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

Abstract

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.