revista e&p - enero 2011
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J A N U A R Y 2 0 1 1
E P M A G . C O
A H A R T E N E R G Y P U B L I C A T I O N
Surface Systems& Solutions
Cost & RiskManagement
Advances inProcessing
FloatingProduction
HP/HT
Surface Systems& Solutions
Cost & RiskManagement
Advances inProcessing
FloatingProduction
HP/HT
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A d v a n c i n g R e s e r v o i r
P e r f o r m a n c e
How we saved a client
:0
L.15
million
and
mitigated
shallow
hazards
A Gulf of Mexico operator needed
reliable
resistivity and
porosity
measurements
to
eliminate
the
possibility
of
shallow
gas
in
the
area.
The
operator had not
planned
to
use
wireline logging on
the
project
and
,
due
to
the larger
hole size
, LWD nuclear porosity wasn
'
t
an
option.
Baker Hughes
offered
a
cost-effective
solution. Our formation evaluation
team designed
a
program
using
our 9 /2 -in.
SoundTrak
`
acoustic
LWD
service to
obtain compressional delta-t
logs
in the
22-in.
and
1
71/2-in.
hole sections.
The
real-time logs provided conclusive evidence
of
the
absence
of
shallow
gas. Based on that
data
, the operator opt imized the
well
desi
gn
and was able to drill six additional
wells from
the platform. The
more efficient
design
saved
the operator USD 2
.
15
million.
To
learn how we can hel
p
you
minimize your development costs and operational risks , contact your
Baker
Hug
hes
representative
or
visit
us online. Start saving
money
in your of fshore
operations.
www.bakerhughes.com
NA
BAKER
HUGHES
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COST & RISK MANAGEMENT
Shale gas plays provide valuable seismicin a low-price environment
Effective asset integrity management expandslife extension options
Managing costs does not have to comeat a price
ADVANCES IN PROCESSING
New approach provides
a more accurate model
Multifocusing improves seismic data
HP/HT
Improved drilling systems save rig time
Remote virtual operations combat harshdownhole environments
SURFACE SYSTEMS & SOLUTIONS
Surface pumps sweep stranded oil
New ideas for an old shoe treatment
FLOATING PRODUCTION
Surge in installations bolstersfloating production spend
Construction continues in the FPS sector
IndustryPULSE: Cost-effectivesupply-chain modelsrequire visibility
Operating internationally is enough of a challengewithout losing sight of the supply chain.
EXPLORATION & PRODUCTIONW O R L D W I D E C O V E R A G E
JANUARY 2011VOLUME 84 ISSUE 1
A HART ENERGY PUBLICATION www.EPmag.com
COVER STORY
34
Top 10technologiesto watchAdvanced technology will improve
operations in the coming year.
6
WorldVIEW: Future looksbright for expansion project,
oil sands productionCanadian Ambassador to the US Gary Doer explainswhy the Keystone Gulf Expansion Project is vital to theUS and shares evidence that melts the frozen factson oil sands production.
10
Unconventional: Haynesville
Is the Haynesvillea sleeping giant?
New drilling fluid saves cost,environment
71
75
46
48
51
5457
61
64
66
68
78
82
89 REGIONALREPORT: CHINA
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AS I SEE IT
A new beginning 5
MANAGEMENT REPORT
Lean interacts with the oil, gas industry 13
DIGITAL OIL FIELDIntelligent completion sets record offshore Nigeria 18
New technology to set industry standard 25
EXPLORATION TECHNOLOGY
Forensic geophysics put the pieces together 29
WELL CONSTRUCTION
Are designer fracs good for business? 31
PRODUCTION OPTIMIZATIONThis aint Texas! 33
TECH WATCH
Modern-day bucket brigade saves drowning wells 84
TECH TRENDS
Innovations and new releases 86
INTERNATIONAL HIGHLIGHTS
Operators display global reach 95
ON THE MOVE/
INDEX TO ADVERTISERS 99
THE LAST WORD
Digital oil field transforms workflow, enables improvement 100
E&P (ISSN 1527-4063) (PM40036185) is published monthly by Hart Energy Publishing, LP, 1616 S. Voss Road, Suite 1000, Houston, Texas 77057. Periodicalspostage paid at Houston, TX, and additional mailing offices. Subscription rates: 1 year (12 issues), US$149; 2 years (24 issues), US$279. Single copies are US$18(prepayment required). Advertising rates furnished upon request. POSTMASTER: Send address changes to E&P, PO Box5800, Harlan, IA 51593. Address all non-subscriber correspondence to E&P, 1616 S. Voss Road, Suite 1000, Houston, Texas 77057; Telephone:713-260-6442. All subscriber inquiries should be addressed to E&P, PO Box 5800, Harlan, IA 51593; Telephone: 713-260-6442. Fax: 713-840-1449. [email protected] Copyright Hart Energy Publishing, LP, 2011. Hart Energy Publishing, LP reserves all rights to editorial matter in this magazine. No article
may be reproduced or transmitted in whole or in parts by any means without written permission of the publisher, excepting that permission to photocopy is grant-ed to users registered with Copyright Clearance Center/0164-8322/91 $3/$2. Indexed by Applied Science, Technology Index and Engineering Index Inc. Federalcopyright law prohibits unauthorized reproduction by any means and imposes fines of up to $25,000 for violations.
DEPARTMENTS AND COMMENTARY
COMING NEXT MONTH The February issue of E&P focuses on the latest advances in drill bittechnology. Other features examine unconventional resources with a special feature on the Utica shale
as well as drilling advances, reservoir characterization, downhole systems, and deepwater advances.The Arctic is the topic of a special regional report.
ABOUT THE COVER ROVs represent some of the technology that willhelp the industry reach deeper water depths. These dual-manipulator, 330-hpwork-class systems have enhanced thruster systems that increase lift capacityby more than 50%. (ROV images courtesy of Oceaneering, cover design byLaura J. Williams)
Because every
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Th e w a t e r- b a s e KLA-SH IELD
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Whatever water-sensitive
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ONLINE CONTENT JAN 2011
Eagle Ford well produces 7.51 MMcf/d of gasAn Eagle Ford horizontal completion by Houston-based Burlington
Resources Oil & Gas Co. (ConocoPhillips) flowed 7.51 MMcf/d of gas,1,348 b/d of 57 condensate, and 456 b/d of water from a fracture-treated interval at 14,128 to 17,650 ft (4,306 to 5,380 m).
PREMIUM CONTENT Subscribe @ EPmag.com/explorationhighlights
Colombian oil discoveryBrownstone Ventures Inc. has made an oildiscovery in the Lower Mirador formationwith the #1 Canaguay well on the
Canaguaro block in Colombia.
WEB EXCLUSIVES
Mexico opens doors
to private oil companiesThe supreme court's recent decision ends
the monopoly held by Mexico's state-
owned oil company Pemex.
New York state assemblybacks Marcellus moratorium
Nancy Miller, Online Editor
The legislation calls for a suspension of
drilling permits through May 15, 2011.
Parts of Gulf of Mexicoofficially closed to drilling
Rebecca Torrellas, Online Editor
Obama administration says no new leases
will be permitted in the eastern Gulf of
Mexico until 2017.
Clear political decisions
needed for NCS future
Ashley E. Organ, Assistant Editor
The NCS still faces challenges despite
experiencing a less dramatic financial
crisis and continued high activity levels.
READTHELATESTEPmag.comINDUSTRYNEWS
Exploration well hits oil,gas offshore CameroonBowlevens #1 Sapele exploration well hasbeen drilled to a depth of 11,024 ft (3,360m) in approximately 66 ft (20 m) water.
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The
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As ISEE IT
EPmag.com | January 2011
Editor JUDY [email protected]
Senior Editor RHONDA [email protected]
Senior Editor TAYVIS [email protected]
Senior Editor JO ANN [email protected]
Senior Editor RICHARD G. [email protected]
Contributing Editor DON [email protected]
Assistant Editor ASHLEY E. [email protected]
CorporateArt Director ALEXA SANDERS
Senior GraphicDesigner LAURA J. WILLIAMS
Production Director
& Reprint Sales JO LYNNE [email protected]
Manager,Special Projects JO ANN DAVY
Online Editor REBECCA [email protected]
Director ofBusiness Development ERIC ROTH
Group Publisher RUSSELL LAAS
1616 S. VOSS ROAD, STE 1000HOUSTON, TEXAS 77057
TEL: +1 713.260.6400FAX: +1 713.840.0923
www.EPmag.com
Senior Vice President, Consulting
E. KRISTINE KLAVERS
Executive Vice President and CFO
KEVIN F. HIGGINS
Executive Vice President
FREDERICK L. POTTER
President and Chief Executive Officer
RICHARD A. EICHLER
The January 2011 issue ofE&Pis the debut not only of a new design for the magazine but ofexpanded content. We have broadened our global perspective in the printed magazine with the
inclusion of a regional report, and we have expanded our coverage of international highlights.
As those who have attended the Hart events on unconventional plays can attest, Hart has carved out a
niche in the unconventional arena. This is reflected in a special section this year that takes an in-depth
look at individual shale developments and the technologies that are being implemented to produce them.While we have made improvements, we have not abandoned the featuresE&Preaders expect to see
each month. The Industry Pulse, World View Executive Interview, Digital Oil Field, Management Report,
Operator Solutions, and columns will continue to be part of each issue. And of course, readers will still
find case studies that address specific technologies related to exploration, drilling, production, and off-
shore challenges.
As we have done in the past, we will continue to place more technical content online. The online Table
of Contents in each issue in 2011 lists the additional feature articles that can only be accessed online.
In the interest of keeping abreast of the technologies that are most critical to the industry,E&Palsohas formed an Editorial Advisory Board that will help to direct editorial content. This group of industry
experts has agreed to serve a two-year term from 2011 through 2013. They graciously contributed their
insight and guidance in assisting the editors in choosing our Top 10 Technologies to Watch for the
coming year (page 34). And board member John Gilmore of Invensys Operations Management hasprovided a thought leadership piece that is featured in the Last Word, the final segment of the issueon (page 100).
I hope you will take the time to explore the new and expanded content and that you enjoy reading
this inaugural issue of the bigger and betterE&Pas much as we have enjoyed creating it for you.Finally, I would like to officially recognize the group of industry experts who have agreed to serve
on our board:
Kurt Albaugh,Consulting Engineer for the Oil & Gas Industry Upstream
Mike Bannon,US Industry Solutions Director, Energy & Process, Microsoft
Chris Barton,Vice President, Business Acquisition Asia Pacific, McDermott
Kevin Brady, Vice President of Sales and Marketing, Verdande Technology Inc.
Mike Forrest, Exploration Consultant, formerly with Shell
John M. Gilmore Jr., Director of Global Industry Solutions Upstream Oil & Gas, InvensysOperations Management
Chris Johnston,Vice President and Managing Director, North America, Pride International
Ulisses T. Mello, Manager, Petroleum & Energy Analytics, IBM
Donald Paul, Executive Director of the University of Southern California Energy Institute,where he holds the William M. Keck Chair in Energy Resources
Eve Sprunt, Business Development Manager, Chevron Energy Technology Co.
Manuel Terranova, Senior Vice President, Regional Operations and Global Sales Drilling & Production, GE Oil & Gas
Ronnie Witherspoon,Senior Vice President of Marketing andBusiness Development for Nabors Drilling USA LP
Dennis A. Yanchak, Senior Geosciences Advisor,
Apache Corp.
A new beginning
Read more commentary at
EPmag.com
JUDY MURRAY
Editor
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Januar y 2 011 | EPm ag.com6
Cost-effective supply-chain models
require visibility
One of the biggest challenges global companiesin the oil and gas industry face is finding a cost-effective
supply-chain model. Main objectives for this process include max-imizing the use of ocean freight versus air freight and balancing
procurement and international operations to keep costs low.
The biggest contributor to inefficient supply-chain management
is a lack of visibility. Many companies simply do not know the sta-
tus of source and supply. Vendor compliance also can create prob-
lems in the form of late shipments and incorrect materials, not to
mention issues with proper certificates and licenses for shipments,
especially for overseas markets.
Crane Worldwide Logistics, a Houston-based company estab-
lished in 2008, currently is helping to bridge these gaps with a new
fully integrated global system. The company, while involved in
several different industries, has made a solid effort to provide
logistics solutions to the oil and gas industry. After two acquisi-
tions, about 45% of the companys business addresses energy-
related supply-chain solutions. The company has grown 300% in
the course of 26 months. This growth is being driven by providing
Web-based visibility to the supply chain.
A visible solutionWhen it comes to supply-chain models, many companies operate
in a reactionary mode. This means that ordering materials is car-
ried out with very little awareness of when those materials will be
received. Not focusing on the purchase order (PO) side or the ven-
dor management side often can create significant lags between
order placement and when materials are received. Operating
through poor processes without metrics in place to ensure that
materials are moved through the warehouse and reach their desti-
nation in a timely manner can drive up cost substantially.
Crane combines a number of principles to provide morevisibility at both ends of the supply chain. Using a Web-basedproduct, like C2C, the company has completely integrated it into
their freight-forwarding system. Where most companies re-key
line item PO details into a freight-forwarding system, Crane has
developed the ability to release a complete PO or a single line
item, which saves time and serves to eliminate errors during
re-keying. As the line items are released, the information flows
electronically into the companys freight-forwarding system,
which builds the commercial invoice and packing list for that
consolidation.
One of our differentiators is the fact that we operate on one
single global operating platform, said Joe Smeraldi, director ofEnergy and EPC for Crane Worldwide Logistics. Due to acquisition
and legacy systems around the world, much of these data must be
re-keyed five or six times in average logistics scenarios. The new
approach changes that. Asias exports are Houstons imports. The
data are pulled through electronically. We dont ever re-key data;
we dont ever have to re-key values. It leads to much less error, and
its a much more efficient process, Smeraldi said.
The companys Web-based portal, known as C-View, gives cus-
tomers visibility of their materials throughout the entire supply-
chain cycle. The account-specific platform allows buyers to search
specific POs to see the status online. The platform provides line
Operating internationally is enough of a challenge without losing sight of the supply chain.
Tayvis Dunnahoe, Senior Editor
Visibility and communication are two keystones of consis-
tent, cost-effective logistics management.
INDUSTRY
PULSE
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item details such as promised dates, delivery times, and damage
reports. Because the system images all e-documents, customers
can even pull a copy of the vendor packing slip from the Web.Within 24 hours of receipt, the system can provide full, Web-basedvisibility to the client.
People love to see the status of their inventory, and were able to
show them in real time, Smeraldi said. Whether materials are
Issued, Not Received; On-hand in the Warehouse; In Transit to
Final Destination; or Arrived Destination, Awaiting Customs
Clearance, the companys online system can tell its clients the sta-
tus of their materials in any stage of that supply chain by country.
Improved international operationsNabors Industries operates rigs in 30 countries around the world.
From consumables and spare parts to capital equipment, when crews
have a need, a buyer issues a PO, which is then issued to a supplier.When this occurs, Crane receives an electronic copy of the PO.
The company supports its clients out of three major hubs:
Shanghai, Houston, and Aberdeen. In the first 12 hours of the PO
being issued, Crane contacts the supplier and verifies receipt of
the PO.
In its most basic form, the system helps to expedite POs as
they come into the hub. Traditionally, most companies would
not have visibility of the material until it arrived at their freight
forwarders dock.
After an extensive planning period, Crane went live with its
electronic data interchange in March 2008 in Shanghai. Things
went very well there, Smeraldi said. After the first three months
of managing POs, as part of a phased integration, the company
discovered that its clients Chinese suppliers were averaging deliv-ery 60 days past their commitment date. This had never beenmeasured before, Smeraldi said.
In addition to running past commitment dates, Cranes plat-
form showed that a lack of visibility led to other problems in sup-
ply-chain management, such as unnecessary reorders of materials
and ordering materials that are restricted in certain geographical
areas. Without a means of determining the root-cause analysis of
inventory on hand and existing problems, the client had a pur-
chasing excess that kept occur-
ring without its knowledge.
On any given day, Nabors can
have approximately US $2.4 mil-lion in its supply chain. Through
Cranes Web-based system with
better-tuned, better-designed
warehouse processes, the com-
pany has gained the ability to put
its material to work quicker.
Looking aheadIn a general sense, logistics sim-
ply is moving goods from point A
to point B. But with the elevation
in global activity, the logisticsside of the oil and gas industry isalmost an extension of procure-
ment, especially for companies
like Crane.
We manage their supplier
base rather than those goods
moving blind in a black hole
until they reach the freight for-
warder, Smeraldi said. By mitigating the aspect of blind move-
ment, the companys improved visibility works to resolve many
procurement issues in an ongoing, corrective-action basis. Rather
than work from crisis to crisis, Crane has moved upstream to bet-ter manage the logistics process and resolve issues as they arise.
Rather than just reacting to the issue, weve gone back and cor-
rected the root cause, Smeraldi said.
Visibility and communication are two keystones of consistent,
cost-effective logistics management. The companys C-View com-
bines four elements: service, execution, IT (which encompasses all
of it), and account management to provide an eyes-on-the-
ground approach that gives international oil and gas companies
more visibility to their supply chain. At the end of the day, it
comes down to service and execution because it is still a people
business, Smeraldi said.
Januar y 2 011 | EPm ag.com8
Operating through poor processes without metrics
in place to ensure that materials are movedthrough the warehouse and reach
their destination in a timely manner
can drive up cost substantially.
INDUSTRY
PULSE
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Januar y 2 011 | EPm ag.com10
Future looks bright for
expansion project,oil sands production
According to Canadian Ambassador to the USGary Doer, the US $12 billion Keystone Gulf Coast ExpansionProject will play an important role in linking Canadian crude oil with
the largest refining markets in the US and will, in the process, signifi-
cantly improve North American energy security.
TransCanada began commercial operation of the first phase of the
Keystone Pipeline System on June 30, 2010. A newly constructed
innovative bullet line now carries oil nonstop from Canada to market
hubs in the US Midwest.
Phase II will extend the pipeline from Steele City, Neb., to Cushing,Okla. The proposed Keystone Gulf Coast Expansion Project is a36-in. line that would stretch 1,661 miles (2,673 km) from Hardisty,
Alberta, southeast through Saskatchewan, Montana, South Dakota,
and Nebraska. It would incorporate a portion of Phase II of the Key-
stone Pipeline to Cushing and continue south through Oklahoma to a
delivery point near existing terminals in Nederland, Texas, to serve
the Port Arthur, Texas, marketplace.
While Canada campaigns to move forward with this project, the
country also is addressing the challenges associated with oil sands
production. In an exclusive interview withE&P, the ambassadorshared his thoughts on these subjects.
How will the Keystone project improve US energy security?If you ask most Americans the question, Where does most of your
oil come from? they would say Saudi Arabia, but Canada is the
largest supplier of oil to the US.
When people argue against oil from Alberta or argue against all
oil or fossil fuels they often neglect the fact that there is a continu-
ing demand for energy. Oil and gas will continue to be the fuels that
meet that demand.
The next question in terms of the energy security debate is,
Would Americans prefer to get their oil from Canada, a neighbor
with a democratic government and with the same democratic values
as the United States, or would they prefer to get it from the Middle
East or Venezuela? I think the answer to that question, again, is over-
whelmingly that they would prefer their neighbors.
Approval of the Keystone pipeline is going to be a defining point
at which the United States decides whether it will rely more on
Canada and less on the Middle East.
I think Governor Brian Schweitzer of Montana said it best when
we were discussing the Keystone project. He said, I dont send my
national guard to Fort McMurray or Edmonton; they are in the Mid-
dle East risking their lives.I cant make a better argument than that of the governors regard-
ing US energy security.
Does the project introduce benefits other than energy security?
There are many economic benefits. Thousands of jobs will be created
through pipeline construction and operation. That is one of the rea-
sons the project has garnered support in Montana, North Dakota,
South Dakota, Oklahoma, and Kansas and from both of the US sena-
tors from Texas.
Usually when youre proposing an energy project, people say, Not
in my backyard. For the most part, that isnt the case with the
pipeline. The money associated with building this pipeline is notcoming from the public sector. It is coming from the businesses
themselves, and that investment will create an estimated 13,000 pri-
vate sector jobs directly connected to the project along with thou-
sands of additional jobs indirectly associated with the pipeline.
While its true that Texas has a lower unemployment rate than the
rest of the US about 8.1% the state needs these jobs. The pipeline
project has the potential to help the economy.
Now is the time to get the building trades people, who have a 25%
unemployment rate, working. And this is not requiring any govern-
ment subsidies. Its straight-up old private-sector money cash on
the dash, as they say.
Canadian Ambassador to the US Gary Doer explains why theKeystone Gulf Coast Expansion Project is vital to the US and shares
evidence that melts the frozen facts on oil sands production.
by Judy Murray, Editor
(ImagecourtesyoftheGovernmentofCanada)
WORLD VIEW
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EPmag.com | January 2011
Is the vocal opposition of environmentalists likely to be an obstacle to
creating a broader market for production from the oil sands?
We acknowledge that sometimes we are dealing with advocates
against oil. The unfortunate situation is that they often oppose opera-
tions on the basis of what I call frozen facts. This is particularly an
issue in Washington, not here (in Texas) and not generally where the
pipeline is proposed to go.
The number one frozen fact we have to deal with is the perception
of emissions. When the oil sands were first being developed, emis-sions were high 80% higher than conventional oil but that level
has been brought down to 18%. Its lower than that of California ther-
mal oil.
Number two is water utilization. Water volumes required to pro-
duce the oil sands was high when it first started. Its like comparing
the old IBM computer that filled up a room to a BlackBerry.
Water usage has been reduced from 10:1 to 2:1, which is lower
than ethanol. And it still must continue to improve as far as Canadi-
ans are concerned.
Number three is the belief that the oil sands are devastating the
province. In fact, weve set aside a portion of the Boreal Forest in
Canada that is the size of France; so weve preserved a lot of land. Wedo take seriously preserving forests in our country, especially some ofthe undisturbed lands that historically have never been touched
except for the traditional aboriginal people who lived in those areas.
Those are the frozen facts we have to deal with in Washington. It is
critical that we work to continue to disprove them.
Can you discuss some of the technologies that have been put to use to
address such things as the tailing ponds?
A lot of the technology has been used to reduce the number of tailing
ponds and the volume of water they contain. A big part of that is
reduced water utilization at the front end. A lot more water is reused
now, as is a lot of land.The industry in Canada knows that economic sustainability is tied
to environmental responsibility. Companies cant rely on energy
security to drive the industry; it has to be a work in progress on envi-
ronmental sustainability as well.
The message Canadas government has given to the industry is
that the best way to deal with critics is to correct the facts and to keep
moving our feet to improve our record.
What are some of the other things that you are contending with ?
One thing we are contending with is that inside Washington, nobody
wants to talk about coal having 60 times more emissions than the oil
sands. Because nobody wants to take on the coal lobby in Washing-
ton, the oil sands have sort of become a bit of a target. Im convinced
that if people have the proper facts, the oil sands can survive this
scrutiny.
The other thing were contending with is propaganda. I was
attending a panel in Copenhagen with Canadian Prime Minister
Stephen Harper last year that addressed emissions and environmen-
tal responsibility. There was a beautiful actress on the panel who said,
You know, Ive weaned myself completely off of fossil fuels.My response is that its a long kayak ride from Hollywood.Buying credits doesnt mean youve weaned yourself off fossil
fuels. You still take an airplane over to Copenhagen.
This sums up the battle were in.
How do you think Canada measures up in terms of environmental
responsibility?
Everybody wants to improve the environment, and thats why
Canada signed on with the United States to a 17% reduction in emis-
sions by the year 2020 from 2005. We committed to that in Copen-
hagen. It is a more doable proposal from our perspective than Kyoto.
Its more practical in two ways: More countries have signed on, and itis a more realistic and achievable objective. Weve also got harmo-
nized agreements with the goal of reducing carbon emissions by
17%, and weve come forward with the light vehicle and the
tailpipe emissions standards.
Meanwhile, Canada is going ahead with new regulations on
coal, which will probably eliminate all but two coal-fueled plants
in Canada for the purposes of electricity.
Were not trying to be holier than thou, and we know we have
to continue to improve our footprint. We take that seriously, but
critics of the oil sands should consider the fact that where other oil
is coming from is not Disneyland.
Phase II of TransCanada's Keystone Pipeline will extend the
pipeline from Steele City, Neb., to Cushing, Okla. The photo
shows construction near Augusta, Kan., in August 2010.
(Image courtesy of TransCanada)
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managementREPORT
Lean has become a thought-leadership topic for oil and gas execu-
tives lately, particularly as E&P companies review their asset
holdings under current economic and environmental conditions
and increased market competition. Seeking to approximate flaw-
less execution, many oil and gas companies have turned to Leanas an operating philosophy for achieving zero-defect performance
while maintaining a necessary degree of flexibility and responsive-
ness. Success depends on managing Lean from design through
implementation, particularly in the face of oilfield resistance.
What is Lean?What distinguishes Lean from other management principles is that
it requires reengineering all interrelated and supporting processes at
the same time. Lean presents the most comprehensive way of think-
ing about business and operating improvements while fully
accounting for each process, system, and organization and its
requirements for an integrated solution.The approach to improvement is very different between Lean
and other change initiatives such as Six Sigma. Instead of viewing
a process through measurement and analysis of variations and
under-performance, (e.g., design, measure, analyze,
improve, and control), it systematically looks for value
in a process from beginning to end, tracing all the way
through the process. Lean offers a more robust
approach that includes trial and error and creates
more sustainable results. It also leverages higher
order management systems for control of
processes and standardization of operating pro-
cedures. Such metric guidance serves to bet-ter direct the workforce on a daily,
shift-by-shift, area-by-area basis.
Lean in the oil, gas industryResponding to intense interna-
tional competition and cost pres-
sure, Lean principles have been
applied in most major industries.
Oil and gas companies, however,
have been reluctant to adopt the
principles out of concern for lost
flexibility in the face of the unknown. As any oil and gas executive
knows, each piece of information secured during an exploration,
development, or production optimization effort can dictate an
unanticipated course of action. With so many scenarios to manage,
how can an organization implement Lean principles?
A core business process is supported by several support
processes and sub-processes. Upon rigorous investigation, many of
these can be improved and standardized to some degree, collectivelyresulting in breakthrough performance for the core process. Lean
not only applies to repetitive processes such as well drilling and well
repairs but also to one-off processes such as capital projects and
greenfield developments.
Many Lean program leaders fail to recognize how important it is
for top management to get the entire workforce to openly embrace
the challenge of breakthrough performance, visibly demonstrating
managements alignment and support for them.
In addition, some programs employ months of extensive
training, pilot programs, or statistical analysis, stalling momentum
and delaying tangible solutions and results for which management
can claim victory. The faster and more effectively Lean can be inte-grated into operations, the faster business transformation willoccur. Hence, the concept of value velocity comes into play.
Value velocity is about getting rapid results to win buy-in and
commitment from middle management and front-
line supervision for the strategic importance of a
Lean initiative.
Significant improvementsin the oil patch
In the exploration process many support and sub-
processes are infamous for causing delays, such
as rework and unnecessary movement of peo-ple and equipment. Whether waiting on seis-
mic interpretations, permits,
infrastructure build-outs, or final
exploratory drilling prognoses, the
overall performance of the
exploration process often is
constrained by the perform-
ance of its many parts. By
improving each of the parts, the
core process can be improved
to a meaningful degree.
Lean interacts with the oil, gas industryCan Lean principles bring excellence to E&P activities, or will they fetter users and limit theirflexibility? The answer might come as a surprise.
Gary Traylor, Celerant Consulting
Successful change programs focus on both the technical
and the change dimensions of a Lean deployment. (Image
courtesy of Celerant Consulting)
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EPmag.com | January 2011
Additional ways oil and gas companies can
successfully apply Lean are: Lean developmental drilling, including more
than technical limit specifications to total depth
as well as the processes between rig movements,
from nipple-up to nipple-down, for all location
preparation and surface equipment installations
and for all while-drilling processes related to con-
tracted service companies and material providers;
Offshore drilling and operations logistics relating to all
people, material, and equipment, including Lean processes
for integrating supply bases, boats, and helicopters used to
transport employees and service company contractors, with the
main emphasis on 100% on-time and in-full delivery and arrivalat minimal costs and inventory levels;
Well-completion processes for onshore gas, particularly shale
gas operations, to include Lean optimization and coordination
of formation fracturing and/or gravel packing jobs with the
proppant and fluid requirements as constrained by multiple
factors such as transport mode mix, water availability, road
hauling integrity, injection permitting requirements, etc.;
Producing well-optimization and workover programs to
include Lean processes for predicting, prioritizing, and
sequencing through-tubing repairs and well pullings with the
objective of minimizing well downtime and restoring produc-
tion at the lowest cost (including rig lease requirements); and Gas gathering and compression system optimization, including
integration of customer tie-ins and new well hookup cycle
times, compressor station uptime, and cross-system gas balanc-
ing requirements, all for optimizing customer well drawdown
and gas delivery.
Overcoming cultural resistanceIn a survey in iSixSigma Magazine, the biggest challenge companies
face in implementing Lean is changing the culture, cited by 20% of
the 515 survey respondents (September 2009). When attempting to
change organizational culture, it is important to realize that cultures
cannot be changed overnight. It requires years to convert the manybeliefs, artifacts, rituals, and norms prevalent throughout the busi-
ness. Expecting real cultural change to become part of the organi-
zations DNA is simply not going to happen in a short space of time.
This is where another profound shift in thinking is needed.
Sustainable Lean performance is much more about people and
their behaviors than it is about technical fixes or plants and equip-
ment. The process of change must consider the reality of the situa-
tion in which people work. To change behaviors, management must
engage the organization around desired behavioral norms to demon-
strate the benefits of changing behavior. In the oil patch, particularly
in the field, change can be met with stiff resistance whether based
on a companys
historical success,
enduring myths about
personalities, or perceived risks
associated with change, especially when
safety and environmental performance are of the
highest priority.
Guiding organizational behaviors requires a strong sense of pur-
pose and must be led from the top down, with specific focus onengaging middle managers for their complete commitment to thenew targets for improvement. Management also must set strong
expectations for driving through obscurities and meeting demand-
ing timelines while providing sufficient support structures and
resources needed to break through the barriers of insufficient or
misunderstood data.
Bringing real bottom-line benefitsAchieving significant success through Lean relies on finding the
right fit, charting a robust roadmap to the end, measuring success
along the way, and winning genuine senior level commitment. The
workforce must fully grasp its short-, medium-, and long-term tar-gets and objectives for the program and understand how results will
be measured and reported to upper management. By emphasizing
value velocity, initial results should come quickly, keeping momen-
tum moving forward.
The company that accurately identifies opportunities, engages its
workforce, and builds the right systems to measure performance
and ensure continuous improvement can iterate the value stream
cycle faster, thereby getting more out of its organization over time.
When combined with the right focus on changing behaviors and
getting buy-in from employees with rapid, visible, measurable results,
Lean can bring oil and gas companies real bottom-line benefits.
managementREPORT
Expecting real cultural change to
become part of the organizationsDNA is simply not going
to happen in a
short space oftime.
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Januar y 2 011 | EPm ag.com18
Intelligent completion technology (i.e., a system capable of
remotely activate preinstalled downhole tools without direct
well intervention) took its first R&D steps in the mid-1990s in ajoint industrial project aimed at developing the first commercial
intelligent completion system. Since then, the technology has
evolved, becoming very widespread and much more reliable.
Eni ran the first intelligent completions in the Mediterranean
Sea on the deepwater Aquila project with mixed results. The com-
panys most recent experience with intelligent completions in
West Africa, however, has met with success. The project was the
industrys first execution of a three-level frac pack intelligent
completion, and the technology offered the full textbook suite of
benefits: accelerated production, increased recoverable reserves,
and fewer development wells.
West Africa firstEni faced three significant challenges in planning the ABO
11development well on the deepwater ABO field offshore Nigeria:
the three productive zones had to be selectively isolated and moni-
tored (per Nigerian policy), commingled flow from layers with
different oil and reservoir characteristics had to be managed, and
sand control management was required to prevent sand produc-
tion. An additional reservoir management goal was to accelerate
production of the deeper layers and achieve a production increase.
Eni carried out feasibility and risk analysis during the planning
phase, leading to selection of the intelligent completion with frac
pack as the best solution. Several benefits justified the increased costof this technology: overall project capital expenditure (capex) reduc-
tion (one well versus three), increase in expected cumulative produc-
tion, and anticipated production of the reservoirs lower layers.
The well came onstream in February 2009, with overall project
capex reduced by 35% and cumulative production increased by 20%.
Business case for intelligent completionsThe project base case initially envisaged one well for each of the two
main producing zones. This assumption was forced by the impossi-
bility of running a dual completion due to tight clearance between
tubing hanger and casing and the need to avoid workover during the
wells life. Comparing capex for the base and intelligent completion
cases showed that with intelligent completion on three layers, drilling
could be limited to a single phase. Drilling capex could be reduced
by 70% compared to the base case, while completion capex could
be reduced by up to 45% of the original approval for expenditure.
A simplification of the subsea production systems allowed furtherenhancement to the project economics.
Design issues, challengesThe upper completion for ABO 11 included two 2-in. flow control
valves with seven positions, one 312-in. flow control valve with 10
positions, two seal unit multiports with hydraulic and electrical
feed-throughs, one production packer with six feed-throughs, and
a downhole monitoring system. The completion was designed to
incorporate a frac pack sand control assembly.
The selected production casing had a 958-in. OD. To install the
frac pack assembly and flow control valves inside the screens, it
was decided to run 7-in. wire wrapped screens, 23 lb/ft, but with2-in. reduced size control valves that had to be re-engineered fromthe conventional 3.5-in. size.
Like other fields offshore Nigeria, ABO is characterized by sand
with high permeability. A frac pack was preferred to a gravel pack
Intelligent completionsets record offshore NigeriaIntelligent completions are becoming a standard in complex development projects when
the additional capex investment is justified by accelerated production, increased reserves,
or a reduction in number of development wells.
Stefano Di Vincenzo, Eni E&P Division
The intelligent completion increased cumulative production from
ABO 1. The base case (purple), two (red) zones and three (yellow)
zones used intelligent completion. (Images courtesy of Eni)
digitalOIL FIELD
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EPmag.com | January 2011
for sand management based on experi-
ence on ABO main. The first design was
confirmed during the drilling phase, anda 20/40 mesh was selected. A major con-straint was to achieve a good result in
frac pack operation with the 7-in. wire
wrapped screens installed within the
production casing with a clearance of
less than 1 in., as recommended in the
best practice of frac pack operations.
Sand controlThe selected brine for the two upper
zones was 1.23 specific gravity (SG)
CaCl2. For the third zone only, it wasincreased to 1.25 SG. A tubing-conveyed
perforating (TCP) assembly with 7-in.
guns with big-hole 12 shots per foot was
the perforating selected. After perfora-
tions, losses were controlled by fluid and by pumping a viscosified solids-free pill to avoid
damage to the formation. With the screens assembly in hole, an acid pill was pumped before
each frac operation.
No nonproductive time (NPT) was recorded during TCP operations. Some NPT resulted from
electronic connection malfunctions and weather during fracing and pumping. The use of a
stimulation vessel, initially not planned, eventually resulted in nearly five days delay. TCP runs
(running in hole and pull-out), screens and lower completion runs in hole, and frac pack opera-
tions (makeup flowhead, stub-in, and pumping) were considered an entire operation packagefor each zone.
Frac pack operations were carried out for each zone, with the lower zone proving to be the
best because a clear screen-out was achieved with subsequent stress and re-stress to achieve
the best perforation cover. The complete slurry volume was pumped into the formation for
each level. The middle and upper zones were fractured and pumped without a clear screen-
out to avoid formation damage. Each lower completion assembly was made up with a flap-
per isolation valve to prevent damage from debris falling into the formation and screens.
Completion operationsThe downhole monitoring system was designed to monitor pressure, temperature, and the
functioning of the flow-control valves. Three annulus gauges monitor reservoir pressure. The
lower and middle gauges are part of the upper completion string located inside the productioncasing as tubing-retrievable inside a single gauge mandrel. Single gauges were exposed and
oriented to the flowing annulus to monitor pressure and temperature before drawdown inside
the flow-control valve. It is possible to close each valve and monitor reservoir buildup without
shutting down the well.
When running in hole, the last valve was open while two valves remained closed. Avoiding
the dummy run also was an advantage because with this kind of multiport and valves, the
risk of damage with respect to a correctly performed space-out was higher because the
lower completion was exposed to potential damage.
Lessons learnedTwo years were spent reviewing the details of the project and adopting the learnings from
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two previous experiences on ABO 9 and 10 (two zone intelligentcompletions with sand control).
In the end, there were a number of significant lessons learned:
Early involvement of the reservoir and completion depart-
ments is ideal;
Materials and electrical continuity must be performed on
a dry mate connector and electrical splice, as provided by
vendors, before running the completion;
Subsea motherboard cards must be supplied in advance bythe subsea vendor so site integration tests and load coeffi-cients can be communicated to downhole permanent gauges;
The contingency plan must be discussed with the completion
supplier in case a failure happens during the running in-hole
phase. For ABO 11, Eni ran a perforation contingency system
just below each valve that makes it possible to orient perfora-
tions in case of valve failure in the closed position (this kind
of valve will not move if the control line is sheared);
Slickline operations must be drastically reduced to avoid
flat time in subsea applications and to eliminate invasive
operations that could damage intelligent completion func-
tionality; and A dedicated team is the best approach for a challenging
project of this kind.
The ABO 11 installation is considered a success, today
producing 11,000 b/d of oil.
digitalOIL FIELD
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end are ademablaaired r
ke rxed b
y
M,meSe
Specialty Cnefeale HC .
MOMENTI
E
X
w
f
?
O
r
d
-
`
n
d
uc i
v
y
w Proppant
Quality
.
Embed
ment
e
Pro
ar
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S Y S TE MS
P R E S S U R E 5 ,000 P S I
10
,
000 P S I 15
,
000
PSI
20 ,0 0 0
PSI
2 5 ,0 0 0 P S I 30
,
0 0 0 P
-75F -50F
OF
50F
10OF
1SOF 20OF 250F 30OF 3 5 OF 400F
4 5 O F
SOOF 550F 60OF 65
From
-75
F to
650 F,
Cameron
'
s
sealing technology sets the standard.
Proven
in extreme environments
,
Cameron
'
s seals set
the
standard by
delivering maximum performance
and hig
h integrity.
As
the
OE M
,
we leverage our deep knowledge
and
ongoing R&D to develop the
industry
'
s
most robust
,
technically advanced
seals
for
challeng
ing
service
conditions, harsh temperatures and
demanding
working pressures.
We design
,
manufacture and
test our seals
at
our
dedicated
facilities
to ensure
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highest level of quality. And
offer the
industry '
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range of seals to meet the needs of a wide
variety
of applications.
For reliability and
performance
you can depend on
,
choose
the best.
Cameron
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sealing technology.
www.c-a -m.com
R A I S I N G
P E R F O R M A N C E . T O
G E T H ER T M
? C AM ERON
LEADING
COMPETITOR
E LA S TO M E R I C SEALS
Seal
Working Pressure Temp Coverage
Seal
Working Pressure Temp Coverag
S
15
,
000
psi
-50 to
350F
- 15
,
000
psi 0
to
300F
T
5
,000
psi -50
to
300F
- 5
,000
Ps
0
to
250F
MEC 15
,
000 psi
-
50 to
350
F -
NOT O F F E R E D
SIB
15
,
000 psi
0
to 350F -
15
,
000 psi
-50 to 250F
SLS 20
,
000 psi -75 to 650F - 20
,
000
psi -75 to 400F
METAL SEALS
MRD
15
,
000
psi
-
50
to
350F
- 15,000
psi
0 to 350F
CANH
' 30
,000 psi
-
50 to 450F
-
20
,
000
psi -20 to 275F
SRL 30
,
000 psi
-50
to
650F -
20
,
000 psi -
MTBS 30
,
000
psi -75
to
450F - 20
,
000 psi -20 to 350F
Competitor data obtained from public sources.
CAMERO
I.
i
?
? ? r
1
II
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EPmag.com | January 2011
digitalOIL FIELD
Once an oil or gas discovery is made, operators face a broad
spectrum of development options. One of the decisions that
has to be made at the outset is the approach that will be taken for
lifecycle management. Management takes into account both time
and technology in effectively scheduling routine and daily work.Norway-based oil and gas engineering company Aker Solutions
recently launched one of the most advanced integrated operations
suites available in the industry for lifecycle management as part of
its expanding drilling lifecycle services (DLS) business.
Into the futureThe most recent development has been
dubbed the Iport. It is a large facility in the
companys main office in Stavanger, on Nor-
ways west coast. This facility is the physical
manifestation of science with a vision in this
discipline.The main component is 3-D simulator soft-
ware technology for training, planning, and
testing purposes in relation to drilling proj-
ects. The technology behind the simulators is
derived from the gaming industry, which has
provided strong data processing engines and
great visual quality. Techniques such as laser
scanning are used to ensure all of the physical
measurements of every rig used in the program are correct.
The process is called Visioneering the combination of visuali-
zation technology and engineering. Visioneering goes beyond the
simple use of simulators. It requires cooperation and close dia-logue with the client at every stage of every project.
According to Ole Paulsen, who heads Aker Solutions perform-
ance technology center, The main feedback from clients has been
that the simulator makes quality assurance of rigs and equipment
much easier.
Precision is critical, he said. Having access to complex infor-
mation in the form of images simplifies project planning and exe-
cution, clarifies communication, and reduces risk and cost in
addition to having simulators as working tools.
Training in simulators has proven to be an effective and efficient
way of gaining offshore experience without ever having set foot on
a rig, which provides significant cost and HSE benefits.
The uniqueness of the center is that it combines the simulators,
technological facilities, and services under one roof in one port.
The center has five main areas on the ground floor, each equippedwith a simulator. The five areas include a dome-shaped training
simulator, two Visioneering suites, a mission control room, and an
online rig support room.
The dome simulator is the biggest simulator in the Iport and is
used mainly for training offshore personnel.
In the two Visioneering suites, personnel can meet for planning,
engineering, and precommissioning. They can check compatibility
between pieces of machinery as well as compatibility between
existing software/equipment and new software/equipment to be
installed. All of this is accomplished in accordance with the
Visioneering work method.
New technologyto set industry standardA novel approach to drilling lifecycle management improves dynamics for
deepwater operations.
Ivar Simensen, Aker Solutions
The technology behind the
simulators used in the Iport is
derived from the gaming industry.
(Images courtesy of Aker Solutions)
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EPmag.com | January 2011
In the mission control room, clients can bring their own servers and have access to simula-
tors that allow them to visualize drill floor activities (XfactorDES) and drilling processes
(XfactorDPV) on their rigs. Other possibilities include multidiscipline operational training,
well construction and drilling management, mission control, and support.
Personnel who staff the online rig support room provide 24-hour support for troubleshoot-ing and general support for day-to-day operations. For example, in an emergency situation,the support personnel have access to all rig documentation as well as a simulator. This
improves their ability to communicate with offshore personnel to facilitate rig operation
and repair without having to send personnel offshore.
The first floor of the facility has a small cinema with a specialized screen, walkways, and a
meeting room associated with the mission control room. With all of these technological inven-
tions and facilities available, the Iport center provides in one location everything clients and
visitors need to ensure a projects success.
The performance technology center was established under its current name in 2010 by the
internal merger of Aker Solutions drilling equipment hub in Stavanger, Norway, and its wholly
owned subsidiary First Interactive, which also was based in the countrys oil capital. The divi-
sion is spearheading the development of new technology in Aker Solutions DLS business andtoday has more than 10 years of operational experience.
The performance technology center employs approximately 100 employees in two Norway
offices in Stavanger and Oslo; St. Petersburg, Russia; and Kharkov, Ukraine. The center is part
of Aker Solutions global DLS business, which operates in all major deepwater drilling hubs
around the world.
In addition to domestic bases in the cities of Kristiansand and Stavanger, the group has
major hubs in Rio das Ostras, Brazil; Houston; and Singapore. All of the locations are fully
equipped with Aker Solutions simulators and highly experienced and qualified staff who can
provide around-the-clock service on Aker Solutions full range of topside drilling equipment.
In 2011, the company plans to roll out the advanced features from the Iport to these locations
to make the technology and service available to more customers around the world.
digitalOIL FIELD
Training in simulators has proven to be an effective and efficient way of gaining
offshore experience without ever having set foot on a rig.
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30/102
explorationTECHNOLOGY
On page 54 of this issue you will find a feature on seismic
data processing. Processing has really taken off in the past
few years, aided by faster compute power and technology transfer
from other industries such as gaming.
But the basic adage behind processing has always been
garbage in, garbage out (or any number of variations of the
word garbage). In other words, if raw data is of poor quality,there is not much that even the cleverest processor can do to ren-
der the final product useful.
However, I recently attended a client meeting hosted by Spec-
trum Geo, and I guess it could be argued that the company brings
another adage one mans trash is another mans treasure to
the data processing arena. Working with vintage data, Spectrum
can shed new light on prospective areas without shooting a single
line of new seismic data, although that often will be the final result.
I met with Ted Stieglitz, software development and business devel-
opment manager, and Andy Cuttell, executive vice president, to dis-
cuss the company and its business model. Spectrum has been a
processing shop for a long time, and more recently it hasbegun offering multiclient datasets. In both cases it hasexperience working with vintage datasets, which
Stieglitz referred to as datasets with opportunity.
According to Stieglitz, Theres a significantcost differential between reworking vintage dataversus acquiring new data. Obviously peoplewould like to have new data all the time. Butthere can be a 10-to-1 difference in cost.
Spectrums multiclient model is to find fron-
tier areas that are planning licensing rounds, track
down all of the existing data, and use the latest pro-
cessing methods to improve data quality. In terms of pro-cessing technology, Spectrum has a wide offering of technical
solutions, but it does not rely on any special tricks to improve
the value of vintage data.
I dont think the issue is having tools in your toolbox,
Stieglitz said. I think the issue is having good geophysicists
who know how to work the data, know the geologic basin, and
have the technical maturity to be able to think creatively to
extract the most out of the data.
On the client side, he added, often the data exists in house, and
even though new surveys might be planned, Spectrum starts
with the vintage data.
Any time you have a working petroleum system, theres always
an opportunity to revisit it, he said.
What Spectrum brings to the table that makes it an attractive
partner is what Stieglitz refers to as forensic geophysics, the will-
ingness to start from scratch rather than work with preprocessed
data. I would prefer to work with the rawest form of the data, he
said. I want to begin with raw field tapes (if possible).
Finding those original field tapes can be a daunting challenge as
mergers and acquisitions have wreaked havoc on tape libraries. In
one instance, Cuttell said, a project in the North Sea required five
3-D surveys to be merged together. The field tapes were inone location, the navigation tapes in another, and the
paper data were elsewhere still. This was true for
each survey, meaning that data had to be culled
from 15 locations.
It was chaos trying to sort that out, Cuttell
said. It took nearly nine months to get all of
the pieces together.
It is this kind of detective work that keeps oil
companies on the client list. Their internal geo-
physicists might know how to work the data quite
well, but being willing to find it in the first place could
prove too time-consuming.When it comes to getting a box of tapes and you have
to sort through all of the geometry information, do all of
the legwork to find the history, figure out what youve
archived, and try to fix that dataset, its very expensive,
and usually its more cost-effective for the client to
send that work out,
Stieglitz said. Were
always looking for
opportunities where
we can add
value.
Forensic geophysicsput the pieces togetherOne processing shop goes to great lengths to find vintage data and reprocesses it with
tender loving care.
Read more commentary at
EPmag.com
RHONDA DUEYSenior Editor
EPmag.com | January 2011
Any timeyou have a workingpetroleum system,
theres always anopportunity to
revisit it.
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31/102
E P
and
FOR
Related Services
4)
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letion
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111
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32/102
wellCONSTRUCTION
It is no secret that unconventional resources have come
onstream in a big way due to recent advances in horizontal
drilling and hydraulic fracturing. While the use of rotary steerable
systems, improved bit designs, and more robust downhole tools
are vastly cutting the time it takes to drill a well, fracturing tech-
niques will most likely benefit from a wide range of innovative
technology within the next five to 10 years.The key to successful completion is in optimizing the process
through proper placement and the number of fracs per well. Most
plays in the US are at more than 10 stages per well, said Amerino
Gatti, vice president, Reservoir Production Group at Schlumberger,
in a presentation at Decision Strategies Inc.s Oilfield Breakfast on
Dec. 3, 2010.
In addition, initial production and economic ultimate recovery
have increased year-over-year in the double digits due to the
advances in the drilling and completion market. For most author-
ization for expenditures, 40% to 60% are driven by drilling and
completion cost, Gatti said. By optimizing stages and increasing
overall production, o