Today, thousands of users of our customers’ Smart Process Applications are driving innovation at their companies because their SPA’s truly represent the vision of the O&G exploration & production management teams. Their portfolio’s of Smart Process Applications are used to capture, prioritize, track, implement, democratize access and “tame” highly unstructured knowledge processes and assets leveraging core competencies from the people who are in the best position to recognize their potential impact – their employees.
Senior management at this O&G organization wanted to encourage a company-wide culture of innovation, while at the same time ensuring employee focus was maintained on capital discipline, production growth and functional excellence.
Peer reviews at Hess indicated that a common understanding between G&G, Reservoir Engineering and Petrophysics was critical for teams to produce deliverables that could represent the BEST technical estimates of potential reserves and production for an asset. Providing access to a shared set of guidelines, best practices and examples – governed by the leading technical minds in the company – was identified as being fundamental to helping teams develop work plans and strategies that met expectations during the peer review process.
Recognizing that the majority of information used to move a prospect through a decision process is highly subjective, and requires collaborative input from a multi-disciplinary team, W&T Offshore sought to implement a solution that could enable rapid, real-time comparison and ranking of prospects.
Developed using Rose & Associate’s extensive expertise and industry knowledge in risk and resource assessment, Appra aims to deliver E&P leadership a more holistic approach to the consistent characterization of plays, prospects and portfolios.
E&P companies recognize the need for consistency in characterizing the opportunities in their portfolio. However, there is often a gap between the drive for consistency and the ability to manage the underlying data, especially as opportunities mature from leads to prospects to drill ready. There is also often a large time gap between the decision to drill a well, and the post-drilling results and calibration process. Other gaps persist as discoveries move into appraisal and early development. Each of these gaps can cause a loss of knowledge and information about the opportunity, leading to rework, or even repeating mistakes in the assessment.
Keeping wells producing everyday has always been challenging. Today, reducing well downtime may be more of a challenge than ever before. Just as the number of oil and gas wells in the US has risen to all time highs, the number of engineers and producing operations staff has been cut to record lows, in response to the 2014 price collapse.
With too few people to manage an increasing inventory of wells, company efforts to grow cash flow may be stymied as the backlog of unplanned, down production rises. Keeping every available well, producing every day is the ultimate, but likely unachievable, goal. The next best option is to minimize the time each well is not producing or is producing at a rate less than expected.
Operations managers for three major business units at the O&G company were using Microsoft Excel workbooks to track the pipeline and prioritization of all operations projects (new drills, work-over’s, recompletions, pipeline and facilities work).
Significant manual effort was required to review the information on a weekly or monthly basis, and there was no record kept of the decisions made by the teams. As a result, resource allocation was often misaligned with the strategic value of a project and it was difficult to compare projects and progress across the business units.
BP management were exploring ways to increase production from older fields in East Texas but faced a number of major challenges is assessing/reassessing field reserves and economic potential:
- Collecting, organizing and analyzing historical data
- Rapidly integrating and incorporating new data
- Effectively on-boarding new team members
A ground-up evaluation of the field’s redevelopment potential was needed to identify, gather, clean and interpret valuable historical data, and to create a new reserves and development plan of the field that could be easily accessed by all.
An Executive Vice President at this O&G company, leading the center for long term and strategic innovation projects for the business, needed a means of providing real-time reports to executive and line management on the progress of activities for his team.
With over 150 high level scientists and experts in his business unit, working to provide expert consultative technical services to global asset teams and responsible for corporate-wide GG&E ongoing and new hire education and onboarding, a solution was needed to rapidly identify and promote areas of excellence, while simultaneously helping solve trouble areas or areas of overlap.