Well, Reservoir and Facility Management – Process, Practice and Impact

Vliet, J.P.M. van; Male, Peter

doi:10.2118/185880-ms

Cited by 6 publications

References 16 publications

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Outcome focused: how to deliver value in a field (re)development. A case study from the Cooper–Eromanga Basin, South Australia

Molyneux

Delaney³

et al. 2020

The APPEA Journal

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The share of global hydrocarbon production from ‘aging’ assets is increasing, whereas global demand for energy continues to increase at 1–2% per year (IEA 2019). In 2018, the International Energy Agency estimated the global average production decline at 4% per annum (Gould and McGlade 2018). Production from many of Australia’s established basins, such as the Cooper–Eromanga basin and the North West Shelf, is dominated by aging assets. To arrest this decline, actions must be taken to meet global demand for oil and gas, sustain production and underpin shareholder expectations of a return on their investment. Arresting field decline is a multifaceted problem. A single fix, whether technological or operational, will not maximise production or asset value. Any project to arrest field decline, grow production or (re)develop a field must be considered in its entirety, as an integrated system, by a multidisciplinary team. In addition, and critical to success, the required outcome must be clearly established and committed to by field owners, consultants and staff assigned to the project. This paper demonstrates how using a committed, outcome-focused approach, an integrated project team identified field redevelopment opportunities that significantly increased estimated ultimate recovery in an aging oilfield (that had already produced more than 70–80% of the developed resource) in the Cooper–Eromanga basin, South Australia. Factors critical to success were: (1) a commitment to look at all aspects of the field, from geology and geophysics, through the completion, well and field performance and operational infrastructure to identify development opportunities; (2) an ability to be agile, cycling quickly through the workflow as new information became available; (3) dedicated resources, clear communication and a commitment to integrated work across consultant and staff resources; and (4) management support.

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Outcome focused: how to deliver value in a field (re)development. A case study from the Cooper–Eromanga Basin, South Australia

Molyneux

Delaney³

et al. 2020

The APPEA Journal

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Benchmarking Well, Reservoir and Facility Management WRFM Performance in Greenfield Heavy Oil Assets

González

Gómez

González

et al. 2019

Day 4 Wed, October 16, 2019

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The paper describes the results of a benchmarking exercise conducted for a selected set of Well Reservoir and Facility Management (WRFM) Key Performance Indicators (KPIs) on two greenfield, heavy oil assets in Kuwait. The purpose of the benchmark exercise was to define a baseline performance for these new heavy oil assets to validate ongoing improvement efforts, as well as to identify further improvements opportunities the medium term. The assets were compared against a group of analogue assets operated by an IOCs. The benchmarking exercise focused on four areas common to all assets: Production Optimization Gains, Well Stock Reviewed, Total Deferment from Wells and Data Acquisition Compliance. Given the differences in conceptual definitions employed by the companies (including the definition of the KPIs, and even the definition of an "asset"), the study started by formalizing the definitions based on the IOC standard. Given that the WRFM processes had only been formally implemented in the Kuwait heavy oil assets in 2018, the data collection was limited to 2018. The greenfield nature of the assets presented some challenges due to different approaches in measurements and the ongoing implementation of the WRFM processes which required normalization of the data to make the comparison effective. Analysis of the benchmark results indicate that the heavy oil assets in Kuwait have an acceptable performance versus the IOC assets, particularly in Production Optimization Gains and Data Acquisition Compliance. However, the performance is mostly driven by the nature of the asset (Greenfield, early production life) and the relatively small number of wells compared to the IOC assets, which are more mature. The assets required additional focus on well stock reviewed and reduction of the total deferment from wells. By increasing the well stock coverage, more optimization opportunities would be identified and eventually executed. Deferment (mostly due to Sand production and availability of equipment) required urgent attention based on the larger difference in this KPI with the benchmarking group. A set of recommendations per KPI was defined to support the improvement efforts, which are expected to positively impact the performance of the Kuwaiti assets and to maximize the value at their early production stages. Benchmarking of greenfield assets, particularly in heavy oil, presents various challenges associated with the early stages of operation (and the implementation of WRFM processes), as well as with the actual measurement of performance when compared to more matured assets. The paper is expected to provide a valuable reference for new heavy oil projects, either under definition or in early production, to focus WRFM efforts and accelerate their performance toward top quartile.

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Raising the Sleeping Giants: Restarting of Alpha & Beta Fields World-Class WRFM Collaboration

Sa'ad

Ayeni

Unukogbon

et al. 2020

Day 1 Tue, August 11, 2020

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The importance of Wells, Reservoir, and Facility Management in the life of producing Oil and Gas assets cannot be overemphasized. Several authors in the past have highlighted the significant contributions WRFM practice and process have to the ultimate recovery of matured assets. WRFM serves as a stop-gap to redevelopment in areas of cash crunch, whereby active WRFM practice arrests severe natural decline in production. Onshore assets comprising of fields Alpha and Beta are operated by Shell Petroleum Development Company (SPDC). These assets have been operated for over 30 years, rising water cut & high gas-oil ratio production and facility downtime risks have impacted oil recovery. This work showcases the application of WRFM at the re-startup of production in these fields post shut-in for almost 5 years. Effective and deliberate application WRFM processes and practices woven together in the WRFM Plan not only ensure an efficient restart of the facility but the ability to ramp production while maintaining the intricate balance of good reservoir management. The paper will highlight the best WRFM practices which enabled the resumption of production at a lower water rate compared to when the field was shut and maintain this higher net oil for a prolonged time. Also highlighted are opportunity identification and implementation in-closed wells and effective collaboration across disciplines to ensure a safe and efficient restart of production facilities.

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Well, Reservoir and Facility Management – Process, Practice and Impact

Cited by 6 publications

References 16 publications

Outcome focused: how to deliver value in a field (re)development. A case study from the Cooper–Eromanga Basin, South Australia

Outcome focused: how to deliver value in a field (re)development. A case study from the Cooper–Eromanga Basin, South Australia

Benchmarking Well, Reservoir and Facility Management WRFM Performance in Greenfield Heavy Oil Assets

Raising the Sleeping Giants: Restarting of Alpha & Beta Fields World-Class WRFM Collaboration

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