Managing Data Assets To Improve Business Performance

Abstract

SUMMARY A project to improve integration of data and computer applications for exploration, appraisal, and field-development planning is ongoing at Sarawak Shell Bhd. An increased awareness of the importance of data as an asset has resulted in definition of a project aimed at improving the exploitation and management of this asset. This is expected to affect business through increased staff productivity and realization of new development opportunities through better subsurface interpretation and field management. INTRODUCTION During 1995-96, Sarawak Shell underwent an organizational review to transform itself into an asset-based organization. Integrated asset teams that encompass exploration, development, and reservoir-management activities were formed. During the review phase, subsurface- and surface-data management were identified as key areas that needed to be addressed and improved. Small teams were subsequently set up to define the scope and terms of reference for these projects. This paper describes the objectives and setup of the Subsurface Data Integration (SSDI) project. PROJECT MANAGEMENT AND LOGISTICS The goal of the SSDI project is to address the following main activities:data integration, project and corporate databases, applications- portfoliomanagement, data ownership, and procedures. Fig. 1 shows the data challenge, a key value driver for the initiative. The data challenge is from an in-house Shell study that suggested that technical professionals spend 60% of their time looking for data. The SSDI project team coordinates and drives the project and helps the business units implement the improvements. A companywide steering group makes key decisions with representatives from these business units and technical service groups. Fig. 2 illustrates the relationships between the project team, the steering group, and the asset teams. The activities carried out as part of the project are facilitated and supported by the project team but owned and driven by the asset teams through the steering group. This ensures that business requirements drive the tasks and priorities for the project team.