Sustaining Momentum in an Integrated Field Model Utilizing an Efficient Project Management Approach - Challenges, Lessons Learnt and Solutions from a Supergiant Field Implementation

2021 ◽  
Author(s):  
Rachelle Cornwall ◽  
Deepak Tripathi ◽  
Sandeep Soni ◽  
Jose Isambertt
Keyword(s):  
Project Management ◽  
Change Management ◽  
Production Optimization ◽  
Smooth Transition ◽  
Management Approach ◽  
Project Implementation ◽  
Production Potential ◽  
Model Quality ◽  
Field Development ◽  
Vendor Management

Abstract Integrated model projects underscore an organizations ability to fully enhance efficiency and unlock production potential. This paper provides a change management framework for key knowledge areas of an IAM implementation, in a giant onshore field to ensure these projects maintain an organizational and operational continuity toward improving production surveillance and optimization. Benefits of linking subsurface performance to surface facilities delivered use cases possible through a well-defined organizational structure and vendor management techniques post deployment. Leveraging project implementation guidelines, working sessions for project sustainability captured all activities required to assure project continuity with maximum utilization. Processes for construction, calibration and network updates were outlined in the organizations new RACI and supported by well-defined quick reference user guides. Decision workflows for validation of pressure and rate data underpinned the value creation through the IAM. Knowledge sharing sessions were linked to a competency development plan for performance audits as IAM activities became routed in routine work. A guided on-site support with vendor as well as the establishment of a support portal ensured time-bound issue resolutions. A large IAM project implementation, involving stakeholders from multiple disciplines and teams, offers unique challenges such as resource-allocation, schedule-optimization, communication-mechanism-identification, change-management, project-document-configuration management, and vendor-management. The innovative user-reference-guide optimized time and enhanced efficiency of the engineers by more than 30%. Standardized process aligned to integrated reservoir management principles reduced the extent of variability in analyses, underscoring continuity of work. Improved data and model quality enhanced the unit's ability to support production evaluations in field operations. In the areas of cost-optimization and process improvements, the project has generated more than 10 value-cases. The project management approach discussed here facilitated the tasks of the newly formed production optimization team. Standardized engineering processes and well-defined tasks support major business objectives, such as well-health optimization, process-standardization, and talent-development. Clearly defined roles and accountabilities assisted the smooth transition and change-management, adopting a new way of working. For example, technical rate determination through the IAM is standardized. Support utilities established for the project are easily accessed with a version-control system for all engineers. In conclusion, the Production Optimization team's core ability to unlock hidden production potential has significantly improved. Integrated asset models are driving the decision-making process for field development and operation teams. This paper summarizes the lesson learnt over three years and provides a concept-skeleton that can be successfully replicated for other projects.

scholarly journals Determinants in Project Management and Change Processes in the Operations of an Organisation

2021 ◽  
Vol 18 ◽  
pp. 1190-1201
Author(s):  
Beata Skowron-Grabowska
Keyword(s):  
Project Management ◽  
Change Management ◽  
Empirical Research ◽  
Arithmetic Mean ◽  
Project Managers ◽  
Systemic Approach ◽  
Change Processes ◽  
Project Implementation ◽  
Common Values ◽  
Implementation Time

The purpose of the article is to present primary conditions in the process of project management in organisations. Ontology, terminology, axiology and epistemology were taken into account in particular. Many elements of the projects which generate improvement of the efficiency of the organisation in the context of a systemic approach, such as common values, organisation goals and change management were also listed. Furthermore, project’s preparation is presented in the paper. Rating in the area of challenges, barriers and trends in project management were highlighted on the basis of answers provided by project managers. Taking into account the results of empirical research, it was assumed that the arithmetic mean of ratings indicates the importance of challenges, barriers and trends for project management in organisations. This article develops previous researches on existing theories of project management and change processes. As a result, it has become reasonable to assume the hypothesis that the project implementation time is determined by the rating of challenges, barriers and trends in project management; higher ratings of challenges and trends and lower rating of barriers lead to shorter project implementation times

Onboarding is a change

2017 ◽  
Vol 25 (7) ◽  
pp. 5-8 ◽  
Author(s):  
Mohan Karambelkar ◽  
Shubhasheesh Bhattacharya
Keyword(s):  
Project Management ◽  
Change Management ◽  
Design Methodology ◽  
Management Model ◽  
Management Approach ◽  
Systematic Design ◽  
Technical Aspects ◽  
Content Type ◽  
Design And Implementation ◽  
And Behavior

Purpose The purpose of this paper is to examine the onboarding process with reference to the change management model ADKAR to improve effectiveness. Design/methodology/approach Change management phases and project management phases of the ADKAR model are applied to onboarding process, and onboarding activities are analyzed. Findings The change management approach and project management approach provide a systematic design and implementation plan for onboarding. Originality/value HR professionals can plan a customized, systematic, and holistic onboarding program covering technical and non-technical aspects in terms of knowledge, skills, abilities, and behavior.

scholarly journals Building impactful systems-focused simulations: integrating change and project management frameworks into the pre-work phase

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Mirette Dubé ◽  
Glenn Posner ◽  
Kimberly Stone ◽  
Marjorie White ◽  
Alyshah Kaba ◽  
...  
Keyword(s):  
Project Management ◽  
Complex Systems ◽  
Change Management ◽  
Systematic Approach ◽  
Reflective Learning ◽  
Healthcare Organizations ◽  
High Quality ◽  
Comprehensive Collection ◽  
Enabling Institutions ◽  
Efficient Care

AbstractHealthcare organizations strive to deliver safe, high-quality, efficient care. These complex systems frequently harbor gaps, which if unmitigated, could result in harm. Systems-focused simulation (SFS) projects, which include systems-focused debriefing (SFD), if well designed and executed, can proactively and comprehensively identify gaps and test and improve systems, enabling institutions to improve safety and quality before patients and staff are placed at risk.The previously published systems-focused debriefing framework, Promoting Excellence and Reflective Learning in Simulation (PEARLS) for Systems Integration (PSI), describes a systematic approach to SFD. It includes an essential “pre-work” phase, encompassing evidence-informed steps that lead up to a SFD. Despite inclusion in the PSI framework, a detailed description of the pre-work phase, and how each component facilitates change management, was limited.The goal of this paper is to elucidate the PSI “Pre-work” phase, everything leading up to the systems-focused simulation and debriefing. It describes how the integration of project and change management principles ensures that a comprehensive collection of safety and quality issues are reliably identified and captured.

Production Optimization for Second Stage Field Development Using ICD and Advanced Well Placement Technology

2008 ◽  
Author(s):  
D. Maggs ◽  
A.G. Raffn ◽  
Francisco Porturas ◽  
J. Murison ◽  
F. Tay ◽  
...  
Keyword(s):  
Production Optimization ◽  
Well Placement ◽  
Field Development ◽  
Second Stage

scholarly journals Gender Equality in Business Action: A Multi-Agent Change Management Approach

2021 ◽  
Vol 13 (11) ◽  
pp. 6209
Author(s):  
Leire Gartzia
Keyword(s):  
Change Management ◽  
Gender Equality ◽  
Social Action ◽  
Basque Country ◽  
Management Approach ◽  
Private Firms ◽  
Agent Collaboration ◽  
Multi Agent ◽  
And Gender ◽  
Corporate Social

Critical to social sustainability and organizations’ growth, at present, is gender equality. Yet, egalitarian principles are difficult to apply in the practice, particularly in private firms. Acknowledging previous calls that research should respond to these concerns and support practitioners, we provide a theory-grounded conceptual framework to address change management in this field, aimed at providing applicable guidelines in the organizational practice. Integrating utilitarian and social justice perspectives about gender action, we call for multi-agent collaboration involving coordinated action from policymakers, private firms and gender experts. We provide an overview of how public policies and legislation guide organizational action by providing key statutory norms and procedures. We then address the relevance of organizational commitment and the alignment of gender goals with the organizational strategy and decision-making, involving managers. Finally, we underscore the benefits of implementing evidence-based action based on academic and consultancy collaboration. The implementation of these principles is illustrated with a multi-agent practice developed in the Basque Country (Spain) between gender equality change agents, suited to apply academic principles to real-world organizational practices. Recommendations for gender equality and corporate social action are provided.

Project implementation management of the russian federation state programs

2021 ◽  
Vol 6 ◽  
Author(s):  
N.А. Gavrilova ◽  
◽  
V.I. Filippov ◽  
Keyword(s):  
Project Management ◽  
Russian Federation ◽  
Management System ◽  
Project Implementation ◽  
The Russian Federation ◽  
The Government ◽  
State Programs ◽  
Implementation Management

The article is devoted to the project management as a modern direction of management. The questions of becoming and development the project management of the Russian Federation state programs are considered, also the reform of management system of the Russian Federation state programs conducted by the Government of the Russian Federation is presented.

Artificial Intelligence Assisted Well Portfolio Optimization - An Automated Reservoir Management Advisory System to Maximize the Asset Value - Case Study from ADNOC Onshore

2021 ◽  
Author(s):  
Subba Ramarao Rachapudi Venkata ◽  
Nagaraju Reddicharla ◽  
Shamma Saeed Alshehhi ◽  
Indra Utama ◽  
Saber Mubarak Al Nuimi ◽  
...  
Keyword(s):  
Machine Learning ◽  
Hybrid Approach ◽  
Simulation Models ◽  
Production Optimization ◽  
Added Value ◽  
Risk Scores ◽  
Well Performance ◽  
Field Development ◽  
Advisory System ◽  
Gas Lift

Abstract Matured hydrocarbon fields are continuously deteriorating and selection of well interventions turn into critical task with an objective of achieving higher business value. Time consuming simulation models and classical decision-making approach making it difficult to rapidly identify the best underperforming, potential rig and rig-less candidates. Therefore, the objective of this paper is to demonstrate the automated solution with data driven machine learning (ML) & AI assisted workflows to prioritize the intervention opportunities that can deliver higher sustainable oil rate and profitability. The solution consists of establishing a customized database using inputs from various sources including production & completion data, flat files and simulation models. Automation of Data gathering along with technical and economical calculations were implemented to overcome the repetitive and less added value tasks. Second layer of solution includes configuration of tailor-made workflows to conduct the analysis of well performance, logs, output from simulation models (static reservoir model, well models) along with historical events. Further these workflows were combination of current best practices of an integrated assessment of subsurface opportunities through analytical computations along with machine learning driven techniques for ranking the well intervention opportunities with consideration of complexity in implementation. The automated process outcome is a comprehensive list of future well intervention candidates like well conversion to gas lift, water shutoff, stimulation and nitrogen kick-off opportunities. The opportunity ranking is completed with AI assisted supported scoring system that takes input from technical, financial and implementation risk scores. In addition, intuitive dashboards are built and tailored with the involvement of management and engineering departments to track the opportunity maturation process. The advisory system has been implemented and tested in a giant mature field with over 300 wells. The solution identified more techno-economical feasible opportunities within hours instead of weeks or months with reduced risk of failure resulting into an improved economic success rate. The first set of opportunities under implementation and expected a gain of 2.5MM$ with in first one year and expected to have reoccurring gains in subsequent years. The ranked opportunities are incorporated into the business plan, RMP plans and drilling & workover schedule in accordance to field development targets. This advisory system helps in maximizing the profitability and minimizing CAPEX and OPEX. This further maximizes utilization of production optimization models by 30%. Currently the system was implemented in one of ADNOC Onshore field and expected to be scaled to other fields based on consistent value creation. A hybrid approach of physics and machine learning based solution led to the development of automated workflows to identify and rank the inactive strings, well conversion to gas lift candidates & underperforming candidates resulting into successful cost optimization and production gain.

Integrated Production Model as a Tool for Optimization the Development Strategy of the Sakhalin Oil and Gas Condensate Field

2021 ◽  
Author(s):  
Oleksandr Doroshenko ◽  
Miljenko Cimic ◽  
Nicholas Singh ◽  
Yevhen Machuzhak
Keyword(s):  
History Matching ◽  
Effective Field ◽  
Production Optimization ◽  
Production Model ◽  
Production Forecast ◽  
Hydrocarbon Production ◽  
Integrated Production ◽  
Wellhead Pressure ◽  
Field Development ◽  
The Impact

Abstract A fully integrated production model (IPM) has been implemented in the Sakhalin field to optimize hydrocarbons production and carried out effective field development. To achieve our goal in optimizing production, a strategy has been accurately executed to align the surface facilities upgrade with the production forecast. The main challenges to achieving the goal, that we have faced were:All facilities were designed for early production stage in late 1980's, and as the asset outdated the pipeline sizes, routing and compression strategies needs review.Detecting, predicting and reducing liquid loading is required so that the operator can proactively control the hydrocarbon production process.No integrated asset model exists to date. The most significant engineering tasks were solved by creating models of reservoirs, wells and surface network facility, and after history matching and connecting all the elements of the model into a single environment, it has been used for the different production forecast scenarios, taking into account the impact of infrastructure bottlenecks on production of each well. This paper describes in detail methodology applied to calculate optimal well control, wellhead pressure, pressure at the inlet of the booster compressor, as well as for improving surface flowlines capacity. Using the model, we determined the compressor capacity required for the next more than ten years and assessed the impact of pipeline upgrades on oil gas and condensate production. Using optimization algorithms, a realistic scenario was set and used as a basis for maximizing hydrocarbon production. Integrated production model (IPM) and production optimization provided to us several development scenarios to achieve target production at the lowest cost by eliminating infrastructure constraints.

scholarly journals Managing an Integrated Project - Experiences from the Realigning Agriculture to Improve Nutrition project

2016 ◽  
Vol 3 ◽  
pp. 5035 ◽  
Author(s):  
Kai Matturi ◽  
Chris Pain
Keyword(s):  
Project Management ◽  
International Development ◽  
Project Manager ◽  
Management Approach ◽  
Development Projects ◽  
Donor Funding ◽  
New Approach ◽  
Working Together ◽  
Common Goals ◽  
Integrated Project

Over the last number of decades there has been a tendency within the international development sector to privilege the management of projects in a siloed manner. This translates to projects managed in a narrow way according to pre-defined parameters of say the education or health sectors. As a project manager you are held accountable for delivering education or health outputs. A shift in donor funding to focus on development projects that are considered easy to administer partly explains this siloed approach to project management within the development sector. However, there is a gradual kick back against the siloed project management approach. Instead we are seeing a return to an integrated managerial approach.An integrated managerial approach involves bringing together various technical specialists to work on common objectives in a coordinated and collaborative manner. A growing number of development actors such as Concern Worldwide are embracing this ‘new approach’. For Concern Worldwide integrated projects are interventions which address multiple needs through coordination across a variety of sectors and with the participation of all relevant stakeholders to achieve common goals. Integrated projects are about sector projects working together with the same target group in the same area in a coordinated manner. This paper reflects on Concern’s experience and evidence to date with integration drawing on the agency’s work in Zambia. The Realigning Agriculture to Improve Nutrition project in Zambia highlights the practical challenges and lessons of managing an integrated project.   

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