Data Centric Verification to Streamline Project Planning and Execution

2021 ◽  
Author(s):  
Reed Michele
Keyword(s):  
Early Development ◽  
Early Identification ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Project Planning ◽  
Capital Projects ◽  
Gas Industry ◽  
Construction Companies ◽  
Using Data ◽  
Set Up

There have been numerous calls for O&G companies to rethink the way they carry out capital projects. Various studies have highlighted that opportunities to enhance productivity exist from early development through to construction and handover to operations. Companies that are can realize these opportunities can complete projects safer and faster, reduce costs and quality issues, and improve schedule predictability. This paper presents data centric verification as a key enabler for such change, as it focusses on delivery of desired outcomes – the key to successful projects. This paper presents the rapid benefits that can be harvested, if the effort to put data centric verification in place is made. The following aspects are detailed to illustrate the benefits that are achievable: The wide variety of checking and confirmation activities on projects that frequently overlap, happen too late or don't focus on the correct aspects can be streamlined through a unified verification approach. Using a data centric approach to the set up and tracking of verification activities can support analytics to enable better planning and early identification of issues. Traceability in the data centric approach will enable quicker identification of root causes and remediations. Handover to operations moves from a document accumulation exercise to a data custody transfer. A typical O&G project is executed by a consortium of companies from owner/operators, engineering, procurement and construction companies, various suppliers and equipment manufacturers, etc. Data centric verification, if achieved, can only be through collaboration on a commonly agreed approach. Objectives/Scope Using data centric verification as an enabler to enhance project productivity from early development through handover. Methods, Procedures, Process This paper presents data centric verification as a key enabler for such change, as it focusses on delivery of desired outcomes – the key to successful projects. This paper presents the rapid benefits that can be harvested, if the effort to put data centric verification in place is made. The following aspects are detailed to illustrate the benefits that are achievable: The wide variety of checking and confirmation activities on projects that frequently overlap, happen too late or don't focus on the correct aspects can be streamlined through a unified verification approach. Using a data centric approach to the set up and tracking of verification activities can support analytics to enable better planning and early identification of issues. Traceability in the data centric approach will enable quicker identification of root causes and remediations. Handover to operations moves from a document accumulation exercise to a data custody transfer. Results, Observations, Conclusions The paper demonstrates the resulting requirements management and verification data models that can be established to enable the efficiency gains during project execution. Several example implementations of this data centric approach will be shared to validate the observed improvements. Novel/Additive Information Data centric verification is new to the Oil and Gas Industry. These Shell example projects are the first to implement this new approach within our supply chain.

Agile framework for capital projects

2021 ◽  
Vol 61 (2) ◽  
pp. 422
Author(s):  
Polly Mahapatra ◽  
Paris Shahriari
Keyword(s):  
Oil And Gas ◽  
Hybrid Approach ◽  
Oil And Gas Industry ◽  
Quick Response ◽  
Capital Projects ◽  
Gas Industry ◽  
Response To Change ◽  
The Cost ◽  
Early Phases ◽  
The Ideal

Under the increased pressure of rapidly changing market conditions and disrupting technologies, continuous improvements in efficiency become indispensable for all oil and gas operators. Traditional project management principles in the oil and gas industry employ rigid methods of planning and execution that can sometimes hinder adaptability and a quick response to change. Considering the potential that Agile principles can offer as a solution, the challenge, therefore, is to identify the ideal, hybrid, approach that leverages Agile while incorporating the traditional linear workflow necessitated by the oil and gas industry. This paper seeks to assess pre-existing literature in the application of the Agile principles in the oil and gas industry with a focus on Major Capital Projects (MCPs), backed by the successes experienced as a result of specific pilot projects completed at Chevron’s Australian Business Unit. In particular, this paper will focus on how agility has resulted in improvements to the cost, schedule, teaming and cohesion of MCPs in the early phases as well as key learnings form the pilot agility projects.

New Well Intervention Means as an Answer to Offshore Minimalist Platform Concept: A Breakthrough from Mahakam, Indonesia

2021 ◽  
Author(s):  
Risal Rahman ◽  
Reyhan Hidayat ◽  
Pratika Siamsyah Kurniawati ◽  
Rantoe Marindha ◽  
Gerardus Putra Pancawisna ◽  
...  
Keyword(s):  
Oil And Gas ◽  
Cost Optimization ◽  
Oil And Gas Industry ◽  
Project Planning ◽  
Gas Industry ◽  
Safety Issues ◽  
Coiled Tubing ◽  
Remote Operation ◽  
Innovation And Technology ◽  
Hazardous Zone

Abstract Nowadays oil and gas industry are encouraging the independents and majors to take a fresh look at the technology and concepts required to develop marginal shallow water fields using a minimal platform approach. Innovation on well intervention means (lighter, smaller and less footprint) that fit for Offshore Minimalist Platform (OMP) is needed, including optimizing time and cost during well intervention activities in OMP. To achieve the objectives, well intervention innovation and technology are the main focuses. Intervention activities commonly done on campaign basis with several units (slickline, wireline, coiled tubing, testing) shall be integrated in a safe manner. The approach of integration shall signify these points:Identifying potential jobs in OMP to be done by well intervention methodsIdentifying necessary well intervention means and methods to support the jobs (combo unit, micro coil, hazardous zone redefinition, remote operation)Creating project planning and schedulingPerforming site visit and risk assessmentImplementation and operational executionEvaluation of overall project execution result The following results were obtained after the integration performed:No major safety issues during operationExemplary method and risk assessment for well intervention activities which can be applied for next campaignsTrials on well intervention new units and method (combo unit, micro coil, hazardous zone redefinition, remote operation), were safely performed with some optimization100% success ratio60% on supply boat arrangement35% efficiency in N2 consumption for CT operation45% efficiency in diesel consumption20% - 40% efficiency in Rig Up Time28% less in Job Cost compared to conventional unit These innovations are proven as reliable method to answer OMP challenges with main advantages on footprint and cost optimization. Through this paper, we would like to share lucrative well intervention breakthrough and innovation in OMP with measurable milestones.

Ready to collaborate? Operator and supply chain under the spotlight

2017 ◽  
Vol 57 (2) ◽  
pp. 498
Author(s):  
Mike Lynn ◽  
Alan Samuel
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Commodity Price ◽  
Capital Projects ◽  
Gas Industry ◽  
New Ways Of Working ◽  
Service Companies ◽  
The North ◽  
The North Sea ◽  
The Uk

In the last 12 months or so, particularly with the drop in oil price, there’s been a lot of speculation about the future of the Australian oil and gas industry. Strenuous efforts are being made to bring down costs, reduce complexity and expedite the completion of major capital projects. Yet with the commodity price looking likely to be subdued for some time, serious questions persist. How can we sustain activity in Australia, secure the investment needed to continue exploration and appraisal drilling, for the next wave of projects? In looking for answers to these challenges, collaboration is a theme that comes up time and time again. But what does it actually mean? What does it look like in practice? Who does it well and how? And which companies are reaping the rewards of great collaboration? To fill this knowledge gap we are launching a survey which will look at many aspects of collaboration in the Australia and compare this with the results of similar surveys conducted in the UK. We will be looking to survey both operators and service companies working in the Australia and find out: What does collaboration mean? What constitutes effective collaboration? How do companies view themselves and each other as collaborators? How does collaboration in Australia compare with companies in the North Sea? We hope a better understanding of collaboration could help companies in Australia continue to improve productivity and efficiency, adopt new ways of working, and truly make the most of Australia’s abundant resources.

Mutual Development

2010 ◽  
Vol 22 (2) ◽  
pp. 36-57 ◽  
Author(s):  
Anders I. Mørch ◽  
Renate Andersen
Keyword(s):  
Oil And Gas ◽  
System Development ◽  
Research Question ◽  
Oil And Gas Industry ◽  
Project Planning ◽  
Gas Industry ◽  
Main Research ◽  
Software Product ◽  
Software House

The article presents and analyzes data from a case study in customer-initiated software product development. We have observed and participated in system development activities in a commercial software house (company) over a period of two years. The company produces project-planning tools for the oil and gas industry, and relies on interaction with customers for further development of its products. Our main research question is how customers and professional developers engage in mutual development mediated by shared software tools (products and support systems). We have used interviews with developers and customers as our main source of data, and identified the activities (from use to development) where customers have contributed to development. We analyze our findings in terms of co-configuration, meta-design and modding to name and compare the various stages of development (adaptation, generalization, improvement request, specialization, and tailoring).

Analysis of Applicability of Approaches to Factor Analysis During the Monitoring Investment Projects Cost Deviations in Oil and Gas Industry

2017 ◽  
Vol 6 (3) ◽  
pp. 3-18
Author(s):  
Игорь Демкин ◽  
Igor Demkin ◽  
Д. Власов ◽  
D. Vlasov ◽  
Владимир Бархатов ◽  
...  
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Project Planning ◽  
Planning System ◽  
Project Portfolio ◽  
Gas Industry ◽  
Investment Projects ◽  
Limited Opportunity ◽  
Proactive Measures ◽  
Oil And Gas Companies

Strategic projects of oil and gas companies regularly overcome the budget. High capitalization of these projects leads to the fact that even small relative cost deviations result in significant additional investments. Under present conditions of economic and political pressure, characterized by a limited opportunity to raise loan capital, there can be no additional investments leading to impossibility of new oil and gas projects realization or stop those being realized. One of the ways to prevent such a negative scenario is to improve the project planning system taking into account the results of monitoring the project portfolio cost deviations. It will not only allow companies to take into account the causes of deviations in several projects, but also help to develop and implement proactive measures.

The challenge of building effective hybrid organizations in Brazil

2013 ◽  
Vol 13 (1) ◽  
pp. 83-97 ◽  
Author(s):  
A.M. de Britto Pires ◽  
F. Lima Cruz Teixeira ◽  
H.N. Hastenreiter Filho ◽  
S.R. Góes Oliveira
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Professional Associations ◽  
Gas Industry ◽  
Oil Companies ◽  
Set Up ◽  
Collaborative Activities ◽  
Design Customization ◽  
Market Relations

Since 1996, Petróleo Brasileiro S.A. – Petrobras, the biggest oil company in Latin America, has been supporting a programme for the design, customization, and implementation of tri-lateral collaborative arrangements called the Centres and Networks of Excellence (CNE) Programme, in areas which are critical to the company's competitiveness. This programme is aligned with the Open Innovation proposal, as it is designed to intensify the inflows and outflows of information and technology, from internal and external sources, in the RD&I activities of the participating organizations. This article presents qualitative research based on the case study of the Centre of Excellence (CE) in Engineering, Procurement and Construction (EPC), a hybrid organization which brings together oil companies, EPC companies, universities and technical schools, government entities, professional associations and industry bodies, in an effort to make the Brazilian EPC sector related to the oil and gas industry sustainable and competitive worldwide. The principal objective was to investigate the governance elements and managerial mechanisms that support or hinder collaboration among the parties. The work included the identification of collaborative activities within the organization and aspects of trust. Qualitative data was collected by means of in-depth interviews with staff and executive members of the CE-EPC. The case study highlighted the potential of the method to help set up hybrid collaborative initiatives among parties from different institutional spheres. However, the research identified some barriers to the full accomplishment of CNE. A weak culture of collaboration was the greatest difficulty found in the CE-EPC case. The lack of positive previous cooperation experiences together with a lifelong practice of market relations make it hard to get members to focus attention on a new work logic. Yet, despite the high asymmetry among members and the weak network culture, the results indicate that the CE-EPC has accomplished significant positive results in twenty months of operation and that its internal environment is supportive and favours the improvement and consolidation of the organization.

Experiment-Scale Multi-Vessel Dynamic Positioning System for the Twin-Lift Decommissioning Operation

2020 ◽  
Author(s):  
Zhenqiu Fu ◽  
Wei Li ◽  
Hao Sun ◽  
Meng Yuan ◽  
Xin Li ◽  
...  
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Main Process ◽  
Dynamic Positioning ◽  
Positioning System ◽  
Scaled Model ◽  
Gas Industry ◽  
Dynamic Positioning System ◽  
Offshore Oil And Gas ◽  
Set Up

Abstract In general, the lifetime of the offshore oil and gas platform is about 20–30 years, and a large number of oil and gas platforms is approaching the end of their service. So, how to decommission these oil and gas platforms safely and cleanly becomes an urgent problem for the oil and gas industry and related organizations. And the costs for decommissioning equipment and services are expected to be as low as possible. It is important to develop the innovative removal techniques to reduce the overall cost of decommissioning. In this paper, we propose a new concept to remove large and heavy structures with a single lift, utilizing three semi-submerged vessels. The main process of the twin-lift solution for decommissioning includes two semi-submerged vessels lifting the topside together, and then carrying the topside to the third semi-submerged vessel. This method is simple in principle and does not require the manufacture of new special vessels, only needs to make simple modifications to existing semi-submerged vessels. It requires high positioning accuracy especially under environmental disturbances to ensure the safety of transportation. To ensure efficiency and safety, we develop a dynamic positioning (DP) system and perform a wave tank test for such a twin-lift decommissioning solution. Some aspects of an experimental facility set-up for scaled model test with dynamic positioning system are described. It includes the topology of the experiment and details of the deck mating, DP and monitoring system.

scholarly journals The data-driving management in oil and gas industry: examples and opportunities

2021 ◽  
Vol 6 (4) ◽  
pp. 137-146
Author(s):  
Andrey S. Bochkov ◽  
Mariia G. Dymochkina
Keyword(s):  
Decision Making ◽  
Best Practices ◽  
Business Processes ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Data Driven ◽  
Management Approach ◽  
Gas Industry ◽  
Data Driven Approach ◽  
Using Data

Background. Decision-making process in the oil and gas industry, traditionally extremely expensive, should be based on the point of maximizing the business value. Forecasting the effectiveness of investments of any business unit in oil and gas should be based on a data-driven management approach. The purpose of this article — to study methods and best practices of applying a data — driven approach to decision-making and analyze the possibility of scaling methods of best practices in the processes in oil and gas company. Materials and methods. Research a various case with data-driven management shows that using data-driven approach allows solving several tasks at once: to make a fast and quality decisions based on data that can always be checked, and the result can be analyzed; to reduce the costs by eliminating inefficient steps and increase the flexibility of the process; to form the correct attitude to data (data culture) and prepare for the implementation of the technologies of Industry 4.0. Analyze cases revealed two common and important things: engineering of business processes from the key performance indicators and the technological development. Results. In article discusses the topic of applying a data-driven decision-making approach in oil and gas companies using several examples of Gazprom Neft. These examples shows that better effect from the using of data-driven management is achieved by consistently modeling business processes for achieving maximum values; highlighting and fixing key business performance indicators and creating a digital monitoring of these indicators, which allows you to the achievement of goals. Conclusions. In the conclusion of the article there are recommendation about using data-driven management approach for various processes of an oil and gas company.

Better project delivery: Australia's value opportunity

2019 ◽  
Vol 59 (2) ◽  
pp. 709
Author(s):  
Angus Rodger
Keyword(s):  
Large Scale ◽  
Oil And Gas ◽  
Investment Decision ◽  
Oil And Gas Industry ◽  
Safety Net ◽  
Project Delivery ◽  
Capital Projects ◽  
Cost Overruns ◽  
Gas Industry ◽  
Track Record

Has the industry seen the light on project delivery? Numerous signs of improved execution through the downturn in Australia and across the globe suggest oil and gas companies are finally getting it right after a lengthy period of dismal performance. Even before prices went to US$100 per barrel and beyond, the oil and gas industry had a poor track record of delivering major projects. However, higher prices exacerbated the situation, encouraging poor capital discipline and overconfidence in undertaking large-scale, highly complex projects that overstretched the supply chain. The results were delays, cost overruns and billions of dollars in value destroyed. Over the past decade the average project was delivered 6 months late, with costs up 14% compared with the forecast at final investment decision. The top 15 cost blowouts were a cumulative US$80 billion over budget. Much of that was in Australia. But lessons have been learned. Without the safety net of higher prices, the successful execution of capital projects has become of crucial importance to the industry. There is now evidence of post-downturn projects being delivered on time and on budget; in Australasia, recent examples include Greater Western Flank Phase 2 and the Bayu-Undan infill drilling campaign. But do these successes mean execution has really improved? It can be argued these are relatively simple brownfield, subsea developments. When we enter the next investment cycle with bigger projects (Scarborough, Browse and Barossa), will we see the same old mistakes repeated again?

Mutual Development

2012 ◽  
pp. 103-125 ◽  
Author(s):  
Anders I. Mørch ◽  
Renate Andersen
Keyword(s):  
Oil And Gas ◽  
System Development ◽  
Research Question ◽  
Oil And Gas Industry ◽  
Project Planning ◽  
Gas Industry ◽  
Main Research ◽  
Software House ◽  
Further Development

The article presents and analyzes data from a case study in customer-initiated software product development. We have observed and participated in system development activities in a commercial software house (company) over a period of two years. The company produces project-planning tools for the oil and gas industry, and relies on interaction with customers for further development of its products. Our main research question is how customers and professional developers engage in mutual development mediated by shared software tools (products and support systems). We have used interviews with developers and customers as our main source of data, and identified the activities (from use to development) where customers have contributed to development. We analyze our findings in terms of co-configuration, meta-design and modding to name and compare the various stages of development (adaptation, generalization, improvement request, specialization, and tailoring).

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