The document describes a completion selection process using decision matrix analysis to evaluate multiple completion options for an offshore well with poor reservoir properties. An integrated team identifies key evaluation factors like sand prevention, production rate, and water shut-off. They then rank completion options like vertical cased and perforated, vertical gravel pack, and horizontal options. Calculations show a horizontal open hole gravel pack provides the best production and reserves recovery within constraints. The process promotes cross-discipline collaboration and ensures the completion addresses each group's priorities.
The Completion Engineer integrates the requirements of a number of other disciplines (Reservoir, Drilling, Production, etc) to maximize the value of a hydrocarbon resource. This almost always requires evaluating competing and conflicting factors to determine the 'best' option for a particular problem. This talk will demonstrate a decision making process that allows the stakeholders to compare various options in a fair and roboust way. Two real onshore or offshore examples will be reviewed depending on SPE chapter interest. Members will take away a new methodology on how to compare competing factors that influence a completion or well design.
The document discusses the improve phase of problem solving. The main aim of this phase is to justify the selected solution. This is done through 5 steps:
1. Generate potential solutions through brainstorming with a cross-functional team.
2. Shortlist solutions using techniques like voting, an effort-benefit matrix, or nominal group technique.
3. Refine solutions using tools like FMEA to identify failures and risks.
4. Test the top solution on a pilot basis to evaluate results.
5. Justify the solution to management with a cost-benefit analysis.
This document describes how to use the Analytic Hierarchy Process (AHP) to make a multi-criteria decision about purchasing an inventory management system. It involves defining the goal, criteria, and alternatives in a hierarchy. Pairwise comparisons are made between criteria and alternatives to assign weights. The weighted scores are calculated and the alternative with the highest score is selected. In this example, the goal is to purchase a system, the criteria are cost, functionality, supplier reputation, and user services, and the alternatives are Systems A, B, and C. System A is determined to have the highest total weighted score, making it the best choice.
This document discusses the principles of engineering economy. It defines engineering economy as involving techniques to simplify comparisons of engineering system alternatives on an economic basis. There are 7 principles discussed: 1) Develop alternatives, 2) Focus on differences between alternatives, 3) Maintain the same viewpoint, 4) Use common units of measurement, 5) Consider all relevant criteria, 6) Explicitly account for uncertainty, and 7) Review and revisit decisions. Examples are provided to illustrate applying each principle, such as comparing specifications of different car models using common metrics like price, fuel efficiency, and resale value.
PRINCIPLES OF ENGINEERING ECONOMY
1. Develop the Alternatives;
2. Focus on the Differences;
3. Use a Consistent Viewpoint;
4. Use a Common Unit of Measure;
5. Consider All Relevant Criteria;
6. Make Uncertainty Explicit;
7. Revisit Your Decisions
DEVELOP THE ALTERNATIVES
The final choice (decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysis.
FOCUS ON THE DIFFERENCES
Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.
USE A CONSISTENT VIEWPOINT
The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).
USE A COMMON UNIT OF MEASURE
Using a common unit of measurement to enumerate as many of the prospective outcomes as possible will make easier the analysis and comparison of alternatives.
CONSIDER ALL RELEVANT CRITERIA
Selection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.
MAKE UNCERTAINTY EXPLICIT
Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.
REVISIT YOUR DECISIONS
Improved decision making results from an adaptive process; to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.
The PADO P3 Methodology document describes a project delivery methodology that focuses on:
- Ensuring strategic alignment and business value throughout the project lifecycle from discovery through deployment and benefits realization.
- Providing flexibility through exemptions and deferrals at key gates and phases to tailor the process based on project complexity, risk, and other factors.
- Managing the triple constraint of cost, time, and scope through clear definitions of requirements and outcomes at each phase.
This document discusses decision making in management. It begins by defining decision making as the process of choosing among alternatives. It then outlines the typical 8-step decision making process used by managers: 1) identifying a problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the decision, and 8) evaluating the decision's effectiveness. The document also discusses different types of managerial decisions, approaches to decision making like rationality and bounded rationality, decision making conditions involving certainty, risk and uncertainty, and decision making styles.
1) Operations research (OR) is a scientific approach to decision-making that seeks to provide optimal or near-optimal solutions to complex problems. 2) Some key OR techniques include simulation, optimization, and data analysis methods. 3) OR has applications in many fields including production scheduling, transportation, finance, and personnel management. 4) Decision analysis provides a framework for structuring complex decision problems involving uncertainty.
The Completion Engineer integrates the requirements of a number of other disciplines (Reservoir, Drilling, Production, etc) to maximize the value of a hydrocarbon resource. This almost always requires evaluating competing and conflicting factors to determine the 'best' option for a particular problem. This talk will demonstrate a decision making process that allows the stakeholders to compare various options in a fair and roboust way. Two real onshore or offshore examples will be reviewed depending on SPE chapter interest. Members will take away a new methodology on how to compare competing factors that influence a completion or well design.
The document discusses the improve phase of problem solving. The main aim of this phase is to justify the selected solution. This is done through 5 steps:
1. Generate potential solutions through brainstorming with a cross-functional team.
2. Shortlist solutions using techniques like voting, an effort-benefit matrix, or nominal group technique.
3. Refine solutions using tools like FMEA to identify failures and risks.
4. Test the top solution on a pilot basis to evaluate results.
5. Justify the solution to management with a cost-benefit analysis.
This document describes how to use the Analytic Hierarchy Process (AHP) to make a multi-criteria decision about purchasing an inventory management system. It involves defining the goal, criteria, and alternatives in a hierarchy. Pairwise comparisons are made between criteria and alternatives to assign weights. The weighted scores are calculated and the alternative with the highest score is selected. In this example, the goal is to purchase a system, the criteria are cost, functionality, supplier reputation, and user services, and the alternatives are Systems A, B, and C. System A is determined to have the highest total weighted score, making it the best choice.
This document discusses the principles of engineering economy. It defines engineering economy as involving techniques to simplify comparisons of engineering system alternatives on an economic basis. There are 7 principles discussed: 1) Develop alternatives, 2) Focus on differences between alternatives, 3) Maintain the same viewpoint, 4) Use common units of measurement, 5) Consider all relevant criteria, 6) Explicitly account for uncertainty, and 7) Review and revisit decisions. Examples are provided to illustrate applying each principle, such as comparing specifications of different car models using common metrics like price, fuel efficiency, and resale value.
PRINCIPLES OF ENGINEERING ECONOMY
1. Develop the Alternatives;
2. Focus on the Differences;
3. Use a Consistent Viewpoint;
4. Use a Common Unit of Measure;
5. Consider All Relevant Criteria;
6. Make Uncertainty Explicit;
7. Revisit Your Decisions
DEVELOP THE ALTERNATIVES
The final choice (decision) is among alternatives. The alternatives need to be identified and then defined for subsequent analysis.
FOCUS ON THE DIFFERENCES
Only the differences in expected future outcomes among the alternatives are relevant to their comparison and should be considered in the decision.
USE A CONSISTENT VIEWPOINT
The prospective outcomes of the alternatives, economic and other, should be consistently developed from a defined viewpoint (perspective).
USE A COMMON UNIT OF MEASURE
Using a common unit of measurement to enumerate as many of the prospective outcomes as possible will make easier the analysis and comparison of alternatives.
CONSIDER ALL RELEVANT CRITERIA
Selection of a preferred alternative (decision making) requires the use of a criterion (or several criteria). The decision process should consider the outcomes enumerated in the monetary unit and those expressed in some other unit of measurement or made explicit in a descriptive manner.
MAKE UNCERTAINTY EXPLICIT
Uncertainty is inherent in projecting (or estimating) the future outcomes of the alternatives and should be recognized in their analysis and comparison.
REVISIT YOUR DECISIONS
Improved decision making results from an adaptive process; to the extent practicable, the initial projected outcomes of the selected alternative should be subsequently compared with actual results achieved.
The PADO P3 Methodology document describes a project delivery methodology that focuses on:
- Ensuring strategic alignment and business value throughout the project lifecycle from discovery through deployment and benefits realization.
- Providing flexibility through exemptions and deferrals at key gates and phases to tailor the process based on project complexity, risk, and other factors.
- Managing the triple constraint of cost, time, and scope through clear definitions of requirements and outcomes at each phase.
This document discusses decision making in management. It begins by defining decision making as the process of choosing among alternatives. It then outlines the typical 8-step decision making process used by managers: 1) identifying a problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the decision, and 8) evaluating the decision's effectiveness. The document also discusses different types of managerial decisions, approaches to decision making like rationality and bounded rationality, decision making conditions involving certainty, risk and uncertainty, and decision making styles.
1) Operations research (OR) is a scientific approach to decision-making that seeks to provide optimal or near-optimal solutions to complex problems. 2) Some key OR techniques include simulation, optimization, and data analysis methods. 3) OR has applications in many fields including production scheduling, transportation, finance, and personnel management. 4) Decision analysis provides a framework for structuring complex decision problems involving uncertainty.
The document provides an overview of operations research techniques. It discusses:
- Operations research aims to improve decision-making through methods like simulation, optimization, and data analysis.
- Major applications include production scheduling, inventory control, transportation planning, and more.
- The techniques were developed in World War II and are now used widely in business for problems like resource allocation, forecasting, and process improvement.
Problem Solving and Decision Making - II.pptxMukeshReddy62
The document discusses a mentorship program focused on problem solving and decision making. It provides guidance on using a decision making matrix to systematically evaluate alternatives and select the best option. The matrix involves listing options and important factors, scoring each option, assigning weights to factors, multiplying scores by weights, and selecting the highest scoring option. The document also discusses creating action plans with SMART goals and milestones to implement solutions. It emphasizes the importance of ongoing monitoring to ensure plans are on track and make adjustments if needed.
This document discusses decision making and the decision making process. It defines decision making as choosing from two or more alternatives. It then outlines several approaches to decision making, including rational decision making based on analyzing costs and benefits, and intuition based on experience and judgment. The document also details the typical steps in the rational decision making process, which include identifying a problem, criteria for evaluation, weighting criteria, developing alternatives, analyzing alternatives, selecting an alternative, implementing the decision, and evaluating the decision.
18BMC304B_Logistics and SCM_21-30 (1).pptxKalyanGowdaS1
This document discusses supply chain network design and sourcing decisions. It provides an overview of different supply chain network configurations including manufacturer storage with direct shipping, in-transit merge networks, and distributor storage with carrier delivery. For each configuration, tables summarize the relative performance across cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience. The document also covers frameworks and methods for evaluating potential supply chain network designs and sourcing alternatives.
This document provides an overview of engineering economics. It defines key terms like engineering, problem solving, and engineering economics. It also outlines seven principles of engineering economics: 1) develop alternatives, 2) focus on differences, 3) use a consistent viewpoint, 4) use a common unit of measure, 5) consider all relevant criteria, 6) make risk and uncertainty explicit, and 7) revisit decisions. Examples of using engineering economics include choosing designs for gas furnaces, selecting robots for welding operations, and determining staffing plans for help desks.
Htuf national meeting recap webinar 10 21-14CALSTART
The document summarizes the key discussions and takeaways from the HTUF National Meeting, which focused on increasing the efficiency of commercial vehicles. Panel discussions covered issues impacting efficient technology development, near-term efficiency enablers, and driving new ultra-efficient technologies. Presenters included representatives from the EPA, NHTSA, national laboratories, suppliers, fleets, and more. Key themes included the need for reliable, cost-effective solutions to meet upcoming emissions regulations; opportunities for idle-reduction and automatic transmissions; and the importance of fleet data, standard testing, and scalable technologies. Working groups also provided updates on ongoing initiatives around batteries, electrification, connectivity, and automation.
The three approaches managers can use to make decisions are:
1. The rational model, which assumes managers make consistent, value-maximizing choices within constraints.
2. Bounded rationality, which recognizes managers have limited cognitive abilities and make satisfactory rather than optimal decisions.
3. Intuitive decision making, where managers rely on experience, feelings, accumulated judgment rather than a strictly rational process.
Building products that are cheap,fast and good by Anand Murthy RajAgile ME
Lean Product Development developed by Toyota had some wonderful hidden secrets that have not been understood by the masses. In this talk, I would like to share you the wonderful principles that govern the concept of product development which results in building products that are cheap, fast and good (cost effective, Quick and good quality).
This document discusses decision-making in engineering management. It covers the following key points:
- Decision-making involves identifying alternative courses of action appropriate to the situation. It is a core management responsibility.
- There are three levels of decision-making - strategic, tactical, and operational - with higher levels making bigger, more complex decisions.
- The decision-making process involves 7 steps: diagnosing the problem, analyzing the environment, developing alternatives, evaluating alternatives, making a choice, implementing the decision, and evaluating/adapting the results.
- Approaches to problem-solving include qualitative and quantitative evaluation. Quantitative models discussed include inventory models, queuing theory, network models, forecasting,
This document contains sample exam questions and answers for a Production & Operations Management course. It discusses six key elements of operations strategy: production system design, facilities, product/service design, technology selection, resource allocation, and facilities planning. It also covers location decision factors, quality analysis tools like Pareto analysis and acceptance sampling, Juran's quality trilogy, and Taguchi's quality loss function. The document provides short answers to questions on project management characteristics, Gantt chart advantages, aggregate planning steps and strategies, and scheduling classifications. The remaining answers are available for purchase.
Introduction to Management Science and Linear Programming Kishore Morya PhD.
Lecture aims to familiarize the subject of Management Science. It starts with a question and then attempts to describe why the subject is so important for decision making. Then it explain introductory concepts of linear programming. It explain formulation of Linear Programming Problem (LPP) using examples.
Selection of Fuel by Using Analytical Hierarchy ProcessIJERA Editor
Selection of fuel is a very important and critical decision one has to make. Various criteria are to be considered while selecting a fuel. Some of important criteria are Fuel Economy, Availability of fuel, Pollution from vehicle, Maintenance of the vehicle. Selection of best fuel is a complex situation. It needs a multi-criteria analysis. Earlier, the solution to the problem were found by applying classical numerical methods which took into account only technical and economic merits of the various alternatives. By applying multi-criteria tools, it is possible to obtain more realistic results. This paper gives a systematic analysis for selection of fuel by using Analytical Hierarchy Process (AHP). This is a multi-criteria decision making process. By using AHP we can select the fuel by comparing various factors in a mathematical model. This is a scientific method to find out the best fuel by making pairwise comparisons.
SUCCESS STORY: Reducing Lead Time for Fuel Reconciliation From 10 Hours to 30...GoLeanSixSigma.com
Washington State Department of Transportation is on a journey - a "10-hour" journey! Watch this 30 minute Success Story to find out how Anna Fisher and her team reduced lead time for fuel reconciliation from 10 hours to 30 minutes. With a staff of 6,800 and 70 Lean Practitioners, they've got a few stories to tell.
The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
TriFuel Ventures aims to provide unbiased consulting services to help small-to-medium sized fleets determine the best options for converting to electric vehicles (EVs), compressed natural gas vehicles (CNGVs), or maintaining the status quo. Their initial business model focuses on asset-light consulting. They will beta test their services by analyzing options for a Ohio-based floral delivery fleet free of charge. Next steps include refining models, finding paying clients, and beginning paid consulting work. Key risks include competition from larger companies and establishing an initial revenue stream.
Don't drive your Race car on a dirt track!! - Athresh Krishnappa, Scrum Banga...Scrum Bangalore
The document discusses applying agile and DevOps methods to solve challenges in developing a new product portal for an e-commerce company. A self-organized agile team was formed consisting of developers, QA analysts, UX designers, a product owner, and scrum master. The team analyzed the current development process, identified waste, and aspired to improve customer experience, quality, and on-time delivery. The team exhibited insights from metrics on code quality and velocity to guide their solution of implementing continuous integration/delivery and an engineering insights platform. Reflections found improved practices, tools adoption, and lessons around communication and infrastructure needs. Challenges around technology changes and performance expectations were overcome.
1) Engineering economy is the application of economic principles to engineering problems. It helps evaluate the costs and benefits of design, manufacturing, and operational alternatives.
2) There are seven principles of engineering economy: develop alternatives, focus on differences, use a consistent viewpoint, use a common unit of measure, consider all criteria, make uncertainty explicit, and revisit decisions.
3) The engineering economy analysis procedure involves defining the problem, developing alternatives, determining cash flows, selecting decision criteria, analyzing and comparing alternatives, and selecting the preferred option. This process supports decision making in engineering design.
Unitization is the process of developing an oil or gas field that spans multiple license or international boundaries as a single unit. It ensures optimal resource recovery and maximizes value for the involved parties and states. Historically, the "rule of capture" led to inefficient development as individual operators sought to quickly extract resources. Modern unitization agreements establish initial participation shares and include provisions for later redeterminations based on new technical data. They aim to facilitate cooperative development while equitably allocating costs and production among stakeholders.
The document provides information about a lecture on compositional simulation given by Dr. Russell T. Johns. It discusses:
1) Current compositional simulators use averaged properties and phase labels which can lead to discontinuities and inaccurate simulations.
2) A new approach is presented to model relative permeability as a state function dependent on saturation, connectivity, capillary number, and wettability without using phase labels.
3) Examples show this new approach improves simulation robustness, speed, and accuracy, and can provide more reliable recovery estimates compared to current compositional and black-oil simulators.
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The document provides an overview of operations research techniques. It discusses:
- Operations research aims to improve decision-making through methods like simulation, optimization, and data analysis.
- Major applications include production scheduling, inventory control, transportation planning, and more.
- The techniques were developed in World War II and are now used widely in business for problems like resource allocation, forecasting, and process improvement.
Problem Solving and Decision Making - II.pptxMukeshReddy62
The document discusses a mentorship program focused on problem solving and decision making. It provides guidance on using a decision making matrix to systematically evaluate alternatives and select the best option. The matrix involves listing options and important factors, scoring each option, assigning weights to factors, multiplying scores by weights, and selecting the highest scoring option. The document also discusses creating action plans with SMART goals and milestones to implement solutions. It emphasizes the importance of ongoing monitoring to ensure plans are on track and make adjustments if needed.
This document discusses decision making and the decision making process. It defines decision making as choosing from two or more alternatives. It then outlines several approaches to decision making, including rational decision making based on analyzing costs and benefits, and intuition based on experience and judgment. The document also details the typical steps in the rational decision making process, which include identifying a problem, criteria for evaluation, weighting criteria, developing alternatives, analyzing alternatives, selecting an alternative, implementing the decision, and evaluating the decision.
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This document discusses supply chain network design and sourcing decisions. It provides an overview of different supply chain network configurations including manufacturer storage with direct shipping, in-transit merge networks, and distributor storage with carrier delivery. For each configuration, tables summarize the relative performance across cost factors like inventory, transportation, and facilities as well as service factors like response time, product variety, and customer experience. The document also covers frameworks and methods for evaluating potential supply chain network designs and sourcing alternatives.
This document provides an overview of engineering economics. It defines key terms like engineering, problem solving, and engineering economics. It also outlines seven principles of engineering economics: 1) develop alternatives, 2) focus on differences, 3) use a consistent viewpoint, 4) use a common unit of measure, 5) consider all relevant criteria, 6) make risk and uncertainty explicit, and 7) revisit decisions. Examples of using engineering economics include choosing designs for gas furnaces, selecting robots for welding operations, and determining staffing plans for help desks.
Htuf national meeting recap webinar 10 21-14CALSTART
The document summarizes the key discussions and takeaways from the HTUF National Meeting, which focused on increasing the efficiency of commercial vehicles. Panel discussions covered issues impacting efficient technology development, near-term efficiency enablers, and driving new ultra-efficient technologies. Presenters included representatives from the EPA, NHTSA, national laboratories, suppliers, fleets, and more. Key themes included the need for reliable, cost-effective solutions to meet upcoming emissions regulations; opportunities for idle-reduction and automatic transmissions; and the importance of fleet data, standard testing, and scalable technologies. Working groups also provided updates on ongoing initiatives around batteries, electrification, connectivity, and automation.
The three approaches managers can use to make decisions are:
1. The rational model, which assumes managers make consistent, value-maximizing choices within constraints.
2. Bounded rationality, which recognizes managers have limited cognitive abilities and make satisfactory rather than optimal decisions.
3. Intuitive decision making, where managers rely on experience, feelings, accumulated judgment rather than a strictly rational process.
Building products that are cheap,fast and good by Anand Murthy RajAgile ME
Lean Product Development developed by Toyota had some wonderful hidden secrets that have not been understood by the masses. In this talk, I would like to share you the wonderful principles that govern the concept of product development which results in building products that are cheap, fast and good (cost effective, Quick and good quality).
This document discusses decision-making in engineering management. It covers the following key points:
- Decision-making involves identifying alternative courses of action appropriate to the situation. It is a core management responsibility.
- There are three levels of decision-making - strategic, tactical, and operational - with higher levels making bigger, more complex decisions.
- The decision-making process involves 7 steps: diagnosing the problem, analyzing the environment, developing alternatives, evaluating alternatives, making a choice, implementing the decision, and evaluating/adapting the results.
- Approaches to problem-solving include qualitative and quantitative evaluation. Quantitative models discussed include inventory models, queuing theory, network models, forecasting,
This document contains sample exam questions and answers for a Production & Operations Management course. It discusses six key elements of operations strategy: production system design, facilities, product/service design, technology selection, resource allocation, and facilities planning. It also covers location decision factors, quality analysis tools like Pareto analysis and acceptance sampling, Juran's quality trilogy, and Taguchi's quality loss function. The document provides short answers to questions on project management characteristics, Gantt chart advantages, aggregate planning steps and strategies, and scheduling classifications. The remaining answers are available for purchase.
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Selection of fuel is a very important and critical decision one has to make. Various criteria are to be considered while selecting a fuel. Some of important criteria are Fuel Economy, Availability of fuel, Pollution from vehicle, Maintenance of the vehicle. Selection of best fuel is a complex situation. It needs a multi-criteria analysis. Earlier, the solution to the problem were found by applying classical numerical methods which took into account only technical and economic merits of the various alternatives. By applying multi-criteria tools, it is possible to obtain more realistic results. This paper gives a systematic analysis for selection of fuel by using Analytical Hierarchy Process (AHP). This is a multi-criteria decision making process. By using AHP we can select the fuel by comparing various factors in a mathematical model. This is a scientific method to find out the best fuel by making pairwise comparisons.
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The document discusses key topics in operations management including Six Sigma, acceptance sampling, Taguchi loss function, House of Quality, and robustness. It provides details on Six Sigma such as its goal of reducing defects to 3.4 per million and the DMAIC methodology. Acceptance sampling uses statistical sampling to determine if production lots meet standards. The Taguchi loss function quantifies the costs of deviations from a target value. House of Quality is a tool that integrates customer needs into product development. Finally, robust design aims to create products that maintain performance over a wide range of conditions.
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2) There are seven principles of engineering economy: develop alternatives, focus on differences, use a consistent viewpoint, use a common unit of measure, consider all criteria, make uncertainty explicit, and revisit decisions.
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1) Current compositional simulators use averaged properties and phase labels which can lead to discontinuities and inaccurate simulations.
2) A new approach is presented to model relative permeability as a state function dependent on saturation, connectivity, capillary number, and wettability without using phase labels.
3) Examples show this new approach improves simulation robustness, speed, and accuracy, and can provide more reliable recovery estimates compared to current compositional and black-oil simulators.
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The SPE Foundation and member donations primarily fund the SPE Distinguished Lecturer Program. Companies also support the program by allowing employees to serve as lecturers. Additional support comes from AIME. The program provides 30 minute presentations on reservoir topics. Robert Hawkes will present on hydraulic fracture flowback dynamics, discussing load fluid recovery and its implications for long term production. His presentation will cover laboratory observations, field data, and diagnostic tools to understand flowback mechanisms and estimate ultimate load fluid recovery.
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Primary funding for the Society of Petroleum Engineers Distinguished Lecturer Program is provided through member donations to the SPE Foundation and a contribution from Offshore Europe. Additional support comes from AIME. The program offers lectures from industry professionals on various topics, and is grateful to companies that allow their employees to participate as lecturers.
Geochemical logging provides quantitative estimates of formation mineralogy through measurements of elemental abundances. This allows for improved evaluation of complex reservoirs containing multiple minerals. Case studies demonstrated how geochemical logs aided in characterizing carbonate, sandstone, and shale gas formations through mineral identification, matrix density calculation, and porosity/saturation determinations. Core-log integration can be challenging due to differences in sampling volumes, but geochemical logs provide valuable mineralogical context for formation evaluation.
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The document summarizes a presentation on using wireline formation testing (WFT) to characterize reservoirs and reduce uncertainties. It discusses how WFT can be used to measure pressures, sample and analyze downhole fluids, conduct transient tests, and test in-situ stresses. The results from these WFT analyses can be integrated into reservoir modeling workflows and help understand properties like permeability, fluid contacts, and the safe drilling window. Advanced sensors and improved transient testing capabilities in new generation WFT tools are providing more downhole data to reduce risks in reservoir evaluation.
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Completion Decision Making with Cross Discipline Integration
1. Primary funding is provided by
The SPE Foundation through member donations
and a contribution from Offshore Europe
The Society is grateful to those companies that allow their
professionals to serve as lecturers
Additional support provided by AIME
Society of Petroleum Engineers
Distinguished Lecturer Program
www.spe.org/dl
1
2. Completion Engineers:
Decision Making with Cross
Discipline Integration
By Dan Gibson
From add energy
a global consulting engineering firm
www.addenergy.no
2
3. Dan Gibson is a Senior Completions & Well Integrity engineer with over 35
years of experience. He has worked in Facilities, Production, and finally
Completion Engineering. Dan and his wife have lived across the USA
(Anchorage, Denver, Houston) and around the world in Gabon, Congo, Egypt,
Scotland, and Australia. He understands both low cost, tight margin and
high value, high cost well environments and how to be successful in both.
Dan was an expert witness in the Deepwater Horizon Federal trial. He has
authored or co-authored a number of papers ranging from polymer flood
management to ice mechanics and most recently an innovative ICD system.
He is one of the most active members of SPE Connect where SPE members
can readily contact him and the entire SPE community with questions.
3
About the Author
4. Agenda
• Show a robust completion decision process
– It is relatively quick
– Powerful support for decision making
• Examine the Completion Decision Process for an
Example Well
– Introduce an effective method to work with other discipline drivers
to select the best completion
• Look at a typical offshore problem, injection
conformance, and see how the process can help
– Evaluation of a new technology (ICD)
• Look at a typical onshore problem, new technology
rod pumping unit evaluation
4
5. Evaluation Method - 1
Key Evaluation Factors
This decision process is based on Decision Matrix Analysis
which is one of the simplest forms of Multiple Criteria
Decision Analysis
5Multiple Criteria Decision Analysis (MCDA)
• It provides a robust way to compare alternatives
• The key evaluation criteria, and their importance, are clear
Key Evaluation Factors Ranking Choice 1 Choice 2 Choice 3
Safety
Gas Mileage
Seats
Cup Holders
First - the Team needs to determine
what factors are important for this
completion
Getting the other stakeholders in the
room to discuss these factors is critical
What are some
of the key factors
you might think
about when
buying a car?
6. Methodology
Decision Matrix Analysis is the simplest form of Multiple Criteria Decision Analysis (MCDA). For a lot of
decisions there is not a lot of hard data and decision making is based on approximate or subjective data.
For example, when comparing ideas at the ‘concept’ stage where little analytical work has been done.
Where this is the case, Decision Matrix Analysis may be all that’s needed. And, where facts and data do
exist, the can be used to help rank each evaluation factor.
Methodology
• Decision Matrix Analysis helps you to decide between several options, where you need to take
many different factors into account.
1. Set up the Rows to show the factors you need to consider. Brainstorrm many topics but pick only
the most important factors.
2. Weight the Factors from Most Important (5) to Least Important (1). The maximum number of
rows is 10 but typically only 5-7 are sufficient to cover only the most important factors.
3. Show the options to be evaluated as Column Headings in a table.
4. Force rank each option for each factor using the number of options from Worst (1) to Best (3). No
ties are allowed. High score must reflect ‘best’ option.
5. Multiply each score by the weight of the factor, and add up the weighted score for each option.
The highest score reflects the best option for those factors. If the factors change the scoring will
change.
7. Key Evaluation Factors Options
Evaluation Method -2
Key Evaluation Factors Importance
4 is High
Safety 4
Gas Mileage 3
Seats 2
Cup Holders 1
Next prioritize the evaluation factors
7Decision Matrix Analysis
• Team needs to agree to the ranking
• Different prioritization will result in different outcomes
• How powerful is it to agree on the criteria and their importance
Second - the Team needs to
determine the most important
factors for this completion
These are Ranked by the Team
as a Group which is important
when trading off priorities
8. Key Evaluation Factors Options
Evaluation Method -3
Key Evaluation Factors Importance
4 is High
Compact
Car
Pickup
Truck
Minivan
Safety 4
Gas Mileage 3
Seats 2
Cup Holders 1
Chose the alternatives to be evaluated
8Decision Matrix Analysis
• Limit the choices to real options for the problem
Third - list the options for this
evaluation
These are provided by the
person running the evaluation
9. Evaluation Method - 4
Fourth, the Integrated Team evaluates each option
9Decision Matrix Analysis
Ignore
Importance
when
Ranking
Use of a forced ranking system is required
– High number = Most Important
• No ties if at all possible
– Should Ignore Importance when scoring to ensure fairness
• In practice I hide the ranking column and even shift the rows
Key Evaluation Factors Importance
4 is High
Compact
Car
Pickup
Truck
Minivan
Safety 4
Gas Mileage 3
Seats 2
Cup Holders 1
Hide the
Priority
Values
Key Evaluation Factors Importance
4 is High
Compact
Car
Pickup
Truck
Minivan
Safety 4 1 3 2
Gas Mileage 3 3 1 2
Seats 2 2 1 3
Cup Holders 1 2 1 3
Hide the
Importance
Values
10. Evaluation Method - 5
Finally, calculate the weighted scores to determine the
best option
10Decision Matrix Analysis
Ignore
Importance
when
Ranking
• Multiply Importance times Option Score
• Should Ignore Importance when scoring to ensure fairness
– In practice I hide the ranking column and shift the rows
Key Evaluation Factors Project
Importance
4 is High
Compact
Car
Pickup
Truck
Minivan
Safety 4 1 3 2
Gas Mileage 3 3 1 2
Seats 2 2 1 3
Cup Holders 1 2 1 3
Weighted Ranking 19 = 4*1+3*3+2*2+1*2
11. Evaluation Method - 6
Repeat and calculate the weighted scores to determine
the best option
11Decision Matrix Analysis
Ignore
Importance
when
Ranking
• Clear decision process
• Group Participation provides understanding for decision
• Easily documented for the record
Key Evaluation Factors Project
Importance
4 is High
Compact
Car
Pickup
Truck
Minivan
Safety 4 1 3 2
Gas Mileage 3 3 1 2
Seats 2 2 1 3
Cup Holders 1 2 1 3
Weighted Ranking 19 18 23
12. Well Completions Bring the Resource to
the Surface for Processing
How many Disciplines are represented in this figure?
•How do completion decisions impact all of these
other disciplines?
12
Ground Level
Reservoir
WellCompletion
PipelineSeparation
Storage
13. Facility
Engineer
Completion Engineers Typical Interface
Map
13
Drilling
(Logistics,
Res DIF, well
control)
Reservoir
Engineer
(Depletion Plan)
Geology &
Petrophysics
(Reservoir Fluid &
Rock Properties)
Petroleum
Engineer
(Tubing Size,
Interventions, &
Production Ops)
Production
Chemistry
Completion
(Lifecycle view of:
Sand Face Completion,
Stimulation,
Completion Integrity,
etc)
14. First Example – Multiple Interfaces
14
Drilling
(Logistics,
Res DIF, well
control)
Reservoir
Engineer
(Depletion Plan)
Petroleum
Engineer
(Tubing Size,
Interventions, &
Production Ops)
Geology &
Petrophysics
(Res Fluid & Rock
Properties)
Production
Chemistry
Facility
Engineer
(Sand production,
Emulsions)
Completion
(Lifecycle view of: Sand
Face Completion,
Stimulation, Completion
Integrity, etc)
15. Completion Selection Example
1. New Discovery, 50 ft net pay, Poor Perm
2. Pay is in two sands, thick 30 ft shale between
3. Reserves ~5 mmBO in offshore well
4. 75% of Reserves in the bottom sand with bottom
water production risk (strong aquifer)
5. PI is 0.5 BOPD/psi without any stimulation
6. Weak sand with 1000 psi drawdown limit
What Kind of Sand Face Completion is
Required?
15
Image: pet-oilblogspot.com
Lower Pay
Water
Shale
Upper Pay
Well
16. Calculate Well Life
Do some quick math and see how long it will take to get
the oil out;
5mmBO / (0.5 BOPD/psi * 1000 psi) = 27 years!
• PI = 0.5 BOPD/psi
• Sand Strength Drawdown limit = 1000 psi
As Completion Engineers we need to find the right
completion that will improve the value by getting the
oil out faster
How?
16
17. Completion Options – 1
Vertical Cased &
Perforated
17
Water
Cement
PLUG
Well
Perforations
Casing
Vertical Gravel
Pack
Water
“Gravel”
Well
GP Packer
Casing
GP Screen
Plug
18. Completion Options – 2
Horizontal Cased & Perforated
Water
Cement
Well
Perforations
Casing
Horizontal Gravel Pack
Water
Screen
Well
“Gravel”
Casing
Plug
Plug
19. How Can the Team Evaluate these
Various Options?
19
Drilling
(Horizontal Well,
Multiple Wells)
Reservoir
Engineer
(Depletion Plan)
Petroleum
Engineer
(Sand production
Impacts, OPEX,
Water Shut-Off, etc)
Facility
Engineer
(Sand prod,
emulsions)
Production
Chemistry
Geology &
Petrophysics
(Res Fluid & Rock
Properties)
Completion
(Lifecycle view of: Sand
Face Completion,
Stimulation, Completion
Integrity, etc)
20. Key Evaluation Factors Options
Evaluation Method - Factors
Key Evaluation Factors
Sand Prevention
Production Rate
Water Shut-
Off/Reserves
Contractor Capability
Each Completion Type will meet the Well requirements
slightly differently
20Decision Matrix Analysis
First the Team needs to determine what
factors are important for this
completion
Getting the other stakeholders in the
room to discuss these factors is critical
• It is now up to the CE to lead the discussion with the integrated
team to determine the best type of completion for this well
– Lets look at the Decision Matrix Analysis
21. Evaluation Method - Factors
Key Evaluation
Factors
Project
Importance
4 is High
Sand Prevention 4
Production Rate 3
Water Shut-
Off/Reserves
2
Contractor Capability 1
Getting Folks to Agree on a Priority Ranking is critical to
selecting the right completion to deliver your most
important evaluation factors i.e. business value drivers
21Decision Matrix Analysis
Second the Team needs to
determine the most important
factors for this completion
These are Ranked by the Team
as a Group which is important
when trading off priorities
Note: This is an example only a real evaluation may have 20 evaluation factors
considered but only 5- 8 key evaluation factors in my experience
22. Evaluation Method - Options
Key Evaluation
Factors
Project
Importance
4 is High
Vertical
C&P
Vertical
OHGP
Horizontal
C&P
Horizontal
OHGP
Sand Prevention 4
Production Rate 3
Water Shut-
Off/Reserves
2
Contractor
Capability
1
Then Compare the Completion Options against the important
factors
• This is an example only. A real evaluation may have many
different completion options.
– Note: OHGP = Open Hole Gravel Pack , C&P = Cased & Perfed
22Decision Matrix Analysis
Third the Completion
Engineer needs to determine
the completion choices for
this well
23. Evaluation Method - Evaluation
Fourth, the Integrated Team evaluates each completion option
• Use of a forced ranking system is required
– High number = Most Important
• Should Ignore ‘Importance’ when scoring to ensure fairness
23Decision Matrix Analysis
Key Evaluation
Factors
Project
Importance
4 is High
Vertical
C&P
Vertical
OHGP
Horizontal
C&P
Horizontal
OHGP
Sand Prevention 4 1 3 2 4
Production Rate 3 1 2 3 4
Water Shut-
Off/Reserves
2 4 3 2 1
Contractor
Capability
1 4 2 3 1
Ignore
(hide)
Importance
when
Scoring
24. Key Evaluation
Factors
Project
Importance
4 is High
Vertical
C&P
Vertical
OHGP
Horizontal
C&P
Horizontal
OHGP
Sand Prevention 4 1 3 2 4
Production Rate 3 1 2 3 4
Water Shut-
Off/Reserves
2 4 3 2 1
Contractor
Capability
1 4 2 3 1
Weighted Ranking 19 =4*1+3*1+2*4+1*4
Evaluation Method - Calculation
Finally, calculate the ‘score’ for each of the options using
the Ranking of the Important Factors
• Each completion selection is a compromise against the
Key Factors
24Decision Matrix Analysis
25. Evaluation Method - Result
25
• The ‘best’ option is a Horizontal Open Hole Gravel Pack
– Vertical C&P clearly not the best option
Key Evaluation
Factors
Project
Importance
4 is High
Vertical
C&P
Vertical
OHGP
Horizontal
C&P
Horizontal
OHGP
Sand Prevention 4 1 3 2 4
Production Rate 3 1 2 3 4
Water Shut-
Off/Reserves
2 4 3 2 1
Contractor
Capability
1 4 2 3 1
Weighted Ranking 19 26 24 31
• Team participation means that everyone has buy-in
• And the risks that jeopardize success (Contractor Capability,
Water Shut-Off) are well identified and have to be managed
26. Calculate Well Life
Of course, the calculation of the time to produce the
reserves for each option matches the evaluation
Vert C&P = 5mmBO / (0.5 BOPD/psi * 1000 psi) = 27 years
Vert OHGP = 5mmBO/ (0.5 BOPD/psi * 2000 psi) = ~14 years
Horiz C&P = 5mmBO / (2 BOPD/psi * 500 psi) = ~14 years
Horiz OHGP = 5mmBO / (2 BOPD/psi * 2000 psi) = ~4 years
An economic evaluation will prove that the higher
costs and higher complexity of the Horiz OHGP is
justified
• Economics are an outcome of the decision made – not an
input 26
27. Facility
Engineer
(Sand prod,
emulsions) 27
Drilling
(Horizontal Well,
Multiple Wells)
Reservoir
Engineer
(Depletion Plan)
Geology &
Petrophysics
(Res Fluid & Rock
Properties)
Petroleum
Engineer
(Sand production
Impacts, OPEX,
Water Shut-Off,
Interventions)
Production
Chemistry
Completion
(Lifecycle view of: Sand
Face Completion,
Stimulation,
Completion Integrity,
etc)
Use of a rigorous process, leads to the best
completion that addresses each disciplines business
drivers
28. Lets Look at another Real Example
Seismic shows two offshore fault blocks are not being
drained
But the blocks are isolated from the aquifer and need
water injection to maintain reservoir pressure and
provide sweep
28
29. Offshore, Subsea, Example
Two Fault Blocks are isolated and undeveloped
– Most of Reserves in East fault block (right hand block)
– Unconsolidated, high perm (+1Darcy), reservoir sands
– Plan on 20,000 BWIPD with majority to East fault block (PWRI)
29Ref: SPE 136539
Isolated
Fault Blocks
Injector(s)
1 or 2?
Producer(s)
1 or 2?
?
?
?
?
Injection
Manifold
Production
Manifold
EastWest
30. E W
Horizontal Wells a Challenge
• Vertical Wells would be give the best injection and reserves but
very high cost and delays to install new subsea tiebacks (production
& injection subsea pipelines)
• Drilling can reach both injector and producer locations from
existing manifolds but with difficult well paths (see figures)
• How do we best complete this complex injector?
30
Injector
Ref: SPE 136539
Producer
600 meters
400 meters
EastWest
EastWest
31. Geology &
Petrophysics
Petroleum
Engineer
Economics
(Marginal
Development
Costs)
Not a Simple Decision with all these Factors
31
Drilling
(Limited Drillable
Wellpath from Drill
Center)
Reservoir
Engineer
(Effective Sweep
Required)
Subsea
(Trees,
Controls,
Pipelines)
Completion
(Lifecycle view of:
Materials, Equipment,
New Technology,
Stimulation, Sand Face,
Fluids, etc)
32. Injector Options
Horizontal OHGP (Like Producers)
• Difficult to design to allocate 20,000 BWIPD into two zones
• Consequence of failure is very poor sweep/lost reserves
Horizontal Injection Control Device (ICD)
• Each ICD only ~50-100 BWIPD
• Need ~ 200 ICD screens but matrix injection sensitive to plugging
Most Reserves in Toe Block
Well
Screen with ICD
Casing
ICD
Most reserves in Toe blockScreen
Well
“Gravel”
Casing
33. 33
New ICD Design to Control Flow
Inflow is modified by
changing the number of
open ports at each
screen
• Many different ways
have been patented.
• This is just one way
for this project.
Image: Schlumberger
Orifice restricts flow from
wellbore to
screen/formation
Shroud
Shroud removed for photo
34. New Technology ICD Solution
Develop ‘Frac’ Rate Injection Control Device (ICD)
• Can a contractor develop an ICD Screen w/over 5000 BWIPD of capacity?
• Would only need ~ 5 ICD screens and have more control on injection
Most reserves in Toe Block
Well
Screen with ICD
Casing
New ICD
Never been done before and doesn’t currently exist!
• Can Contractor Develop the new design in time for the project?
How do you evaluate this option compared to the options?
36. Injector Evaluation – Factors - 1
Key Evaluation Factors Project
Importance
5 is High
Weighted Ranking
The Team got together and discussed all of the factors
and which were the most important
These Discussions helped all the stakeholders to
understand the tradeoffs with each completion design
Note: Example only
36
What are the key factors?
37. Injector Evaluation – Factors - 2
Key Evaluation Factors Project
Importance
5 is High
Zonal Water Injection
(Reserves)
Cost
Schedule
Sand Control
Installation Sensitivity
(Two Fault Blocks)
Weighted Ranking
In a real analysis there may be many more factors.
List them all, and then rank them all.
In the end only the most important factors – top 5-8 really
matter.
37
38. Injector Evaluation - Factors
Key Evaluation Factors Project
Importance
5 is High
Zonal Water Injection
(Reserves)
5
Cost 4
Schedule 3
Sand Control 2
Installation Sensitivity
(Two Fault Blocks)
1
Weighted Ranking
In the end only the most important factors – top 5-8 really
matter.
Re-rank the top factors after the team agrees which ones
will be used for the analysis
38
39. Injector Evaluation - Factors
Key Evaluation Factors Project
Importance
5 is High
Two
Vertical
OHGP
One
Hoizontal
OHGP
Horiz
Conv’l
ICD
New
Frac
ICD
Zonal Water Injection
(Reserves)
5
Cost 4
Schedule 3
Sand Control 2
Installation Sens.
(Two Fault Blocks)
1
Weighted Ranking
The Completion engineer provides the options.
Usually these have been worked up before and there may
be reservoir model evaluations, cost estimates, and
schedules for each of these options to consider.
39
Hide the
factors and
Shuffle the
Rows in an
Actual
Evaluation
40. Injector Evaluation - Factors
Key Evaluation Factors Project
Importance
5 is High
Two
Vertical
OHGP
One
Horizontal
OHGP
Horiz
Conv’l
ICD
New
Frac
ICD
Zonal Water Injection
(Reserves)
5 4 1 2 3
Cost 4 1 2 3 4
Schedule 3 1 4 3 2
Sand Control 2 4 1 3 2
Installation Sens.
(Across Two Fault
Blocks)
1 4 1 3 2
Weighted Ranking 39 28 40 43
Once they have been discussed the calculate the scores
and determine if there is a ‘best’ option
In this case three options appear similar but one has high
costs and slow delivery schedule.
41. Injector Evaluation - Factors
Key Evaluation Factors Project
Importance
5 is High
Two
Vertical
OHGP
One
Horizontal
OHGP
Horiz
Conv’l
ICD
New
Frac
ICD
Zonal Water Injection
(Reserves)
5 1 2 3
Cost 4 1 2 3
Schedule 3 3 2 1
Sand Control 2 1 3 2
Installation Sens.
(Two Fault Blocks)
1 1 3 2
Weighted Ranking 21 33 36
If, after discussion, one option should not be considered
then drop it and rescore ----based on the prior scores
i.e. 4 => 3, 3=>2, etc
Do not change the numbers or allow the integrity of the
original evaluation to be lost or modified
41
42. Injector Evaluation - Factors
Key Evaluation Factors Project
Importance
4 is High
Two
Vertical
OHGP
One
Hoizontal
OHGP
Horiz
Conv’l
ICD
New
Frac
ICD
Zonal Water Injection
(Reserves)
5 1 2 3
Cost 4 1 2 3
Schedule 3 3 2 1
Sand Control 2 1 3 2
Installation
(Two Fault Blocks)
1 1 3 2
Weighted Ranking 21 33 36
The best one required new technology but had the most
upside on reserves and rates
• This had to be worked harder to see if it was possible’
The other, lower option, used on conventional technology
with more sensitivity to water quality and damage reserves
43. New Sand Face Injector Design
43Ref: SPE 136539
Shale SandstoneSandstone
Water
Swell Packer
The Completion Team and Contractor developed a new Frac-Thru ICD
Injector well design to meet everyone’s requirements
– Sufficient water injection in both zones (RE’s)
– Could be installed in complex well path (DE/CE’s)
– Use existing Subsea Injection & Producer manifolds (SSE’s)
Multiple
Frac ICD’sSingle Frac ICD
44. Offshore, Subsea, Example
Completion Innovation effectively met needs of
Reservoir sweep, Subsea infrastructure, and Drilling well
paths to deliver a successful project quickly
44Ref: SPE 136539
Successfully Developed Both
Fault Blocks
Injected over 20k BWIPD
at a sustained rate
Produced 15k BOPD
Saved $80mm+ in well and
subsea costs
Developed previously
stranded reserves faster
Injector
Producer
45. Facility
Engineer
(Sand prod,
emulsions) 45
Drilling
(Horizontal Well,
Multiple Wells)
Reservoir
Engineer
(Depletion Plan)
Geology &
Petrophysics
(Res Fluid & Rock
Properties)
Petroleum
Engineer
(Sand production
Impacts, OPEX,
Water Shut-Off,
Interventions)
Production
Chemistry
Completion
(Lifecycle view of: Sand
Face Completion,
Stimulation,
Completion Integrity,
etc)
Use of a rigorous process, leads to the best
completion that addresses each disciplines business
drivers
47. Lets look at another Example
You are considering using hydraulic rod pump system
instead of conventional beam pump system
Many different options are available but, for this case,
you have not used hydraulic pump units in this field
before – it is new technology to this location, people,
and wells
47
48. Hydraulic Rod Pump
By YouTube user "derekdz"
Conventional Beam Pump
Hydraulic Pump Unit
Hydraulic Pump Units
Source: HRPI
Source: NOV
What are some of
the key factors you
might think about
when choosing
between these
units?
49. Pad
Construction
Field
Personnel
(Competency,
Operation, etc)
Not a Simple Decision with all these Factors
49
Drilling
(Well Design, Pad
design, rig access,
etc)
Reservoir
Engineer
Petroleum
Engineer
(Production
optimization, well
work, etc)
Completion
(Well design, tubing
wear, sand face
completion, etc)
50. Technology Comparison - Factors
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost
Operating Cost
Prod Flexibility
Reliability/Up Time
Pumper Management
Contractor Capability
Weighted Ranking
To bring new technology into the field the Team gets
together and discusses all of the factors that influence the
decision and why they are important
These Discussions helped all the stakeholders to
understand the tradeoffs for each of the technology
Note: Example only
50
51. Technology Comparison - Factors
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost 6
OPEX / Well Work 5
Prod Flexibility 4
Reliability/Up Time 3
Pumper Management 2
Contractor Capability 1
Weighted Ranking
Second, they rank the factors and decide which factors
are most important in the selection
These Discussions helped all the stakeholders to
understand why some factors are more important than
others
Note: Example only
51
52. Technology Comparison - Factors
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost 6 1 2 3
OPEX / Well Work 3 1 3 2
Prod Flexibility 5 3 1 2
Reliability/Up Time 4 3 2 1
Pumper Management 2 3 1 2
Contractor Capability 1 3 2 1
Weighted Ranking
Third the team assesses each option against the factors to
determine they rank the factors and decide which factors
are most important in the selection
Note: Hide the Importance ranking if necessary
52
Ignore
(hide)
Importance
when
Ranking
53. Technology Comparison - Factors
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost 6 1 2 3
OPEX / Well Work 3 1 3 2
Prod Flexibility 5 A Given. They must have Flexibility.
Reliability/Up Time 4 3 2 1
Pumper Management 2 3 1 2
Contractor Capability 1 3 2 1
Weighted Ranking
Note: Don’t be afraid to identify key factors during the
discussion and modify the assessment.
In this case, the team identifies a property (production
flexibility) that all the options must have or they are not
even feasible
53
Ignore
(hide)
Importance
when
Ranking
54. Technology Comparison - Scoring
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost 5 1 2 3
OPEX / Well Work 4 1 3 2
Prod Flexibility ---- A Given – They must have flexibility
Reliability/Up Time 3 3 2 1
Pumper Management 2 3 1 2
Contractor Capability 1 3 2 1
Weighted Ranking 27 =5*1+4*1+3*3+2*3+3*1
54
Finally, calculate the total score and see which option(s)
score highest
One item, Prod Flexibility, is dropped (in this example)
and no score given for that row
55. Technology Comparison - Evaluation
Finally, calculate the total score and see which option(s)
score highest
Note: Some of these scores really identify the challenges
and risks that need to be managed for success
• Up time, Pumper Management, Contractor Capability
55
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost 5 1 2 3
OPEX / Well Work 4 1 3 2
Prod Flexibility --- A Given – They must have flexibility
Reliability/Up Time 3 3 2 1
Pumper Management 2 3 1 2
Contractor Capability 1 3 2 1
Weighted Ranking 27 34 31
56. Technology Comparison – Top Factors
You can be flexible and drop the lower ranked evaluation
factors.
But you must be very careful not to change the rankings
just to get the answer somebody else wants
56
Key Evaluation Factors Project
Importance
4 is High
Conv.
Walking
Beam
Hyd Pump 1 Hyd Pump 2
Capital Cost 3 1 2 3
OPEX / Well Work 2 1 3 2
Prod Flexibility --- A Given – They must have flexibility
Reliability/Up Time 1 3 2 1
Pumper Management --- Low Rated
Contractor Capability --- Low Rated
Weighted Ranking 8 14 14
57. Conclusions
• Completion Engineers help integrate various business drivers
from each discipline to maximize value
– Completion Engineers manage the decision process during
completion selection
– Other Disciplines can use this process to help their decision making
for critical choices
• Engagement of stakeholders a key function of this process
– Discussions and buy-in to the decision the real value
• Interplay and Assessment of the various factors vary by
context of the field/well
• A review of some examples show how the process really
works to improve decision making and deliver business value
57
58. Society of Petroleum Engineers
Distinguished Lecturer Program
www.spe.org/dl
58
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Editor's Notes
Decision Matrix Analysis is the simplest form of Multiple Criteria Decision Analysis (MCDA), also known as Multiple Criteria Decision Aid or Multiple Criteria Decision Management (MCDM). Sophisticated MCDA can involve highly complex modelling of different potential scenarios, using advanced mathematics. A lot of business decision making, however, is based on approximate or subjective data. Where this is the case, Decision Matrix Analysis may be all that’s needed.
Methodology
Decision Matrix Analysis helps you to decide between several options, where you need to take many different factors into account.
To use the tool, lay out your options as Column Headings in a table. Set up the Rows to show the factors you need to consider. Weight the Evaluation Factors from Most Important (5) to Least Important (1). Force rank each option for each factor using the number of options from Worst (1) to Best (3). No ties are allowed.
Multiply each score by the weight of the factor, to show its contribution to the overall selection. Finally add up the total scores for each option. The highest scoring option will be the best option.
If there are a lot of factors to be considered evaluate them all but also look at the 3 or 4 most important to see which Option addresses those factors best.
The most important aspect of this process is getting everyone to agree on the many factors and then select and agree to the most important factors for THIS decision.
The options are simplified here but should be a short list….not every car made in the world. But the real choices faced by this team…
The discussion is quite useful and should be kept professional and calm.
This process allows for a neutral and fair evaluation that is transparent so everyone can see, and buy-in, and accept the final decision.
In this case the minivan is best. But if we were evaluating buying a taxi or a race car the Evaluation could have been different. If you cange any of the Evaluation Factors you may get a different result.
If there is a tie, or the answers are very close, it may suggest that there are more than one right answer and both maybe considered as options for the next round of evaluation.
How many of Completion Decisions get made by the Completion Engineer (CE) without consulting anyone else?
The CE realizes the most value for each well by working with each of the other development disciplines
Decision Matrix Analysis is the simplest form of Multiple Criteria Decision Analysis (MCDA), also known as Multiple Criteria Decision Aid or Multiple Criteria Decision Management (MCDM). Sophisticated MCDA can involve highly complex modelling of different potential scenarios, using advanced mathematics. A lot of business decision making, however, is based on approximate or subjective data. Where this is the case, Decision Matrix Analysis may be all that’s needed.
Methodology
Decision Matrix Analysis helps you to decide between several options, where you need to take many different factors into account.
To use the tool, lay out your options as Column Headings in a table. Set up the Rows to show the factors you need to consider. Weight the Evaluation Factors from Most Important (5) to Least Important (1). Force rank each option for each factor using the number of options from Worst (1) to Best (3). No ties are allowed.
Multiply each score by the weight of the factor, to show its contribution to the overall selection. Finally add up the total scores for each option. The highest scoring option will be the best option.
If there are a lot of fractors to be considered evaluate them all but also look at the 3 or 4 most important to see which Option addresses those factors best.
Getting Folks to Agree on a Priority Ranking is critical to selecting the right completion to deliver your most important evaluation factors i.e. business value drivers
There may be many different factors that should be considered. Listt hem all and then rank them all. Finally select the most important factors and rank them again for (for example as shown 1 to 4)
Completion engineer should have developed these before hand. They may have been evaluated in a reservoir model, drilling plan, costs, and schedules all of which is needed for a good discussion.
Sand Prevention: Horiz OHGP has highest rating as a well executed GP has very little chance of failure. We found no failures in database. Vertical GP had some failures.
Rate: Horiz GP gives the best chance to improve PI and maximize rate.
WSO: Horiz GP the hardest to successfully shut-off water. Vertical C&P best.
Contractor: Horiz GP can fail in execution and result in a standalone screen and a sand production. Picking the right contractor and system key to success. Vert C&P is less sensitive to contractors capability for all aspects.
Simply add up the scores.
Best score is optimum decision for this evaluation
Ties means that 2 options are similar. Often look at the most important factors “top three” and see if any difference then.
Decision Matrix Analysis is the simplest form of Multiple Criteria Decision Analysis (MCDA), also known as Multiple Criteria Decision Aid or Multiple Criteria Decision Management (MCDM). Sophisticated MCDA can involve highly complex modelling of different potential scenarios, using advanced mathematics. A lot of business decision making, however, is based on approximate or subjective data. Where this is the case, Decision Matrix Analysis may be all that’s needed.
Methodology
Decision Matrix Analysis helps you to decide between several options, where you need to take many different factors into account.
To use the tool, lay out your options as Column Headings in a table. Set up the Rows to show the factors you need to consider. Weight the Evaluation Factors from Most Important (5) to Least Important (1). Force rank each option for each factor using the number of options from Worst (1) to Best (3). No ties are allowed.
Multiply each score by the weight of the factor, to show its contribution to the overall selection. Finally add up the total scores for each option. The highest scoring option will be the best option.
If there are a lot of fractors to be considered evaluate them all but also look at the 3 or 4 most important to see which Option addresses those factors best.
In the real analysis there were many more factors than this considered. This has been simplified for the presentation.
Zonal water injection (conformance) was the most important factor. Each option must provide this to be considered.
Cost on list due to the marginal nature of the project and big cost difference between options and impact on economics. Cost usually not on list.
Schedule on list due to the big difference in timing between options. Schedule normally not on list.
Sand control on list as important because of the unconsolidated nature of reservoir. Sand control had to be provided.
Installation was on list due to the ability to install (reliably) in an uphill well across two fault blocks (for some options).
Decision Matrix Analysis is the simplest form of Multiple Criteria Decision Analysis (MCDA), also known as Multiple Criteria Decision Aid or Multiple Criteria Decision Management (MCDM). Sophisticated MCDA can involve highly complex modelling of different potential scenarios, using advanced mathematics. A lot of business decision making, however, is based on approximate or subjective data. Where this is the case, Decision Matrix Analysis may be all that’s needed.
Methodology
Decision Matrix Analysis helps you to decide between several options, where you need to take many different factors into account.
To use the tool, lay out your options as Column Headings in a table. Set up the Rows to show the factors you need to consider. Weight the Evaluation Factors from Most Important (5) to Least Important (1). Force rank each option for each factor using the number of options from Worst (1) to Best (3). No ties are allowed.
Multiply each score by the weight of the factor, to show its contribution to the overall selection. Finally add up the total scores for each option. The highest scoring option will be the best option.
If there are a lot of fractors to be considered evaluate them all but also look at the 3 or 4 most important to see which Option addresses those factors best.
One option, drilling two vertical wells, has the highest cost and slowest delivery. But is the best at the other factors. This analysis shows clearly that we could trade off cost and schedule and get an acceptable outcome.
Elimanating any option after discussion is OK. Be flexible with the evaluation. But DO NOT lose integrity in the evaluation and change the numbers,.
New Frac ICD allowed for fracture into the fault blocks and allowed the operator to bypass formation damage (skin) and inject at high rates to recover more oil faster.
Conventional ICDs are matrix injection only and if damage occurs have very limited options to remove from well. The rate cannot be increased if required to change pressure support.
Decision Matrix Analysis is the simplest form of Multiple Criteria Decision Analysis (MCDA), also known as Multiple Criteria Decision Aid or Multiple Criteria Decision Management (MCDM). Sophisticated MCDA can involve highly complex modelling of different potential scenarios, using advanced mathematics. A lot of business decision making, however, is based on approximate or subjective data. Where this is the case, Decision Matrix Analysis may be all that’s needed.
Methodology
Decision Matrix Analysis helps you to decide between several options, where you need to take many different factors into account.
To use the tool, lay out your options as Column Headings in a table. Set up the Rows to show the factors you need to consider. Weight the Evaluation Factors from Most Important (5) to Least Important (1). Force rank each option for each factor using the number of options from Worst (1) to Best (3). No ties are allowed.
Multiply each score by the weight of the factor, to show its contribution to the overall selection. Finally add up the total scores for each option. The highest scoring option will be the best option.
If there are a lot of fractors to be considered evaluate them all but also look at the 3 or 4 most important to see which Option addresses those factors best.