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A Technical Section represents a grouping of global members who share an interest in a specific technical topic. These communities of SPE members share ideas, promote competence, and develop projects related to their technical interest. Technical Sections tend to be more task-oriented than discussion-oriented. They meet virtually for the most part, but are encouraged to hold a face-to-face meeting at least once a year. The Technical Sections Operations Manual (TSOM) is your go-to source for information about how to conduct your technical section activities. You can learn about your individual role and find the forms and deadlines associated with your duties. Questions may be directed to your staff liaison, or to firstname.lastname@example.org.
Khan, Muhammad Navaid (ADNOC Offshore) | Al Neaimi, Ahmed Khaleefa (ADNOC Offshore) | Al Qamzi, Abdullah (ADNOC Offshore) | Ali Yusaf, Shabbeer (ADNOC Offshore) | Shimizu, Yasushi (ADNOC Offshore) | Asghar, Ali (ADNOC Offshore) | Felix Menchaca, Tania (ADNOC Offshore)
Operational efficiency improvement is a fundamental requirement and the continuous effort to achieve it is the inevitable need for any organization that targets profitable throughput in today's volatile market. Based on a study for a group of North American oilfields, in a typical mature oilfield, on an average 6% to 10% production deferments are caused by the process inefficiencies. Organizations continuously look for cost effective technologies that can facilitate implementing systematic operating procedures to maximize value of available resources and to provide a controlled environment for executing defined activities efficiently.
Business process management (BPM) is a technique that brings in a governance mechanism to the efficient execution of processes. It uses various methods to discover, model, analyze, measure, improve, optimize, and automate business process to generate and track improvement actions. A typical project implementation involves a holistic review of the existing processes, identifications of the bottlenecks, mapping of the stakeholders and developing definitions for efficient corrective actions that enable closing system gaps. Early engagement with the stakeholders and an insightful management of change (MOC) are the key requisites of assuring the successful process roll out.
Despite many industries, such as, medical and financial institutions, human capital management firms and logistics tracking system providers, have exploited the use of BPM and workflow automation to enhance their operation management capabilities, oil and gas industry still lags behind in capitalizing the benefits of this useful combination. This paper demonstrates the stepwise approach of implementing effective strategies, methods, and techniques to model and roll out collaborative solutions to help multi-disciplinary teams to execute business processes efficiently and consistently, whilst ensuring adherence to standards and agreed guidelines for maximizing efficiency and profitability. A real implementation case is presented, where a complex integrated production management and optimization system is managed leveraging workflow automation and BPM that has resulted in significant efficiency gain.
Eni is pursuing an organic growth strategy in exploration and production, built on major exploration discoveries, a robust project pipeline and strong performance in operations.
To support the achievement of growth targets with the most efficient deployment of resources, a "continuous improvement?? approach was introduced.
The Continuous Improvement Program was initially focused on exploiting Headquarter improvement opportunities, running 30-40 initiatives at any given time; later the program was deployed in Geographical Units, with projects differing in size and impact.
The Program has an intentionally wide scope, encompassing processes, know-how, deployment of technologies, best practices and methodologies.
The continuous improvement process starts both from analysis of operational KPIs or improvement ideas identified in ordinary activity. It produces initiatives in multiple areas, such as Brownfield production optimization, Methodologies development, Process optimization, Sustainability and HSE. The Portfolio of initiatives is monitored and renewed periodically.
Responsibility for initiatives belongs to Line Management: HQ and GU functions, as performance improvement process key players, maintain a leading role in identifying and executing improvement projects. A central Continuous Improvement department was established to coordinate the whole process-setting priorities, capturing synergies and monitoring progress.
Specific techniques applied include Project Management, Lean Production and Six Sigma, as well as methodologies developed in-house.
A benchmark with other upstream majors was run in order to validate design choices made for the Program. It showed common mission and objectives, namely developing a culture that delivers constant results through focused projects. On the other hand, design choices for implementation are widely differentiated. Benchmark comparison also showed the importance of balancing the operational and strategic dimensions and to focusing on deployment throughout the organization.
In its first three years of running, the Program completed about a hundred projects achieving value in the order of some hundreds of millions of USD, spreading important improvements in operating practices and identifying huge potential value to be exploited down the line.
As organisations transition from concept and design to the deployment and operational phases of a Production Optimisation solution, they anticipate new levels of performance and possibilities. They plan for increased production from the 'right' wells, with production engineers and operators able to easily access information, share near-real-time views of the same issues, and make informed production decisions on a daily basis.
The organisation may have accurately estimated the cost of the project design, build, deployment and implementation. But they may have assumed ongoing maintenance costs will primarily be the IT support needed for defect fixing and software release management. That narrow definition of support can lead to problems and ultimately, decreased confidence in the solution and jeopardise its sustainability and evolution.
With a new solution, new roles must be defined to reinforce the relationship between day-to-day activities and their impact on performance metrics and business targets. Continuous improvement and solution enhancements should be sponsored by appropriate decision-makers, and management must recognise and champion the contributions of these new roles.
Data quality issues may require diagnosis and follow-up, with different skill-sets mobilised to address them. Engineers must own the integrity of certain information - alarm levels, valid ranges, thresholds, and calculations. End users and support team must adopt a diagnostic process for identifying the type of follow-up needed to address issues. Simple and focused support metrics need to be devised and reviewed to insure that the support model returns the anticipated benefits.
Our industry is uniquely characterised by fierce competition to gain accessto opportunities such as exploration acreage or participation rights inredevelopment opportunities, and once access is secured cooperation amongcompetitors turned partners is common.In practice, the motivation for theformation of these partnerships is to reduce financial exposure and not tocreate value. As operators typically assume a dominant role, they driveinvestment decisions with little, if any, value-creating input frompartners. The ultimate de-velopment plans therefore may not be attractiveto the nonoperating partners, but the alternative of nonparticipation is evenworse. These behaviors create a lose-lose situation.For operators,"partner-drag" extends cycle time and increases costs.For nonoperators,value creation opportunities are lost and their control over the future oftheir investments is less than they are entitled to, based on their equity.
This paper explores some critical questions:Do part-nerships create ordestroy value?What role should a non-operating partner play in a venture,and what competency does it require to be able to make positive contributions?Should partners focus on errors of omission (i.e., missing high-valueopportunities, doing the wrong project) or on errors of commission (i.e., notgetting full value from execution, doing the project wrong)? The authors,drawing on Petoro case studies, will share lessons learned and best practicesdeveloped from implementing a business model based entirely on creating valueas a nonoperating partner. Novel work processes are presented, based on theselearnings, that improve the relationship between operators and nonoperatingpartners from lose-lose to win-win.