Flare Solutions Limited Rule-based Information Management

Flare Solutions LimitedRule-based Information ManagementFinding PetroleumDigital Oilfield Event, London1st December 2011Copyright Flare Solutions Limited, 2011Glenn MansfieldDecember 2011

AgendaIntroductionWhat are the rules?What do we mean by therules?Who defines them?Case StudiesBenefits, Lessons andQuestionsHow do we encourageadherence to the rules?

Introduction to Flare Solutions Flare Solutions Limited provides consulting and information managementsolutions to the international oil and gas industryFlare was formed in 1998, by E&P technical professionals with a broad range ofindustry experienceConsulting Information Management Consulting Strategy, Document conventions andStandards, Process capture and bestpractise development IM project support Implementation, Project and changemanagementSolutions Web-based IM application suite Search tools – E&P Catalog Process tracking tools – EPCat-Tracker Operational reporting toolsQueen’s Award for Enterprise Innovation, 2009This is the highest award that can be given to a UK based company.This award was for Flare’s innovative information management solutions forthe oil and gas industry.British Computer Society (BCS) European Awards, 2006Knowledge Management Project Award – Winner (with Shell)Intranet Project Award – Highly commended (with Shell)Content Management Project Award – Highly commended (with Shell)National Green Apple Environment Best Practise Awards, 2009Silver medal.This award was for the environmentally friendly operating practices of Flare, the staff and fordeploying systems that help our clients become more efficient

SPE: Open General Session – Best practise A recent article in E&P Magazine covered the open general sessionat this year’s SPE Annual Technical Conference and Exhibition The topic was “Enhancing Standards and Best Practise in the Oiland Gas Industry”. Excerpts– Matthias Bischel, Shell: has pushed on two fronts: “improved well design and standardized corporatetraining”– Jose Formigli, Petrobras: culture “begins with the top management”, need to “learn from experience”– William McArthur, Director of safety and mission assurance, NASA “Our safety process grew out of a lot of very, very painful and publicexperiences ”Source:E&P Magazine, 4/11/2011. Author: Larry PradoSPE- Safety, Best Practices Needed To Meet Current, Future Challenges

NASA: Why people make mistakes William McArthur, NASA, On why people make mistakes–––––OverconfidenceSchedule pressuresBudget pressuresHighly complex systemsNormalization of deviance standards are incrementally subverted over time without consequence, or with reward Define – Monitor – Maintain The article goes on to ask– “But what is best practise in the industry? What standards should be employed?”These are the rules!–Source:We achieve this through management systemsE&P Magazine, 4/11/2011. Author: Larry PradoSPE- Safety, Best Practices Needed To Meet Current, Future Challenges

What do we mean by the rules?Management ionsAdvisableTHE estPractiseOptional /Recommended

Oil and gas management systemsStage GateProcesses1. Scope2. SelectStandardOperatingFramework3. Define4. Execute5. onWellfileFieldDevelopmentWellfile

Client requirementsAudit TrailStage GateProcesses1. ScopeGate2. SelectGate3. DefineGateGate5. 4. ExecuteDeliverable ChecklistLINKSExamplesDeliverable 1Deliverable 2Deliverable 3Deliverable 4IncidentsMoC /DispensationsExternal e whole system is madeup of rulesStakeholdersBest practise authors (designers of the rules)Management (governance, metrics)IM support staff (publishing, custodianship)Records management (legal retention, security)Technical professionals of disparate disciplines andbusiness areas (publishing, finding content)PublishingArchitectureSearchStage gate rulesOwnership and accountability rulesDeliverables required and whenPolicy, Procedures, External guidanceNaming standards and metadataApplications

Key challenges Moving from paper based solutions to electronic A complex environment– The management systems we are discussing are more than a set ofdocumentation– They are collaborative, project-based activities supporting differentpublishers, users and usage Must define key deliverables for ‘typical’ project Must link with the various rules Must provide a supportive publishing environment– well-defined approval and publishing process– use a common meta-model (pick-lists)– stored deliverables in secure and accessible corporate stores (respectingsecurity). The solution needs to help people do their jobs

User interfacesWe identified five types of interfaceDefineBest practise environmentVisualiseManagement System DiagramsMonitorProcess Tracking environmentMaintainAdding new versions, feedback loops and learningSearchSearch and discovery environment

DefineBest practise author environmentLinks to Inputs,Procedures ent types of step:Project headers,Activites, DeliverablesetcAccountability

VisualiseCorporate Responsibility MSReader canaccess the policywith simple leftclickManagement Systemor author can accessand update adocument.Version control ismaintained.Links withinprocesses arecheckedThis panel can beembedded inotherapplications, e.g.Intranet portal

VisualiseDrilling Management SystemReader canaccess the policywith simple leftclickManagement Systemor author can accessand update adocument.Version control ismaintained.This panel can beembedded inotherapplications, e.g.Intranet portalLinks withinprocesses arechecked

MaintainAdd new versionsAccess to internal andexternal proceduresand guidelines.Links to templatesVersion control andauthoring from here

Search“Google-like, E&P smart”Same version controland authoringcapabilities availablefrom general searchresults

MonitorProcess / Stage gate tracking viewHover overto expandthe RosetteindicatorInputs:Whatinformationwas used tocreate theoutput?A.N.Other Country – Drilling Management guidelinesandtemplates.Outputs:What wascreated?KeyRemarkAlertsBlock 1Well 1LessonsLearned:CreateTrackLink, AttachAutoattributionIncidentsCreateTrackLink, ndling

MonitorPublishing environmentPublish content with inheritance ofKeywords/MetadataThis inheritance is critical to thesuccess of the overall system.A.N.Other Country – Drilling Management SystemSets: Asset, Project phases, Context,Records management etc.Supports serendipitous searchingBlock 1Well 1Track process steps, in terms of the processand the information

MaintainLessons Learned Search Alerts

Physical architecture:Scalable and flexible Multi browser based application suite No client install requiredOther CentresCorporate CentreRigsiteEPCat SuiteReplicationEPCat SuiteReplicationEPCat Operational ApplicationsEPCat Operational ApplicationsRig 1DocumentumSharePointEPCatDoc StoreEPCatDoc StoreRig 2Rig 3SharedFolderSystem Local access toSearch metadata Global pointers tocontent EPCat Index points to content in repositories Copy/move/migrate content Flare Taxonomies and EPCat Search capabilitiesRig 4 Rigsite access to Procedures,Guidelines and Operational Tools Local Publishing Environment Local performance!

Results Management can define andmaintain rulesRules can be deployed quicklyUsers can follow the rulesManagement can monitoradherence to the rulesFeedback loops allow users tointeract and improve systems:– Management System– Lessons Learned– MoC/DispensationsFeedback helps to encourageownership and responsibility andavoid complacency Publishing– Searching––– The information (deliverables) areadded to the ‘corporate memory’ withfull, standard metadataGeneral language searchMinimise overloadSerendipitousVisualisation––Easy to navigate/relate to systemsDifferent visualisations required By user communities By management system type Drilling Management, CorporateResponsibility Management,Exploration Wellfile Management

Drilling Management SystemSame information – different view to retrieveThe Drilling teamSingle Web ‘Dashboard’ for all drilling engineering team members.Staff one click away from the view/informationInformation Management Staff‘Dashboard’ across projects to manage ‘drilling’ portfolioSpot process busts early on – same time and moneyDrilling Management/Best practiceManagement System overview‘Dashboard’ oversight for all relevant informationLinked to both simple maps and GIS systems. MakeFaster decisionsEveryone: Integrated ‘Google’ like searchType terms, see results like ‘Google’. Left hand menu also shows thecontents of your search by Document Type, Well, Project etc

Corporate Responsibility Management SystemSame information – different view to retrieveThe HSSE TeamSingle Web ‘Dashboard’ for all drilling engineering team members.Staff one click away from the view/informationInformation Management Staff‘Dashboard’ across projects to manage ‘drilling’ portfolioSpot process busts early on – same time and moneyBest practice / AuthoringManagement System overview‘Dashboard’ oversight for all relevant informationLinked to both simple maps and GIS systems. MakeFaster decisionsEveryone: Integrated ‘Google’ like searchType terms, see results like ‘Google’. Left hand menu also shows thecontents of your search by Document Type, Well, Project etc

Exploration Wellfile SystemSame information – different view to retrieveProspectThe Exploration teamGlobal B03-1aetcSingle Web ‘Dashboard’ for all their team exploration reference materialStaff one click away from the view/informationInformation Management Staff‘Dashboard’ across projects to manage ‘well-file’ portfolioSpot process busts early on – same time and money‘Dashboard’ oversight for all relevant informationLinked to both simple maps and GIS systems. MakeFaster decisionsEveryone: Integrated ‘Google’ like searchType terms, see results like ‘Google’. Left hand menu also shows thecontents of your search by Document Type, Well, Prospect etc

Lessons Ensure that the project or system has 100%management support–– ––– Connecting within IM is one thingMaking the business understand why it helpsthem is anotherWIIFM?You need effective consultation with thebusiness––Helps later with buy-inEnsures solutions are as requiredPeople are not good at extrapolation–– Prioritise stakeholdersProvide discipline and/or focused examples Best practise, Lessons, IncidentsManagement of change, DispensationMake things as simple as possible, but nosimpler––– Some rules are implemented automaticallyOthers are not rules, more guidelinesInclude appropriate feedback mechanisms––Behavioural scienceCarrot vs. stickMake sure that your IM initiatives connectwith the businessRules have different purpose and uptake––Start with projects that get management attentionSolve management problemsThink about how to influence behaviour–– Re-use componentsProvide simple visual aidsKeep the rules as simple as possibleDeveloping rules–––––Make the rules as simple as possibleensure they are communicatedensure they are up to date and managedensure they are accessible when neededin a format that is recognisable

SummaryRules-based Information ManagementWhat are the rules? sPoliciesHow do we encourageadherence to the rules? Who defines them? Principal engineersBest practise authorsThe companyIndustry bodiesGovernments Embed the rules as part ofthe day to day operationsMake it as easy aspossible to follow the rulesEmbed beneficialfunctionalityProvide feedbackmechanismsProvide visualisations thatassist users to navigateEnsure that users areaware that managers arewatchingMake sure managersmonitor and respond todeviations

Thank you for listeningAny Questions?

g.mansfield@flare-solutions.comTel: 44 118 969 8045Mob: 44 7703 234 893Using intelligence to pinpoint your oil and gas information

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Stage Gate Processes 1. Scope 2. Select Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4 LINKS Policies Procedures External Standards Gate Gate Gate Gate Lessons Learned Incidents Actions AAR MoC / Dispensations Templates Examples Metadata Naming Standards Publishing Archit