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T E M B E R 2 0 1 1
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Openhole multistage frac systems offereconomic advantages
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EXPLORATION & PRODUCTIONW O R L D W I D E C O V E R A G E
SEPTEMBER 2011VOLUME 84 ISSUE 9
A HART ENERGY PUBLICATION www.EPmag.com
COVER STORY
32
Multiphysics couldbe a gamechangerThe understanding of newer meas-urements is becoming more routine,but integrating them into the bigpicture is still a challenge.
6
WorldVIEW: Take the unout of unconventionalBruce Vincent is pro resource plays but
questions the lexicon.10
Unconventional: Marcellus
Appalachias Marcellusis a proven giant
A recent study projects Marcellus gas production
could rise to more than 17 Bcf/d by 2020, making it
the single largest producing gas field in the US.
38
42
46
48
50
54
62
64
58
68
76
72
82
86
90
92
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101
104
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AS I SEE IT
The Arctic draws R&D efforts 5
MANAGEMENT REPORT
Logistics evolves from commodity to business-critical 14
DIGITAL OIL FIELD
Enterprise informatics power smarter, more streamlined science 18
IT aids in facility management 23
EXPLORATION TECHNOLOGY
Time to ditch the cables? 27
WELL CONSTRUCTION
Younger fleets take Brazil 29
PRODUCTION OPTIMIZATIONTaking a long-term view lessens the fear of change 31
TECH WATCH
Imaging tool improves debris removal operations 109
TECH TRENDS 115
INTERNATIONAL HIGHLIGHTS 118
ON THE MOVE/INDEX TO ADVERTISERS 123
LAST WORD
HFDM improves safety in the sky 124
E&P (ISSN 1527-4063) (PM40036185) is published monthly by Hart Energy Publishing, LP, 1616 S. Voss Road, Suite 1000, Houston, Texas 77057.Periodicals postage paid at Houston, TX, and additional mailing offices. Subscription rates: 1 year (12 issues), US $149; 2 years (24 issues), US $279. Singlecopies are US $18 (prepayment required). Advertising rates furnished upon request. POSTMASTER: Send address changes to E&P, 1616 S Voss Road, Suite 1000,Houston, Texas 77057. 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, 1616 S Voss Road, Suite 1000, Houston, TX 77057; Telephone: 713-260-6442 Fax: 713-
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DEPARTMENTS AND COMMENTARY
ABOUT THE COVER A new brand of data integration, often referred to as
multiphysics, is paving the way for the next generation of geophysical interpreta-
tion. (Cover image courtesy of Paradigm; cover design by Laura J. Williams)
COMING NEXT MONTH The October issue of E&P brings you the latest advances in well
construction technology along with an in-depth regional report on activity in Atlantic Canada. The
exploration feature takes a look at whats new in electromagnetics, while the drilling feature presents
managed pressure and underbalanced drilling technologies at work in the field. Find out how compa-
nies are using subsea systems, optimizing mature assets, and improving exploration success along with
what is happening in the Eagle Ford shale, one of the most active US shale plays.
As always, while youre waiting for the next copy of E&P, remember to visit EPmag.comfor news, indus-
try updates, and unique industry analysis.
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The hubbub surrounding deepwater presalt activity offshore Brazil and the clamor
of the shale gale have all but drowned out reports of work that is going on inarctic technology development. Gaining access to the estimated 90 Bbbl of oil,1.7 Tcf of gas, and 44 Bbbl of natural gas liquids in the Arctic will require significant
advances in technology, which means a lot of money needs to go toward research.An organization headquartered in St. Johns, Newfoundland and Labrador, is
working to ensure R&D money is available for arctic technology development.Petroleum Research Atlantic Canada (PRAC) is a not-for-profit organization that
funds and facilitates collaborative petroleum-related R&D in Newfoundland andLabrador.
PRACs funding members are operators of offshore licenses and include Exxon-Mobil, Chevron, Husky Energy, Statoil, and Suncor Energy. Delegates from the New-
foundland and Labrador Department of Natural Resources, Nalcor Energy, and theAtlantic Canada Opportunities Agency (ACOA) also are members.
According to Dave Finn, PRAC COO, the organizations overarching goals are to
improve regional prospectivity and reduce E&P costs for the regional petroleum
industry.One objective, Finn said, is improving recovery in the Grand Banks.
Although the Jeanne dArc basin in the Grand Banks is not officially part of the
Arctic, the harsh conditions allow it to be considered part of this region, which ishome to Newfoundland and Labradors three producing offshore fields: Hibernia,Terra Nova, and White Rose. A fourth, ExxonMobils heavy-oil Hebron field, is tocome onstream in 2017 if the current development plan is carried out.
The Province has been able to maintain offshore activity with these sequentialprojects, Finn said, but for Newfoundland and Labrador to remain an area of inter-est and achieve sustainability as a player in the oil and gas industry, it has to have
more than a few producing fields. He believes technology will be a big part of theanswer to sustained interest in the region, and much of that technology will deal
with the Arctic.Arctic technology is a common need for companies operating in Atlantic Canada,
he said, and PRAC will help fund technologies that advance arctic operations,enhance oil recovery in harsh-environment fields, and improve HSE.
A recent requirement in Newfoundland and Labrador is for operators to invest inlocal R&D that will allow the region to compete on an international level with estab-
lished research organizations. PRAC will help to allo-cate these funds (which Finn said could amount tomillions of dollars over the next 15 years) to local
companies that qualify for grants.The Arctic presents huge challenges, Finn said.
We would love for Newfoundland and Labrador to
play a continued role in its development.
As ISEE IT
EPmag.com | September 2011
1616 S. VOSS ROAD, STE 1000HOUSTON, TEXAS 77057
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The Arctic draws R&D efforts
5
Read more commentary at
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JUDY MURRAY
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Corporate
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Production Director& Reprint Sales JO LYNNE POOL
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Senior Vice President, Consulting Group
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Executive Vice President
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President and Chief Executive Officer
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Due to exponentially increasing energy demands andever-changing regulations, the oil and gas industry
is scrambling to develop solutions to many complex
issues. Companies around the US are undertaking high-
cost projects to improve upstream production technolo-gies, optimize process systems, and develop customized
engineering design solutions and construction tech-niques. These companies recognize the necessity ofR&D efforts, but many are unaware that the costsincurred during their day-to-day projects are eligible for
R&D tax incentives.
Tax supportThe R&D tax credit is a business tax incentive for com-panies that provide unique solutions to present-day mar-ket needs. The traditional notion of R&D brings patents
and lab coats to mind, but for tax credit and incentive
purposes, R&D is defined much more expansively.The R&D credit provides a direct reduction of tax lia-
bility for labor, supply, and contractor costs incurred onprojects that are technological in nature. It is in place toincentivize the development of specialized solutions toengineering and construction projects. The intent of
the credit is to reward the expansion of domestic devel-
opment activities.To qualify for the R&D credit, projects must meet a
few generally defined criteria. For example, projectsmust be undertaken to develop a new or improveddesign solution such as a custom product, engineeringdesign, or construction technique. In addition to quali-
fied research, qualified activities include direct supervi-sion and support.
Projects undertaken by the oil and gas industry typically
are quite challenging and unique. This increases the like-lihood that the activities conducted will qualify for thecredit. Companies all over the nation are constantly
expanding their capabilities by taking on projects toimprove efficiency while comply-ing with ever changing regula-tions and site-specific constraints.
It should be noted, however,that expenses for prospecting ordetermining the location of oiland gas deposits do not qualify.
Putting tax credit to workRecognizing that a company
could qualify for a credit is the
first step. For companies unsureabout whether they merit thecredit, it would be helpful to
consider some situations wherecredits have been granted.
Consider this example of a
company applying for an R&Dcredit for tax year 2012 a multi-discipline engineering EPC firmwith US $35 million of yearly
gross revenue and $23 million inW-2 wages. The company designs
September 2011 | EPmag.com6
industryPULSE
Tax credits, incentives help offsettechnology development costsR&D is essential to the future of the industry, but oil and gas companies do not have to foot
the bill alone.
Dean Zerbe and Matthew Carter, Alliantgroup
Many technologies developed for specific
deepwater applications could qualify for
R&D tax incentives.
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process piping and structuralsystems for upstream and down-stream facilities, employing a
team of project managers, proj-ect engineers, design engineers,and CAD drafters that partici-pate in design and develop-
ment processes. An in-depthstudy found that the companyspent approximately 20% of
its labor costs on qualified
research activities. The near$5 million in qualifying laborcost resulted in a net tax benefit
of $280,000.Another company in the
same industry, with annual rev-
enue of $25 million, designsand manufactures customizedcontrol units for blowout pre-venters (BOPs). The company
develops each BOP unit forcustomer-specific applications
to fit within unique site constraints and to interface withexisting systems throughout drilling platforms. Thecompany employs mechanical and electrical engineers,
programming logic control programmers, and a team ofspecialty assemblers and welders. Each system design isunique and designed for the companys clients applica-tions. In this example, approximately 35% of the com-
panys annual $3.5 million in wages from 2007 to 2010went toward these activities as well as all supply costsassociated with each unique unit. The resulting tax
credits total $500,000 over the four-year period.
Getting a piece of the pieAs oil and gas consumption and corresponding produc-
tion continue to increase, more companies will undertake
R&D efforts to develop new technologies, engineeringdesigns, and unique construction means and methods.
The effort put forth into this research is crucial to ensurethe continued growth of the American oil and gas pro-duction industry.
The R&D tax credit exists to ensure this growth con-
tinues and that these activities occur in the US ratherthan abroad. Activities occurring every day in the oiland gas industry qualify for significant tax benefits. The
federal government and many states offer tax incentives,and many more companies qualify for these incentivesthan are taking advantage of them.
September 2011 | EPmag.com8
industryPULSE
Many R&D efforts qualify
for tax incentivesAmong the innovations eligible for R&D tax incentives are:
Offshore structure design with respect to generator
and compressor modules, process modules, quar-
ters, equipment skids, jackets, and helidecks;
Development and testing of plug and abandonment
solutions;
Development and testing of turnaround and shut-
down services;
Plant design with respect to pressurization, safety,
chemical segregation, and environmental and pollu-
tion control systems;
Waste water treatment solutions;
Refining issues;
Drill design and improvement;
Containment systems;
Fuel combustion testing; and
Performing environmental testing and remediation.
Among the innovations eligible for R&D tax
incentives are offshore structure designs
with respect to generator and compressor
modules, process modules, quarters, equip-
ment skids, jackets, and helidecks.
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Take the un out of unconventional
Bruce Vincent is pro resource plays but questions the lexicon.
To an industry insider, unconventional refers to the
fact that these oil and gas reservoirs are traditionally
considered to be source rock, not reservoir rock.
But to the layman, unconventional might imply that
these reservoirs are risky business. Bruce Vincent, presi-
dent of Swift Energy Co. and chairman of the Independ-
ent Petroleum Association of America (IPAA), believesthis second interpretation is dangerous to the industry.
We have a marketing problem industry-wide on both
the policy side and the demand side to convince the end
user and policymakers that these plays are real, Vincent
said. The use of the word unconventional implies that
the hydrocarbons are challenging to get. Theyre not.
Exploiting these fields is getting easier because the
industry is getting better at what we do.
The sooner we all stop calling it unconventional, the
better.
Despite his unconventional view on unconventionals,
Vincent is a firm proponent of natural gas production inthe US. He readily agrees that the gas market has been
saturated, and he hopes convincing the public shale gas is
here to stay will result in a demand uptick in the form of
natural gas vehicles, power generation, LNG exports, etc.
After all, industry naysayers have all but vanished.
Now the industry has to work the same magic on the
consumers.
We had CEOs of prominent companies five years ago
who werent involved in the shale plays and didnt think
they were working, he said. Everybodys got a shale
play now. We need to develop that same level of confi-
dence in the end users.That will require change in the way the industry views
these end users, he explained. Typically, the oil and gas
business produces and sells a commodity, not a specific
product. We dont care who we sell our oil or gas to,
he said. Well sell it to whoever pays the highest price.
As a consequence, we dont have the mentality in our
industry to focus on the customer.
We dont have customer orientation, but maybe we
need to have stakeholder orientation.
Bullish on resource plays
Vincent does not let his dissatisfaction with the u wordkeep Swift from being a major participant in some of
North Americas hottest plays. Its long-term position in
South Texas helped it expand rapidly into the Eagle
Ford shale play, he said.
Traditionally drilling the Olmos, a tight sand 450 m
(1,500 ft) above the Eagle Ford, Swift engineers in the
1990s toyed with the idea of drilling a horizontal well to
expose more reservoir. At the time we couldnt figure
out how to stimulate it, he said. As we watched other
companies developing the multistage frac technology,
we decided to try it on Olmos. We drilled an Olmos mul-
tistage frac before we drilled an Eagle Ford well, and itworked quite handily.
Currently, the company is actively drilling horizontals
in both formations.
Its Eagle Ford efforts are successful, but Vincent said
Swift suffers from the same logistical challenges as any
other company, primarily in terms of availability of equip-
Swift Energy CEO and IPAA chairman Bruce Vincent: Every-
bodys got a shale play now. We need to develop that same
level of confidence in the end users. (Images courtesy of Swift
Energy Co.)
Rhonda Duey, Senior Editor
September 2011 | EPmag.com10
worldVIEW
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worldVIEW
ment and people. Its like building a Model T, he said.Youve got steps along the way, and each one of thesesteps has component parts. Each of these parts has to be
ready at the same time. At some point if you dont havefront doors or tires or paint, it shuts the whole line down.
This has caused the company to engage in planning ina time frame that would be unthinkable for a typical
exploration company. Companies with resource playshave this incredible line-of-sight inventory, he said. Itsmore predictable, reliable, and dependable than any-
thing weve ever had before. You can plan your businessthree to five years out so much better.
We need to take advantage of that, but its a chal-lenge because many of us arent used to doing that.
Were used to planning as far ahead as the next explo-
ration well.
Politics as usual?Vincents two-year stint as chairman of the IPAA ends inNovember, and he said it has been an interesting ride.
From the time Obama was elected, its been the most
difficult administration this industry has seen, certainlyin my career, he said. I think its the most anti-businessadministration Ive ever seen, and certainly the most
anti-oil and gas.He finds this attitude bewildering because of the many
benefits the oil and gas industry brings to the country.
IPAA commissioned a study of onshore independentsand discovered that the entire direct, indirect, andinduced ecosystem of the independents generated US$131 billion of federal and state taxes in 2010, a figure
that will increase to $189 billion by 2020.Why the administration is so opposed to the industry
is hard to fathom, especially when you consider howmuch money the industry contributes to government
coffers, he said.With the lack of a cohesive industry advertising mes-
sage, organizations like IPAA and the American
Petroleum Institute do their best to convey positive
messages about the industry. Vincent identified EnergyIn Depth (www.energyindepth.org) as one source for accu-rate information.
I liken it to a campaign-style war room, Vincent said.Every day it tells whats being printed about the indus-try. Its not just a clipping service. Its taking that infor-mation and righting the wrongs. Its educating people
about the facts. Ultimately we will win with the facts. Butits a huge educational undertaking.
IPAA is going a step further by educating the writers
and reporters who are generating this news. It also ishelping its member companies educate communities.The good part about the bad policy coming out of is
that it has mobilized and energized people in this indus-try who havent been involved in policy before in their
careers, he said. Thats good because we need helpfrom everybody.
He added that service companies have been particu-larly good at attending town hall meetings and educat-ing local communities about their services.
Hopefully this education process will steer more peo-ple to a profession in the energy industry. Weve gonethrough cycles with people, but its never been as con-strained as it is today, he said. Weve got these people
in their 20s and early 30s, and then weve got people intheir late 40s, 50s, and 60s. One of the real concerns isthat some of the people in their 50s have done well, so
many of them decide to go to the ranch. Theindustry will feel their loss.
We need to entice these people to stay around.We need to figure out new ways to keep them
involved and to continue to engage their expert-ise and experience.
Vincent added that, for younger people, there
has never been a better time to enter the indus-try. The fights were having over policy and thenegativity wont be there forever, he said. We
need to push for policies that advocate the
development of Americas energy
resources. But we need people in thisbusiness to make it happen.Crews perform a frac job on one of Swifts
South Texas properties.
8/10/2019 Revista E&P - Septiembre 2011
15/125
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In the past, many oil and gas companies looked atlogistics and supply chain management as a necessary
evil. This perception is changing dramatically due to an
evolution in services designed to offer strategic business
value and significant impact on the bottom line.Freight forwarding has moved from being a mere
commodity for the oil and gas industry to being viewedas an essential process that is becoming increasinglycomplex through innovative technologies, stringentoversight, and multifaceted international agreements.
Interruptions in the supply chain can lead to misseddeadlines on mission-critical milestones in a drilling orproduction process. In the end, the impact on E&P
operations can be very costly.
A new approach
Ten years ago, a vast majority of logistics discussionsrevolved around price. The perception that logistics wasa freight forwarding commodity with little to no strate-gic value led to price shopping for the lowest bid. These
days, logistics conversations are beginning to focus onbusiness-critical issues such as cycle times, transit timesto rigs, inventory management, contract logistics, andvendor management.
Because of the complexity of running an end-to-endlogistics operation in a global market, the industry isshifting to a situation where within three or four years
everything that has to do with oil and gas logistics will be
completely outsourced.Several factors are causing this shift. First, oil and gas
companies are realizing that cycle times and inventory
drive tremendous costs. Since many drilling contractorsbudget an average of US $500,000 per rig for freightand logistics cost, tightening up supply chains, moving
equipment faster, and focusing on inventory control canhave a significant impact on the bottom line.
The oil and gas business does not take a holidaybreak. Operations continue around the globe 24 hours
per day, 365 days per year, and there are many instanceswhere emergencies occur and charters are required and
parts are received, checked, packed to specification, andon the plane within two to three hours in order to meetthe requirements of the customer.
Because of the recent focus on shoring up logistics,energy executives are taking a page from the playbookof cost-conscious retail leaders such as Dell and Walmart
that have some of the most innovative and meticulous
inventory and supply chain operations in the world. Notsurprisingly, energy companies are starting to tap into
all sectors including automotive, retail, and technology for logistics personnel who may not know the industrybut understand how to apply best-in-class methodologyto streamline supply chains and save significant costs.
Drilling contractors, service companies, and oil com-panies are all going after experienced logistics talentfrom the retail sector. While logistics departments in the
oil and gas industry used to be relegated to a subsectorof procurement in the purchasing group, the function isnow being elevated to a much higher and more strategic
Logistics evolves fromcommodity to business-criticalEfficiently transporting parts and equipment from one location to another often in difficult
surroundings is an important component of the overall drilling process.
Bruce Hulings, CEVA
September 2011 | EPmag.com14
managementREPORT
Freight forwarding used to be viewed simply as a commodity.
8/10/2019 Revista E&P - Septiembre 2011
17/125EPmag.com | September 2011 15
managementREPORT
level. These personnel are increasingly looking to out-
sourcers to drive further logistics efficiencies. A combi-
nation of logistics experts and seasoned energy industryveterans can create a powerful and strategic outsourced
solution.
Another factor in the shift toward more attention to
logistics and outsourcers is the increased complexity of
managing a global oil and gas logistics operation in the
21st century. Without deep country-by-country experi-
ence, navigating a dizzying array of trade regulations
can cause costly delays on equipment and parts ship-
ments. Some oil and gas locations are extremely active,
and customs procedures continue to be a challenge.
Also, compliance with intricate guidelines requires vast
experience and dedicated resources around the worldto avoid major environmental, safety, and legal snafus.
Add this to trying to manage an increasingly disparate
global supplier network, and it is easy to see why oil and
gas companies are looking for outsourced alternatives.
Looking outside for helpOne CEVA customer builds christmas trees. This com-
panys biggest problem is managing the suppliers ofvalves, spools, fittings, and pipes. Instead of hiring addi-
tional staff dedicated to nothing more than managing
vendor relationships and contracts, the company turned
the entire supplier management process over to CEVA.
These kinds of solutions are being implemented
much more frequently in the industry where before they
would never been the considered.
In a complex environment, logistics companies that
can provide an intimate knowledge of energy sector
issues and a wide array of contract, compliance, trans-
port and inventory services are the ones who will not
only succeed but become strategic energy partners. Thisshift toward outsourced logistics operations is ultimately
in the best interests of oil and gas companies by allowing
them to focus on their core areas of expertise while opti-
mizing the efficiency of their supply chains.
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Oil and gas companies and their suppliers are under
mounting pressure to innovate, keep costs down,
and improve the speed, safety, and agility
of their exploration and oilfield R&D efforts. But the
increasing sophistication of and demands on explo-
ration and drilling techniques presents both benefits
and new challenges. Technologies for reservoir simula-
tion and management; 3-D seismic imaging; and
advanced process, production, and completion analytics
are enabling companies to explore leads that might not
have been possible to drill or even evaluate in the past.
At the same time, these tools (as well as other informa-
tion streams related to legal issues or leases) are
unleashing a tsunami of data that organizations are
struggling to integrate, make sense of, and manage.The crux of the problem is that
many organizations continue to rely
on previous-generation informatics
technologies to handle the complexity
and volume of todays generation of
R&D data. Attempts to share data or
deploy unified processes across the
entire E&P operation result in a
patchwork quilt that can quickly
become an integration and mainte-
nance nightmare. Improving E&P
efficiency and profitability demandsthat oil and gas companies find a bet-
ter way.
Islands of informationAnswering this question of whether to
drill requires a vast amount of data
everything from 3-D seismic images to
reservoir simulations, well designs,
charts, graphs, and detailed analytics
and reports. In addition, numerous
stakeholders need to weigh in, includ-
ing geologists, geophysicists, chemists,materials scientists, engineers, and
executives. Yet all too often, the data
required for efficient and effective
E&P decision-making is marooned on
islands of information. Critical sam-
ples are hidden away in a file drawer
September 2011 | EPmag.com
digitalOIL FIELD
Enterprise informatics powersmarter, more streamlined scienceExploration and production efficiency is all about the data.
Michael Doyle, Accelrys
Companies are struggling to integrate, make
sense of, and manage an enormous volume
of data.
18
8/10/2019 Revista E&P - Septiembre 2011
20/125
our reservoir decisions
Bob Rundle
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Le t
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in the geology department. Chemical analysis reports
are saved on a proprietary system that only the chemists
can access. Offshore engineering expertise is tied up in
a project four time zones away.Typically, geoscientists and development practitioners
have turned to manual approaches to bring together
disparate data sources spending hours searching
through files, reformatting data, and cutting and pasting
reports together, or enlisting IT resources to hand code
customized, point-to-point connections to move infor-
mation between various systems and applications (build-
ing the patchwork quilt). But these ad hocand poorly
structured attempts at information management are
time consuming, error-prone, and expensive, especially
as organizations seek to shrink their time-to-oil cycles. A
simple and automated solution is needed for capturing,managing, processing, and sharing R&D data so infor-
mation critical to E&P can be leveraged quickly and
profitably. This requires an end-to-end, enterprise-level
approach to scientific informatics.
Bringing the bigger picture to E&PAccelrys Enterprise Lab Management Suite was created
to help chemical R&D organizations move beyond infor-
matics solutions that trap information in silos, create bar-riers to collaboration, and add unnecessary effort and
expense to innovation. Designed to transform a collec-
tion of point solutions into an integrated information
environment, components of the suite are built on Accel-
rys Pipeline Pilot platform, a services-based open archi-
tecture that supports the plug-and-play integration of
diverse data sources and processes, and has the ability to
capture and manipulate complex scientific information.
For E&P companies, this means individual stakehold-
ers can more easily access, analyze, report, and share
data across departments and disciplines and that IT
resources can be freed from the burden of manuallysupporting the varied requirements of multiple informa-
tion consumers. Most important, it allows a more inte-
grated picture of all knowledge assets related to E&P,
improving decision-making and research speed.
September 2011 | EPmag.com20
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digitalOIL FIELD
An Enterprise solution
A large global oil and gas company deployed the Accelrys Enterprise
Knowledge Base (EKB), a professional services solution built on the Enter-
prise Lab Management suite, after facing challenges managing its inven-tory of samples from field assets.
In one particularly vexing case, the company lost or could not find a
series of samples. A big part of the problem was that, like many other com-
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mation management procedures mired in the Dark Ages, while deploying
state-of-the-art technology in others.
Test drill samples were all handled manually with thin sections glued
to a piece of card stock, stored in filing cabinets, and mailed halfway
around the world when someone needed to use one. Not wanting to
repeat the costly data handling error that resulted in the lost samples,
the company sought a more systematic way to capture valuable research,
integrate data with other sources of information for integrated analysisand testing, and share data with global E&P project participants without
putting the data at risk of loss.
With the Accelrys solution in place, the company captures sophisticated
image data in digital form and makes it immediately available to the entire
research enterprise for viewing and analysis. Once in the enterprise sys-
tem, this data also can be searched easily, automatically integrated with
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company streamline and speed its research efforts. Specific benefits have
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The ability to quickly locate field samples that are needed in a matter
of minutes rather than days or weeks; The ability to track samples, including who is using them and who has
requested them; and
The avoidance of expensive re-work and lost time that would have
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The problem has been that the different stakeholders have come to the
table with different perspectives, different tools and systems, different
information hierarchies, and even different ontologies. The Accelrys solu-
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concept-specific meta data while making it all accessible, searchable, and
actionable as a cohesive whole.
Better, faster, more innovativeWhen it comes to scientific informatics, a flexible, services-based enter-
prise approach makes it possible for companies to use data generated
by sophisticated imaging and modeling technologies, legacy systems,
domain-specific databases and more, while overcoming the integration
challenges these myriad systems present. This enables time-consuming
and error-prone manual tasks like image retrieval, formatting, processing,
and reporting to be automated, which frees IT resources and speeds
research efforts. Project participants can share information and work
together more effectively. And from a competitive standpoint, E&P
companies can drive faster, better and more innovative research
discoveries.
21EPmag.com | September 2011
L
ener
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24/125EPmag.com | September 2011 23
The complex and increasingly regulated operation of
todays oil and gas assets represents a management
challenge unequaled in industrial history. This has arisen
from an aggregation of factors that are challenging indi-
vidually; the combination can be overwhelming. Chal-
lenges include increasingly complex engineering to
recover hard-to-reach reserves; increasing complexity tomeet ever-growing demand; and increasingly stringent
regulatory, environmental, and safety restrictions. There
is a bewildering variety of asset information in different,
incompatible forms, which is made even more complex
by the aging of physical assets and the challenge of an
aging workforce.
An overarching strategy to address these complex and
often conflicting demands is essential. Solutions are
known under several different names, of which opera-
tions integrity management (OIM) strategy is perhaps
the most widely used and accepted.
Handover and operational readinessTypically, by the time handover to the owner-operator
(OO) occurs, the contractor/EPC has amassed a huge
quantity of information associated with the asset. This
information is essential to demonstrate that the asset is
fit-for-purpose, meets the design criteria, is in confor-
mance with the regulatory requirements, and can be
started and operated safely. This data comes in many
different forms from multiple and often divergent and
potentially conflicting sources, all with different levels
of quality and completeness.
Today it is customary for data to be handed over in avariety of formats. It is typically impossible to verify the
datas completeness, accuracy, and adherence to stan-
dards or compliance with regulatory requirements.
Operational readiness enables OOs to address their
operations and operational integrity challenges, in other
words, a comprehensive asset information capability and
a dashboard that enables OOs to effectively, manage,
and exploit their database. From these follows a third
requirement that leads directly into operations: effective
change management.
Effective change management can only be achieved by
means of a single central resource that stores and man-
ages all information, regardless of originating application
or data source. This central resource, or digital informa-
tion hub, is the key to an effective OIM strategy.
Operations and maintenanceEffective asset maintenance delivers maximum sustained
throughput for minimum sustained cost. At its best, it
combines a preventive strategy to maximize perform-
ance and reliability with effective reactive processes to
handle the inevitable unexpected problems that occur
in every facility. Correctly implemented, asset manage-
ment policies can deliver significant measurable returns
such as reduced downtime, reduced cost, increased
safety, and extended service life.
Like all critical operational processes, maintenancerequires as built information the real, up-to-date state
of the asset. Relying on original as designed information
in a 40-year old facility is simply inviting trouble.
Recent technology developments have made brown-
field asset capture effective and affordable through the
use of high-precision 3-D laser surveying, which accu-
rately captures as-built status, and software that can cost-
effectively add intelligent asset info to the survey data.
Research and experience demonstrate the integration
of maintenance management, resource planning, and
materials management. Applied on a platform of inte-
digitalOIL FIELD
IT aids in facility managementAn effective operations integrity management strategy can deliver operational efficiencies
and ensure safe and compliant operations.
Paul Halpin, AVEVA Inc.
Laser Modeller/Brownfield asset capture is effective and afford-
able through the use of high-precision 3-D laser surveying, which
accurately captures as-built status, adding intelligent asset infor-
mation to the survey data. (Images courtesy of AVEVA Inc.)
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Monday
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grated, validated, and accessible information, these provide a powerful and
essential environment for maintenance regimes and plans, work order
scheduling, resource allocation, materials tracking, and spares and inspec-tion management. The benefits are not only economic in terms of reducing
operating costs but can lead to life extension (deferred replacement costs),
reduced operating risks (lowered insurance premiums and avoided uninsur-
able losses), and reduced costs of regulatory compliance, providing a path
to easier and more complete audit reporting.
Asset engineeringExecuting major asset-change projects while maintaining throughput and
operational safety presents a major challenge to operations and engineering
teams. The difficulty is rooted in the need to have ready access to complete
and accurate asset information down to the lowest level of detail coupled
with the ability to view this information in ways that relate to the differentand often conflicting requirements of the project.
Today the industry is accustomed to using spreadsheet functions such as
charts and pivot tables to draw meaningful inferences from confusing arrays
of raw data. Facility engineers need similar capabilities to make sense of the
vastly more extensive and complex digital assets they deal with on a daily
basis. It is necessary for different disciplines to view the information in dif-
ferent ways for purposes such as project justification, scope definition, price
estimates, calculations, planning, procurement, logistics, project supervi-
sion, and documentation. It is essential that this information is easy to share
and communicate across the enterprise and between the various opera-
tional handover events.
Failure to achieve effective use of asset information regularly leads to costoverruns and avoidable downtime; in extreme cases, it can lead to avoidable
accidents. The predominant root cause of incidents is inadequate informa-
tion. Whether the driver is safety or efficiency, the industry simply cannot
afford to neglect its information assets.
HSE and regulatory complianceMost operations processes and activities are potentially hazardous, which is
why the industry has extensive controls, working practices, and regulations to
minimize risk and to protect the safety, security, and health of employees and
the public. While such risk-reducers evolve continuously as industry, technol-
ogy, and regulations advance, it is always true that doing it right embraces
doing it safely. This, as well as the associated economics, makes OIM a num-ber one priority for OOs. Demonstrating this integrity in the form of key per-
formance indicators and audit reporting is essential to ensure that the
required level of compliance is maintained.
Just as operations and maintenance procedures need integrated information,
so too do the activities of risk assessments, monitoring, auditing, checking, and
applying for certification. Only when the tradi-
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practices, enable generation of comprehensive
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holistic and corporate-wide approach to HSE.
EPmag.com | September 2011
digitalOIL FIELD
EPmag.comREAD MORE ONLINE
There is more
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1W
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We have through our history
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If a solution to a problem causes its own problems,
it is not really a solution.
That is the philosophy powering a company called
Wireless Seismic. Roy Kligfield, CEO, thinks of his
company not as a me too entrant into the nodal
land seismic industry but as an alternative to the
companies that use cabled systems, still about 95%
of the market.
The argument against cabled systems is easy
enough laying out cables is time-consuming, createspermitting headaches, and requires constant attention
since animals tend to chew on the cables. With the
industrys appetite for large channel count surveys,
cabled systems can also be a logistical nightmare,
requiring larger crews, more trucks, and a huge envi-
ronmental footprint.
Unfortunately, some of the cableless systems on the
market introduce their own sets of problems. Kligfield
said current cableless systems move the problem from
cable management to post-recording data handling and
management or transcription. Methods vary from short-
range radio collection by individuals, literally walking
the line, to weeks later having to transcribe the data.
Also, clients like the fact that cabled systems providereal-time data and real-time quality control. People
want to see the data, not just for data loss issues but for
monitoring things like noise as the wind picks up, he
said. Our thought is, why compromise if you can pro-
vide all of the benefits of cabled systems but get rid of
the cables?
The answer is the RT 1000 Wireless System. In
this system, independent units are connected to geo-
phones and laid out in a pattern. The units communi-
cate to each other through radio frequencies in a
bucket brigade fashion one unit sends its data to
the next, which adds its own data and sends the wholepackage along using a proprietary network. Ultimately
the data are collected to a backhaul, a structured radio
link. The backhaul telemeters commands, seismic
data, and unit status between the central recording
truck and the wireless remote units.
Part of the beauty of the system is in the software
that has been designed specifically for it. An operator
can view all of the wireless units on a screen, either
in map view or in a table, and investigate each unit
to be sure it has not been tipped over or is running
out of battery power. Any units that require attention
can be handled quickly by a crew member. Once theunits are all up and running, the system can be armed
and ready to shoot from the central recording truck.
Normal run-time between recharges is 15 days.
Overall, the system has been designed not only to
compete with cabled systems but to make the contrac-
tors job a little easier. Were making the system not
just usable but user-friendly,
he said. Thats critical for
a product being introduced
to market.
Time to ditch the cables?A new wireless system offers the same benefits as cabled systems without
the logistical headaches.
Read more commentary at
EPmag.com
RHONDA DUEYSenior Editor
27
explorationTECHNOLOGY
EPmag.com | September 2011
The RT 1000 wireless unit is easy to deploy. (Image courtesy of
Wireless Seismic)
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29/125
EVO LVE
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wellCONSTRUCTION
Brazils economy is dynamic and growing. Over the
next five years, the country plans to increase its
number of operating offshore units 20% per year. With
50 offshore rigs currently operating in the region, the
expected number will grow to 100 rigs working off-
shore Brazil by 2016.
Brazils government recently requested the construc-
tion of 28 new offshore drilling units to be built in
country by Brazilian contractors, known as the Build inBrazil Initiative. The government awarded contracts for
the first seven rigs to Brazil-based Sete, a company asso-
ciated with Petrobras. The 21-rig tender is out now, and
proposals are to be submitted early September.
The new rigs will be divided among a number of play-
ers. Petrobras is the obvious frontrunner for new activity
as Brazils national oil company, but Brazil has proven
very receptive to allowing other oil companies into its
waters. Brazil-based OGX is currently working offshore,
and a number of multinational companies have been
invited to participate, including Shell, BP, ExxonMobil,
BG, Anadarko, and Amerada Hess.Ensco, one of the leading contractors in Brazil, has
plans for additional expansion. In February of this year,
Ensco purchased Pride International, essentially leap-
frogging to the number two spot on the list of the
worlds largest contractors. Ensco has a well-estab-
lished track record with rigs spanning from Mexico to
Australia, and the Pride acquisition further extends
Enscos global reach.
One of our strategic goals at Ensco was to enter
the Brazil market, one of the largest and fastest-
growing deepwater basins, said
Mark Burns, Ensco senior vicepresident, Western Hemisphere.
We also wanted to expand our
fleet to include drillships. The
acquisition of Pride fulfills both of
these objectives while also giving
us access to another major
deepwater market
West Africa.
The companys expanded fleet
now includes seven ultra-deepwater
drillships, 13 dynamically positioned semisubmersibles,
seven moored semisubmersibles, and 48 premium jack-
ups, and more rigs are being added. We currently have
several technologically advanced drillships, semisub-
mersibles, and ultra-premium harsh-environment jack-
ups under construction as part of our strategy to
continually high-grade our fleet, Burns said.
One advantage Ensco has in its recent move into
Brazil is the average age of its fleet. We have the
youngest ultra-deepwater fleet in the industry among
the major offshore drillers, Burns said.
In addition to the legacy Pride drillships, includingtwo under construction, Ensco has an expanding semi-
submersible fleet. Five ENSCO 8500 Series semisub-
mersibles have been delivered, and two more will be
completed next year. The average age of our ultra-
deepwater fleet is two years, Burns said. And with
our newbuild program, we will continue to have the
newest ultra-deepwater fleet for some time.
Newer fleets equal newer, more efficient technol-
ogy. As the company ushers in newbuilds, it plans to
eventually phase out some of the older rigs in its
fleet. Although these older rigs can do a lot of the
same things a new rig can do, from a customer satis-faction standpoint, the newer generation equip-
ment seems to be what the industry wants, Burns
said. Right now, we feel as an
industry that fundamentals are
strong and theres market
demand to
absorb the
new rigs
being
built.
Younger fleets take Brazil
As Brazils offshore activity heats up, contractors will have to be spryto keep pace.
Read more commentary at
EPmag.com
TAYVIS DUNNAHOESenior Editor
EPmag.com | September 2011 29
8/10/2019 Revista E&P - Septiembre 2011
31/125
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The challenge of extending the producing life of
installations is a never-ending task. Implementing
new or improved technologies and practices in
regions like the North Sea have allowed assets to
far exceed their original design lives.
Although it is a straightforward philosophy, putting
into practice the theory of extending an installations
life is not always easy. Despite a simple business case extend the producing life of an installation, increase
reserves recovery, and boost its profitability the
reluctance of companies to put new technologies
into service makes it difficult to take advantage of
potential solutions.
In conversation recently with several
senior upstream executives spearheading
the drive to implement intelligent
energy and smart solutions, there was a
recurring theme resistance to change.
It is human nature to be cautious of
change, especially when a current systemor practice appears to work perfectly
well. The oil industry is also inherently
conservative. In the words of one senior
operating company manager, the indus-
try still has a way to go on our existing
assets when it comes to introducing or
retrofitting advances in technology to
improve the efficiency of older facilities.
The problem is that although potentially
helpful new technologies exist, it is not always
easy to apply intelligent energy solutions to
an existing brownfield mature projectand benefits are not guaranteed.
Obviously, when infrastructure
was first put in place, it was not
designed for such technologies,
and sometimes does not easily lend
itself to modification. There are
many considerations, such as data
broadband solutions and complex con-
nectedness among all of the various valves and
pipelines and all the parts of the infrastructure.
Another senior oil company executive pointed out
that retrofitting of collaborative work environments,
which is relatively easy, has helped many of his com-
panys oldest assets to become more efficient, ulti-
mately leading to better production. But
a major stumbling block remai