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Rosli, Azlesham (PETRONAS Carigali Sdn Bhd) | Mak, Whye Jin (PETRONAS Carigali Sdn Bhd) | Richard, Bobbywadi (PETRONAS Carigali Sdn Bhd) | Meor Hashim, Meor M (PETRONAS Carigali Sdn Bhd) | Arriffin, M Faris (PETRONAS Carigali Sdn Bhd) | Mohamad, Azlan (PETRONAS Carigali Sdn Bhd)
Abstract The execution phase of the wells technical assurance process is a critical procedure where the drilling operation commences and the well planning program is implemented. During drilling operations, the real-time drilling data are streamed to a real-time centre where it is constantly monitored by a dedicated team of monitoring specialists. If any potential issues or possible opportunities arise, the team will communicate with the operation team on rig for an intervention. This workflow is further enhanced by digital initiatives via big data analytics implementation in PETRONAS. The Digital Standing Instruction to Driller (Digital SID) is a drilling operational procedures documentation tool meant to improve the current process by digitalizing information exchange between office and rig site. Boasting multi-operation usage, it is made fit to context and despite its automated generation, this tool allows flexibility for the operation team to customize the content and more importantly, monitor the execution in real-time. Another tool used in the real-time monitoring platform is the dynamic monitoring drilling system where it allows real-time drilling data to be more intuitive and gives the benefit of foresight. The dynamic nature of the system means that it will update existing roadmaps with extensive real-time data as they come in, hence improving its accuracy as we drill further. Furthermore, an automated drilling key performance indicator (KPI) and performance benchmarking system measures drilling performance to uncover areas of improvement. This will serve as the benchmark for further optimization. On top of that, an artificial intelligence (AI) driven Wells Augmented Stuck Pipe Indicator (WASP) is deployed in the real-time monitoring platform to improve the capability of monitoring specialists to identify stuck pipe symptoms way earlier before the occurrence of the incident. This proactive approach is an improvement to the current process workflow which is less timely and possibly missing the intervention opportunity. These four tools are integrated seamlessly with the real-time monitoring platform hence improving the project management efficiency during the execution phase. The tools are envisioned to offer an agile and efficient process workflow by integrating and tapering down multiple applications in different environments into a single web-based platform which enables better collaboration and faster decision making.
Abstract Following the 2006 Digital Energy Conference with its stimulating Lunch & Learn session on "Hurricane Preparedness," the SPE Gulf Coast Section's Digital Energy Study Group formed a Working Group to collect lessons learned during Hurricanes Katrina and Rita, which had a disastrous impact on the oil and gas industry along the U.S. Gulf Coast. Composed of crisis team leaders and business continuity professionals from major oil companies, independents, oilfield service companies and communications providers, the Working Group sought to identify a number of better practices to share with the global oil and gas industry in the form of a White Paper. This SPE paper is a synopsis of the better practices captured during three Working Group meetings, at which companies shared their Hurricane Katrina and Rita experiences and subsequent improvements they made to their natural disaster preparedness programs. These recommendations are consistent with the professional practices of both the Disaster Recovery Institute () and the Business Continuity Institute (). In most cases they provide an additional level of industry-specific detail to established practices. Introduction In 2005, Hurricanes Katrina and Rita disrupted oil production, transportation and refining, causing fuel prices to skyrocket. It is estimated that Hurricane Katrina alone caused $200 billion worth of damage and decreased the Gross Domestic Product (GDP) of the United States by 0.4%. Power outages, flooding, and destruction by winds and waves wreaked havoc on offshore platforms, pipelines and coastal refineries, as well as offices and workers' homes. Impacts were felt by all of the member companies when the levees broke in New Orleans after Katrina and when Rita was a Category 5 bearing down on Houston, causing mass evacuations of people and confusion. These impacts were not only felt regionally, but globally by these institutions. Here are some horror stories shared by members of the Working Group: At several companies, the Houston office was the network hub for other offices in other cities and even overseas. When the Houston office had to be shut down in advance of Hurricane Rita, e-mail and technical application services were down for several days, impacting other sites around the globe. Communications were limited to satellite phones and dial-tone e-mail accounts, resulting in delayed decision-making. Shutting down another Houston office impacted network connectivity at 120 global sites, affecting thousands of employees in addition to the many families impacted directly by the hurricanes. One company noted that the location of the data center (at an outsourced provider) was only known by a few key IT personnel, and when these staff members were unreachable after Hurricane Katrina, the back-up personnel from the corporate office could not locate the data center. One key employee with knowledge of how to connect international networks was stuck in a traffic jam on I-45 trying to get from Houston to Dallas, and several foreign offices were without e-mail and other systems for 20 hours. Cell phone demand exceeded system capacity, and service providers were unable to handle the call volume. Additionally, cell towers and providers were damaged by wind, waves and flooding, making cell phone and text messaging use impossible. Employee, contractor and vendor communications were impacted by the overloaded communication circuits, which complicated the ability to locate employees and/or assets to aid in the recovery of services after the hurricanes. A generator was available to power IT systems in the data center, but the generator was not configured to power the air conditioning system, so equipment overheated and had to be shut down.
Abstract Petroliam Nasional Berhad (PETRONAS) has long realized the importance of real-time drilling data. The company utilizes the technology to monitor rig site operations. An in-house real-time surveillance-monitoring centre, called the Smart Drilling Optimization Monitoring Centre (Smart DOMC), was established in 2010 within the company’s headquarters. The centre’s real-time environment was fully managed by a single service-company: data aggregated on the rig site was kept in the service company’s server, in the service company’s proprietary format, and only accessible to the drilling engineering team via the service company’s web-based application. This approach forced PETRONAS to be wholly reliant on the service-company’s own technical application and service, with no ownership or control of (the company’s) real-time data architectures, and only nominal visibility of dataflow and management. In line with the company’s Integrated Operations (IO) initiative and driven by the company’s increasing amount of operations, the availability of a standardized independent real-time data management infrastructure became a critical component in order to facilitate seamless flow of real-time technical data transparently throughout the organization, particularly within the Smart DOMC and the operation team’s disbursed workplaces. Thus, in 2014, the Real Time Well Solution was implemented. The new solution is an enterprise real-time data management solution with web-based delivery, which leverages the Wellsite Information Transfer Standard Markup Language (WITSML) as the standard format for the exchange of data. It is a secure infrastructure wholly resident within PETRONAS IT environment, which consists of clustered database servers with load balancing and failover backup servers ensuring high-availability, and capable of facilitating the flow of real-time drilling data from multiple rig sites, for the company’s domestic and international operations. It offers advanced customizable web-based features for domain experts to view real-time drilling data, through the standard web-browser and mobile devices. This paper will describe PETRONAS Real Time Well Solution and the three main challenges faced in implementing the new solution. Four case histories detailing the utilization of the WITSML infrastructure during critical well construction operations will also be reviewed. With the new System, PETRONAS is able to implement industry-accepted and non-proprietary standard in accessing real-time information, take immediate ownership and better control of data aggregated on rig sites, and integrate real-time information with existing corporate third-party applications.
In the current time of uncertainty, Oil & Gas Industries need to manage the cost, extract the most value from current assets and sustain its production. Automation and smart technologies are key enablers to fulfill such objectives. Current era of digital world, automation is a major driver in Oil and Gas industry today. Digitalization, automation and deployment of smart technologies, improves the plant availability and provides plant information, equipment conditions at fingertips of engineering, operation / maintenance team to troubleshoot for the improved plant performance. Availability of such information at desired location facilitates early decision and supports in attaining an operational excellence.
Deployment of ‘Digital Oil Field’ concept is a key enabler to manage the plant operation effectively from centralized remote location. It supports 100% HSE with minimized exposure of hazard to the work force. Automation introduces a ‘single window’ operation for an efficient management of plant operation and supports predictive / preventive maintenance to ensure plant availability with no production loss. Deployment and realizing the benefits offered by automation and smart technologies are not without challenge. We face challenges at every stage of deployment, right from selection of technology, building infrastructure, lack of skilled manpower to handle the new technologies, multiple systems interfaces, abundant data, alarm flooding, cyber compliance etc.,. In order to seize the full potential benefits of "automation and smart technology, each challenge needs to be turned in to an opportunity.
Gyllensten, Asbjorn (ADCO Producing Co. Inc.) | Salem, Adel Abdel Nagi (Abu Dhabi Co. Onshore Oil Opn.) | Coleman, John Thaddeus (Abu Dhabi Co. Onshore Oil Opn.) | Ali, Waheed (Abu Dhabi Co. Onshore Oil Opn.) | Russell, Richard Buchanan (Halliburton Sperry Drilling Services) | Nabawy, Sherif M. (Halliburton Co.) | Grayson, Harold (Halliburton) | Youssef, Fahd (Halliburton) | Ragheb, Omai (Halliburton Sperry-Sun Drilling Services) | Kalathingal, Paul (Halliburton) | Nair, Rejeesh (Halliburton)
Abstract When ADCO established the RTOC taskforce in July 2003, their vision was to have a center to run rigs like a large scale industrial process on a continuous basis 24 hours a day, 7 days a week. The objectives were to utilize new technology for transmitting data from our rigs to drive new ways of working to optimize the drilling process; Geo-steer difficult wells, update 3D Earth Models and visualize well progress in 3D for interactive decision making in Real Time. The feasibility of the RTOC project had to be demonstrated from facilities, staff resources and economic points of view. Commercial options available in the market were studied and a phased approach adopted. In the first phase a real time data transmission capability was established. Following a Tender the potential vendors were evaluated technically and commercially and by mid 2005 all rigs were connected using Halliburton's INSITE™ software. Real time data transmission for mud logs and Logging While Drilling data from all vendors is now routine. Links have been established to our data evaluation platforms and 3D models. The second phase focuses on defining software to enhance drilling performance and addressing staff issues related to 24/7 RTOC operation, finding the right balance between contract staff and ADCO staff and defining their training needs. "Intervention Protocols" also have to be agreed to define RTOC authority levels and when to refer to Drilling and Asset Team Management. The final stage will cover the actual building of the RTOC, with workstations and data visualization screens for each rig in a centralized office lay-out. These new ways of working are expected to impact our business in a number of areas:Identify potential hazards early. Enhance drilling efficiency with controlled cost. Improve well placement, quality and production capacity. Facilitate multidisciplinary decision making by placing Geoscientists, Drilling Staff, Petroleum Engineers and Service Company experts in one Integrated Team. Leverage manpower skills by having experienced staff cover several rigs. Improve safety by reducing personnel trips to well location. Provide easy access to lessons learned. Reduce cycle time for well proposals. Create an exciting, high profile environment for mentoring new intake staff. Introduction Several stages had to be completed prior to implementing the first phase; acquiring the capability to transmit data from our drilling rigs to the office in Real Time. Technical trials of vendors' rig connectivity software packages were completed in Mid-February 2004. Following the issue of the tender package, the commercial winner was selected based on the technically qualified bidders after obtaining approval from the ADCO Shareholders. An implementation pilot was run on one of the rigs to ensure all aspects of the set up were understood. ADCO then procured the computers and cables required to link the RTDT computers with the rigs. Several long lead items could not be purchased until after the contract was signed due to speciality of the items and cost. Meetings were arranged with our Logging While Drilling (LWD) vendors, explaining our plans to utilize the Well Information Transfer Standard (WITS) data transmission protocol, which is consistent with industry standards. Over the next couple of months the data transmission software was installed on our rigs one after the other. In parallel with these efforts we began developing the RTDT training module and established an initial list of staff to be trained once installation was completed. Training of these key users was conducted and several briefings were held for our management to keep them informed of the progress. We also acquired practical information and experiences from other companies operating RTOCs.