{"id":51310,"date":"2015-07-27T18:22:11","date_gmt":"2015-07-27T08:22:11","guid":{"rendered":"http:\/\/sinektik.com\/?p=51310"},"modified":"2015-09-07T08:33:09","modified_gmt":"2015-09-06T22:33:09","slug":"doing-more-with-less-the-opex-oxymoron","status":"publish","type":"post","link":"https:\/\/sinektik.com\/index.php\/2015\/07\/27\/doing-more-with-less-the-opex-oxymoron\/","title":{"rendered":"Doing More with Less \u2013 The OPEX Oxymoron"},"content":{"rendered":"<div class=\"wpb-content-wrapper\" id=\"wpb-content-root\"><p>[vc_row][vc_column width=&#8221;1\/1&#8243;][vc_column_text]<br \/>\n<em>David Dickson: Principal<\/em><br \/>\n&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>Do More with Less<\/h3>\n<p>&nbsp;<br \/>\nOil &amp; Gas Exploration &amp; Production (E&amp;P) operations are resource, regulatory and now fiscally constrained. This is particularly the case in the asset-intensive Unconventional Oil &amp; Gas (O&amp;G) ventures prevalent in Eastern Australia\u2019s CSG and North America\u2019s Oil Sands and Shale plays. It\u2019s not only being able to access, analyse, and present all this new data, but when considering it the context of other technology initiatives and areas of operations, it\u2019s more about how &amp; what to do with it, to achieve improved performance and meet your targets.<br \/>\n&nbsp;<br \/>\nOperators require an organisational design that results in more effective communications, processes, data management, and tools: organisations seek integrated operations (IO), and require the technology, infrastructure and environment to support them. [\/vc_column_text][vc_separator type=&#8221;transparent&#8221; position=&#8221;position_center&#8221; thickness=&#8221;1&#8243; up=&#8221;20&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;]<blockquote class='blockquote_shortcode  without_quote_icon' style=''><h4 class='blockquote_text' ><span>Integrated Operations is the answer to the \u201cpeople problem\u201d1 facing the Digital Field \u2013 how organisations can ensure data and information based technologies actually leverage human capital and producing assets to achieve the operational performance promised.<\/span><\/h4><\/blockquote>[vc_separator type=&#8221;transparent&#8221; position=&#8221;center&#8221; thickness=&#8221;1&#8243; up=&#8221;22&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;][vc_column_text]As such, the pace and approach to deployment is as important as the choice of technology. Only by ensuring the correct approach to both can organisations effectively consume technology and implement advanced adaptable data services, execute high performance operational processes, build reliable production plans to meet markets, accordingly synchronise maintenance plans, work together to understand problems, and routinely close <em>gaps<\/em>, thus executing operational tasks at lower cost.<br \/>\n&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>Big Data means Big Questions<\/h3>\n<p>[\/vc_column_text][vc_separator type=&#8221;transparent&#8221; position=&#8221;position_center&#8221; thickness=&#8221;1&#8243; up=&#8221;20&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;]<blockquote class='blockquote_shortcode  without_quote_icon' style=''><h4 class='blockquote_text' ><span>In O&amp;G E&amp;P operations, Big Data means Big Questions.<\/span><\/h4><\/blockquote>[vc_separator type=&#8221;transparent&#8221; position=&#8221;center&#8221; thickness=&#8221;1&#8243; up=&#8221;22&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;][vc_column_text]New information is doubling at exponential rates &amp; confronting us with many challenges. For O&amp;G operations, advances in measurement, ICT, data federation services, production surveillance, engineering analytics, drilling automation, event management, and collaboration, are increasing data volumes even faster. Some experts believe these volumes are growing by a factor of five each year.<sup>2<\/sup>.[\/vc_column_text][vc_separator type=&#8221;transparent&#8221; position=&#8221;position_center&#8221; thickness=&#8221;1&#8243; up=&#8221;20&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;]<blockquote class='blockquote_shortcode  without_quote_icon' style=''><h4 class='blockquote_text' ><span>As we progress through this Information Revolution, management of E&amp;P operations is accordingly challenged. It\u2019s a case of navigating through the tangle of new challenges to find the needle in the haystack.<\/span><\/h4><\/blockquote>[vc_separator type=&#8221;transparent&#8221; position=&#8221;center&#8221; thickness=&#8221;1&#8243; up=&#8221;22&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;][vc_column_text]According to industry analyst firm IDC<sup>3<\/sup>, the digital universe now includes 2.7 zettabyes of data. (A zettabyte equals almost 1.1 trillion gigabytes.) Companies are struggling to store, analyse, and gain useful information from these huge volumes of data.<br \/>\n&nbsp;<br \/>\nFor example, in the recent Microsoft \u201cGlobal Enterprise Big Data Trends: 2013\u201d report<sup>4<\/sup>, nearly 300 IT decision-makers from a variety of industries were surveyed. Approximately 62 percent of respondents currently store at least 100 terabytes of data, and 32 percent expect the amount of data they store to double in the next two to three years. And the vast majority of these professionals view the ability to use growing data volumes as an important business asset.<br \/>\n&nbsp;<br \/>\nFor these firms, big data offers opportunities to create new business value. When asked about their highest big data priorities:<\/p>\n<ul>\n<li>62 percent of respondents want to develop near-real-time predictive analytics or data mining capabilities in the next 24 months.<\/li>\n<\/ul>\n<ul>\n<li>58 percent of respondents plan to expand data storage infrastructure and resources.<\/li>\n<\/ul>\n<ul>\n<li>53 percent of respondents hope to analyse increasing amounts of unstructured data.<\/li>\n<\/ul>\n<p>&nbsp;<br \/>\nYet these decision-makers also acknowledge certain struggles as they seek to derive business intelligence from big data. When asked about their challenges:<\/p>\n<ul>\n<li>49 percent of respondents cited managing data growth.<\/li>\n<\/ul>\n<ul>\n<li>41 percent of respondents said integrating disparate business intelligence tools.<\/li>\n<\/ul>\n<ul>\n<li>40 percent of respondents indicated using tools to analyse data and glean insights.<\/li>\n<\/ul>\n<p>&nbsp;<br \/>\nIn O&amp;G Data is geographically dispersed, stored in different sites and formats, owned by different teams, and relevant to different time periods. A range of disparate systems \u2013 historians, maintenance systems, equipment databases, operations systems and well information systems \u2013 serve a range of different users \u2013 operators, technicians, engineers, workers, analysts and managers.<br \/>\n&nbsp;<br \/>\nThe result is inevitably information silos, with correlations, early warnings and opportunities missed. Users lack an integrated, real time view of the operation, and essential context to support decisions aimed at optimising operations. Geophysics, drilling, reservoir, production, engineering, planning, finance and maintenance all work to different constraints and time lines, yet short-term production decisions may have long term adverse impacts on reservoir draw down over the lifetime.<br \/>\n&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/DataDisorder_LOW-Crop.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51342\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/DataDisorder_LOW-Crop.png\" alt=\"DataDisorder_LOW - Crop\" width=\"1501\" height=\"999\" \/><\/a><\/p>\n<h6>Figure 1: Decision Making is challenging &amp; inefficient without an effective data serviceability and a plan leading toward Integrated Operations<\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<br \/>\nHowever, the goal is not just effective access to, interrogation of, and action from, data or sophisticated technological systems, but typically toward a positive shift, or a business transformation. A compelling event of some sort sufficiently serious to validate the need for business disruption and change.<br \/>\n&nbsp;<br \/>\nThe study commissioned by the Norwegian Oil Industry Association of the value of IO on the Norwegian Shelf fields, for example, concluded that IO represented a potential value of NOK 250 billion NPV ($41 billion at current exchange rates), with a total reserve increase equal to a large new field on the Shelf. The costs associated with realising this value were estimated at NOK 25 billion (NPV) over the next 15 years.<sup>5<\/sup> BP benefited through improved drilling operations, gaining 85 mboed of production at $3-6 per boe<sup>6<\/sup>; Shell achieved 10% increased production \u2013 over $5 billion in value.<sup>7<\/sup><br \/>\n&nbsp;<br \/>\nConsidering this and the apparent value of such transformations, it is also wise to build a pragmatic technology profile in the context of trends, operational needs, O&amp;G economic determinations such as oil price, and the selective introduction of disruptive technology when and as transformation is deemed appropriate.<br \/>\n&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/Trends.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51320\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/Trends.png\" alt=\"Trends\" width=\"1159\" height=\"811\" \/><\/a><\/p>\n<h6>Figure 2: Alignment of O&amp;G Operational needs, with Technology and the selective introduction of Disruptive Technologies<\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<br \/>\nIn the following discussions, I consider four principal gaps: data, operational integration, performance and ultimately the strategy gap. The consequence of addressing these gaps is the maturing toward optimised integrated operations and inbound and outbound synchronisation of the supply chain. This is the promise of the Digital Field, where technology boosts the efficiency of the operation and better supports the promise of transformation initiatives such as Integrated Operations. In such constrained times, service providers must support Operations to fulfil the mandate to be more productive, and to operate as an <em>Integrated Operation<\/em>. In other words, do more, do it better, and do it with more agility&#8230; but with less. The OPEX Oxymoron.<br \/>\n&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>The OPEX Oxymoron<\/h3>\n<p>&nbsp;<br \/>\nOil &amp; Gas Exploration &amp; Production (E&amp;P) operations are resource, regulatory and now fiscally constrained. This is particularly the case in the asset-intensive Unconventional Oil &amp; Gas (O&amp;G) ventures prevalent in Eastern Australia\u2019s CSG and North America\u2019s Oil Sands and Shale plays. It\u2019s not only being able to access, analyse, and present all this new data, but when considering it the context of other technology initiatives and areas of operations, it\u2019s more about how &amp; what to do with it, to achieve improved performance and meet your targets.[\/vc_column_text][vc_separator type=&#8221;transparent&#8221; position=&#8221;position_center&#8221; thickness=&#8221;1&#8243; up=&#8221;20&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;]<blockquote class='blockquote_shortcode  without_quote_icon' style=''><h4 class='blockquote_text' ><span>The principal concern for Operators, particularly lower margin unconventional plays, is knowing how to do more with less; the need to operate more efficiently with assured decision support.<\/span><\/h4><\/blockquote>[vc_separator type=&#8221;transparent&#8221; position=&#8221;center&#8221; thickness=&#8221;1&#8243; up=&#8221;22&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;][vc_column_text]The drivers must be to reduce operational, commercial, regulatory and social uncertainty with the practice of such Upstream O&amp;G, the levers are present in technology, the people, codifying good practice working knowledge, and a culture of defect elimination.<br \/>\n&nbsp;<br \/>\n&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/CSGCgallanges.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51315\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/CSGCgallanges.png\" alt=\"CSGCgallanges\" width=\"1619\" height=\"888\" \/><\/a><\/p>\n<h6>Figure 3: Risk is present in Unconventional plays with new Operational Challenges<\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<br \/>\n[\/vc_column_text][vc_separator type=&#8221;transparent&#8221; position=&#8221;position_center&#8221; thickness=&#8221;1&#8243; up=&#8221;20&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;]<blockquote class='blockquote_shortcode  without_quote_icon' style=''><h4 class='blockquote_text' ><span>Increasingly complex technologies, business partnerships, geographic dispersion create a tremendous integration and data challenge for upstream companies.<\/span><\/h4><\/blockquote>[vc_separator type=&#8221;transparent&#8221; position=&#8221;center&#8221; thickness=&#8221;1&#8243; up=&#8221;22&#8243; icon_pack=&#8221;font_awesome&#8221; fe_icon=&#8221;arrow_back&#8221; icon_type=&#8221;normal&#8221;][vc_column_text]Similarly, logistical challenges, regulatory complexity, and the need for high E&amp;P lifecycle activity to be commercially viable, make for significant operating challenges, and a general perception of risk.<br \/>\n&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>Do We Need Data or Want Knowledge?<\/h3>\n<p>&nbsp;<br \/>\nData now drives upwardly to intersect the myriad of Upstream initiatives, practices and technologies. The imperative to now manage data as a Key Asset is evident as data is impacting decision making and execution; which in turn itself generates more data. Achieving the <em>Nirvana <\/em>of Integrated Operations is therefore a moving target.<br \/>\n&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/IntegratedOps_LOW.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51322\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/IntegratedOps_LOW.png\" alt=\"IntegratedOps_LOW\" width=\"1502\" height=\"1127\" \/><\/a><\/p>\n<h6>Figure 4: Achieving the Nirvana of Integrated Operations is a moving target<\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<br \/>\nAs an example, asset registers typical of a Coal Seam Gas (or CBM) have to on-board significant quantities of new data from OEMs, Completion Teams, and EPCs as delivery the focus moves from construction to operation and maintenance. This may be discrete shifts from 20,000+ asset instances in a register rapidly scaling to 200,000 in years. Standard bodies and organisations are energetically looking to promote more effective data exchanges taxonomies such as ISO15926 in an attempt to make more manageable to dissemination of this data from engineering systems to execution systems, control systems, systems of work, financial asset registers, RAM systems et al. Refer to Figure 5 below for a depiction of this interaction.<br \/>\n&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/ISO15926.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51318\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/ISO15926.png\" alt=\"ISO15926\" width=\"1503\" height=\"785\" \/><\/a><\/p>\n<h6>Figure 5: Example Data Exchange between ISO15926 and MIMOSA and\/or ISO14224 etc<\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<br \/>\nSimilarly the advent of knowledge-driven modelling formats by the <a href=\"http:\/\/www.w3.org\/\" target=\"_blank\">W3C<\/a> called the <a href=\"https:\/\/onedrive.live.com\/redir?resid=FE0A94C62D1A741B!121914&amp;authkey=!AD9ezkzyERlqQRo&amp;ithint=file%2cpdf\" target=\"_blank\">Semantic Web<\/a>, enable the access and normalisation of complex, disparate data sources to be organised into harmonised federated views, or composite asset views, to provide much more effective contextualised model-driven, or more accurately knowledge-driven, views of assets. The underlying specifications of the semantic web Resource Description Framework (RDF) and the new query language called SPARQL, offer the promise of significant efficiencies in viewing across the landscape of data from different systems and data types, in context to the user\u2019s point of interest to unlock the value of this data from underlying, not easily accessed SME systems. As the term <em>semantic<\/em> suggests, with considered introduction of semantic web technologies, you are literally building up the semantics, or vocabulary, of your operational \u2018world\u2019; the underlying equipment, the operational execution, and production characteristics. So your data model is not so much data anymore, but a reference language of your operation and business.<br \/>\n&nbsp;<br \/>\nOther sources of data can include spatial and GPS coordinates, data market feeds, social media, email, text, images, and multimedia. Much of this data is \u201cunstructured\u201d or \u201csemi-structured,\u201d which means it\u2019s difficult or costly to either store in traditional data warehouses or routinely query and analyse. Such data may be managed using combinations of semantic technologies and big data tools such as Hadoop and NoSQL. Using semantic web technologies, the user can then to query across multiple data types, taking a perspective into these data sources (importantly not copying data and thus not contaminating master data) and then normalising the data to surface this new information in context. So all reports, workflows, calculations and dashboards, use data in context and in the context of the person requesting the use of that data. So this means people see the information they need dependant on their role\u2019s requirements. E.g. A production technologist wants to see Well production characteristics versus a RAM SME who may want to see Well maintenance records or condition performance of the PCP.<br \/>\n&nbsp;<br \/>\nThe data challenge is a high order concern, for which I believe it is the responsibility of all concerned to ensure the value of initiating programmes of innovation in this area is well understood.<br \/>\n&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>Mind the Gap!<\/h3>\n<p>&nbsp;<br \/>\nHaving spent a significant investment of time over the last decade and most relevantly in the last twelve months, with end-users and consultancies it is clear opportunity to deliver value and benefits still exists by improving the effectiveness of Operations. This is specifically in the context of delivery of commodity &amp; consumer technology (IT\/CT), and the measured introduction of disruptive technologies, to enable Production Operations business activities to meet the goal of uplifting the performance and efficiency of producing assets and reducing their associated operating costs.<br \/>\n&nbsp;<br \/>\nIn consideration of the above, the cost-driven stabilisation and optimisation business models of particularly Unconventional Operators over the next three to four years, and the obvious need to still produce to meet an agreed commercial position, building intelligent models of a go-to-market service offerings spanning the Production Operation, Digital &amp; Operational Analytics spheres of interest is highly relevant to service providers.<br \/>\n&nbsp;<br \/>\nIndustry figures suggest significant savings should be possible, if benchmarked against other industries such as refining or manufacturing. Yet even with the focus on Digital Field initiatives, and the significant improvements in Exploration &amp; Appraisal, and Drilling and Completion technology &amp; practice, it could be argued that Production Operations are yet to realise the same discrete step-change in maturity.<br \/>\n&nbsp;<br \/>\nSo how do we best position Operational technology, particularly in the Digital space, and in the context of what I believe are four themes of Production Operations\u2019 gaps, most notably; strategy, operational\/collaboration, data, and performance gaps?<br \/>\n&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/ROI.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51319\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/ROI.png\" alt=\"ROI\" width=\"1256\" height=\"866\" \/><\/a><\/p>\n<h6>Figure 6: Why isn&#8217;t Upstream meeting these Industry KPIs?<sup>8<\/sup><\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>Close the Gap!<\/h3>\n<p>&nbsp;<br \/>\nSome thoughts on key areas and drivers follow in the context of any offering to Industry:<br \/>\n&nbsp;<\/p>\n<ul>\n<li>Provide clarity as to where focus needs to be applied to maximise end-users\u2019 return on their current technology investments [how to best rendering value from the ecosystem of vendors that are incumbent in (or vying for occupation in) the Production &amp; Operations space]. There exists significant investment already by most Upstream operators. It is clear to me it is more a case of being able to work effectively with the ecosystem of already incumbent vendors via good engagement and commercial models, to enable the operation to consume the technology, than the introduction of more technology.<\/li>\n<\/ul>\n<p>&nbsp;<br \/>\n<a href=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/ArrayofVendors.png\"><img loading=\"lazy\" decoding=\"async\" class=\"alignnone size-full wp-image-51321\" src=\"http:\/\/sinektik.com\/wp-content\/uploads\/2015\/07\/ArrayofVendors.png\" alt=\"ArrayofVendors\" width=\"1509\" height=\"869\" \/><\/a><\/p>\n<h6>Figure 7: A snapshot of just some of the vendors within the Production Operations Space \u2013 How do Operators best leverage this investment and overcome the Gaps?<\/h6>\n<p>&nbsp;<br \/>\n&nbsp;<\/p>\n<ul>\n<li>Present a harmonised Digital solution model to support Production Operations work-streams (e.g. Well &amp; Reservoir Management, Reliability, Operations Management, Integrated Planning etc.) focusing in minimising OPEX, while also assisting in closing the strategy, data, operational, and performance gaps.<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<ul>\n<li>Understand Data is a key asset; with <em>Big Data<\/em> comes <em>Big Opportunity<\/em> but also <em>Big Challenges<\/em>. Don\u2019t buck the trend, data is here and only more is coming. It can unravel the best laid operational plans if not served up within the organisation effectively. Understand how to best connect, measure, detect, process, transpose, manage and interpret data. Importantly contextualise data to review this new information as a unit of a multivariate operating pattern or possible concern, so problems can be detected or predicted. Critically adopt model-driven techniques promoting data-serviceability, and instantiating a governed data architecture\/access service for operational data. In other words focus on closing the <strong>Data-Gap<\/strong> as a beachhead toward addressing the OPEX concern.<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<ul>\n<li>The era of easy oil is gone. Increasing reliance on unconventional sources to meet growing energy demand poses a number of challenges for the industry \u2013 in relation to safety, with the need to conduct operations in remote and harsh locations; in relation to reliability, with equipment and assets similarly exposed; in relation to skills, with retention already a challenge in an industry that has long faced an ageing workforce; and in relation to logistics with more complex operations undertaken across a wider geographic spread.The drivers for the move to remote operations, more automated workflows and increased collaboration are easily enough identified. Growing volumes of data that could empower staff to drive greater efficiency, however, often serve merely to confuse, with no clear visibility on actionable intelligence. The focus must also be then on culture, the acceptance of operational change, the socialisation of the impending change, and the human factors that govern the successful introduction of technology and innovation into an organisation, to bridge the <strong>Operational-Gap<\/strong>. Do this by gearing the Operation to best \u2018consume\u2019 and action the technology. Currently a major failing \u2013 technology often surpasses our ability to consume it, particularly in larger Operations.<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<ul>\n<li>Maximise the cost effective iterative introduction of operational analytics in lock step with field developments, well delivery, and the maturity of operation, to deliver improved decision support to aid in mitigating risk for CSG operators. That is:\n<ol>\n<li>the current relatively predictable linear operation of the asset throughout the supply chain will quickly rise to a high order non-linear operating concern as FFDs increase well counts of ~800 up to 4000+ over the next 10+ years<\/li>\n<li>this is an area that is of most relevance to all Operational teams, and has been for the last five years; the problem is still not being addressed, only displaced<\/li>\n<\/ol>\n<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<ul>\n<li>Enable Operations the \u2018know-how\u2019 to Perform, and what exactly Performance is, by capitalising on the measured introduction of decision support analytics and maintaining focus via improved maturity models. In other words to close the <strong>Performance-Gap<\/strong> by:\n<ol>\n<li>Embedding maturity (practice\/proficiency and coverage) as a \u2018diagnostic\u2019 throughout the various roles\/functions of Operations, via dashboards etc. to stimulate and maintain the organisation focus &amp; release of funding based on improvement<\/li>\n<li>Focusing on the key categories of Operational maturity, e.g.: Governance &amp; Systems, Methods\/Practice, Culture, Strategic alignment, People &amp; Human Factors, Technology<\/li>\n<li>Re-use what you already have\u2026 better stage &#038; orchestrate the use of existing specialised engineering &#038; IT technologies (EO solvers, LPs, NLGs, Semantics, NoSQL etc) in hierarchical workflows to achieve Expert Decision Support &#038; Operational Performance<\/li>\n<li>Start now in simple terms, embed a governing system of operation, monitor OPEX maturity, and increasingly in more sophisticated terms build the Operational <em>know-how<\/em>, to know how to operate, into the unknown\u2026<\/li>\n<\/ol>\n<\/li>\n<\/ul>\n<p>&nbsp;<\/p>\n<ul>\n<li>Stage such a programme in the current OPEX-orientated climate as a top-down\/bottom-up release of content into operation, to maintain the operation vision, but importantly also consistently deliver tactical value\/outcomes to the business. In other words broach the <strong>Strategy-Gap<\/strong> \u2013 <em>make good on the promise<\/em>. Incredibly executive\u2019s report 39% of strategies lack coherency, 55% lack effective execution, 42% lack alignment, and 42% have too many conflicting priorities<sup>9<\/sup>. We must work more consistently at formatting the value proposition, and clarity and visibility of the programme of works, to ensure stakeholder mindshare is maintained at executive levels. It seems apparent that this is necessary to ensure a strategy can maintain its mandate; lest, as is often then case, strategy contracts and fragments into small projects of works, undermined by technology and feature haggling and toxic political aspiration.<\/li>\n<\/ul>\n<p>&nbsp;<br \/>\n&nbsp;<\/p>\n<h3>Summary<\/h3>\n<p>&nbsp;<br \/>\nIn consideration of the above, the onus is on how service providers can best articulate and execute for Industry by acting as key advisors and\/or as preferred integrator for Operators by:<\/p>\n<ul>\n<li>leveraging leadership, the ability to communicate, energise and grow an initiative, leveraging working knowledge &amp; consulting experience in the domain, and importantly maintaining an intimacy within the vendor space to best work across this space and return value on current technology investments<\/li>\n<li>best leveraging consulting &amp; technology SMEs and existing proven practice artefacts, &amp; ensure performance is measured and rewarded commensurate to value<\/li>\n<li>learning from mistakes of previous strategies (e.g. [e.g. DOFF, iField, RTV, DCR etc]\u2026 engage, deliver and flavour initiative on what is relevant now (e.g. production reliability, data reliability, expert decision support, Performance, a focus on OPEX etc)<\/li>\n<li>the awareness that functional or even process performance alone, will not be enough to mitigate Operational, Commercial, Regulatory &#038; Social Uncertainty\u2026 CSG Operations need to operate smarter with greater awareness through expert analytics.<\/li>\n<li>starting now in simple terms, embedding a governing system of operation, monitoring OPx maturity, and increasingly in more sophisticated terms building the Operational <em>know-how<\/em>, to know how to operate, into the unknown\u2026<\/li>\n<\/ul>\n<p>&nbsp;<br \/>\nFinally, however, organisations must be wary of assuming if they build it (e.g. the Digital Field or a Remote Collaboration Centre), Integrated Operations will naturally result to address the <em>OPEX Oxymoron<\/em>. Roll-out and the choice of technology to implement for example the Digital Field, must be supported by a top-down strategic mandate, and bottom-up prioritised set of constant quick gain projects to feed forward the initiative and satisfy the business, and a sharp focus on Change and Culture.<br \/>\n&nbsp;<br \/>\nThe OPEX Oxymoron is to do more with less. In other words any strategy for improvement of change must be business-driven and user-led to harness the full potential of such technologies to generate acceptance and value.<br \/>\n&nbsp;<br \/>\n&nbsp;<\/p>\n<h6><strong>Useful Links:<\/strong><br \/>\n<a href=\"https:\/\/onedrive.live.com\/redir?resid=FE0A94C62D1A741B!149374&#038;authkey=!AE5L2QSUNF-MHv0&#038;ithint=file%2cpdf\" target=\"_blank\">View this Blog as a PDF<\/a><br \/>\n<a href=\"https:\/\/onedrive.live.com\/redir?resid=FE0A94C62D1A741B!64752&amp;authkey=!AOX1gK3he91ZGdA&amp;ithint=folder%2cppsx\" target=\"_blank\">PetroTech India 2014<\/a><br \/>\n<a href=\"https:\/\/onedrive.live.com\/redir?resid=FE0A94C62D1A741B!101158&amp;authkey=!ALaL6m3_YgU2e6s&amp;ithint=file%2cpdf\" target=\"_blank\">Diagnosing PCP Failure Characteristics using Exception Based Surveillance in CSG<\/a><br \/>\n<a href=\"https:\/\/onedrive.live.com\/redir?resid=FE0A94C62D1A741B!101165&amp;authkey=!ACIn-CY12Ws1pqs&amp;ithint=file%2cpdf\" target=\"_blank\">Removing Risk and Cost from Remote Operations through Intelligent Practices<\/a><br \/>\n<a href=\"https:\/\/onedrive.live.com\/redir?resid=FE0A94C62D1A741B!121914&amp;authkey=!AD9ezkzyERlqQRo&amp;ithint=file%2cpdf\" target=\"_blank\">Demystifying the Semantic Model<\/a><\/h6>\n<p>&nbsp;<\/p>\n<h6><strong>Footnotes<\/strong><br \/>\n1. The Future Belongs to the Digital Engineer; Jim Crompton and Dutch Holland<br \/>\n2. Brown, Brad, Jacques Bughin, Angela Hung Byers, Michael Chui, Richard Dobbs, and James Manyika. \u201cBig Data: The Next Frontier for Innovation, Competition, and Productivity.\u201d McKinsey Global Institute, McKinsey &amp; Co. May 2011<br \/>\n3. Vesset, Dan and Benjamin S. Woo. \u201cWorldwide Big Data Technology and Services 2012-2015 Forecast.\u201d IDC. March 2012.<br \/>\n4. Microsoft. \u201cGlobal Enterprise Big Data Trends: 2013.\u201d September 2012.<br \/>\n5. Potential value of Integrated Operations on the Norwegian Shelf, The Norwegian Oil Industry Association (OLF), 2006<br \/>\n6. Cambridge Energy Research Associates Study, BP &amp; SPE 108206<br \/>\n7. Shell SPE 100113<br \/>\n8. Figures courtesy of Accenture<br \/>\n9. Figures courtesy of Strategy&amp;<\/h6>\n<p>[\/vc_column_text][\/vc_column][\/vc_row]<\/p>\n<\/div>","protected":false},"excerpt":{"rendered":"<p>[vc_row][vc_column width=&#8221;1\/1&#8243;][vc_column_text] David Dickson: Principal &nbsp; &nbsp; Do More with Less &nbsp; Oil &amp; Gas Exploration &amp; Production (E&amp;P) operations are resource, regulatory and now fiscally constrained. This is particularly the case in the asset-intensive Unconventional Oil &amp; Gas (O&amp;G) ventures prevalent in Eastern Australia\u2019s&#8230;<\/p>\n","protected":false},"author":1,"featured_media":51358,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[232,230],"tags":[245,250,243,248,246,244,240,247,249,251,238],"class_list":["post-51310","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-digital","category-sinektik","tag-big-data","tag-cbm","tag-cep","tag-csg","tag-digital-field","tag-integrated-operations","tag-iso15926","tag-opex","tag-sagd","tag-shale","tag-w3c"],"_links":{"self":[{"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/posts\/51310","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/comments?post=51310"}],"version-history":[{"count":40,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/posts\/51310\/revisions"}],"predecessor-version":[{"id":51431,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/posts\/51310\/revisions\/51431"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/media\/51358"}],"wp:attachment":[{"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/media?parent=51310"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/categories?post=51310"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/sinektik.com\/index.php\/wp-json\/wp\/v2\/tags?post=51310"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}