The Challenges of Implementing at Scale: Field of the Future—Technologies in the North Sea

Dudley, Graham; Hocking, Paul John; Perry, J. S.; Goodwin, Stephen; Critchley, C.N.R.; Shahly, Mark; Saul, David

doi:10.2118/99829-ms

Cited by 8 publications

(2 citation statements)

References 10 publications

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“…This is indeed a change management challenge by itself, as there are significant aspects that must be attended to in order to make this a reality. Dudley et al (2006) identify the need to design the CWE with the necessary functionality for the staff and not just to be used as occasional meeting rooms. The individuals assigned to the new CWE described their jobs referring to the tools made available to them through these CWEs.…”

Section: Paper Discussionmentioning

confidence: 99%

Intelligent Digital Oilfield Implementation: A Case Study of Change Management Strategies to Ensure Success

Al-Jasmi

Goel

Cerda

et al. 2013

Day 3 Wed, October 30, 2013

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The successful implementation of a world-leading integrated digital oilfield (IDOF) with a national oil company (NOC) required extremely careful and innovative management of the large-scale change required for the project. In particular, the "people side" of that change management was key for embedding the project in the NOC organization and, in turn, making the USD multi-million project a success.This paper outlines the NOC expectations and describes the steps and processes required to initiate and mobilize the people side of change in the IDOF project and also details the change management challenges experienced before the peopleside-focused strategy was determined to be the way forward. Using a simple people-side-focused change methodology not only ensured that the project was successful in terms of return on capital employed (ROCE) but also began the process of ownership and eased the adoption of the IDOF into the current NOC organization. The change management methodology described in this paper was designed to cover and mitigate important challenges that were relevant in driving the people side of change, particularly the following:• WIIFM-"what's in it for me" scenarios.• Culture-the way things are done around here.• Success-collaboration, technology leap frogging, people, and oil gains.This paper describes the main successes, key lessons learned, observations, and progress made against the clearly defined NOC expectations. VisionThe IDOF project was initially created as a visionary state-of-the-art prototype pilot for the NOC. From the outset of the project, expectations were at a very high level, both in terms of the technology that was envisioned to be used for oil production optimization and the caliber of people involved in the IDOF.This IDOF is seen as a technological game changer, one of the NOC's most strategically important projects in terms of optimizing oil production. In the IDOF collaborative work environment (CWE), a suite of advanced smartflow workflows provide smart functionalities, coupling geological and reservoir subsurface models with production operation workflows. The workflows monitor real-time data to help improve well performance, reduce well downtime, and increase field performance.The NOC executives and the leadership of the management in the research and technology (R&T) department were clear in their vision and aspirations-this project should lead not only the oil and gas Gulf Cooperation Council (GCC) countries but also in the field of IDOF concepts and technology worldwide. In addition, it should position the NOC as the preeminent world leader in IDOF technology. The internal design concepts for the new collaboration center (Fig. 1) were also fully maximized to match the NOC's expectations. This helped to deliver one of the most elaborate and comfortable workplaces within the oil and gas sector. The combination of a clear vision and high expectations whilst working in partnership with a major oil service organization immediately attracted the best technology talent in the fie...

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Section: Paper Discussionmentioning

confidence: 99%

Intelligent Digital Oilfield Implementation: A Case Study of Change Management Strategies to Ensure Success

Al-Jasmi

Goel

Cerda

et al. 2013

Day 3 Wed, October 30, 2013

View full text Add to dashboard Cite

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“…Drawing on BP's experiences elsewhere 3,4,5,7,8 , together with the output of the visioning workshops and the extensive consultation, a solution was devised that combines all aspects of the BP 5-petal model.…”

Section: Solution Designmentioning

confidence: 99%

Deployment of Advanced Collaborative Environments at Scale In The North Sea Operations

Phillips¹,

Shaw²,

Critchley

et al. 2007

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fax 01-972-952-9435. AbstractAs part of its global FIELD OF THE FUTURE initiative, BP in the North Sea has embarked on a programme to significantly change how onshore and offshore staff interact and collaborate, with the objective of improving the efficiency of drilling and operations. This paper reports on the first phase of this project, in which five Advanced Collaborative Environments (ACEs) have been designed and deployed in the BP Aberdeen office in support of production operations. These environments take advantage of a range of digital technologies to deliver operational data to a wider team who are focused on further improving operational excellence.

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Successful Implementation of Collaborative Environments: Human Factors and Implications

et al. 2008

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Collaborative Environments (CEs) are now implemented at scale in a wide range of companies in the offshore oil and gas industry with the rationale to optimize and improve the efficiency of drilling and production operations. CEs provide a new environment for the exchange of real-time data aiming at closer onshore-offshore collaboration and improved decision making. Such implementation projects are associated with a considerable commitment in finances, personnel resources, and organizational restructuring, which makes it crucial to identify factors influencing the long-term success of such large-scale endeavors. As experiences in other industries show, human factors in terms of attitudes, expectations, and behaviors of personnel play a decisive role in achieving those objectives. At present an empirical study is conducted during an ongoing CE implementation initiative in a major oil and gas E&P company to identify the factors influencing personnel acceptance, satisfaction and attitudes towards CEs. Between February and September 2007 data was collected from thirteen assets at two different geographical locations. The assets were at different stages of the implementation process ranging from a few weeks, to some years of experience of working within CEs. At time of data collection two assets had not yet moved into the new environment. Over the 8 month period, the first author interviewed 86 onshore and offshore personnel at different levels in the organization and observed work processes prior to and after the implementation of CEs. Based on the collected data the following eight factors were identified as conclusive for the success of CE implementations: general engagement process, inclusion of offshore personnel, inclusion of management, staffing, preparation and training, technology design and implementation, design of the physical environment, and post-implementation evaluation process. Concrete positive and negative examples found in the diverse projects will be discussed to demonstrate challenges and lessons learned. Further, practical recommendations will be offered for the planning and design of similar future implementation projects. 1 Introduction Working over distances including the resulting logistic, informational, and communication challenges are a natural part of the offshore oil and gas industry. Processes like information exchange, planning, or decision-making are hindered by the fact that data cannot be transferred easily from one location to another and that communication between remote locations is often lagging and intermittent. This situation frequently limits access to necessary expertise, delays reactions to critical situations, or impedes the distribution of resources with subsequent negative impacts for operation efficiency and safety. To counter some of these challenges, the industry has seen a general move towards the use of Collaborative Environments (CEs) over the last year representated by programs such as Smart Fields (Shell), i-fields (Chevron), Digital Oilfields (Schlumberger), or Field of the Future. CEs provide newest collaboration and visualization technologies to allow for the immediate availability of real-time process and plant data and the possibility for constant audio-visual communication between onshore and offshore (Dudley et al., 2006). Expectations are that Collaborative Environments will shorten decision making timescales, improve the quality of decision making, lead to a more effective use of limited technical expertise worldwide, remove barriers between disciplines, and increase safety for the workforce (Edwards et al., 2006; Murray et al., 2006). Overall, performance improvements and savings through the implementation of Collaborative Environments have been estimated as, e.g., 3–25% higher operating efficiency, 5–15% drilling cost reduction, or 1–4% reduction in downtime (Cambridge Energy Research Associates, 2003).

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The Challenges of Implementing at Scale: Field of the Future—Technologies in the North Sea

Cited by 8 publications

References 10 publications

Intelligent Digital Oilfield Implementation: A Case Study of Change Management Strategies to Ensure Success

Intelligent Digital Oilfield Implementation: A Case Study of Change Management Strategies to Ensure Success

Deployment of Advanced Collaborative Environments at Scale In The North Sea Operations

Successful Implementation of Collaborative Environments: Human Factors and Implications

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