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To meet the challenges to the industry of increasing hydrocarbon demand, increasing well complexity, reduced employee experience levels and the large physical distances between operational centers, advances in digital technologies are being increasingly leveraged by both operator initiatives and service company initiatives such as Halliburton's Digital Asset. Terms such as "smart wells" and "real time" have become more commonplace. Data is being generated faster than ever. The ability to interpret this data, model the data and implement optimized solutions in real time is critical to operational success. The demands placed on operating in a cost efficient manner, with greater returns on investment are ever present.The use of a Knowledge Management collaboration tool, a key component of the Digital Asset, helps to meet these challenges by providing a real time collaborative environment which spans global operations, supports and develops synergies between multiple disciplines and transcends geographical and language barriers. Through its use an intentional shift in focus has taken place from centrally located sources of expertise to virtual ones. Virtual centers of collaboration empower users to collaborate, problem solve and share knowledge on demand. Any user, i.e. employee, can rapidly access the global expertise needed to put well challenges, potential solutions and increasing volumes of data and information in appropriate context. Through access to these extended resources employees can solve problems more efficiently and offer better solutions. Technical experts can cover more ground. Collaboration is facilitated by dedicated personnel who maintain a vital link with local, regional, and global technology leaders.Examples from Canada, where the use of this approach contributed to an HTHP well being saved, along with an estimated cost of $15 million, from China where urgent advice was delivered to a rig experiencing an underground blowout and from Brazil where global experts collaboratively contributed to solving a wellbore stability problem will demonstrate how real time collaborative solutions are developed and moved from the virtual to real world environment to improve operational service delivery to external clients in the global market place. Lessons learned, best practices and strategies employed to engage users in the use of this collaborative environment are outlined.
To meet the challenges to the industry of increasing hydrocarbon demand, increasing well complexity, reduced employee experience levels and the large physical distances between operational centers, advances in digital technologies are being increasingly leveraged by both operator initiatives and service company initiatives such as Halliburton's Digital Asset. Terms such as "smart wells" and "real time" have become more commonplace. Data is being generated faster than ever. The ability to interpret this data, model the data and implement optimized solutions in real time is critical to operational success. The demands placed on operating in a cost efficient manner, with greater returns on investment are ever present.The use of a Knowledge Management collaboration tool, a key component of the Digital Asset, helps to meet these challenges by providing a real time collaborative environment which spans global operations, supports and develops synergies between multiple disciplines and transcends geographical and language barriers. Through its use an intentional shift in focus has taken place from centrally located sources of expertise to virtual ones. Virtual centers of collaboration empower users to collaborate, problem solve and share knowledge on demand. Any user, i.e. employee, can rapidly access the global expertise needed to put well challenges, potential solutions and increasing volumes of data and information in appropriate context. Through access to these extended resources employees can solve problems more efficiently and offer better solutions. Technical experts can cover more ground. Collaboration is facilitated by dedicated personnel who maintain a vital link with local, regional, and global technology leaders.Examples from Canada, where the use of this approach contributed to an HTHP well being saved, along with an estimated cost of $15 million, from China where urgent advice was delivered to a rig experiencing an underground blowout and from Brazil where global experts collaboratively contributed to solving a wellbore stability problem will demonstrate how real time collaborative solutions are developed and moved from the virtual to real world environment to improve operational service delivery to external clients in the global market place. Lessons learned, best practices and strategies employed to engage users in the use of this collaborative environment are outlined.
According to worldwide hydrocarbon production statistics, mature fields produce approximately 70 percent of global production. Average recovery rate from these mature fields worldwide is only 35 to 37 percent. The rate is even lower in the U.S.: Of the 609 billion barrels of original oil in place estimated by the U.S. Department of Energy (DOE), 351 billion barrels is thought to be unrecoverable by existing technology. To meet the ever-increasing demand in worldwide hydrocarbon production and avoid energy crisis situations, the oil and gas industry needs to substantially increase recovery factors associated with mature fields. Current business models among operators and service providers have greatly restricted the ability to implement traditional and emerging technologies required to enhance the performance and extend the life of mature fields. During the past decade, the industry has increasingly depended on service providers to develop new technology. Meanwhile, service providers must recoup technology development investments in a relatively short period because of the short-term economic objectives and expectations dictated by the investment community. New oil and gas fields have different economic drivers than mature fields; new field economics often justify the use of new technologies and field-wide engineering projects to maximize production and profit, whereas mature field economics (and current business models) limit technology implementation and focus on single-well solutions. To complicate matters further, both operators and service providers often lack personnel resources to strategically implement full-scale field management programs with the objective of optimizing recovery efficiency. Frequently, one-off remedial treatments are performed without a proper field-wide objective in mind. A new approach can ensure better use of technology in exploiting mature fields. This approach between service provider and operator incorporates a strategy to restructure the service cost basis and better balance risk and reward associated with technology utilization. Introduction - Current Industry Outlook The oil and gas industry is in the midst of a secular change. World energy demands are placing pressures on operators to reduce the gap between energy demand and supply. In the U.S., a very mature oil-producing region, operations are burdened with technical and economic challenges from increasing production decline rates, aging facilities, and environmental issues. Nevertheless, mature fields account for at least 75 percent of total U.S. production. Conventional reservoirs with long producing histories continue to offer one of the greatest potential sources of growth in hydrocarbon production. Petroleum will continue to be a major contributor to meeting the U.S. economy's energy needs as consumption increases - regardless of energy efficiency improvements and alternative energy sources (Figure 1).
An effective and comprehensive integrated production-system monitoring framework plays an important role in the Smart Fields philosophy to turn data into actionable information and therefore value. This has been demonstrated by implementing some of the principal requirements for such a framework in the application called Data Broker in Shell. The Data Broker infrastructure has allowed Shell Engineers to perform exception-based surveillance. Used together with other Smart Fields applications such as FieldWare Production Universe, FieldWare Well Test, IPM and Energy Components, automated event recognition and workflows has freed up engineer's time to do more value added work, such as technical analysis and decision-making - time that would otherwise be spent looking for and validating data from many different sources. The system allows for a more efficient handling of data in terms of efficiency, quality and timeliness in reporting to end-users. The advent of real-time algorithms, monitoring tools, better integration software, event and workflow application tools allows the above infrastructure to be realised. Introduction There is a drive in the industry towards more advanced ways of managing hydrocarbon fields and many companies have initiated programs to implement new innovative ways of working [1]. These programs have been called various names: in Shell the program is called Smart Fields. These programs typically involve extending access to, and improving the quality of, production and metering data in the field so operators and engineers are aware of what the field is doing in real time. As fields are getting equipped with more and more gauges, large volumes of data have become available, both in the process control domain, and in the office domain. The industry is faced with the challenge to turn this data into value. The prize contained with the data is reduced deferment, optimised production, accurate reservoir characterisation and better security of supply. If this concept is combined with a right degree of automation it also has the potential to increase the efficiency of staff as they can focus on the real problem areas rather that spending a lot of time trying to analyse the data and identify the problems. The term that has been coined for the latter is " exception based surveillance". Exception based surveillance focuses on the exceptions that require a response from engineering staff. This means staff can spend their time working on real problems, and do not have to spend a lot of time looking for them. Surveys have shown that Engineers spend as much as 60% of their time to gather, QC, format, and convert data. At the heart of the Smart Fields concept are value loops (see Figure 1), which can be limited in scope and have short cycle times (such as control loops in a Process Control system) or cover a large scope and have a long cycle time (such as asset optimisation). In any case the loop needs to be closed, i.e. conclusion needs to be derived from information and action needs to be taken to improve the overall asset performance. If the loop is not closed, then there is a lot of wasted effort and investments are not capitalized on. For example, if you have invested in measuring down hole pressure, but data are not analyzed continuously and events (such as shut-ins) are not detected by staff in a timely fashion, then a lot of deferment can ensue. The loop from measured data to integrated modelling, event detection and follow up actions was not closed in that case. Deferment could have been reduced by a timely response on the basis of the data, and the gauge could have returned the value of purchase, installations and maintenance many times over. This paper first describes principal requirements for a comprehensive monitoring framework. In Shell an application called Data Broker has been developed that has implemented several of these principal requirements. In the description and application section, some of the implementation details of Data Broker are used to illustrate how one can realise a comprehensive monitoring framework. Practical examples are shown in the "Examples" section.
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