring to the table to make them more competitive. These include the ability to develop (or, with partners, co-develop) important performance improvement technologies and having the in-house resources to mature those technologies and quickly capitalize on them in the field. Any higher upfront costs may then be offset by superior well delivery performance, and in particular by improvements in well delivery time. This theme is explored in the present paper, where we show how technologies for drilling efficiency were successfully deployed in the onshore gas plays of the United States and Canada, thereby accelerating learning curves and making well delivery operations in these areas highly competitive. Moreover, the learnings from these operations were quickly carried over to other areas, most notably hard rock drilling operations ...

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Section: Methodsmentioning

confidence: 99%

How to Accelerate Drilling Learning Curves

Oort

Griffith

Schneider

2011

SPE/IADC Drilling Conference and Exhibition

View full text Add to dashboard Cite

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A Measure of The Digital Oil Field Status – Is It The End of The Beginning?

et al. 2012

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The so-called Digital Oil Field (DOF) is a somewhat ill-defined, misunderstood and abstract concept. The associated functional content, scope of work and terminology is variable from company to company and vague within companies. Consequently it is unclear how to gauge DOF degree of success, business benefit and effective organizational penetration. It is also sometimes unclear what the ultimate goals and associated road-maps are. With clear objectives, clarity of purpose and sufficient business justification there is a reasonable chance of meeting these goals, without clarity all is shrouded in mystique and uncertainty. Hence the purposes of this paper are to: Define precisely what is meant by the DOF; Describe the current operational status quo and compare and contrast with the ideal DOF; Define metrics that can be used to gauge the success of DOF initiatives. This will be achieved by illustrating what the DOF is, and what it is not, in terms of oil and gas field infrastructure, applications and experiences. Application of the metrics defined will allow users to determine whether it is "the beginning of the end, or the end of the beginning for their DOF."

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Collaborative Work Environments in Shell - Global Scale, Learning and Evolution

Berg

McCallum

Graves

et al. 2013

Day 2 Tue, October 29, 2013

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With seven years experience, Shell has concluded that Collaborative Work Environments (CWEs) provide significant benefits in the production surveillance and field management area. As a consequence, the company has embarked on a wide scale implementation in all its major existing and new assets around the world. Many of these are now in place. The environments have enabled faster and better decision making by improved communication and easy sharing of relevant information and data. Business benefits include increased oil production, longer equipment life, improved HSE and lower operating cost. The concept of CWEs has evolved, gradually expanding from original real time monitoring centres. Currently, centres for production surveillance and field management and drilling monitoring centres are the most common. The implementation programme has evolved, converging on standard solutions and designs. Standards are now available for processes, disciplines and organisation to be involved, the required information and data, the audio visual technologies and for the physical facilities, the collaboration rooms and offices. In each asset, an assessment identifies the key aspects relevant to the asset and formulates the best collaborative solution for it. Considerable learning has been obtained in various aspects, such as improved access to global expertise, introducing standard processes and ways to sustain the solutions and the benefits.

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Evolution of Collaborative Work Environments - Are We Ready for It?

Cited by 4 publications

References 0 publications

How to Accelerate Drilling Learning Curves

How to Accelerate Drilling Learning Curves

A Measure of The Digital Oil Field Status – Is It The End of The Beginning?

Collaborative Work Environments in Shell - Global Scale, Learning and Evolution

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