1. No category

Technology in a Vacuum
Omar Khan & Chris Josefy
Op,miza,on Ma4ers Conference 2015 April 23rd, 2015 FOR DISCUSSION 1
Tradi,onal IT engagement models have piHalls that make it more difficult to execute a successful project A LESS THAN PERFECT ENGAGEMENT MODEL •  Business comes up with
pressing issue…and
provides fully formed
solution
•  IT engaged only as order
taker and lagging
“partner”
•  Office based view vs.
field based view
FOR DISCUSSION 2
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE •  Had business objective,
not technology objective
•  Wanted to get more
value from how we
manage our oilfields
•  Did not start with answer
in mind
FOR DISCUSSION 3
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE •  Had business objective,
not technology objective
Physical Assets •  Wanted to get more
value from how we
manage our oilfields
•  Did not start with answer
in mind
FOR DISCUSSION 4
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE •  Had business objective,
not technology objective
•  Wanted to get more
value from how we
manage our oilfields
•  Did not start with answer
in mind
People FOR DISCUSSION 5
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE Process •  Had business objective,
not technology objective
•  Wanted to get more
value from how we
manage our oilfields
•  Did not start with answer
in mind
FOR DISCUSSION 6
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE •  Had business objective,
not technology objective
•  Wanted to get more
value from how we
manage our oilfields
•  Did not start with answer
in mind
Data FOR DISCUSSION 7
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE •  Had business objective,
not technology objective
•  Wanted to get more
value from how we
manage our oilfields
Technology •  Did not start with answer
in mind
FOR DISCUSSION 8
The “Oilfield of the Future” program began with a broad business objec,ve to achieve greater produc,on from exis,ng wells by improving field opera,ons PROGRAM OBJECTIVE Process •  Had business objective,
not technology objective
•  Wanted to get more
value from how we
manage our oilfields
Physical Assets Technology •  Did not start with answer
in mind
Data FOR DISCUSSION People 9
The team selected to work on this project was cross-­‐func,onal in nature, and weighted towards fresh eyes, with a demonstrated ability to innovate EQUIPPING A TEAM •  Mostly Operations
Engineers, Managers &
Consultants
Team members had to be
comfortable thinking about:
•  Demonstrated ability to
innovate and be
visionary
“How should
we be doing
this?”
•  IT involvement started
as “informed participant”
FOR DISCUSSION 10
Ini,al opera,onal assessments conducted in the field found gaps across EPE’s different assets SAMPLE GAPS FROM ASSESSMENTS •  Well Management not frequent or granular enough •  Front-­‐line Operators did not have well targets •  Wasteful double-­‐
entry of data FOR DISCUSSION •  Pump-­‐Off Controller (POC) cables down 25% of Eme •  Standards & checklists not documented, training inconsistent •  Daily morning meeEng wasteful 11
To build momentum for the program, and quickly demonstrate value to the field organiza,on, the team undertook a series of small projects QUICK WINS TO BUILD CREDIBILITY •  Distribute well targets to Front-­‐line Operators •  Integrate SCADA & eVIN to eliminate unnecessary double-­‐
entry, save ~30 minutes/
day for each Lease Operator FOR DISCUSSION IT Projects •  Fix broken POC cables to improve pump operaUon and longevity •  Eliminate morning meeUng to give ~30-­‐60 minutes/day back to each Lease Operator 12
The first phase of the larger transforma,on program focused on impac,ng the most important elements, People and Process FIRST PHASE CHANGES •  Weekly Route Reviews established FOR DISCUSSION •  Training series & Lease Operator Handbook rolled out 13
The second phase of the transforma,on sought to use the understanding the team had developed over the first several months and IT, to add to the gains SHAPING THE SECOND PHASE •  Conducted targeted “Brainsteering” workshops in Corporate
and Field offices to elicit ideas for Technology Roadmap
•  Big need was Data Access & Visibility
FOR DISCUSSION 14
Data and technology integra,on work set the stage for a more innova,ve technological solu,on to address the big need: Data Access & Visibility STAGE SET FOR INNOVATION •  View into data from
different systems:
•  Well history
•  Production
•  Targets
•  Real-time info
•  Artificial Lift
Optimization tools
for Engineers
FOR DISCUSSION 15
Because Technology followed Process, People and Data, “Well 360” plugged into the organiza,on very easily PIECES FITTING TOGETHER, WORKING TOGETHER FOR DISCUSSION 16
WELL TEST AND PRODUCTION ALLOCATION HISTORY FOR DISCUSSION 17
ARTIFICIAL LIFT OPTIMIZATION – PUMPING WELLS FOR DISCUSSION 18
ARTIFICIAL LIFT OPTIMIZATION – GAS LIFT WELLS FOR DISCUSSION 19
WELLBORE DIAGRAMS – DOWNHOLE EQUIPMENT FOR DISCUSSION 20
WELLBORE DIAGRAMS – FRAC STAGE DETAIL FOR DISCUSSION 21
WELLBORE DIAGRAMS – SURVEY CHARTS FOR DISCUSSION 22
ARTIFICIAL LIFT OPTIMIZATION – ESP WELLS FOR DISCUSSION 23
REAL-­‐TIME SCADA DATA FOR DISCUSSION 24
WELL-­‐SITE EQUIPMENT & MAINTENANCE FOR DISCUSSION 25
WELL HISTORY – OPENWELLS EVENTS FOR DISCUSSION 26
WELL HISTORY – LEASE OPERATOR COMMENTS FOR DISCUSSION 27
WELL HISTORY -­‐ DOWNTIME FOR DISCUSSION 28
Over the course of our project we’ve iden,fied several factors that were a part of our success OVS IMPLEMENTATION KEY SUCCESS FACTORS • OVS knows companies like ours, we started the soluEon design with their hypotheses • From the beginning have a diverse group involved • Keep a core group of users in-­‐touch with the soluEon during the build Have a cross-­‐funcEonal team working to remove obstacles for OVS Generate buzz around halls with early demos to different groups • Plan on different levels & modes of training • Track usage paSerns and talk to users who should be more acEve • Maintain flexible processes before idenEfying and encouraging best pracEces • IdenEfy pain-­‐points and problems & address them quickly FOR DISCUSSION 29
To make any of this happen you must focus on founda,onal data management ini,a,ves first POSTSCRIPT: DATA MANAGEMENT PRECURSORS Examples of data management enablers IT put in place before
the project began:
•  A robust integration framework that allows for rapid
development of reusable integration between systems
•  A data quality framework that automates data validation,
provides real-time visibility to data stewards, and provides
continuous measurement of data quality metrics
•  A defined well identification standard agreed to by the
business and implemented into all transactional systems that
capture well data
FOR DISCUSSION 30
Contact Information Chris Josefy (chris.josefy@epenergy.com)
(713) 997-2799
Omar Khan (omar.khan@epenergy.com)
(713) 997-5799
FOR DISCUSSION 31