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300 Intelligent Digital Oil and Gas Fields

8.2.2 Value of Collaborative Work Processes
Chapter 1 discussed the value for various companies for implementing DOF.
For collaborative work specifically, there are examples of significant value
added. For example, Van den Berg et al. (2014) documents quantifiable ben-
efits for seven assets. Each asset tracks specific KPIs, including tangible ben-
efits such as increased production, reduced deferment, man hours saved,
improved HSE, less travel, and intangible benefits such as increased motiva-
tion, improved communication, and increased trust. In one asset, produc-
tion increased overall by 3% and time to bring wells back online from
down events improved by 50%. The paper emphasizes that new ways of
working enable the real-time technology but this requires effective training
and coaching.
Van den Berg et al. (2015b, 2016) have reported that Shell has imple-
mented CWEs in the majority of Shell’s assets, covering 55% of its produc-
tion. Shell deployed these on a global scale and simultaneously provided
training. A few examples of high value added outcome are (Van den Berg
et al., 2015b): (1) an offshore green field with an onshore control center:
an increase in production equivalent to 10 thousand barrels of oil, 1500 engi-
neer hours saved, significant travel and offshore time saved; (2) brownfield:
210 a reduction in deferment equivalent to 210 thousand barrels of oil, field
lost production avoided and avoidance of process shutdown, and reduced
operation expenses (OPEX). Additional case studies are provided in Van
den Berg et al. (2015a, 2016).
Goodwin et al. (2010) have reported on BP’s ACEs “… have been
shown to generate improvements to BP’s business performance.” Asset
teams “altered ways of working and organizational structures.” Benefits
reported included: increased production, lower costs, and improved safety.
One specific example reported was a 1% operating efficiency improvement
of an Azerbaijan asset. In the Na Kika operations center, they reported docu-
mented gains of $1M per month. Key value addition was also associated
with the so-called soft benefits such as improvements in working culture,
team participation, and collaboration.
Al-Jasmi et al. (2013) present a detailed case study of how collaboration
leads to more efficient and effective decisions for an artificial lift optimization
decision. In this example, a multidiscipline asset team consisting of surveil-
lance, production, and reservoir engineers and management were able to
make a decision from real-time data and advanced analytic models to opti-
mize wells and prevent downtime by interacting and collaborating in the