|Publisher||Society of Petroleum Engineers||Language||English|
|Content Type||Conference Paper|
|Title||Enhance Digital Oil Fields by Plugging the Technological Capability Gap|
Keith R. Holdaway, SPE, SAS Institute Inc.
North Africa Technical Conference and Exhibition, 14-17 February 2010, Cairo, Egypt
2010. Society of Petroleum Engineers
|3.5.1 Knowledge Management
The oil and gas industry needs to plug the capability gap with pertinent technology that embraces the current trends to improving productivity. Digital oil fields have to engage the geosciences community and the business decision makers, surfacing knowledge from the plethora of accumulated data, both real-time and historical.
Solutions must integrate not only the data, but extant applications and physical monitoring systems, and enable efficient collaboration between these facets to perform tasks faster and with more effectiveness and efficiency. With improved workflows and computing potential, it is now possible to ascertain the risk assessment and quantification of uncertainty inherent in improving productivity. The cost implied by poor predictions has to be mitigated by improved integration of disciplines and data fusion by adopting soft computing methods such as neural networks, fuzzy logic and probabilistic reasoning instilled into efficient workflows and processes. Reservoir characterization is a crucial player in modern reservoir management, and can lead to improved and timely reservoir decisions and this leads to heightened value of the oil and gas assets.
This paper draws upon a case study that ameliorates the path to knowledge that is derived from available data. Let us look at a reservoir surveillance management solution that embraces a predictive detection and alerting solution to improve production forecasting and planning, and so assist in managing corporate risks and investments. Also, as we walk through a digital oil field workflow, we can focus on some of the soft computing techniques such as neural networks and fuzzy logic that lend credence in reservoir characterization.
Central theme to this paper is “Plug the Capability Gap” that is to state - "Mind the gap” - It is a warning to train passengers of the sometimes significant gap between the train door and the station platform in the City of London. It was introduced in 1969 by the London Underground rapid transit system. The phrase is so associated with the Underground that it sells T-shirts with the phrase imposed on a London Transport symbol. Perhaps Oil and Gas CEOs should be sporting this attire? I am going to concentrate on the technology perspective for a successful digital oil field.
Let’s introduce a definition for “Digital Oil Field”, perhaps a non-definitive definition that has oxymoron written all over it since both “definitive” and “definition” share the same Latin roots. The digital oil field is a strategy for improving a specific area of an oil company’s business by deploying people, technology, and knowledge effectively. The digital oil field initiative, however, is transforming the way people work. A key ingredient of the digital oil field is quick, easy, and timely access to quality data: companies must shift the burden of orchestrating data from people to systems. Achieving the digital oil field requires innovation in computer software and hardware and in telecommunications to effectively “educate” and “equip” almost every aspect of upstream oil and gas activity into an integrated, real-time operation. And this innovation impacts domain experts and technology to surface one collaborative perspective on the knowledge accrued from all facets of upstream data.
However, a digital oil field project can morph to embrace any particular “Capability Gaps” that are extant in your particular company. By “Capability Gaps” I am referring to a corporate-wide participation to determine and develop a prioritized list of gaps that when addressed coalesce to formulate a digital oil field implementation.
|File Size||1,137 KB||14|