Page 378 - Intelligent Digital Oil And Gas Fields

Transitioning to Effective DOF Enabled by Collaboration and Management of Change 317

management making assignments (Fig. 8.12). Teams go through a process of
training, facilitation, and experience that transforms the way they work and a
resultant high achievement. Fig. 8.12 presented a model of how teams pro-
gress from Tuckman and Jensen (1997). Gilman and Kuhn (2012) discuss
how team dynamics and synergy affect DOF implementation and value
creation.
Transition to DOF from a current state often involves changing the way
specific decisions are made and that may require a transition in staff roles.
Staff training and competency have been discussed above, and working col-
laboratively in a team is critical to success. People often have to learn a new
way of working (Gilman and Kuhn, 2012; Goodwin et al., 2010; Van den
Berg et al., 2016), which requires management support, coaching, and train-
ing as appropriate. Even with these resources, in some cases, some people
cannot (or do not) transition well to this new way of working.
An example is the North American unconventional field operation.
Current state: The company had three field offices, each with a control room
and staff roles approximating those in Fig. 8.17; the control room served as a
“coordinator” of daily activity for the production technicians and field oper-
ators and a had a dotted line reporting relationship with the production engi-
neer. To transition to a DOF (“future state”) the Asset planned to move to a
program of intervention by exception and opportunity identification by
implementing capabilities such as intelligent alarms, automation of well
reviews, downtime alerts, automated event recording including lockouts,
and basic well controls, which required changes in roles for operators, both
in field and control room, and for production tech and engineer.

Control room operator
"Intelligence"
Alarm diagnosis
Production entry
Diagnostics on facility process issues
Communicate via text with field operators
Coordinates facility and well issues
Coordination
Production tech Field operator Production engineer
"Optimizer" "Hands On" "Strategizer"
Well performance optimization HES and policy compliance Failure analysis
Artificial lift diagnostics (Lockouts) Artificial lift design
Well failure diagnostics Facility & daily task oversight AFE/Cost responsibility
Location: Office with trips to Well site surveillance Wellwork project management
field Workover priority
Contractor oversight
Location: Morning office meeting; Location: Central and field office
visit each well
Fig. 8.17 Current roles/assignments for a North American unconventional field
operation.