I Field Overview Spe Reservoir Study Group 0108
11 likes2,133 views
The document discusses Chevron's integrated field (i-field) program which aims to optimize operational processes through enhanced collaboration, standardized analysis, real-time data-driven decision making, and remote operations. The i-field approach promotes integration across functions, locations, and disciplines to improve operational efficiency and decision making.
I Field Overview Spe Reservoir Study Group 0108
- 1. The i-field Approach Update on Chevron’s program with emphasis on with Reservoir Management SPE Reservoir Study Group 24 January, 2008 Houston, TX
- 2. Introduction The integrated field i-field , i.e. the integrated field, is an operational transformation philosophy driving enhanced and optimized operating processes, with common attributes: Manage by exception (focus on highest value) Improve collaboration across distance and across functions Standardize and centralize analysis and decision making Use relevant-time data in decision-making Reduce ad-hoc trips to field locations
- 3. Integrated Field: An operational transformation philosophy Enhanced, optimized operational processes Manage by exception (focus on highest value) Remove people from Harm’s Way Standardized, centralized analysis and decision making Use of real-time data in decision making Improved collaboration across distance and functions Starting with where an asset is … Guiding to where it could be … Integrating solutions & technology that are available today Planning for tomorrow’s solutions
- 4. OTHER COMPANY OFFICES Operations Employees In the Field Manage by exception Supported with prioritized work Collaborate with SBU office, others Engineers and Management in an SBU’s Main Office Optimize across processes through new solutions Reliably execute base business & reservoir management Collaborate across disciplines, and with the field Experts - Other Locations Provide input virtually Vendors view real-time equipment data The integrated field: an Illustration An integrated field promotes collaboration across disciplines and locations, offering real-time information and visualization to support decision-making communication & collaboration ● visualization ● real-time information ● guided workflows ● based on standards SBU OFFICES
- 5. The i-field Journey… 2000 Sensors 2001 Field Test Projects Oilfield Automation Real-Time Production & Reservoir Optimization 2002 i-field is born! 2004 4 Asset Projects CiSoft (USC) R&D Agreement First ADE Project 2007 Seeing results from first projects 7 asset projects started or completed 6 SBU’s with i-field strategies
- 6. Value of the Integrated Field Value to Business Units: Operational Transformation Transformation Optimization i-field programs can help propel business units working towards transforming their operations TIME VALUE desired pace Systems Optimized Integration Across Functions Enhanced Decision Support Reservoir Management Framework Established Base Business Processes Optimized Asset Decision Environments Integrated Asset Management Total Asset Awareness Remote Operations current pace Base Business IT Reservoir Mgmt i-field Standardization Base Business Processes Maintained Upstream Foundation Enabling IT Architecture
- 7. SBU Engagement in i-field Assessments: Identifying Opportunities As the key initial step in engagement, an assessment is conducted to identify how i-field capabilities could help an asset meet and exceed business targets The assessment is designed as a “fit-for-purpose” procedure, to align with SBU business drivers and an overall state of readiness to pursue operational transformation via i-field The final report includes a section devoted to opportunities, outlining: Key issues or areas of opportunity for the asset Main recommendations on how i-field can help the asset address the key issues High-level estimate of benefits
- 8. Building Blocks are one or more work flows or work processes optimized with the proper enabling technologies and process environments that when implemented together with appropriate change management transforms the resulting work process Building Block Components of an i-field Building Blocks Defined Work, transformed All must be included in an implementation Multiple Building Blocks can be grouped to form a project, for implementation Implementation within an i-field nested project Work Flows / Work Processes Enabling Technologies Process Environments Change Management
- 9. Enablers for i-field and Reservoir Management i-field Building Blocks Data Integration i-field Transformed Solution Business Process / Integration Layer Ease of accessing the right information at the right time Systems of Record Application Integration Dashboards & User Interfaces Upstream Foundation Information Management Base Business Solution Base Business Solution Reservoir Management Solution Reservoir Management Solution Reservoir Management Solution Base Business Solution Optimize the whole! Upstream Foundation & Information Management > Required if… we want more consistent, adoptable solutions Current state: most solutions are highly-customized within SBUs, difficult to re-deploy
- 10. i-field and Upstream Processes Relationship to Base Business Standardized Processes If Base Business standard processes can be considered the “what”, i-field offers a “how” as a means for integrating and enabling process enhancements Offers new processes, technology, process environments, roles and competencies Integrates and enables process enhancements of what we should be doing today Base Business Standardized Processes Surface Equipment Reliability Improvement Surface Facilities Optimization Integrated Production Systems Optimization Well Reliability Optimization i-field Transformation Optimization Standardization
- 11. i-field and Upstream Processes Reservoir Management Solutions i-field works with Reservoir Management (RM) and RM communities of practice to invite joint involvement in solution planning and road-mapping Tying to the RM Framework Coordination with Communities of Practice Waterflood Optimization Artificial Intelligence and i-field Integrated Production Modeling Technologies Characterize Asset Base Develop Asset Plans Forecast Deliver Production and Reserves
- 12. i-field and Reservoir Management How Reservoir Management can be enabled by i-field : Standardizes the pattern review process, well review process and enables pattern/well (injector and producer) surveillance diagnostics Will identify and prioritize under-performing patterns allowing for analysis by exception Provides key reservoir and production information on a section, injector and producer Integrated systems modeling, intelligent alerting, production exception reporting Focuses on utilizing standardized, best-practice processes and real-time information for early detection of problems and for maximization of daily field production Utilizes ADEs to facilitate the well (production) review process and weekly losses analysis to identify production bottlenecks and opportunities for production increases and risk mitigation Production Optimization Waterflood Pattern / Well Optimization Forecast Deliver Production and Reserves Other Building Blocks aligning with Reservoir Management Framework Reservoir Surveillance Productive Reservoir Prediction Production Capability Forecasting Well Surveillance Exception Management Water Management Drilling Factory Development Drilling Center Steam Assisted Gravity Drainage COMING
- 13. Continuous decision-making based on the latest information, providing publication /notification of updated models, and tracking equivalent models represented in simulation, earth models, and analytical models Collaboration that requires interactions among multiple domains Launch of models to retrieve forecast information for “what-if” scenarios and coupling between multiple workflows Providing support for production optimization workflows through use of common Integrated Field Management tool sets An IAM solution in development in the Deepwater SBU, focuses on providing a single view of information across domains Components of an i-field Integrated Asset Management - ILLUSTRATION Example of IAM - Real-time Reservoir Management: Integration Integrated Asset Management
- 14. i-field in Action SBU Project – Integrated Production Optimization Project IFM: Integrated Field Management CUE is implementing “ i-POP ” to maximize production through automated surveillance and monitoring of well performance, with an integration of real-time data, reservoir, well, and network models Focus Areas: Well Performance Optimization Steps: Step 1 – Production Surveillance and Analysis Step 2 – Integrated Optimization and Online Analysis Step 3 – Semi Automated Asset Optimization Delivery: 2007 (initial phase); fully by Jan 2009 Benefits: Improve well reliability Identify system-wide opportunities to increase production Assets managed more efficiently
- 15. Dashboards and Modeling capabilities are improving Data Volumes constantly increasing Real-time data is a new challenge Data Quality is an absolute MUST Systems Integration links ability to measure/monitor with capability to analyze/model/simulate Search for the Needle in the Haystack
- 16. Traditional Application Approach Presentation Data Architecture Business Workflow Business Logic Presentation Data Architecture Business Workflow Business Logic Presentation Data Architecture Business Workflow Business Logic Data duplicated across multiple solutions.
- 17. What - Upstream Foundation Objectives Business Version Opportunity Statement Enhance the development of i-field functionality and speed Base Business, Reservoir Management and HES process standardization by developing and deploying an IT and Information Management architecture that provides for better information integration, aggregation and integrity The Goal Implementation of the i-field vision to enable transformation of operational processes by deploying and enabling integration of technologies, work processes and information that improves the speed and effectiveness of decisions spanning from sub-surface to surface operations. Enable accurate measurement of key base business performance indicators across all fields and the business unit Implementation of a business intelligence architecture The Approach Business Unit approach with an eye to rollout across Global Upstream Leverage existing work, support & resources Focus on high value unit deliverables on practical scale, expand as proven
- 18. Upstream Foundation Scope Drive a Common Upstream Solutions Architecture (Jupiter) Conceptual architecture (blueprints) and technology recommendations that can be used by developers to build software architecture. e.g. Design and guidance for metadata services, display management, presentation viewers, data/application interfaces. Guidelines and governance for architecture related to Upstream Field Operations solutions. e.g. White papers and documented best practices Drive a Common Upstream Information Architecture Data governance body, policies, processes, standards, and metrics Master Data and Metadata repositories related to in-scope projects Build a Common Development and Support Capability Develop production quality and reusable components to be used for in-scope projects. Greatly reduce the number of components across Upstream Build a Common Development and support organization with the skills to develop and support common Upstream components and solutions Facilitate Organization Readiness Build IT skills, roles to enable the Common Development Team and in-scope projects Drive business readiness and benefits realization through the in-scope projects Develop common change management framework and templates to leverage for future projects similar to in-scope projects
- 19. Value Illustration - Façade and Domain Service Patterns Service Consumers Presentation Layer CIEP Wells (IWM) Service Facade CNAEP Wells Service Facade Data Service Well Header CNAEP Allocated Production Service Facade CIEP (EC) Allocated Production Service Facade BU Wells Service Facade Domain Service Production Application & Data Portfolio Integration Services Business Services PRODML Common Interface WH-ML Common Interface WH-ML PRODML
- 20. What have we learned Business Architecture should precede service taxonomy design and implementation Make processes as uniform as possible Eliminate diversity of source systems where you can or build facades for aggregation or selection Build higher level services based on their support of processes, not just as facades on existing systems Information Architecture is key to solution success Master data management is hard but critical Poor data quality will challenge any solution – don’t underestimate this Transformational change can be uncomfortable New methods (e.g., Agile/Scrum) New tools (e.g. TFS, WCF) New skills (e.g., SOA mindset, service contract design) and the real drivers to stick with the tried & true