NPF conference September 17-18, 2008
Intelligent Fields and Integrated Operation
Integrated Operations beyond 2020
Jon Kleppe and Jon Lippe
Center for Integrated Operations in the Petroleum Industry
Many ideas in this presentation are based on contributions from our
partners:
RESEARCH PARTNERS
INDUSTRIAL PARTNERS
COLLABORATING INTERNATIONAL ACADEMIC PARTNERS
What happened the last 15 years?
-with relevance to Integrated Operations
Technology (ICT)
•The internet and www
•email for all
•PC revolution
•PDA and Cell phones
•ISDN, ADSL, WLAN
•Microsoft, Linux
•High performance computing and visualization
•IO specific: Fiber optics on the NCS, operation centers
People and Organizations
•Business Process Reengineering (BPR)
•Knowledge management
•Core competence strategy thinking (Gary Hamel)
•Flat organizations
•Multidiscipline teams
•IO integrated teams in reservoir, production, drilling
Processes
•Global outsourcing and production
•E-Commerce
•Value chain management, Integration of business processes of
customers and suppliers
What will happen with the workforce the next 15 years?
ROLE IN BUSINESS
Veterans, Advisors
Radio Lux generation (age 55-70)
Hierarchy
Seniors,
Top managers
Color TV generation (age 40-55)
Challenges,
Entrepreneurs
Cell Phone/email generation (age 25-40)
Recruitment base
Predictability
Flexibility, mobility
Gaming generation (age 10-25)
Virtual Life
ROLE IN BUSINESS
Veterans, Advisors
Color TV generation (age 55-70)
Predictability
Seniors,
Top managers
Challenges,
Entrepreneurs
Recruitment base
Cell Phone/email generation (age 40-55)
Flexibility, mobility
Gaming generation (age 25-40)
Virtual Life
?
Virtual teams in a “Flat world”
"In the future you can collaborate with
anyone,
anywhere,
at anytime,
and at almost any level of interaction"
David Coleman, Founder and Managing Director of Collaborative
Strategies, (www.collaborate.com)
Collaboration
technology
Cave technology 1990 –
collaboration
Virtual
collaboration
2020
Virtual
collaboration
Multiple
display2020
faces
Collaboration technology 2008
Interactive technology 2020
• Like Jack Bauer in “24”
• Mobile computing and wireless
networks will be many times
faster than today’s work stations
• Extended collaborative
services available (visualization,
VR, data sharing,
communication, virtual meetings)
• Seamless and safe data
management/exchange through
the web, communication
standards
• “Intelligent” data retrieval,
search engines based on
semantic web
Collaboration
Collaboration
2008: A NEED FOR INTEGRATION OF INFORMATION
Most information systems today are still designed by specialists, for specialists
Models in different domains will communicate
Interconnection between models
The new petroleum engineer:
T-competence
Attitudes
Collaboration skills
Knowledge about other disciplines
Specialized
knowledge
New specialist:
Team coordinator
“Specialist General
practioner”
Specialists are still
needed, but their
competence is
extended
The role of the universities in education of
“IO ready” petroleum engineers
The Future Workspace
Perspectives on Mobile and Collaborative Working
MOSAIC project, final report (http://www.ami-communities.eu)
“Ad-hoc networks of mobile
professionals supported by ubiquitous*
collaboration services”
Ubiquitous* (Wikipedia): Seeming to appear everywhere at the same time
Shell Draugen and Ormen Lange operations
Actors in Production Optimization
Ormen Lange
Operation room
Nyhamna office
Draugen
Operation room
Kristiansund
office (Råket)
Contractors
Norske Shell
Stavanger office
Expert groups
Shell Global
Source: Camilla Tveiten, NTNU/SINTEF, Courtesy Shell
Communication pattern
Shell Draugen and Ormen Lange operations
Actors in Production Optimizing
Source: Camilla Tveiten, NTNU/SINTEF, Courtesy Shell
Consequences for organization and management
Complexity of networks between integrated teams makes traditional hierarchical structures
less efficient
Teams will connect “like neurons”, depending on what gives added value.
The networking process is hard to manage directly.
Management is redefined:
What will be words like “control”, “responsibility”, “reporting to…” mean in the new IO
environment?
Top level management  building culture
-Development of culture, values, goals, KPI’s
-Long term strategies and decisions
Middle management Team facilitators/coordinators, network coordinators
Conversion from middle management to team facilitation and coordination
Will it be the same people? Retraining?
Team responsibility
-Smart decisions. Quality assurance will have to take place inside the team
- Connect to other teams and specialists, collect information and expert support
Integrated operation will expand
to the whole value chain from
exploration to marketing
…giving added value, but also
increasing the complexity of
communication
Technology: Remote operation
Sensor and data transmission technology
Nano technology/wireless sensors and new signal transmissions
New opportunities for information from reservoir, downhole, subsea and top site
Drilling information
Amount of available data
The amount of data will increase drastically
 need for automatic data processing
Workload
oil company
Total amount of data
to be analyzed
Workload
service/system
supplier
Amount of data to be
analyzed by supplier
Courtesy to Trond Lilleng, StatoilHydro
 Time
CONSEQUENCES
1. Suppliers will receive a larger and larger portion of data analysis
tasks
2. Suppliers will have deep competence of models and tools, and need
to be integrated in the optimization teams
Team performance
MODEL BASED DECISIONS
Time
Team integration, communication
Model based decision making
Total team performance
Shift from reality to “virtuality”
Practical experience
Holistic view
Practical experience is hard to
represent in mathematical
models
Will it still be ”valid”?
Model based thinking
Analytical approach
Models are simplifications of reality
Are we aware of their limitations?