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294 Intelligent Digital Oil and Gas Fields

Fig. 8.2 Facilitated planning for a DOF implementation.

implementation of DOF projects. The process follows a hybrid approach
discussed in the previous section and is in part based on Eldred et al.
(2015). It relies primarily on a business unit or asset level with executive spon-
sorship and central IT or R&D support. A facilitator works with all the stake-
holderstoidentifythekeyvaluedriversfortransitionof“currentstate”processesto
those of a DOF-enabled “future state.” In contrast to a “top-down” approach,
the stakeholders, that is, management, production, reservoir, and operations,
first define their current state through a survey, white-board sessions, and
interviews. The interviews are conducted as listening sessions to garner infor-
mationoneachstakeholder’sneedswithtypicalquestionssuchas“whatkeeps
you up at night?,” “walk us through a typical day at work,” “what issues, if
solved, would make you more successful?,” etc. This process is followed
by a focus on what new technology, work processes, roles, and integration
could deliver in value either incrementally or as a step change from the
“current state,” that is, what a “future state” could deliver.
A ranking process of “future state” processes leads to “low-hanging fruit”
projects that have potential to deliver very high value in a short period with
relatively little cost. By doing a ranking, these projects develop buy-in and a
common purpose and stimulate the management and asset team to ulti-
mately support long-term, more complex, and potentially more costly com-
ponents of DOF.