This document summarizes the results of interviews and questionnaires with 28 contributors from various disciplines within the oil and gas industry regarding the current and future state of geomechanics. Key findings include:
1) Geomechanics is not fully integrated into exploration, planning, and assurance workflows.
2) Barriers to adoption include lack of standards, siloed teams, and perceptions of geomechanics as reactive rather than proactive.
3) Widespread knowledge sharing of case studies and establishing geomechanics strategies within companies is needed for it to realize its full potential in areas like drillability and reservoir performance.
An APM webinar promoted by the North West Branch Cumbria Chapter on 23 February 2022.
Speaker: Karl Sanderson
A root cause of project failure can be poor up-front shaping.
Facilitated Opportunity Framing at project inception, repeated through front-end-loading, mitigates the risk of later project recycle, ensures that the project is decision rather than task driven, and provides the right tools for optioneering. Framing is being rolled out across HM Government’s Major Projects Portfolio, and agencies such as the Nuclear Decommissioning Authority are taking the process even further by applying it more widely to their estates.
Topics covered included:
1. What is opportunity framing and how can it help make project outcomes more predictable;
2. Framing as a tool for achieving stakeholder alignment;
3. How framing fits into stage-gated project maturation – what it adds that is commonly missing;
4. The origins of framing, practitioners, and its current roll-out across the public sector;
5. Other uses of framing outside of projects including; policy formulation; strategic decisions; strategic procurements;
https://www.apm.org.uk/news/opportunity-framing-webinar/
https://youtu.be/4-WrVzHjzPA
An APM webinar promoted by the North West Branch Cumbria Chapter on 23 February 2022.
Speaker: Karl Sanderson
A root cause of project failure can be poor up-front shaping.
Facilitated Opportunity Framing at project inception, repeated through front-end-loading, mitigates the risk of later project recycle, ensures that the project is decision rather than task driven, and provides the right tools for optioneering. Framing is being rolled out across HM Government’s Major Projects Portfolio, and agencies such as the Nuclear Decommissioning Authority are taking the process even further by applying it more widely to their estates.
Topics covered included:
1. What is opportunity framing and how can it help make project outcomes more predictable;
2. Framing as a tool for achieving stakeholder alignment;
3. How framing fits into stage-gated project maturation – what it adds that is commonly missing;
4. The origins of framing, practitioners, and its current roll-out across the public sector;
5. Other uses of framing outside of projects including; policy formulation; strategic decisions; strategic procurements;
https://www.apm.org.uk/news/opportunity-framing-webinar/
https://youtu.be/4-WrVzHjzPA
Sustainability Marker to Support the Project Selection Process: the UNOPS CaseRicardo Viana Vargas
The objective of this paper is to present a non conventional approach that is being currently implemented at the United Nations Office for Project Services, when selecting new projects globally, in order to include, as project selection criteria, social, environmental and economic sustainability aspects in humanitarian and development projects. Using a set of twenty ve themes in four major groups, an internal tool called Sustainability Marker was developed to analyse projects above and beyond the traditional nancial criteria in order to evaluate the real impact of the project to the sustainable development goals.
Srae2014 - Construction Projects Risks from the Perspective of Project Manage...Safak EBESEK
Construction Projects Risks from the Perspective of Project Management
Özlem Tüz, PhD & Safak EBESEK, PhD.C
The 23rd SRA-Europe conference 16-18 June 2014 in Istanbul, Turkey
Hosted by Istanbul Technical University
Using The Advancement Degree Of Difficulty (Ad2) As An Input To Risk Managementjbci
Presentation describes the use of the Advancement Degree of Difficulty (AD2) as a means of identifying risk, cost and schedule associated with maturing technologies.
Unit 3 Project Environment - Project Identification and FormationNiruban Projoth
PROJECT MANAGEMENT AND FINANCE - The ppt discuss about the project management ideas which covers the Project selection, Project screening, Project identification and Project Formulation.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Benchmarking Execution Performance and Earned ValueAcumen
Determining historic PV, BAC, EAC and other EVM measures in order to benchmark for future projects is a valuable technique for ensuring realistic and achievable forecasts. Determining historic EV performance using prior similar projects validates those forecasts. Additionally, the value of benchmarking increases exponentially as the benchmark basis improves. From previous iterations of the schedule to a database of thousands of projects, EVM indicators have a strong correlation with execution performance over time.
Building Energy Efficiency Metrics: From Title 24 to EUIRed Car Analytics
Designing sustainable buildings in 2017 can involve lots of confusing energy performance goals, Title 24, LEED, Net Zero Energy, EUI, Cost Savings, EnergyStar. As a consulting and expert in this field, it is important to help architects and owners navigate these metrics to ultimately build incredible buildings.
Have you ever wondered why some product development projects run
like clockwork and others are train wrecks? One reason some projects
succeed while others do not is the failure to differentiate between what
new aspects of the project will require invention as opposed to
engineering. Engineering is, for the most part, predictable and lends
itself to planning and scheduling. Invention, not so much. Failure to
identify inventions necessary to a product’s success and to conduct that
invention off the critical path is responsible for most of the train wrecks
Large Complex Projects (PMI-MY presentation Sept 2012)Jeremie Averous
Large, Complex Project Management is Fundamentally different from smaller, simpler project management. In this comprehensive presentation for the Project Management Institute, we dwell into the details of what needs to be setup to be successful in these world-changing ventures.
La vertigine funzionale è tipica dei soggetti con carattere ansioso-depressivo, è una vertigine di tipo soggettivo, di durata tipicamente continua o subcontinua.
Sustainability Marker to Support the Project Selection Process: the UNOPS CaseRicardo Viana Vargas
The objective of this paper is to present a non conventional approach that is being currently implemented at the United Nations Office for Project Services, when selecting new projects globally, in order to include, as project selection criteria, social, environmental and economic sustainability aspects in humanitarian and development projects. Using a set of twenty ve themes in four major groups, an internal tool called Sustainability Marker was developed to analyse projects above and beyond the traditional nancial criteria in order to evaluate the real impact of the project to the sustainable development goals.
Srae2014 - Construction Projects Risks from the Perspective of Project Manage...Safak EBESEK
Construction Projects Risks from the Perspective of Project Management
Özlem Tüz, PhD & Safak EBESEK, PhD.C
The 23rd SRA-Europe conference 16-18 June 2014 in Istanbul, Turkey
Hosted by Istanbul Technical University
Using The Advancement Degree Of Difficulty (Ad2) As An Input To Risk Managementjbci
Presentation describes the use of the Advancement Degree of Difficulty (AD2) as a means of identifying risk, cost and schedule associated with maturing technologies.
Unit 3 Project Environment - Project Identification and FormationNiruban Projoth
PROJECT MANAGEMENT AND FINANCE - The ppt discuss about the project management ideas which covers the Project selection, Project screening, Project identification and Project Formulation.
ICEC 2014 Linking 6 Phase Project Life Cycle with TCM Framework-SlidesRussell Archibald
Presents and explains two recommendations and two conclusions relating to linking the 6 phase project life cycle with the AACEi Total Cost Management Framework.
Benchmarking Execution Performance and Earned ValueAcumen
Determining historic PV, BAC, EAC and other EVM measures in order to benchmark for future projects is a valuable technique for ensuring realistic and achievable forecasts. Determining historic EV performance using prior similar projects validates those forecasts. Additionally, the value of benchmarking increases exponentially as the benchmark basis improves. From previous iterations of the schedule to a database of thousands of projects, EVM indicators have a strong correlation with execution performance over time.
Building Energy Efficiency Metrics: From Title 24 to EUIRed Car Analytics
Designing sustainable buildings in 2017 can involve lots of confusing energy performance goals, Title 24, LEED, Net Zero Energy, EUI, Cost Savings, EnergyStar. As a consulting and expert in this field, it is important to help architects and owners navigate these metrics to ultimately build incredible buildings.
Have you ever wondered why some product development projects run
like clockwork and others are train wrecks? One reason some projects
succeed while others do not is the failure to differentiate between what
new aspects of the project will require invention as opposed to
engineering. Engineering is, for the most part, predictable and lends
itself to planning and scheduling. Invention, not so much. Failure to
identify inventions necessary to a product’s success and to conduct that
invention off the critical path is responsible for most of the train wrecks
Large Complex Projects (PMI-MY presentation Sept 2012)Jeremie Averous
Large, Complex Project Management is Fundamentally different from smaller, simpler project management. In this comprehensive presentation for the Project Management Institute, we dwell into the details of what needs to be setup to be successful in these world-changing ventures.
La vertigine funzionale è tipica dei soggetti con carattere ansioso-depressivo, è una vertigine di tipo soggettivo, di durata tipicamente continua o subcontinua.
SPE London - 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15Glen Burridge
Introductory talk to frame event & present results of an industry survey forming basis of a “conversation” between both sides of the geomechanics business: The specialist experts in the consultancies and those subsurface staff working within E&P companies.... on where they think the discipline is and where it is going.
Ogni condizione che turbi l’equilibrio del sistema individuo-professione-ambiente può essere un potenziale fattore di stress.
Gli stimoli che provocano stress possono essere fisici (shock elettrico, esposizione al freddo, a rumori, a campi magnetici), metabolici (riduzione dei livelli di glicemia),
psicologici (prova d’esame), psicosociali (lutto).
Stressor troppo potenti, frequenti e prolungati possono superare la possibilità di resistenza dell’organismo e di avviare un processo patologico. Ne sono un esempio il Disturbo Acuto da Stress, Disturbo post-traumatico da stress, lo Stress traumatico da incidente critico.
Cibo e sessualità: Il gusto del piacere Anna Carderi
il legame fra sesso e cibo consiste nel fatto che entrambi servono per la socializzazione, la soddisfazione personale, la sopravvivenza propria e della specie.
Cibo e sesso hanno la stessa localizzazione cerebrale, gli stessi circuiti neuroendocrini, gli stessi ormoni che li controllano.
Pertanto se non soddisfiamo l'"appetito dei sensi",
il desiderio si sposterà sull’ "appetito di cibo“!
IT Performance Management in a financial crisis contextFernando Martinez
This a presentation presented in the CMG International conference in 2010 about my experiences as Performance Manager during the Bank Panic in Argentina in 2001. It won the Edward Mullen Award in that year.
La psicoterapia ha ancora un ruolo o è da archiviare nella cura della disfun...Anna Carderi
Secondo quanto sancito dalla
Seconda Consultazione Internazionale sulle Disfunzioni Sessuali del 2003
la terapia della DE deve mirare a restituire al paziente una vita sessuale soddisfacente, non solo un’erezione rigida.
Stop al bullismo. Come riconoscerlo e affrontarlo.Anna Carderi
Il bullismo è oggi un argomento particolarmente ‘di moda’, con cui si definiscono erroneamente tutti i problemi disciplinari del gruppo classe!
È sempre bullismo o lo stereotipo finisce con l’inglobare situazioni che nulla hanno a che fare con esso?
Com’è possibile capire che cosa fa la differenza?
Industry experts, Bob Prieto, veteran executive with Fluor and Parsons Brinckerhoff, and Hans Hoppe with Parsons, share valuable information on the failure points of Mega Projects and proven methods of managing these projects to beat the odds and succeed. It is estimated that 9 out of 10 projects that cost $1 billion dollars or more, go over budget. Learn how we as an industry can change those numbers and improve the way the world builds.
Project Management Framework • What’s Project? • What’s a Project Management? • Operations/Projects/Programs/Portfolios • The Project Management Office • Progressive Elaboration vs. Scope Creep • The Triple Constraint • Ten Knowledge Areas & Five Process Groups. • Project Life Cycle
Give the People What They Want: An Approach to Thoughtful KM TechnologyEnterprise Knowledge
Presented by Todd Fahlberg, Knowledge Management Consultant on May 19th, 2020.
Implementing a meaningful Knowledge Management technology brings many levels of challenges, even in the most innovative, user-centric organizations. In this session, Todd Fahlberg and Madison Jaronski will share proven practices on how to approach KM Technology broken in four phases: Gathering Requirements & Defining Personas, Leveraging Data-Driven Evaluations, Combining Quantitative and Qualitative Data to Make Holistic Decisions, and Crafting an Implementation Strategy for Success & Adoption. Lastly, Todd and Madison will offer recommendations based on experiences with past and current clients how organizations can make better, people-focused decisions when it comes to Knowledge Management technology.
Microsoft Dynamics AX Implementation Stabilization Case Studiesmeritweb
Learn about the risks, challenges, and best practices for implementing Microsoft Dynamics AX in enterprise manufacturing and supply chain environments. Hear about a couple of our Microsoft Dynamics AX implementation stabilization case studies.
Managing international software projects interactively using scrumPeter Horsten
Too many projects are not (fully) successful. In many cases this is caused by issues in the management approach. Clients want to know what they get for a fixed budget. But we all know it's almost impossible to fully specify what you need.
An Agile software approach proved to work for us. After implementing Scrum our projects went more smooth and we were more often delivering the right results on time.
It took time to get this working. For developers it was a bit scary and for our clients it meant they really had to trust us. Today we can see our effort pays off. We wouldn't like to go back to waterfall times anymore.
The current response to the topic of green software development is very pleasing. However, this was not always the case. Misunderstandings often arise, especially between practice and research. Does this really have to be the case? As a former researcher, I have changed my perspective to that of a developer and will use examples and some anecdotes to show which misunderstandings occur and how we can counteract them in order to work together towards the same goal.
Similar to SPE London 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15 (20)
Quality defects in TMT Bars, Possible causes and Potential Solutions.PrashantGoswami42
Maintaining high-quality standards in the production of TMT bars is crucial for ensuring structural integrity in construction. Addressing common defects through careful monitoring, standardized processes, and advanced technology can significantly improve the quality of TMT bars. Continuous training and adherence to quality control measures will also play a pivotal role in minimizing these defects.
COLLEGE BUS MANAGEMENT SYSTEM PROJECT REPORT.pdfKamal Acharya
The College Bus Management system is completely developed by Visual Basic .NET Version. The application is connect with most secured database language MS SQL Server. The application is develop by using best combination of front-end and back-end languages. The application is totally design like flat user interface. This flat user interface is more attractive user interface in 2017. The application is gives more important to the system functionality. The application is to manage the student’s details, driver’s details, bus details, bus route details, bus fees details and more. The application has only one unit for admin. The admin can manage the entire application. The admin can login into the application by using username and password of the admin. The application is develop for big and small colleges. It is more user friendly for non-computer person. Even they can easily learn how to manage the application within hours. The application is more secure by the admin. The system will give an effective output for the VB.Net and SQL Server given as input to the system. The compiled java program given as input to the system, after scanning the program will generate different reports. The application generates the report for users. The admin can view and download the report of the data. The application deliver the excel format reports. Because, excel formatted reports is very easy to understand the income and expense of the college bus. This application is mainly develop for windows operating system users. In 2017, 73% of people enterprises are using windows operating system. So the application will easily install for all the windows operating system users. The application-developed size is very low. The application consumes very low space in disk. Therefore, the user can allocate very minimum local disk space for this application.
TECHNICAL TRAINING MANUAL GENERAL FAMILIARIZATION COURSEDuvanRamosGarzon1
AIRCRAFT GENERAL
The Single Aisle is the most advanced family aircraft in service today, with fly-by-wire flight controls.
The A318, A319, A320 and A321 are twin-engine subsonic medium range aircraft.
The family offers a choice of engines
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Vaccine management system project report documentation..pdfKamal Acharya
The Division of Vaccine and Immunization is facing increasing difficulty monitoring vaccines and other commodities distribution once they have been distributed from the national stores. With the introduction of new vaccines, more challenges have been anticipated with this additions posing serious threat to the already over strained vaccine supply chain system in Kenya.
Vaccine management system project report documentation..pdf
SPE London 'Geomechanics: Quo Vadis?' Event Talk - 27Oct15
1. Survey of Industry Opinion
Results of series of Q&A interviews during 2014/5
GLEN BURRIDGE
glen@glenburridge.com
GEOMECHANICS: Quo Vadis....?
2. GEOMECHANICS: Quo Vadis....?
Basis to Survey:
• Confidential & anonymised
• Mix of structured interviews & questionnaires
• Started with leading geomechanics consultancies
• Subsequent focus on practitioners & customers
of geomechanics within E&P companies
• Aims as “springboard” for further efforts
3. GEOMECHANICS: Quo Vadis....?
28 contributors
Interviews Questionnaire Both
Drilling Reservoir
Geophysics
Geology
Petrophysics
Res Eng
Prod Eng
R&D
IT
Finance
D&C
Geomechanics
4. GEOMECHANICS: Quo Vadis....?
28 contributors
Consultant Consultant - Sales
Operator Manager Operator Lead
Operator Staff
Assurance D&P
E&P Exploration
5. GEOMECHANICS: Quo Vadis....?
Nature of Survey:
Range from technical specialists to managers
Cross-section of established disciplines
Includes several corporate geomechanics leads
Mix of geomechanicists & “normal” people!
o This is the anecdotal story, not the official
o Select sample: 28 respondees
o Centred on mid-sized operators & one major
× Deficit of pure Explorationists
× No NOC’s
× Bias towards engineers & geomechanicists
× Centred on Europe
7. “Hydrocarbons are sitting in the ground. You can't reach them without involving
geomechanics, consciously or unconsciously. You'd better do it consciously”
Image courtesy of Schlumberger
Implications for
differing scenarios?
Near-surface
issues?
Effective Field
Development
Deliverability!
Drillability!
“Opportunity to predict drilling & reservoir issues with intelligent foresight”“Learning to deal with stress improves your reservoir, as it does for life in general!”
OBJECTIVES
Areas of Application
Geomechanics: Quo Vadis....?
Section 1
8. Operators
• Make integral to field dev work
• Build into long-term planning & value
models via RM/OE, plus safety KPI’s
• Show value from own data, case studies,
analogue fields, post event reviews
• Not easy for exploration risk or reservoir
modelling, but should be trying!
• Importance for WBS, completions &
sand prod, but active learning?
• We must lead assurance since we see
the bigger picture
OBJECTIVES
Assurance
Consultants
o Trend towards inclusion in planning, but
only specific assets & locations
o Different frames of references in
Operators creates hazard
o Lack of champions -> lack of focus ->
opportunities lost
o Patchy or no assurance frameworks =>
event-driven reactivity & knowledge loss
o Lack of in-house competencies ->
difficulty of technically sound interaction
o Little benchmarking to discern magnitude
of problems: How bad is situation?
“If it’s a response to a problem then it’s too late.
We should be screening effectively.”
Geomechanics: Quo Vadis....?
Section 1
9. o Punctual intervention in drilling a weakness for Geomechanics (cf. predictive
use in sand stability & hydraulic fracturing)
o Short-term, task-focused, budgets of D&C don’t usually integrate with longer-
term implications for production
o However, question of value in D&C: Greater attention to remediation of
issues than prevention?
Geomechanics: Quo Vadis....?
Section 1
OBJECTIVES
Drilling
o Use for WBS & completion
design now widespread
o Fuller contribution to planning
& prediction stages of drilling?
o Can RTD open new avenues
for active learning?
10. o Greatest contribution likely to:
1. Drillability & Deliverability: Value of projects hangs upon them
2. Forward modelling for depletion (based on seismic attributes)
o Misconception that for conv’l resv’rs, sole Exploration application is WBS?
o Despite high exploration risk from seal failure, for conventional exploration
topic often neglected due to oversight / ignorance / focus
o Powerful impact for tight/unconventional reservoirs, where reserves only
incrementally increase based on drilling?
o Inclusion in assurance standards & information gathering should begin in E&A
Geomechanics: Quo Vadis....?
Section 1
OBJECTIVES
Exploration
11. o Uphill battle to gain buy-in to concept of geomechanical influence from RE’s
(info overload? technique too uncertain? reputation fear?)
o Importance of tying results to tangible ∆reserves or their uncertainty: What
happens if shows a reserves decrease? Still want to use?!?
o Association with dramatic asset hazards e.g. subsidence, well integrity Vs range
of production benefits e.g. IOR, lower well count, later water-cut
o Complication of stress criticality for reservoir => Greater uncertainty. Welcome?
o 4D seismic for geomechanical effects within reservoir: If it’s good enough for
Statoil, why not other majors?
o Need to interface with numerous technical disciplines causes inertia, especially
where no focal point to provide ‘activation energy’
Geomechanics: Quo Vadis....?
Section 1
OBJECTIVES
Reserves Mgmt
“Ideal case of full-field 4D seismic geomechanics acting as your
‘reservoir doctor’”
12. Organisation
• Subsurface vs drilling – cultural & physical divisions (budgets, frames of reference)
• Many interfaces, each with databases / models / software: Who owns the story?
• Inefficient communication: Agreement best approach coupling of specialist teams/focal
point & widespread awareness
• Lack of centres of influence in Operators: Politics, titles, activation points?
Room for Improvement
• Workflows in industry embryonic at best, often non-existent
• Procedures to identify modelling options & influence decisions in time
• Are we bringing in contextual information from basin-scale modelling & overburden?
• Get information flowing across numerous disciplines early on in project’s life!
• Attitude: To role in own work, to results, to uncertainty.
“No-one is thinking about what’s going on above the reservoir, yet this is where much of the
drilling cost is accrued: Geomech has a potentially major role to play in cost control”
FACTORS
Practice
Geomechanics: Quo Vadis....?
Section 2
13. General Subsurface Teams
• Need min. level to know where significant & when expert help required
• Should be seen as core competency. Sporadic activity should not be excuse to lose lessons
• Lots of claim of expertise in industry: More honesty & sharing needed from practitioners
Specialists
• Demanding sweep of skills required: Have to lean toward geoscience or engineering poles
• Tough apprenticeship: PhD, then still need exposure to range of real-life examples!
• May require a less specialised collaborator to translate results for wider audience
• Discipline Leads often end up working projects rather than spearheading
Management
• Unless have a specialist team on tap, organisations run severe risk of doing wrong thing
• Geomech should be “part of furniture” => awareness for managers => basis for use
• Often involvement with topic will be when called in as “emergency service”
“Geomechanicists must blend great detail with the bigger picture, plus deal with tons
of uncertainty – a rare talent!
FACTORS
Competencies
“Lack of integration means geomech’s benefits of coherent vision often lost”
Geomechanics: Quo Vadis....?
Section 2
14. Current Issues
# Lack of universal standards for data storage / transfer & integrated software environments
# Need integrated software tools to conduct geomechanics with multi-disciplinary teams
# Without internal expertise, ability for clients to know what they’re buying
# Rigorous audit of models stymied by lack of corporate workflows & best practice
# Unfamiliarity with use of the latest 3D tools: Use of “Quick-Look” stress models?
# Reluctance of Operators to be “first movers” on technology: More JIP’s? Collaboration?
Future breakthroughs?
? Seamlessly integrated 3D-4D is inevitable, but on what timescale?
? Data organisation shouldn’t be an excuse. Slick run-times for fully coupled 4D will come
? Linkages to seismic & structural geology exciting. Powerful SEM’s built as standard
? Individual technologies will depend on relevance to assets, so uneven uptake
? RTD to match WBS models with reality -> influence on safety, cost & drillability of a well?
? Discrete particle simulations & improved frac / completion design software
FACTORS
Technology
Geomechanics: Quo Vadis....?
Section 2
15. FACTORS
Modelling
Geomechanics: Quo Vadis....?
Section 2
• Select appropriate projects for pilot/QL studies to market value of techniques
• How to best judge efforts vs S/M/L-term value for any modelling planned
• Scoping extent of “unknown” risk environment presented by geomechanics
• Ensuring the full suite of data is retrieved from disparate disciplines
• Lack of understanding from technical staff about which data is relevant, e.g.: -
- Importance of offset wells will be related to structural regime
- HPHT self-frac prediction thwarted by poor seismic resolution at depth?
- Issue of sparse 3D sampling of inputs for higher-order models
• Models may only be updated when have a failure
16. FACTORS
Perceptions
“Lack of discipline definition & promotion => Lack of mission => Difficult to
integrate into the greater goals of E&P activity”
• 1-2D use well established. Move to 3D reservoir applications, but skills rare
• Interest variable across regions & companies, since different challenges
• Viewed as specialist subject of variable importance -> no strategies in E&P cos.
• Trades on fear (loss aversion): Greater association with bad, punctual events
than long-term asset stewardship. Need to prove it works in 3D sense
• Use in “book-ends” of well delivery activities: Early planning & post completion
• Operators not sharing enough case studies due to sensitivity of outcomes:
Association with induced seismicity & negative PR
“Historic perception of reactive rather than proactive tool, hence lack of
motivation for pilot studies & tests”
Geomechanics: Quo Vadis....?
Section 2
17. FACTORS
Relationships
Consultants:
• Not seen as a core business activity, so often not even on radar in many E&P cos.
• Untoward events will continue to occur, risks be taken, value untapped & uncertainties
carried until Geomechanics becomes incorporated properly in planning & assurance
• Breadth of subject matter & impacts makes target audience fragmented: Who should
we speak to? Lack of any corporate mindshare stymies interaction
• Engagements as an “emergency service” under crisis make life uncomfortable & benefits
frustratingly under-realised for all
• Potential “glitter effect” of new technology can distort relationship
Operators:
• Subject needs be driven internally by our own objectives & expertise
• Developing mistrust between operators & service companies in recent years
• Used to be the “domain of everyone”, but now split
• Information deficit among many companies => in poor position to shop for services
• Service companies not always sensitive to exterior role in decision-making process
• Restricted scope of work often means consultants don’t see the whole picture
Geomechanics: Quo Vadis....?
Section 2
18. • Instil as standard subsurface activity, from academia to planning & assurance
• Better off/on-boarding in companies for the few people with the experience?
• Technical “presence” of the specialist: Ability to communicate! Role of “nodes”?
• Encapsulating good practice within process, e.g. checklists, standards & guidelines
• More general articles rather than just specialist?
• Extent of subject => natural split between G&G and Engineering sides? Impact?
• Does embedding techniques in widespread software increase chance of uptake?
WHAT NEXT?
Sharing Knowledge
“Distill to simple message - A Green Cross Code of Geomechanics:
This is advisable, this is not, this is when you bring someone in.....”
Geomechanics: Quo Vadis....?
Section 3
Image courtesy of Baker Hughes
19. How do we get Operators to publish more examples of high-impact case studies?
• Collaboration between operators on common themes of critical interest?
• Focused events, led by Operators – motivation to honestly share experience & questions.
• For maximum relevance, organise within regional context & themes.
• Find a way to address sensitivities regarding confidentiality & fracking
WHAT NEXT?
Engagement
Geomechanics: Quo Vadis....?
Section 3
Who could provide a representation within the industry?
• Operator-to-operator collaboration via honest broker who can find out who is doing what
• For UK, could new Oil & Gas Authority fulfil this role?
• SPE (engineers) & EAGE (geoscientists) could have significant role to play in coordinating
efforts to encourage explicit involvement from Operators – this may change the dynamic.
What about other stakeholders?
• Outward-facing events for service companies & Exploration companies to seek funding &
raise awareness of topics among investors?
• Academia’s primary role to set stage for role of geomechanics in the industry.
20. “We need to demonstrate impact on cost savings, risk reduction & value uplift”
WHAT NEXT?
Realising Potential
“For serious E&P, should be fundamental to development of field & drilling wells!”
Geomechanics: Quo Vadis....?
Section 3
“Appoint ‘champions’ that ask ‘has anyone thought about this?’ ‘Have we spoken to the
drillers?’ ‘Are there uncertainties we ought to understand better?”
• Will have greatest impact on decisions when can be seen as agent of change:
o Demonstrate subsurface risk can be lowered
o Diagnosis of factors in long-term behaviour & effectiveness of assets
o Modelling fluid response to ∆stress fields (challenge constant K?)
o Greater understanding of ultimate recoverability
“Recruit people at senior level who Get It, see the full asset picture & put theory into practice”
“Deploy those with experience of geomech to actively share knowledge & marketing
the ‘toolbox’ to those who matter”
21. Where will geomechanics be in Upstream Oil & Gas in 5-10 years?
Crucial subsurface effectiveness tool OR Can’t justify itself & side-lined?
Small but important part of reservoir modelling workflows, especially in
complex geology. Degree of externalisation vs internal skills?
Convert concepts into recognised applications?
WHAT NEXT?
The Future: 5-10 Years
Where should it be….in 5-10 years?
Significant for production enhancement, superseding “Reservoir Mgmt”
Firmly embedded as a routine workflow. A normal part of business.
Senior Management & Assurance teams fully aware of potential impact
Movement to 3D & reservoir effects with links to seismic & struc geology
There will be a turning point in widespread adoption, but when....?!?
Geomechanics: Quo Vadis....?
Section 3
Image courtesy of Schlumberger
22. The one Question no-one could/would answer:
.....which led to a question back:
GEOMECHANICS: Quo Vadis....?
23. Outstanding Questions
?What’s its true potential in terms of % of subsurface projects?
?What does it take to become integrated into standard assurance?
?How to raise baseline knowledge within companies?
?Who/How best to sell value of discipline upwards & outwards?
?Are there enough geomechanicists to address topic?
?Is weight towards production stage reflective of potential?
?How can Operators & external consultants work best together?
GEOMECHANICS: Quo Vadis....?
24. Conclusions
Geomechanics needs to market itself better across life cycle
Stymied by lack of strategy/visibility & knowledge sharing
Include in E&P planning & assurance: It will pay rewards
Barrier of current poor integration is surmountable
Disquiet between operators & service companies on roles
Need for clarity on demand & scope of discipline
Drillability & Reservoir Performance greatest under-realised
benefits
GEOMECHANICS: Quo Vadis....?
25. GEOMECHANICS: Quo Vadis....?
Way Forward?
1. Cross-industry working group to develop a Geomechanics Strategy
2. Geomechanics needs to find a “home” with a motivated custodian(s), e.g.
SPE, OGA
3. E&P Companies should be encouraged to review capabilities & develop
strategies
4. National bodies, e.g. OGA, to take on role of collating case studies, steer
knowledge sharing & evaluate impact on existing assets
5. Establishment of independent “watering holes” where free, honest,
valuable exchange can occur: Focused workshops, confidential reporting
6. More JIP (Joint Industry Projects) to promote deployment, transition to
3D/4D benefits & encourage rapport between industry actors?