Research and development drives success in shale plays throughout the world, enabling operators to deploy new drilling, completions, and production technologies to reach more reservoir area and extend the life of production wells. This work demonstrates the development, validation, and deployment of an extreme torque casing connection addressing technical challenges of tubulars in unconventionals.
Throughout the well lifetime, Oil Country Tubular Goods (OCTG) experience various loads during the installation, stimulation, and production phases. Some of the challenges experienced during the stimulation and production phases relate to internal and external pressure resistance, sealability, corrosion and cracking, erosion, and wear. Furthermore, with the increase in lateral length and the more demanding well geometries, the OCTG capabilities related to high cycle fatigue, connection runability, and torque limits become more important to safely and efficiently reach the total depth of the well and ensure integrity throughout well life. Another scenario in which the torque limit of an OCTG connection is important is rotating while cementing, a practice undertaken to mitigate sustained casing pressure, improve well integrity, and completion efficiency.
We present the key elements in the development of a casing connection that overcomes these challenges and the decision process leading to a prototype. To prove the design concept, a fit-for-purpose testing protocol was adopted to validate its performance, replicating the installation, stimulation, and production phases under the expected loads. Once validated, a pilot involving casing installation, rotation while cementing and stimulation was completed in two wells, and its outcomes will be discussed in this work.
This novel casing extreme torque connection, designed to overcome the application challenges, enables the installation of casing in longer laterals, together with the improvement of well integrity through rotation while cementing.
The performance of the product, tested through a special procedure while ensuring reliability, was confirmed by the case study from the Niobrara shale. A new connection considering the challenges of wells in unconventional plays must account for several aspects from design to installation. We show the process, from the design stage and validation, leading to successful field deployment.
Descriptive Analytics is the first step of a three-step data-driven analytics workflow used for managing and optimizing completion, production and recovery of shale wells. The comprehensive data-driven analytics workflow for the unconventional resources is called Shale Analytics (
Shale Descriptive Analytics takes into account seven categories of field measurements;
Two conclusions have been achieved as the result of this study.
The objective of this project, named DataGMA after Data Governance, Data Management and Data Analytics, is to transform YPF shale operations to a data-driven culture. Recognizing that Data Governance, Management & Analytics (DGM&A) problem solving approach requires a wide interaction between the concerned players is the first step to delineate a sustainable and scalable outcome regarding DGM&A best practices. Increasing data-awareness leads to an active engagement of the whole organization around the data life cycle which, in turn, is the basis of a DGM&A virtuous cycle. This paper presents an integrated approach through a multidisciplinary task force (DGM&A IT Upstream Technical Staff) designed not only to tackle the data challenges YPF faces but, and more importantly, to build data awareness and engagement around the data life cycle among the Upstream Technical Team. This combined effort assists the organization in understanding the broader picture of the situation through an exhaustive assessment and an accurate diagnosis.
During the last few years, the petroleum industry has been experiencing significant changes in various areas including, workforce, targets of exploration, application of (new) technologies, and general operational areas of focus. A prolonged depression of oil prices, changes in geopolitical atmosphere, the rise of investment in unconventional resources, as well as the implementation of emerging technologies (including digital) have been the primary catalysts of change within the industry. In terms of workforce, these changes have produced leaner organizations, along with the unintended consequence of losing some critical expertise and creating knowledge-gaps at many organizations. The changes, particularly in technology, necessitate a look at the need for the acquisition of new skills, for current and future petroleum engineers, that match new areas of interest – such as data analytics and artificial intelligence.
As the oil industry continues to evolve, it is imperative for academic organizations to consider these changing dynamics and be responsive. This paper outlines the results of a recent survey that targeted industry managers or supervisors who have direct experience with newly minted petroleum engineering graduates (less than five years of experience). The survey asked the participants their opinions regarding the preparedness of recent graduates as they enter the workforce. The survey's intent was to identify the potential need to modify the skills and knowledge currently acquired in academic institutions during the undergraduate study.
A comprehensive survey that posed questions regarding classical and contemplated new petroleum engineering curriculum was sent to recipients, primarily within the reserves and reservoir-engineering sector. The recipients were industry professionals working in operating, service, financial, and consulting sectors of the petroleum industry. More than 200 responses were received. The tabulated results are presented in the paper, along with interpretation of the results. The raw data will be made available through OnePetro as an accompaniment to the published paper.
The paper presents the survey conclusions, proposed action items, and discusses plans for a follow-up survey.
Decision trees have been used for many years in conventional oil and gas plays to help managers better understand risk and expected value for a project. Although industry has rapidly shifted over the past decade to developing unconventional resources, application of decision trees to these plays has lagged behind. When building decision trees for unconventional plays, it is often unclear to evaluators how to build the tree, namely, how to estimate the probability of meeting a given commercial threshold, as well as the production profiles and costs to use for each branch of the tree. This paper presents a workflow that can be used to build a decision tree for an unconventional play in the appraisal phase of development, given ranges of uncertainty in production profiles and drilling and completion costs. In applying this workflow, managers will better understand both the drivers of uncertainty in expected value and how they can influence it via appraisal program design and setting commercial thresholds. An example from a North American unconventional play is used as an example to illustrate the steps of the workflow.
A Calgary Young Professionals (YP) workshop was held as part of the Canadian Unconventional Resources Conference in Calgary, Alberta, in the fall of 2011. The workshop, titled Speed Mentoring/Design Your Career, offered participants an opportunity to engage with and obtain the advice of experienced professionals at three sessions over the course of the afternoon. The workshop began with a keynote luncheon, titled Dare to Accelerate Your Career. The keynote speaker, John Honeycutt of Key Energy Services, presented results of a survey that drew on the responses of 2,000 industry professionals. The second session invited four panelists to share their personal career experiences.
SPE young professional members Christina Karapataki and Sam (Yinglin) Xu are recognized in Forbes' 2017 list of 30 Under 30 in Energy. Karapataki is a principal at Schlumberger and makes venture capital investments on behalf of the company. In recent years she has deployed USD 9 million in ten financings of companies, including Nantero, Onapsis, 908 Devices, and Naturafrac. She holds BA (Hons) and MEng degrees from Cambridge University and an MS degree from Massachusetts Institute of Technology. Xu is the head of oil and gas investment banking at CohnReznick Capital Markets Securities.
Emerson will increase its foothold in the oil and gas industry with the purchase of software maker Paradigm. As the GE-Baker Hughes deal moves closer to finalization we now know who will be leading the combined company. The offshore drilling sector has taken a step towards consolidating an oversupplied market and Ensco will emerge from this most recent deal as the owner of the largest combined fleet of floaters and jackups. A Houston-based energy consultancy concludes that a series of downturn deals have contributed more to the resiliency of the US shale sector than a rise in oil prices.
Upward momentum in US industry operations continues to gather, as the survey conducted by the Federal Reserve for the just-completed fourth quarter of 2017 indicates. Drilling activity in US shale plays is slowing as operators encounter higher prices for labor, equipment, and services, and lower prices for the oil and gas produced.
Digital technologies serve as a primary theme of this year’s group, with a few environmentally conscious firms included in the mix. The well will immediately be brought on production and is expected to flow at more than 100 MMscf/D of gas and 3,000 B/D of associated condensate, the company said. The main goal of production logging is to evaluate the well or reservoir performance. The shale sector is studying the results of a 23-well experiment in the southeastern corner of New Mexico to learn what the wider implications might be. The shale sector is making moves to consolidate amid investor pressure to increase cash flow.