Presentation on theme: "Leading Integrated Reservoir Studies: Practical Advice John H Martin John H Martin Associates Ltd RESERVOIR DEVELOPMENT CONSULTANTS Presentation for SPE."— Presentation transcript:
Leading Integrated Reservoir Studies: Practical Advice John H Martin John H Martin Associates Ltd RESERVOIR DEVELOPMENT CONSULTANTS Presentation for SPE London Meeting panel discussion on Virtual Teams click to advance presentation
Virtual Team Geographically dispersed Work apart more than in same location Primarily interact electronically; meet face to face occasionally Free agents From various expert groups Part-time; ad-hoc Conflicting loyalties Inter-personal process absent Arms-length commitment
Integrated Reservoir Study full-field reservoir simulation full-field reservoir simulation updating STOIIP updating STOIIP planning a horizontal well planning a horizontal well preparing for an equity preparing for an equity selecting core plugs for SCAL selecting core plugs for SCAL Requires significant effort Addresses a problem associated with a petroleum reservoir Up to several months/years Involves personnel from 2+ technical disciplines
All these are PROJECTS Organised set of planned activities designed to achieve a set of prescribed objectives Some element of uniqueness Goal-oriented Consist of connected & interrelated activities Specific start & end points (usually) cost &/or time constraints………..
well log response …….and often cut across functional and/or organisational lines RCAL and SCAL depositional environment (intrawell) flowmeters geological model (interwell) perforation data transient pressure tests Permeability Model
Flatter management structures for project- based organisations ____ Control Communication Coordination Project E Project C Project B Project A Project D ____ Control Communication Coordination Project C Project A Project D
1. ESTABLISH OBJECTIVES 2. PLAN 3. SCHEDULE 4. CONTROL 5. CAPTURE LESSONS Tailoring PM techniques to assist the project leader Focus on project definition & planning Methods to handle differences between reservoir studies & traditional projects Techniques for integrating the work of geoscientists & engineers Virtual
Fundamental Attributes Purpose statement of business need to be achieved Objectives quantitative and qualitative measures by which completion will be judged WHY are we doing this project?
Objectives of Integrated Reservoir Studies Need to be specific and detailed Define ALL objectives Consider value of additional objectives Prioritise Ensure that objectives are appropriate
Time Quality Cost Scope: also a key element of the project model Work anticipated to fall within the remit of the project…. Or which will fall outside its remit Project SCOPE
Reservoir Management Study Objectives Reconcile geological model & MB STOOIP Assess extent to which all areas/layers are being waterflooded effectively Identify infill drilling locations Define long-term depletion strategy Scope Emphasise accurate reservoir description and use of reservoir monitoring results Resolve all possible questions with classical hand calculations Use more sophisticated techniques if necessary
Identify Activities Project manager may make first pass if more experienced than team members or when time short Does not build team spirit Danger of some activities being overlooked ESTABLISH OBJECTIVES PLAN
Brainstorming: by 'planning' team Use wall, board or flip chart with 'post-it' stickers Generate as many 'ideas' as possible Do not worry about what order the 'chunks' come in Include whole project initially Don't expect to 'get it right' first time Encourages strategic thinking by team EVALUATE CORES ZONE RESERVOIR CALIBRATE WIRELINE LOGS EVALUATE POROPERM MAKE ISOCHORE MAPS ANALYSE MIN & PET DEPTH MATCH AGAINST LOGS SAMPLE CORES CORRELATE WELLS DETAILS FOR LATER USE Point-count thin sections Analyse by XRD Prepare thin sections
Hints on identifying activities Chose meaningful description Each activity should have name which contains active verb and object Include activities which might not involve much effort, but incorporate waiting time Not helpful to get bogged down in excessive detail Also avoid excessive generalisation EVALUATE CORES ZONE RESERVOIR CALIBRATE WIRELINE LOGS EVALUATE POROPERM MAKE ISOCHORE MAPS ANALYSE MIN & PET DEPTH MATCH AGAINST LOGS SAMPLE CORES CORRELATE WELLS DETAILS FOR LATER USE Point-count thin sections Analyse by XRD Prepare thin sections
displayed in precedence diagram(s) shows procedural relationships which need to precede which can be done concurrently activities/relationships identified; ambiguity avoided an effective means of communication Plan: a graphical representation of work to be carried out - a network Location & ordering of activities indicates precedence only no looping
Important Events Merge Burst Activity 1 Activity 2 Activity 3 Activity C Helpful in determining Milestones Nesting Networks Activity A Activity B
Constructing precedence diagrams
1. ESTABLISH OBJECTIVES 2. PLAN SCHEDULE Define resource availability Identify critical path Review, revise and agree project schedule
A precedence diagram is more than just a flow chart! Often a retrospective view of how the team would have liked to have done the work!
Critical Activity vs. Critical Path Activity Critical Activity activity whose successful completion is essential to overall success of project - formulating geological model - permeabilities - relative permeabilities Critical Path Activity activity whose late completion will delay completion date of project
Start Result path Activities Milestones End Milestone Plan Measuring points within project Also decision points
Prepare a Project Definition Document A statement of understanding to commence project planning to avoid overlap or omission Important part of documentation projects may run for longer than postings basic reading for any newcomers Purpose, scope, objectives, constraints Activity descriptions, precedence diagrams, schedule, milestones Essential for a Virtual Team
Monitor progress against plan Precedence diagram Gantt chart Relatively straightforward, but who should be responsible? 1. ESTABLISH OBJECTIVES 2. PLAN 3. SCHEDULE CONTROL
Why we work on some activities Interesting? boss is very interested? know how to do – experience? on top of in basket? data are readily available? in the mood important (critical activity)? critical path activity?
Budget total forecastPlanned spend The S-curve actual spend Low value assigned to WIP high value assigned to WIP Achievement £K Cost £K Monitoring against cost Traditional methods not suited Timesheeting may not be sufficient Simple cost vs. achievement method works well
1. ESTABLISH OBJECTIVES 2. PLAN 3. SCHEDULE 4. CONTROL CAPTURE LESSONS Technical reporting collection of viewgraphs rarely enough! Project templates Time Loss of knowledge during Field Development
Integrated Reservoir Studies Traditional Projects vs.
Objectives less clear at start of study? May be critical in designing the study correctly Approach: Carry out mini-project with objective formulate detailed objectives of study Include activities in network diagram – refine objectives or define additional objectives
Suggestions: identify key uncertainties explicitly in precedence diagrams yes/no approach #1 or approach #2 define approach plan and schedule critical alternatives Greater uncertainty as to approaches to be taken?
data integration history matching development options + geological uncertainty Uncertain activity durations Approach: where uncertainty will have significant impact on overall schedule, make three estimates and assess effect
Approach: identify events that could yield new data include relevant activities in network diagram as reminder to stay alert Greater potential for recycling back to an earlier activity new data from field information from other fields in basin improvements in technology
Approach: train personnel in PM techniques give lead in planning to committed person use part-time Project Planner initial planning periodic updates Magnitude of expenditure much less Need for full-time Project Management staff difficult to justify
Approach: avoid need for shortcuts at end of project create basis for quality checks through detailed planning & documentation conduct external audits at milestones No formal quality control programmes
Geological Strategies Agree specific guidelines Make results accessible Reservoir description as simple as possible but no simpler Define 'degrees of freedom' in geological model Don't underestimate uncertainty Make use of subsurface analogues
Give geologist specific guidelines Ensure that assumptions are reasonable History matching should be collaborative Revisit geological model prior to acting on recommendations Strategies for reservoir engineers
Designer formats: useful integration methods important relationships are subtle standard displays are too busy e.g. CPIs; welltest interpretations, core descriptions what needs to be integrated varies people see results differently Design formats for entire team Virtual
Out-sourcing requires special efforts to ensure integration Most appropriate contract relationship? Lump sum Unit Price Reimbursable Client/contractor organisation? Separate contractor team Contractor furnishes personnel
Team-building Are team-building events really worthwhile? Best team-building is working together on an important, well- defined problem! Appropriate planning at outset will benefit all stages of team work Virtual
Merely forming a team doesn't ensure success - in integration or otherwise! Virtual
A generic project model
Modifications of basic PM approaches for integrated reservoir studies Basic PM courses are just a starting point? R&D PM approach Rolling Wave planning Using PM software is not enough fixed dates, Gantt chart displays, rather than focussing initially on precedences More effort to capture the lessons