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![Page 1: Leading Integrated Reservoir Studies: Practical Advice John H Martin John H Martin Associates Ltd RESERVOIR DEVELOPMENT CONSULTANTS Presentation for SPE.](https://reader036.fdocuments.in/reader036/viewer/2022062404/55179d2355034645368b59bd/html5/thumbnails/1.jpg)
Leading Integrated Reservoir Studies: Practical Advice
John H Martin
John H Martin Associates LtdRESERVOIR DEVELOPMENT CONSULTANTS
Presentation for SPE London Meeting panel discussion on ‘Virtual Teams’
click to advance
presentation
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‘Virtual Team’
Geographically dispersed
Work apart more than in same location
Primarily interact electronically; meet face to face occasionally
Free agents From various ‘expert’
groups Part-time; ad-hoc Conflicting loyalties Inter-personal
process absent Arms-length
commitment
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Integrated Reservoir Integrated Reservoir StudyStudy
full-field reservoir simulationfull-field reservoir simulation updating STOIIPupdating STOIIP planning a horizontal wellplanning a horizontal well preparing for an equity preparing for an equity selecting core plugs for selecting core plugs for
SCALSCAL
Requires significant effort
Addresses a problem associated with a petroleum reservoir
Up to several months/years
Involves personnel from 2+ technical disciplines
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All these are PROJECTS
Organised set of planned activities designed to achieve a set of prescribed objectives• Some element of uniqueness• Goal-oriented• Consist of connected & interrelated
activities• Specific start & end points• (usually) cost &/or time
constraints………..
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well log response
…….and often cut across functional and/or organisational lines
RCAL and SCAL
depositional environment
(intrawell)flowmeters
geological model (interwell)
perforation data
transient pressure tests
PermeabilityModel
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Flatter management structures for project-based organisations
____ Control
- - - - Communication
CoordinationProject E
Project C
Project B
Project A
Project D
____ Control
- - - - Communication
Coordination
Project C
Project A
Project D
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1.ESTABLISH
OBJECTIVES
2.PLAN
3.SCHEDULE
4.CONTROL
5.CAPTURE LESSONS
Tailoring PM techniques to assist the project leader
Focus on project definition & planning
Methods to handle differences between reservoir studies & ‘traditional’ projects
Techniques for integrating the work of geoscientists & engineers
Virtual
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Fundamental Attributes
Purpose• statement of business need
to be achieved
Objectives• quantitative and qualitative
measures by which completion will be judged
WHY are we doing this project?
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Objectives of Integrated Objectives of Integrated Reservoir StudiesReservoir Studies
Need to be specific and detailed Define ALL objectives Consider value of additional objectives Prioritise Ensure that objectives are appropriate
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Time Quality
Cost
Scope: also a key element of the project model Work
anticipated to fall within the remit of the project….
Or which will fall outside its remit
Project
SCOPE
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Reservoir Management Reservoir Management StudyStudy
Objectives• Reconcile geological model & MB
STOOIP• Assess extent to which all areas/layers
are being waterflooded effectively• Identify infill drilling locations• Define long-term depletion strategy
Scope• Emphasise accurate
reservoir description and use of reservoir monitoring results
• Resolve all possible questions with classical hand calculations
• Use more sophisticated techniques if necessary
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Identify Activities
Project manager may make first pass • if more experienced than team
members • or when time short
Does not build team spirit Danger of some activities being
overlooked
ESTABLISHOBJECTIVES
PLAN
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Brainstorming: by 'planning' team
Use wall, board or flip chart with 'post-it' stickers
Generate as many 'ideas' as possible
Do not worry about what order the 'chunks' come in
Include whole project initially
Don't expect to 'get it right' first time
Encourages strategic thinking by team
EVALUATE CORES
ZONE RESERVOIR
CALIBRATE WIRELINE LOGS
EVALUATE POROPERM
MAKE ISOCHORE MAPS
ANALYSE MIN & PET
DEPTH MATCH AGAINST LOGS
SAMPLE CORES
CORRELATE WELLS
DETAILS FOR LATER USEPoint-count thin sections
Analyse by XRDPrepare thin sections
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Hints on identifying activities
Chose meaningful description• Each activity should
have name which contains active verb and object
Include activities which might not involve much effort, but incorporate waiting time
Not helpful to get bogged down in excessive detail
Also avoid excessive generalisation
EVALUATE CORES
ZONE RESERVOIR
CALIBRATE WIRELINE LOGS
EVALUATE POROPERM
MAKE ISOCHORE MAPS
ANALYSE MIN & PET
DEPTH MATCH AGAINST LOGS
SAMPLE CORES
CORRELATE WELLS
DETAILS FOR LATER USEPoint-count thin sections
Analyse by XRDPrepare thin sections
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displayed in precedence diagram(s) shows procedural relationships
• which need to precede• which can be done concurrently
activities/relationships identified; ambiguity avoided
an effective means of communication
Plan: ‘a graphical representation of work to be carried out - a network
Location & ordering of activities indicates precedence only
no “looping”
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Important Events
Merge
BurstActivity 1
Activity 2
Activity 3
Activity C
Helpful in determining Milestones
‘Nesting’ Networks
Activity A
Activity B
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Constructing precedence diagrams
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1.ESTABLISH
OBJECTIVES
2.PLAN
SCHEDULE
Define resource availability Identify critical path Review, revise and agree
project schedule
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Critical Activity vs. Critical Path Activity
Critical Activity ‘activity whose successful completion
is essential to overall success of project’
- formulating geological model - permeabilities - relative permeabilities
Critical Path Activity ‘activity whose late completion will
delay completion date of project’
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Start
Result path
Activities
Milestones
End
Milestone Plan Measuring points within project Also decision points
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Prepare a Project Definition Document A statement of understanding
• to commence project planning • to avoid overlap or omission
Important part of documentation • projects may run for longer than postings• basic reading for any newcomers
Purpose, scope, objectives, constraints
Activity descriptions, precedence diagrams, schedule, milestones
Essential for aVirtual Team
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Monitor progress against plan
Precedence diagram Gantt chart Relatively straightforward,
but who should be responsible?
1.ESTABLISH
OBJECTIVES
2.PLAN
3.SCHEDULE
CONTROL
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Why we work on some activities
Interesting?
boss is very interested?
know how to do – experience?
on top of ‘in basket’?
data are readily available?
‘in the mood’ important (critical
activity)?
critical path
activity?
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Budget total
forecastPlanned spend
The ‘S’-curve
actual spend
Low value assigned to WIP
high value assigned to WIP
Achievement £K
Cost
£K
Monitoring against cost Traditional
methods not suited
Timesheeting may not be sufficient
Simple cost vs. achievement method works well
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1.ESTABLISH
OBJECTIVES
2.PLAN
3.SCHEDULE
4.CONTROL
CAPTURELESSONS
Technical reporting•collection of viewgraphs
rarely enough!Project templates
Time
Loss of knowledge during Field Development
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IntegrateIntegrated d Reservoir Reservoir StudiesStudies
‘‘Traditional’ Traditional’ ProjectsProjects
vs.vs.
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Objectives less clear at start of study?
May be critical in designing the study correctly
Approach: Carry out mini-project with objective
‘formulate detailed objectives of study’ Include activities in network diagram –
‘refine objectives’ or ‘define additional objectives’
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Suggestions: identify key uncertainties explicitly in
precedence diagrams•yes/no•approach #1 or approach #2•‘define approach’
plan and schedule critical alternatives
Greater uncertainty as to approaches to be taken?
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data integration history matching development options +
geological uncertainty
Uncertain activity durations
Approach: where uncertainty will
have significant impact on overall schedule, make three estimates and assess effect
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Approach: identify events that could yield new
data include relevant activities in network
diagram as reminder to stay alert
Greater potential for ‘recycling’ back to an earlier activity
new data from field information from other fields in basin improvements in technology
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Approach: train personnel in PM techniques give ‘lead’ in planning to committed
person use part-time Project Planner
•initial planning•periodic updates
Magnitude of expenditure much less Need for full-time Project Management
staff difficult to justify
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Approach: avoid need for ‘shortcuts’ at end of
project create basis for quality checks through
detailed planning & documentation conduct external audits at milestones
No formal quality control programmes
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Geological StrategiesGeological Strategies
Agree specific guidelines Make results accessible Reservoir description as simple
as possible but no simpler Define 'degrees of freedom' in
geological model Don't underestimate uncertainty Make use of subsurface
analogues
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Give geologist specific guidelines Ensure that assumptions are reasonable History matching should be collaborative Revisit geological model prior to acting
on recommendations
Strategies for reservoir engineers
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‘Designer’ formats: useful integration methods
important relationships are subtle
standard displays are too ‘busy’
• e.g. CPIs; welltest interpretations, core descriptions
what needs to be integrated varies
people ‘see’ results differently
Design formats for entire team
Virtual
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Team-building
Are ‘team-building’ events really worthwhile?
Best ‘team-building’ is working together on an important, well-defined problem!
Appropriate planning at outset will benefit all stages of team work
Virtual
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Merely forming a team doesn't ensure success - in integration or otherwise!
Virtual
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A generic project model
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Modifications of basic PM approaches for integrated reservoir studies
Basic PM courses are just a starting point?• R&D PM approach• ‘Rolling Wave’ planning
Using ‘PM’ software is not enough• fixed dates, Gantt chart displays, rather
than focussing initially on precedences More effort to ‘capture the lessons’