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
‘Virtual Team’
Geographically dispersedWork apart more than in same locationPrimarily interact electronically; meet face to face occasionally
Free agentsFrom various ‘expert’groupsPart-time; ad-hocConflicting loyaltiesInter-personal process absentArms-length commitment
Integrated Reservoir Integrated Reservoir StudyStudy
fullfull--field reservoir simulationfield reservoir simulationupdating STOIIPupdating STOIIPplanning a horizontal wellplanning a horizontal wellpreparing for an equity preparing for an equity selecting core plugs for SCALselecting core plugs for SCAL
Requires significant effort Addresses a problem associated with a petroleum reservoirUp to several months/yearsInvolves personnel from 2+ technical disciplines
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………..
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
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
1.ESTABLISH
OBJECTIVES
2.PLAN
3.SCHEDULE
4.CONTROL
5.CAPTURE LESSONS
Tailoring PM techniques to assist the project leader
Focus on project definition & planningMethods to handle differences between reservoir studies & ‘traditional’ projectsTechniques for integrating the work of geoscientists & engineers
Virtual
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?
Objectives of Integrated Objectives of Integrated Reservoir StudiesReservoir Studies
Need to be specific and detailedDefine ALL objectivesConsider value of additional objectivesPrioritiseEnsure that objectives are appropriate
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
Reservoir Management StudyReservoir Management Study
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
Identify Activities
Project manager may make first pass• if more experienced than team members • or when time short
Does not build team spiritDanger of some activities being overlooked
ESTABLISHOBJECTIVES
PLAN
Brainstorming: by 'planning' teamUse wall, board or flip chart with 'post-it' stickers Generate as many 'ideas' as possibleDo not worry about what order the 'chunks' come inInclude 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
CORRELATEWELLS
DETAILS FOR LATER USEPoint-count thin sections
Analyse by XRDPrepare thin sections
Hints on identifying activitiesChose meaningful description
• Each activity should have name which contains active verb and object
Include activities which might not involve much effort, but incorporate waiting timeNot helpful to get bogged down in excessive detailAlso avoid excessive generalisation
EVALUATE CORES
ZONE RESERVOIR
CALIBRATE WIRELINE LOGS
EVALUATE POROPERM
MAKE ISOCHORE MAPS
ANALYSE MIN & PET
DEPTH MATCH AGAINST LOGS
SAMPLE CORES
CORRELATEWELLS
DETAILS FOR LATER USEPoint-count thin sections
Analyse by XRDPrepare thin sections
displayed in precedence diagram(s)shows procedural relationships• which need to precede• which can be done concurrently
activities/relationships identified; ambiguity avoidedan 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”
Important Events
Merge
BurstActivity 1Activity 2
Activity 3
Activity C
Helpful in determining Milestones
‘Nesting’Networks
Activity A
Activity B
Constructing precedence diagrams
1.ESTABLISH
OBJECTIVES
2.PLAN
SCHEDULE
Define resource availabilityIdentify critical pathReview, revise and agree project schedule
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’
Start
Result path
Activities
Milestones
End
Milestone PlanMeasuring points within projectAlso decision points
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, constraintsActivity descriptions, precedence diagrams, schedule, milestones
Essential for aVirtual Team
Monitor progress against plan
Precedence diagramGantt chartRelatively straightforward, but who should be responsible?
1.ESTABLISH
OBJECTIVES
2.PLAN
3.SCHEDULE
CONTROL
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?
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 suitedTimesheetingmay not be sufficient
Simple cost vs. achievement method works well
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
Integrated Integrated Reservoir Reservoir StudiesStudies
‘‘TraditionalTraditional’’ ProjectsProjects
vs.vs.
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’
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?
data integrationhistory matchingdevelopment options + geological uncertainty
Uncertain activity durations
Approach: where uncertainty will have significant impact on overall schedule, make three estimates and assess effect
Approach: identify events that could yield new datainclude relevant activities in network diagram as reminder to stay alert
Greater potential for ‘recycling’ back to an earlier activity
new data from fieldinformation from other fields in basinimprovements in technology
Approach:train personnel in PM techniquesgive ‘lead’ in planning to committed personuse part-time Project Planner• initial planning• periodic updates
Magnitude of expenditure much lessNeed for full-time Project Management staff difficult to justify
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
Geological StrategiesGeological Strategies
Agree specific guidelinesMake results accessibleReservoir description as simple as possible but no simplerDefine 'degrees of freedom' in geological modelDon't underestimate uncertaintyMake use of subsurface analogues
Give geologist specific guidelines Ensure that assumptions are reasonable History matching should be collaborativeRevisit geological model prior to acting on recommendations
Strategies for reservoir engineers
‘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
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 teamwork
Virtual
Merely forming a team doesn't ensure success - in integration or otherwise!
Virtual
A generic project model
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 precedencesMore effort to ‘capture the lessons’
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