Abstract

This paper is the second in a series of papers covering the spectrum of Life Cycle Management. The first paper provided an approach for the execution of a Life Cycle Management Plan. The approach was based upon a combination of Workflow, Integration and Notification (WIN). Current "best of breed" applications and business processes would be retained and the WIN approach used to "bridge the gaps" in bothbusiness processes and software, the result being proactive communication in the organization and effective management reporting to drive business decisions.

This second paper is a case study with Burlington Resources Canada Ltd (BRC). It reviews the solution being implemented around the "Commencement of Production" (from licence / permit through to on-production) in the Life Cycle of aWell. BRC's existing business processes (with some optimization), were employed. BRC already had a solidinfrastructure of "silo" applications. Both a project team and a process owner were identified at the beginning of the implementation, these being key to the success of the project.An examination of the associated value, benefits and issues for this phase of Life Cycle Management is included as well as future expectations for the next phases.

Introduction

This paper is the second in a series of papers covering the spectrum of Life Cycle Management. The first paper provided an approach for the execution of a Life Cycle Management Plan. The approach was based upon a combination of Workflow, Integration and Notification (WIN). Current "best of breed" applications and business processes would be retained and the WIN approach used to "bridge the gaps" in both business processes and software, the result being proactive communication in the organization and effective management reporting to drive business decisions.

This second paper is a case study with Burlington Resources Canada Ltd.(BRC). It reviews the solution being implemented around the "Commencement of Production" (from licence / permit through to on-production) in the Life Cycle of a Well. BRC's existing business processes (with some optimization), were employed. BRC already had a solid infrastructure of "silo" applications. Both a project team and a process owner were identified at the beginning of the implementation, these being key to the success of the project. An examination of the associated value, benefits and issues for this phase of Life Cycle Management is included.

Business Challenges

Burlington Resources Canada Ltd. ("BRC") is a division of Burlington Resources in Houston. BRC has on staff many highly skilled employees who do their jobs very effectively and efficiently. The Company is organized according to functional departments, such as Geology, Land, Drilling, etc. Each of these departments performs their duties very well. However, the maturing of the Western Canadian Sedimentary Basin and the focus on costs and productivity have introduced newchallenges. High volume expectations, maintaining competitive advantage, and targeted drilling programs in excess of 800 wells per year lead BRC to realize their well life cycle data and processes needed to be managed more efficiently. One of the key areas of improvement surrounded the decision making and communication of well tie-in decisions and ultimately bringing wells on production.

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