Global Virtual Teamwork Cracks The Athel

Abstract

Abstract In 1997, Petroleum Development Oman (PDO) assembled a team of experienced engineers to tackle the unique challenges presented by the Athel play. These deep, high pressure, sour oil accumulations found in the South Oman salt basin were known to contain substantial oil in place but were considered sub-economic due to poor productivity resulting from extremely low permeability. The team sought to better understand both the reservoir and its dynamic behaviour, in search of cost-effective development options. By early 2000 the Athel team had completed three years of focused research and development activities during which time the team evolved into one of the pioneering global teams in the EP sector - the Athel Global Virtual Team (GVT) - calling on a multitude of world-wide resources (both internal and external), managed by an integrated team from PDO and Shell E&P Technology and Research (SepTAR). Visible progress in 1997 and early 1998 contributed significantly to shareholder confidence in approving a green-field Phase 1 development of the Al Noor reservoir. This has culminated in a fast-track project delivering first oil on 12th August 2000, 30 months after approval. The team has addressed all of the objectives laid down in 1997 and has routinely exceeded project targets. This paper examines the challenges faced by the team and the evolution of its global virtual structure. Factors contributing to their success are identified and conclusions and key learnings for future project teams are drawn.