Integrated Operations Methodology and Value Proposition

Lilleng, Trond; Sagatun, Svein I.

doi:10.2523/128576-ms

Cited by 3 publications

(2 citation statements)

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“…The IO success criteria make up an MTO-based (Man, Technology, and Organization) business capability stack model representing the necessary and sufficient conditions for value creation by means of IO (Lilleng, Sagatun 2010). :…”

Section: Io Mapping Methodsmentioning

confidence: 99%

“…Statoil has during recent years taken a series of steps which form the basis for further implementation of IO for Statoil-operated fields in Norway including standardized work processes, a common operating model and multi-asset expert support centers (Lilleng, Sagatun 2010). Implementation of Statoil's common operating model and IO strategy has been a major change process internally in Statoil, and will also gradually and increasingly influence Statoil's way of collaboration with contractors and service providers.…”

Section: Introductionmentioning

confidence: 99%

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Integrated Operations in Statoil - From Ambition to Action

et al. 2012

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During 2007During -2009 Statoil performed a series of steps to enable integrated operations (IO). This included introduction of standardized work processes, a common operating model for Statoil-operated fields on the Norwegian Continental Shelf (NCS) and an IO guideline based on seven IO success criteria, ref. SPE 128576. During 2010 a mapping of IO capabilities based on Statoil's IO guideline and requirements was performed for 28 Statoil-operated NCS fields for selected work process aspects within drilling, production optimization and operations and maintenance. The purpose was to map the degree of IO compliance in relation to the common operating model and identify improvement opportunities within each of the field units.The mapping was based on a questionnaire of 190 questions and was distributed to 590 persons within the field units. The response to the survey was very satisfactory (79%). To supplement the questionnaire the IO team performed meeting observations and analysis of supplementary data and KPIs for each field. Best practice was identified for most work process aspects and used as a reference for improvements across assets. All the data were treated statistically to limit uncertainties and bias. The mapping project identified IO improvement opportunities within the individual field units, as well as common improvement projects across fields/assets. The paper addresses the challenge of scaling with respect to IO implementation, from selected work processes and individual production installations to broad implementation for Statoil's NCS operations.The IO mapping project documented the value of utilizing the IO guideline and capability model as basis for identifying actionable improvements with respect to integrated operations in a systematic manner for a large number of assets. The paper describes the method, main results and experiences gained from the project.

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Section: Io Mapping Methodsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Integrated Operations in Statoil - From Ambition to Action

et al. 2012

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Intelligent Fields: Industry's Frontier & Opportunities

Al-Dhubaib

2011

SPE Middle East Oil and Gas Show and Conference

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Digital Field capability is at the leading edge of the Oil & Gas industry. This capability is a result of continual advancements and integration of well technologies, communications, process control, and E&P computing technologies. Digital Field capabilities enable the integration and use of surface and subsurface real time data, to optimize upstream assets and profitability. This capability has been given different names, such as Intelligent Fields, Smart fields, Digital Oil Field of the Future, integrated field and Integrated Operations. In Saudi Aramco, this capability is being leveraged through four major projects: "Real-time Drilling Operations" for optimal drilling; "Geosteering" for optimal well placement within the reservoir; "Intelligent Fields" for optimizing reservoir management, production and production operations; and "Event Solutions" for optimal field development. Throughout this paper, the term "Digital Field" will be used as the nomenclature for this capability. This paper provides an introduction and background on Digital Field capabilities and presents Saudi Aramco's experience in leveraging them in key upstream business processes. The paper also highlights areas of applications, challenges, lessons learned, values attained and the opportunities that this brings to the industry as experienced through Saudi Aramco implementations.

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Systems Of Action - A Blue Print For Real-time Decision Support Systems

Wesenberg

Landre

2015

SPE Annual Technical Conference and Exhibition

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Capability stacks have proven to be a useful tool for organizing and reasoning about business capabilities. At Statoil we have used it for our Integrated Operations initiatives, as well as for other initiatives such as Integrated Environmental Monitoring. In this paper we introduce and illustrate the concept of capabilities stacks, and describe how the concepts of such a capability stack would be implemented using micro-services and autonomous multi-agent systems supporting a real-time decision support system. The introduction of multi-agents changes the system from a “system of record” (where a human operator is firmly in control and the system provides information for the human operator to make decisions) to a “system of action” (where multi-agents analyze and take action based on available information, and where a human operator has less influence (but remains firmly in control) over the system actions. The introduction of micro-services and multi-agents provides numerous benefits from a systems engineering perspective. Micro-services allow for the isolation of capabilities in easily definable contexts that interacts with their environment through a set of well-defined interfaces, while multi-agents allow for simplified reasoning around capabilities through the goals and rules of the agents without necessarily knowing all of the implementation details. In turn, this allows for a useful discussion around capabilities, and by stacking these capabilities according to a few design principles we are better able to understand and reason about the total system capabilities within a reasonable timeframe and with reasonable amount of analysis resources.

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Integrated Operations Methodology and Value Proposition

Cited by 3 publications

References 0 publications

Integrated Operations in Statoil - From Ambition to Action

Integrated Operations in Statoil - From Ambition to Action

Intelligent Fields: Industry's Frontier & Opportunities

Systems Of Action - A Blue Print For Real-time Decision Support Systems

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