Unlocking your Data to Improve Performance in the Shale. Fred Kunzinger Upstream Practice Lead ECIM 2014

Transcription

1 Unlocking your Data to Improve Performance in the Shale Fred Kunzinger Upstream Practice Lead ECIM 2014

2 Agenda Conventional vs. Unconventional The Rise of the Unconventional Play Challenges in the Shale Using Data to Improve your Success Summary Page 2

3 Noah Consulting About Us Founded by information services professionals Extensive experience providing solutions to the largest and most complex energy companies in the world Focused exclusively on the data / information domain Industry and Data Management Professionals averaging 18+ years experience Combine significant information and industry subject matter expertise Providing a full spectrum of business solutions Information strategy, information architecture, solution delivery Local and offshore solution delivery options Consulting magazine Small Jewel award recipient Houston Business Journal Best Places to Work 2012, 2013, 2014 Houston Business Journal Fast and 2014 Inc and 2014 ComputerWorld - Best Places to Work 2013 and 2014 WorldOil magazine 2012 Best Data Management finalist Informatica Innovation Award Partner page 3

4 Conventional vs. Unconventional Conventional Charge Reservoir Trap/Seal Prospects move along the Value Chain Exploration Development Production Challenge is finding the hydrocarbons Unconventional Shale plays all three roles: Charge, Reservoir, Trap/Seal High Volume / Lower Cost Development requires an contemporaneous integrated approach Challenge is finding the Sweet Spots Page 4

5 Unconventional Is Not New 1694 British Crown issued a patent to extract and make great quantities of pitch, tarr, and oyle out of a sort of stone s Commercial production of lamp oil from shale oil in France 1851 Commercial oil production from Torbanite (boghead coal) in Scotland Page 5

6 Shale Plays Page 6

7 Impact of Shale Activity Global politics Commodity prices Change in balance of power in the Energy markets Environmental Regulatory Page 7

8 Reserves Comparisons Area Oil Gas Norway 5.83 Billion bbl Proven 74 Tcf Proven United Kingdom 3.00 Billion bbl Proven 8.6 Tcf Proven Bakken 7.4 Billion bbl Technically Recoverable 6.7 Tcf Proven All U.S. Shale Plays 58 Billion bbl Technically Recoverable 665 Tcf Techically Recoverable U.S. EIA, 2014 Page 8

9 Challenges in the Shale The Speed of the Business Logistics Integration Advanced Analytics manage the exceptions And the management of the vast amount of data and information upon which these Business processes are so dependent! Page 9

10 The Speed of the Business Business in the Shale is operating at previously unseen speeds Strain on operations Critical need for timely, accurate information Operating efficiency methods Re-thinking the conventional way 140,000, ,000, ,000,000 80,000,000 60,000,000 40,000,000 20,000,000 0 Annual Bakken Production Bakken Production as a Percent of ND Production % 80.00% 60.00% 40.00% 20.00% 0.00% Page 10

11 Logistics and Integration With the number of wells, the drilled footage, and production all on the rise, information requirements are changing... Access to timely and accurate land holding and expirations Supply chain issues for rigs, tubing, water, sand and other materials Product and by-product distribution issues Access to real-time drilling and completions data Scheduling Safety... Safety... Safety This means the DATA need to be fully integrated Drilling and Completions Finance and Accounting Supply Chain Well Master EH&S Geoscience Production Operations Page 11

12 What do all these core Upstream processes have in Common? Reserves Reporting Drilling Operations Integrated Reservoir Management Production Optimization Field Material Mgt and Maint. Production Revenue Accounting Regulatory Compliance Annual Report Lease Management Without trusted Well Header data they are ineffective and their potential value will not be realized. 12 page 12

13 Challenges of Well Header Data Data continues to be stored in silo s by functional departments Well data takes on new meaning as it gets passed to each group Trust concerns in the data to make business decisions Trusted source of information changes across the life of the Well Real numbers from a large independent page 13

14 What is Master Data Management? Master Data Management (MDM) A set of disciplines, technologies, and solutions used to create and maintain consistent, complete, contextual, and accurate business data for all stakeholders: captured once, on time, accurately, completely, correctly, and consistently thus enabling master data quality; non-transactional in nature with no rapidly changing data, quasi-static; stored in a way that guarantees integrity and a single place of reference; and made available to those who need it, whenever they need it, both internally and externally. page 14

15 Well Header Governance Well Lifecycle Planning Drilling Completing Producing Disposing Geoscience Drilling Representatives from all major departments Operations Land Finance EHS page 15

16 Better Decision Making Capabilities Required The New Assembly Line Expanding Data Sources Challenging Integration Just in Time Management Expanded Data Coverage New data sources, e.g. Land, Production Challenging Integration Faster, higher volume and real-time Just In-Time Management Big Data, Predictive similar to the manufacturing process Continuous Improvement Page 16

17 Understanding the Assembly Line Some companies drill over 1000 wells a year in shale plays. The difference between $7,500,000 per well and $8,000,000 per well, over an entire year s operations is half a billion dollars! Data Analysis can help to create these efficiencies Reduce the number of trips (drill bits, muds, motor reliability) Geosteering (staying in the formation while drilling) Anti-Collision Advanced analytics to analyze and optimize the entire well lifecycle Page 17

18 Categories of Analytics Analytics is an organizational capability, not a single tool or approach Visualization and data Predictive Right-time and real-time analytics Organizations need to build capabilities in several analytic tools and techniques with a set of use cases that apply to each Page 18

19 Monitoring and Intervention Monitor actual operating statistics relative to benchmarks and forecasts Automatic detection of discrepancies and anomalies in cost, ROP, NPT, HSE, bit wear, geologic drilling hazards and equipment failures to permit timely intervention Alarm and notification systems Kickoff workflows Tailored to client specific needs

20 Model Development and Revision Implement a continuous feedback and improvement process Automatically update correlations and statistics for both predictive analytics and event simulation models upon the conclusion of a job Tools for development and revision of forecasting models Economics models support value of information computation to help you decide if further information or analysis is warranted

21 NPT Filters Date Range Drilling Phase Multi-dimensional filters By Date Range By Drilling Phase By Producing Unit By Category By Vendor

22 Sample NPT Visualizations Analysis of non-productive time inception-to-date By Drilling Phase By Vendor Part of periodic vendor review

23 Business Transformation Business Strategy Performance Transformation Portfolio Transformation Cultural Transformation Page 23

24 Business Transformation Improving margins is essential Margins are driven by cost per unit of production Most companies focus on the costs Successful companies focus on both Portfolio transformation will attain significant benefits Performance transformation will create competitive differentiation

25 Margins *2014 Information based on public presentations to Analysts and Shareholders

26 Focus Areas Corrective Actions / Success Logs Performance Reviews Peer Performance Production Cost Optimization Results Execution Improvements Lift Cost Optimization Results Reservoir Technology Solutions Use of Best Skills Drilling and Completion Technology Solutions Portfolio Management Operations Excellence Technical Excellence Integrated Performance Management

27 Sample KPIs Well Lifecycle Stages Planning Drilling Time Cost Quality Time Cost Quality Sample Metrics Staking request to spud (avg. cycle time) Pre-Spud actual versus AFE Drillable well inventory (RTB) Spud to rig release (avg. cycle time) Total drilling costs versus AFE (sum)/avg. cost/ft. Percent of lateral in zone; Unplanned Sidetrack Rate Completing Time Rig release to completion (avg. cycle time) Cost Total completion costs versus AFE (sum)/avg. Cost/Stage (or Cost/GPI) Quality Percentage of incomplete frac stages; Sand/Fluid Volume per stage Producing Time Cost Quality Completion to IP (avg. cycle time) Facilities cost versus AFE (sum) WOPLs; gas flared

28 Linking Focus Areas A Sample Well Construction Reservoir Drilling Completion Production Portfolio Management Corrective Actions Performance Reviews Strategy Improvements Program Management Asset Development Plans Program Execution Plans Improvements Operations Excellence Best in Class Well Delivery Peer Comparison Results Production Optimization D&C Cost Optimization

29 Business Benefits Quality Improved trust, consistency, relevance, and timeliness of data that is used on a daily basis to support business decisions Process Established business rules and standards to improve data flow and manage the data lifecycle Standards Improved data consistency and sharing across applications and data stores Availability Establish an integrated system that delivers reliable information and single source of truth to support master data management Governance Institute better overall data management process, procedures, and policies to adhere to business and data quality rules page 29

30 Summary Unconventional resources are playing an ever increasing role in the global energy picture Success depends upon rethinking your business processes Successful operations are dependent on readily available, integrated data Governance Integration Advanced Analytics Perspective Page 30