Technology Focus: Unconventional Resources

Abstract

The dramatic plunge in oil price will be the impetus to transform our industry again. No segment of the industry has embraced innovation more than have unconventionals. At the core of this innovation has been an approach to solving complex problems that had no known solutions before the 2000s. An opportunity now exists to further develop the way we solve problems by adopting agile work flows. Originating from software development in 2001, agile work flows will be a key part of driving the oil and gas industry to its next level of efficiency. Here are three reasons why. Accelerated Delivery of Executable Program. Developing projects that are economical in a depressed oil price environment requires multidisciplinary problem-solving in an accelerated, time-efficient manner. The traditional subsurface work flow that generates these projects experiences difficulty because typically it is designed for known problems (e.g., standard well designs) and requires many handoffs between functional groups, leading to extended project cycle times. Critically, the longer the accepted project cycle time, the less optimization can occur and the less the business can tolerate. An alternate agile approach is to perform key steps of the project as multidisciplinary sprints. These are fast-loop, multidisciplinary activities that require active involvement of the customer and decision-makers - temporary, fully dedicated, empowered teams that aim to reach completion within a defined time frame. Stability in a Time of Change. Maintaining frequent staff engagement is critical during a time when staff members are uncertain about their jobs and often are working remotely. Agile work flows that include daily check-ins or standup meetings are required to provide a regular cadence for staff members and allow for course corrections in response to a volatile market. Flexibility. A flexible, fully committed work force is never more necessary than now. Agile and sprint work flows promote flexibility, directing staff to the task of highest priority and thereby maximizing staff utility. An agile culture promotes staff members who work beyond their traditional geographical or even functional areas.