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Transitioning to Effective DOF Enabled by Collaboration and Management of Change 297

Table 8.2 An Example of KPIs for a DOF Implementation With an Operations Center
Establish Baseline Metric:
Category Benchmark Targets and Actuals for Future Period

Downtime Deferment; mean time to Reduced deferment: reduced mean
re-establish production time to reestablish production
HSE Operator miles traveled Reduced miles and vehicle
per week maintenance
HSE Engineer miles traveled Reduced miles and vehicle
per week maintenance
HSE Flare issues Flare compliance and time on flare
Operating $/BOE $/BOE vs. baseline
Expense
Operations Number wells per staff Number of wells per staff KPI
Production Oil production rate
Production Oil production rate Enhancement from optimizing gas lift
Production Oil production rate Enhancement from reduced offset
frac deferments
Production Rod pump caused Reduced mechanical and workover
deferments downtime deferments
Well Number per week By exception and opportunity: real
reviews time, number per day

8.1.2 Key Performance Metrics for DOF Implementation

A critical aspect of planning is to establish performance metrics and how they
will be tracked. Each implementation requires a set of metrics for each phase.
Table 8.2 illustrates an example (which could be for Phase 1 for a project
implementation as described above) which provides a baseline and targets
to be tracked for the production and DOF implementation.

8.2 COLLABORATIVE WORK ENVIRONMENT

This section describes key aspects of a CWE, which include the phys-
ical space, the value of collaborative work processes, and the role of mobility.
It also provides some examples of collaboration and mobility in practice.

8.2.1 Physical Space
Traditional operation centers with multiple large monitors were initially
designed to monitor a single engineering focus (e.g., drilling or facility oper-
ations) and were staffed by the appropriate discipline experts. The DOF is
evolving into new physical spaces called collaborative work environments