The development of young geoscientists and engineers to be independent contributors is paramount for Kuwait Oil Company’s long-term success in optimizing their production and improving field development efficiency. In our fields, main challenges are characterized by the deep and tight naturally fractured carbonate reservoirs, volatile fluids, high pressure high temperature conditions and the presence of CO2 and sour gas.
Production enhancement activities play a significant role in maintaining production capacity. Therefore, rapid and integrated decisions from multidisciplinary teams are necessary to select potential solutions and to accelerate the required remedial work. Yet the largely junior population of the asset teams creates an immense challenge in getting the work completed.
Overcoming this challenge begins by developing individual staff learning programs that are aligned with competency gaps, business needs and personal development plans. The program lists the competencies required, which are then achieved through blended learning. The learning program emphasizes transferring knowledge and skills on the job, and holds the learner accountable for achieving results. Therefore, linking training with relevant and appropriate task assignments is essential to accelerate and reinforce competency development. One task which has proven key in the blended learning methodology is conducting formal and detailed well reviews, in which all pertinent data is presented on a specific well, and a multi-disciplinary team brainstorms and recommends an action plan and the additional. Staff assigned to conduct well reviews must develop knowledge outside their domain in order to facilitate team collaboration among the different disciplines, allowing the sharing of best practices and optimum decision making.
This accelerated staff development method has been applied for two years in North Kuwait and has resulted in meeting our production goals, better field management and improved team performance. Some examples of activities enabled by this methodology are defining perforation intervals, developing sector reservoir models to determine shut-in periods required for buildup testing, and formulating workover program design. In these two years 12 workover programs have been completed successfully – is an outcome of 66 well reviews. Just as importantly, junior staff competency grew 48%, an achievement which is mainly the result of their being assigned and performing jobs such as well data analysis and well reviews with minimum supervision.
This paper details the method and progress of what has proven to be the best approach to accelerating staff learning curves, reducing competency gaps and enhancing professional development that delivers. Also summarized is the value of team collaboration, interaction between engineers and geosciences for successful reservoir management, and lessons learned.