directly as the project approaches CoP as they prepare tomove onto their
next opportunity is negated.
This pre-CoP teamapproachworkedwell when a core group from
within LR Senergy took on reservoirmanagement responsibilities for two
CNS fields on behalf of amajor operator inDecember 2014.
Following a tender process, the companywas awarded an innovative
service contract specifically constructed by the operator in order to
provide an outsourced pre-CoP petroleumengineering (PE) and reservoir
engineering (RE) support service.
As part of the contract an initial transition periodwas agreedwhere
transfer of duties fromthe operator’s staff to LR Senergy staffwas planned
and delivered.
Continuous improvement roadmap
The company’s objective was to complete the transition process in a
maximumof four months, although every effort was made to reduce this
time, if feasible, whilemaintaining a focus on quality of delivery to the
co-venturers. Part of the process was to follow the steps shown in Figure 1
tomove fromproviding the essential service required, tomanaging
the assets through continual improvement, resulting in superior asset
performance and technically excellent subsurface operations.
The key steps and activities in the proposed transition programme
were as follows:
Project framing
This involved conducting a series of project framing and reviewmeetings
with the client’s asset team (including the operations team) to allowa full
understanding of the planned scope of work and the overall objectives
during the transition period. A key step taken during this transition period
was for the company’s operations PE to spendmuch of the transition
period in the client’s office to gain familiaritywith its ‘way of working’ but
also critically ‘getting to know’ the in-situ operations team. During this
period, the company discussed and agreed the following key activities:
governance structure; accountabilities; reporting interfaces; timelines;
deliverables and IT requirements.
Dataandsystemsaccess
To ensure an effective transition, gaining access tomany of the operator’s
systemswas essential. Thiswas achieved using Citrixwhich allowed access
to real time production and injectionwell data, the lossmanagement
system, the intranet documentmanagement systemand other corporate
systems used by the client.
PEandREknowledgetransfer
During the transition period the full range of PE and RE activities were
discussed and handed over to the pre-CoP team via visits, meetings
and in-depth reviews as follows:
|
63
