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Abstract The Kuwait Oil Company is developing the North Kuwait Jurassic Gas fields in order to increase domestic gas supply. The reservoirs are difficult with deep, poor quality reservoirs under high pressure containing H2S and CO2 leading to significant challenges. KOC entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from IOC expertise and to optimize the development. Some 40 Shell staff work with KOC. A core element of the ETSA is to build and enhance KOC's staff competencies to develop the North Kuwait Jurassic Gas fields. This professional competencies development program is done through the application of various training and coaching activities. KOC has an established and well-structured competence assessment and training regime for all staff under their employment. Shell, with its wide experience in sour and High Pressure/High Temperature (HPHT) gas field development, is well placed to complement and build on this important competency development process. Shell has embarked on a journey to shorten it's time-to-autonomy by transitioning from traditional classroom training to providing structured development programs including on-the-job-training, blended learning and coaching. The paper will describe how training and coaching activities were selected for KOC's North Kuwait Jurassic Gas team, how they were implemented and monitored, and what the critical success factors were. Shell's training and coaching program to the North Kuwait Jurassic Gas team have started five years ago with a steady increase of activities year-on-year. The multiple years' implementation of the North Kuwait Jurassic Gas competency development program have allowed for learnings, review and fine-tuning of the program. The paper will address the most important elements for a successful training and coaching program in this unique partnership. This contains of four elements, the role of management and business; type of training and coaching event; staff's own involvement and training program management. The paper will show how an IOC supports an NOC to enhance staff competencies in a challenging technical area, how this training and coaching plan is being managed and executed and what are key elements to consider.
Abstract This paper presents authors upfront experiences on challenges faced by contractors in Kuwait in the project segment dealing with fast track oil and gas processing facilities designed, built, financed, operated and maintained by contractors. Discovery of New Jurassic Reservoir and drilling of the Sabriya Structure (SA-153) prompted Kuwait Oil Company ("KOC") to have a fast track test plant as an Early Production Facility to process (18 MMCFD gas & 5 MBOPD crude oil). This was a contractor financed, built and operated facility commissioned in 2003 and had 3 years of operations. Encouraged by expedient project implementation and a short gestation period, KOC employed similar contracts for several crude oil and gas processing facilities of larger scale. In these contracts, during the 1 phase contractor finances project investments, builds and commissions facility, and in the 2 phase contractor operates facility and earns revenue. All investments, incurred costs and financial gains are recouped through revenues spread over operations phase. After the end of contract, owner has an option to extend operation phase for an agreed period, or purchase facility, or discontinue. Implementation of contractor financed, built and operated facilities in Kuwait abounds in challenges and has validated that financing can be key to success of such projects particularly in today's financial markets which is very volatile and operates under a cautious atmosphere. KOC's experience underlines that before implementing a new project it is important that contractors conduct a comprehensive appraisal of project, accurately ascertains costs, evaluate and address all risks, have in place a financing arrangement to cover all costs, inflations and contingencies and assurance of return through revenue. Corporate finance normally used for traditional EPC contracts, sustained by progress payment from owners, can be used for such projects to some extent if level of investment is low. With increase in projects cost and quantum of investment, corporate financing has fallen short to meet needs of such projects and project financing has emerged as the preferred alternative. Project finance is a method of raising long-term debt financing for major projects through "financial engineering," based on lending against the cash flow generated by the project alone; it depends on a detailed evaluation of a project's construction, operating and revenue risks, and their allocation between lenders and contractor /project sponsor through contractual and other arrangements.
- Asia > Middle East > Kuwait > Jahra Governorate > Arabian Basin > Widyan Basin > North Kuwait Jurassic (NKJ) Fields > Marrat Formation > Upper Marrat Formation (0.98)
- Asia > Middle East > Kuwait > Jahra Governorate > Arabian Basin > Widyan Basin > North Kuwait Jurassic (NKJ) Fields > Marrat Formation > Sargelu Formation (0.98)
Abstract The Kuwait Oil Company is developing the North Kuwait Jurassic Gas fields in order to increase domestic gas supply. The reservoirs are difficult with deep, poor quality reservoirs under high pressure containing H2S and CO2 leading to significant technology challenges. KOC entered into an Enhanced Technical Service Agreement (ETSA) with Shell in order to benefit from IOC expertise and to optimize the development. Some 40 Shell staff work with KOC. A core element of the ETSA is to bring to bear technologies that can be applied within the North Kuwait Jurassic Gas fields. These technologies may be processes, software or hardware. It was clear that the technology management and implementation needed to be structured and a Technology Taskforce was created for this purpose. The taskforce is managed by both parties of the ETSA and contains members of KOC departments who support the Jurassic Gas Asset as well as Asset members themselves. The paper will describe how the Taskforce operates and how the technologies are selected and are introduced into the workplan. It will also describe how technology implementation is measured. To illustrate the process examples of actual technology implementations will be given. The Taskforce has been in operation for 1-1/2 years and results to date show that technology implementations over the last year have increased significantly compared with the previous year. In addition it has made the process of technology implementation progress very transparent so that performance can be tracked on a regular basis and measured against Key Performance Indicators allowing remedial action to be taken if necessary. The paper will show that a simple but structured approach to technology management leads to tangible benefits both in the immediate speeding up of technology implementations but also making it more visible how further improvements can be made. This approach can be applied to any company in the industry allowing benefits to be widely realized.
- Asia > Middle East > Kuwait > Jahra Governorate > Arabian Basin > Widyan Basin > North Kuwait Jurassic (NKJ) Fields > Marrat Formation > Upper Marrat Formation (0.98)
- Asia > Middle East > Kuwait > Jahra Governorate > Arabian Basin > Widyan Basin > North Kuwait Jurassic (NKJ) Fields > Marrat Formation > Sargelu Formation (0.98)
Abstract Assessing heavy oil composition of a green field, with an accepted level of uncertainty so it can be used for refinery capacity planning is a critical challenge. Knowledge of heavy crude oil properties is vital to understand potential adverse impact on process performance and total costs of the whole value chain, downstream (corrosion, catalyst deactivation, fouling and pumping) and upstream (corrosion, fouling, obstruction, producibility, lifting, pumping and transportation). The usefulness of heavy oil properties is highly dependent upon how samples are representing the bulk of hydrocarbon resources that will be developed and the reliability of the sampling procedure which becomes even more challenging when performed in a geologically complex, multilayered, supergiant green field with wide variations of fluid properties vertically and aerially. In this paper we present a field case with the methodology used to design, plan and execute a heavy oil sampling and essay for refinery capacity planning and the lessons learned, in an area of the field representing the first phase of development, in a supergiant heavy oil green field located in north of Kuwait. This heavy oil sampling and essay was planned and executed under high levels of uncertainty, using previous crude assays, PVT data from appraisal and thermal pilot wells and reservoir static and dynamic model. Extensive statistical analysis was applied to understand and map uncertainties related to sampling, completeness and representativeness of laboratory tests vs. accepted international standards. The methodology was applied by a multidisciplinary project team involving specialists from upstream and downstream who performed the work using project management tools to design and implement the execution of sampling in the field. The project took near one year to complete and results are now used for refinery capacity planning at short and midterm. Lessons learned were documented so the future sampling and assays can be improved as data from more wells is going to be available during execution of development phase.
- Energy > Oil & Gas > Upstream (1.00)
- Materials > Chemicals > Commodity Chemicals > Petrochemicals (0.48)
- Asia > Middle East > Qatar > Arabian Gulf > Rub' al Khali Basin > North Field > Laffan Formation (0.99)
- Asia > Middle East > Kuwait > Jahra Governorate > Arabian Basin > Widyan Basin > Ratqa Field > Lower Fars Formation (0.99)
- Reservoir Description and Dynamics > Unconventional and Complex Reservoirs > Oil sand, oil shale, bitumen (1.00)
- Reservoir Description and Dynamics > Improved and Enhanced Recovery (1.00)
- Reservoir Description and Dynamics > Fluid Characterization > Phase behavior and PVT measurements (1.00)
- (3 more...)
Abstract Contemporary research in Project Complexity suggests that Project Complexity is considered to be split between two major orientations: Organizational Complexity and Technological Complexity. This paper addresses the Technological aspect only, with special emphasis on Oil & Gas EPC projects. The aim of this paper is to define and illustrate the aspects of technological complexities and thus understand how to better manage them. Technological complexity might be a source of risk in project execution and needs to be properly managed to mitigate such a risk. Management process of technological complexities is similar to managing risks in projects in terms of procedural steps, but it is not the same. Technological complexities shall be tackled taking into consideration that they actually exist or do not exist rather than just having a probability of existence as is the case for traditional project risks. Contrary to what might be thought; technological sophistication is not a source of technological complexity, simply because if a certain technology is availing and is proven to be workable, no matter how sophisticated it is, its complexity level is considred to be low. This paper suggests a method of measuring technological complexity level for determining its real weight. Once the technological complexity is measured, proper level of attention can be given to it, including the allocation of necessary resources for managing it. Manging technological complexities in Oil & Gas EPC Projects shall be a joint effort between various project stakeholders, each according to his relevant scope. This paper also suggests some best practices for dealing with the ever growing technological complexities in Oil & Gas EPC Projects.
- Europe (1.00)
- Asia > Bangladesh (0.28)
Abstract In the decision making process for investing large capital sums the Oil & Gas majors adopt an aged and proven methodology: FEL or Front End Loading to both mitigate project risk and also to enhance Return on Investment (ROI). This somewhat dated approach to large project investment methodology is seen by all as the standard norm and as such has being used by all over the last decades. However within this said process of risk mitigation, the FEL process remains open to challenge as to its actual viability in today's forever challenging performance environment. This paper in its essence does support the FEL process and definition and does however openly challenge the outdated approach and puts forward a well-structured alternative which offers increased RISK mitigation and in turn reduces ROI, addressing at the same time the important question of how to allocate important asset resources (People) to maximize profit whilst reducing RISK! "Front-end-loading should be considered as a sound field development practice that allows the optimum allocation of capital and human resources, reduces the uncertainty of key information and ensures a holistic view to all field development plan decisions. We present an uncommon approach to addresses how to make optimal decisions during field development planning to maximize profit and minimize risk. Although there is no fixed method to control and maximize the optimal decision making process in a capital projects, FEL (front-end-loading) methodology measures and increases the level of project definition, thereby increasing the probability of project success at any stage of the life of the oil field. Traditionally, economic resources have been the principal metrics for analysis. However, the term resources encompasses many potential inputs to the system, e.g. drilling, facilities, enhanced recovery, and allocations and in particular and most importantly People!
- North America > United States (0.68)
- Asia > Middle East (0.46)
- South America > Venezuela (0.46)
- South America > Venezuela > Monagas > Eastern Venezuela Basin > Maturin Basin > Orocual Field > San Juan Formation (0.99)
- South America > Venezuela > Monagas > Eastern Venezuela Basin > Maturin Basin > Orocual Field > Las Piedras Formation (0.99)
- South America > Venezuela > Monagas > Eastern Venezuela Basin > Maturin Basin > Orocual Field > Carapita Formation (0.99)
- South America > Venezuela > Eastern Venezuela Basin > Furrial Field (0.99)
Best Practices and Lessons Learned After 10 Years of Digital Oilfield (DOF) Implementations
Saputelli, Luigi (Frontender Corporation) | Cesar, Bravo (Halliburton) | Michael, Nikolaou (University of Houston) | Carlos, Lopez (BP) | Cramer, Ron (Shell) | Toshi, Mochizuki (Consultant) | Moricca, Giuseppe (Consultant)
Abstract In the last decade, upstream oil industry faced an exponential increase of the use of real-time data, which lead to numerous digital oilfield (DOF) implementations. These have demonstrated the value to drive operations efficiency, optimize production, and maximize hydrocarbon recovery with better, faster decisions while reducing health, environmental and safety risks. Since the appearance of computers and the internet, many enabling technologies entered the oil-patch. Over the years, various areas improved as a result of significant commercial, corporate and academic efforts. However, some specific concerns remain be the same as a decade ago: data, value proposition, work processes, people skills and other aspects of change management. This paper focuses on the best practices that have made DOF implementations successful and the hard lessons learned. Many DOF implementations failed to deliver the expected value because of poor practices and misconceptions. These are presented in four interrelated areas: people, automated workflows, processes and technologies. Management of change at various levels of the organization continues to be a critical success factor, e.g. the introduction of new systems, designing effective collaborative ways of working, training people, management support and having the right resources (time and financial) to focus on real-time oil and gas production optimization. Automated workflows have been developed and deployed at various intensity levels. Although there is a lack of common language for defining workflows, there has been tremendous improvement in this area. On the other hand, work processes had been an area of little improvement. Because of poor process definition and understanding, companies failed to adopt and sustain highly sophisticated workflows. In the paper, we discuss the effort required to properly describe work process that support DOF implementations. We also describe the technology challenges faced and how these can be mitigated in the future.
- North America > United States > Texas (1.00)
- Asia > Middle East (1.00)
- Africa (1.00)
- (2 more...)
- South America > Brazil > Campos Basin (0.99)
- Asia > Brunei > Champion Field (0.99)
- Africa > Equatorial Guinea > Gulf of Guinea > Rio Muni Basin > Okume Complex > Oveng Field > Block G > Oveng Field (0.99)
- (74 more...)
Abstract The paper presents how Total has built a reference system which aims at guiding its working force (internal and contracted staff) wherever they are and act, in implementing the Health, Safety, Security, Environment and Social Responsibility (HSSE &SR) policy of the Company. That policy can be summed up as the following: no harm to the people or to the environment; no loss of assets; ensure that the business benefits to the communities where activities take place, on the long term. On top is the HSE&Q Charter, signed by the CEO. It defines key principles. These are translated into Headquarters Company Rules. Based on them, the Oil and Gas Exploration and Production Branch has defined its core rules, which are to be applied to all its entities, headquarters and affiliates. Each of them addresses one topic identified in the HSSE&SR management system. The prescriptions of these rules are refined in daughter rules, general specifications, and guidance manuals, etc. Such a system must be flexible enough to adapt to local regulations as national regulations are always on top of the hierarchy. To ensure that there is no loophole Total has strictly defined how any voluntary deviation of its rules must be addressed to ensure the adequate risk control. The last but not least steps are implementation of the reference system, training of the people, auditing process, and management of change. The network of HSSE&SR leaders, in the headquarters and on every site plays a key role in making the system efficient. Regulations and expectations have dramatically changed during the recent years. The company responded to these changes, and has a policy to anticipate future changes.
- Health, Safety, Environment & Sustainability > Safety (1.00)
- Health, Safety, Environment & Sustainability > HSSE & Social Responsibility Management > HSSE standards, regulations and codes (0.50)
- Health, Safety, Environment & Sustainability > Sustainability/Social Responsibility > Social responsibility and development (0.47)
- Management > Strategic Planning and Management > Exploration and appraisal strategies (0.34)