3. GETTING
THE
WISDOM
FROM
SUBSURFACE
OPERATIONS
Knowledge
Management
(KM)
is
the
process
of
capturing,
developing,
sharing,
and
effec;vely
using
organiza;onal
knowledge
(Thomas
Davenport,
1994)
Prior
to
Knowledge,
comes
Data,
which
has
to
be
treated
according
to
same
principles
as
men;oned
above.
To
share,
an
understanding
of
KM
and
link
to
efficiency,
cost
savings,
resource
u;liza;on,
Health
and
Environment
and
to
minimize
major
incidents
must
be
a
priority
in
order
to
succeed
with
KM.
4. GETTING
THE
WISDOM
FROM
SUBSURFACE
OPERATIONS
Introduc;on
and
implementa;on
of
KM
within
the
organiza;on
requires:
1. Determine
the
level
of
KM
effec;veness
within
the
organiza;on
and
its
various
players
and
vendors
2. Iden;fy
how
KM
best
method
of
applying
KM
within
the
organiza;on
3. Propose
an
integrated
framework
for
understanding
of
the
link
between
KM
and
HE
in
addi;on
to
resource
efficiency,
costs
and
skill
profile
vs.
opera;onal
needs.
What
does
your
organisa;on
have
of
KM
systems
implemented
already
and
how
are
they
implemented
and
how
suitable
is
the
system
given
your
present
and
future
challenges
and
priori;es/
goals.
You
have
to
define
how
effec;ve
the
KM
is
and
determine
the
best
method
of
sharing
the
outcome
of
the
KM.
5. GETTING
THE
WISDOM
FROM
SUBSURFACE
OPERATIONS
KM
and
the
transfer
of
Knowledge
Your
organiza;on
Contractor
Sub-‐Contractor
6. GETTING
THE
WISDOM
FROM
SUBSURFACE
OPERATIONS
Purpose
of
KM
and
requirements
7. WELL
INTEGRITY
MANAGEMENT
SYSTEM
(WIMS)
ASSIST
IN
CONSISTENT
KNOWLEDGE
MANAGEMENT
SYSTEM
(KMS).
One
emerging
model
WIMS,
which
align
all
elements
including
the
business
process,
handover,
data
management,
and
risk
management.
As
a
sub-‐set
of
asset
integrity
management,
WIMS
exist
both
at
a
documenta;on
and
so^ware
level,
and
combine
key
well
opera;ng
and
produc;on
data
within
a
framework
for
decision-‐making,
management
processes,
and
organiza;onal
structure.
An
advanced
WIMS
can
interface
to
a
wide
range
of
third-‐party
databases
to
collate
the
necessary
informa;on
for
analysis
and
iden;fica;on
of
wells
shi^ing
outside
cri;cal
safe
opera;ng
limits,
for
the
assessment
of
equipment
reliability
and
well
risk,
and
for
real-‐;me
es;ma;on
of
various
real-‐;me
well
parameters.
Data
can
also
be
acquired
real-‐;me
in
the
field
via
mobile
PC/phones,
entered
manually,
or
via
spreadsheet
loader,
synchronized
instantly
with
the
central
database
to
provide
not
only
a
comprehensive
view,
but
also
a
single
source
of
truth
that
promotes
understanding
of
opera;ng
well
data
across
the
organiza;on.
Documen;ng
ins;tu;onal
well
integrity
management
into
a
so^ware
product
and
working
system
can
have
major
benefits
for
an
oil
and
gas
company
when
combined
with
a
robust
approach
to
knowledge
management
and
placed
in
the
hands
of
trained
and
experienced
personnel.
It
ensures
consistency
of
data,
which
is
vital
for
oil
and
gas
companies
with
opera;ons
spread
over
large
areas/
regions
or
even
countries
that
need
to
be
confident
that
the
right
people
have
access
to
the
right
informa;on
at
the
right
;me
for
rapid,
informed,
and
consistent
decision-‐making.
It
also
ensures
consistency
in
terms
of
knowledge
management
and
approaches
to
well
integrity.
This
is
essen;al
given
that
large
oil
and
gas
firms
tend
to
have
a
high
turnover
staff
internally,
as
those
tasked
with
managing
well
integrity
are
o^en
moved
to
other
posts
within
the
firm
a^er
a
couple
of
years.
With
opera;ng
well
data
consolidated
within
a
single
user
interface,
the
addi;on
of
smart
func;onality
enables
operators
to
analyze
the
well
condi;on
automa;cally
in
real
;me
and
generate
concise
reports
customized
to
their
individual
requirements.
This
ensures
they
have
the
specific
‘tools'
needed
to
sa;sfy
local
regula;ons,
proac;vely
iden;fy
poten;al
problems,
and
plan
test
schedules
and
repairs.
They
can
perform
risk
evalua;on
against
complex
criteria,
for
example,
assessing
tubing
condi;on
based
on
varying
produc;on
condi;ons
or
calcula;ng
Maximum
Allowable
Annulus
Surface
Pressure
(MAASP)
and
other
cri;cal
opera;onal
values
in
real
;me.
WIMS
provides
decision-‐makers
with
the
intelligence
they
need
to
strike
the
right
balance
in
today's
risk-‐averse
environment.
Making
more
informed
decisions
in
terms
of
carrying
out
maintenance
and
repairs
in
a
;mely
fashion,
based
upon
a
risk
ranking
strategy
that
not
only
ensures
safety,
but
priori;zes
resources
in
an
op;mum
way
to
lower
the
overall
risk
level
that
it
is
carrying.
It
also
makes
people
more
efficient,
empowering
them
with
the
tools
and
oversight
to
iden;fy
anomalies
before
they
become
incidents.
WIMS
can
help
address
the
human
and
organiza;onal
factors
surrounding
well
integrity,
by
quickly
focusing
staff
aaen;on
on
problem
areas
of
an
asset,
and
by
providing
the
ability
to
manage
by
excep;on.
Given
the
massive
amount
of
data
faced
by
oil
and
gas
operators
today,
a
system
managing
by
excep;on
and
automa;cally
iden;fying
problems,
issuing
email
alerts
and
risk-‐ranking
wells
that
fail
to
meet
safe
opera;onal
limits,
can
make
a
huge
difference.
8. BUSINESS
PROPOSAL
FOR
WIMS
Crucially,
WIMS
can
ensure
that
the
engineering/safety
func;on
operates
independent
of
commercial
considera;ons,
so
that
design
and
risk
decisions
are
free
from
the
complexity
of
mee;ng
financial
targets.
Using
WIMS
to
manage
the
vast
reserves
of
well
integrity
data
available
can
help
oil
and
gas
firms
negate
the
human
and
organiza;onal
factors
that
might
otherwise
prevent
them
from
iden;fying
risk
areas
within
the
well
before
they
become
incidents
that
erode
brand
Iden;cal
for
most
oil
and
gas
projects,
one
of
the
big
problems
come
up
right
away
is
a
lack
of
any
kind
of
standardiza;on
amongst
the
data.
In
addi;on
users
lack
of
confidence
in
the
data
and
this
is
a
problem.
It
also
most
of
the
;mes
is
not
possible
to
do
a
complete
look-‐back
of
the
full-‐process
history
for
a
given
well.
9. BUSINESS
PROPOSAL
FOR
WIMS
Crucially,
WIMS
can
ensure
that
the
engineering/safety
func;on
operates
independent
of
commercial
considera;ons,
so
that
design
and
risk
decisions
are
free
from
the
complexity
of
mee;ng
financial
targets.
Using
WIMS
to
manage
the
vast
reserves
of
well
integrity
data
available
can
help
oil
and
gas
firms
negate
the
human
and
organiza;onal
factors
that
might
otherwise
prevent
them
from
iden;fying
risk
areas
within
the
well
before
they
become
incidents
that
erode
brand
Advice
which
is
worth
men;oning:
• Always
consult
the
user
base.
They
know
what
they
need
and
how
they
use
the
so^ware.
• Don’t
implement
a
solu;on
that
management
won’t
enforce.
