A major Russian oil company is currently carrying through an ambitious program aimed at transforming corporate E&P business model. The new model involving product-based approach to exploration and production will require young professionals with new skills and mindsets beyond regular university curricula. To proactively satisfy this demand, the company joined forces with one of its partner universities to champion Engineers of the Future, a training initiative aimed at senior students about to graduate and join the company. Engineers of the Future offer a fresh perspective and approach to training young professionals, mixing conventional training with problem-based and game-based learning to deliver a unique combination of hard and soft skills required by company's new operating paradigm. Program graduates are expected to make a great addition to corporate product teams, enabling the company to achieve its challenging strategic goals.

A decision-centric approach to projects creates confidence, improves value, and shortens time to revenue. A straight-forward objective based approach to managing project decisions is presented in the form of four primary questions. Those questions are: Does the issue/threat/opportunity make a material difference to the project? (Materiality) Can anything be done to affect the outcome? (Influence) Can you afford to do anything about it? (Value) What if you are wrong? (Confidence) Materiality – An issue/threat/opportunity must make a material difference to a project decision to be worth receiving attention. The concept of materiality will vary in size and consequence from project to project, so it is important to maintain a decision focus. Understanding the variability in the project with respect to decision thresholds can provide an indication of materiality. We must also ask how different our current assessment of the project, or its environment could get before we would like to change our decision. Affective ability – Accepted risk-management options of avoidance, mitigation, transfer, and acceptance present the decision options within this category. In considering the consequences the options, decision tools such as Indifference Assessment and Pain and Regret Assessment. Avoidance, Mitigation, or Transfer – while most projects can benefit through risk reduction, such effort must make economic sense. Risk reduction paths must add value to the project through added upside or elimination of at least a portion of downside threat. The value of these efforts is aided by use of tools such as Value-of-Information, Value-of-Control, and Value-of-learning. Being wrong – Making a regretful decision is always a possibility but the source of the "wrongness" and its likely impact is often overlooked by teams. In project planning and execution, decision-makers are often presented with a plethora of issues, threats, and opportunities. From development planning through implementation significant time and resource waste can be cut by prioritizing effort to the issues that matter. Understanding the issues in the context of materiality and then what to do, if anything, about an issue, becomes key to maximizing success. This approach cuts waste and focuses the attention on what matters. Decision Intelligence not only increases the probability of making the best decisions, but it also prioritizes work to those items that matter either for value or decision path. While most of the decision tools referenced are well documented in the literature, placing them into the context of the Four Question Approach allows teams and management to focus more closely on efficiently mitigating issues, shortening workflow, and creating significantly higher decision confidence. This novel approach works well in all phases of project planning through project management implementation.

If the O&G industry adopted new mail technology at the same rate it adopts project management technologies, it would still be using the Pony Express. Risk aversion and resistance to change are two of the main reasons for project failure across the industry. The industry still solves problems by throwing a bunch of human resources at the issue. The more people in the room the better the solution will be, right? In the 21st century, project management needs be based on the interaction of technology with human behavior. The objective of this paper is to introduce the industry to project management in the 21st century. In today's ever-changing global economy, the definition of success is just as fluid, and project management must be agile enough to deal with this. Finding something that works and then sticking to it for decades will no longer suffice. Modern technology companies take a unique approach to major project management which continually polls for changes and empowers individual employees to use their own best judgement while maintaining coordination with their fellows. An examination of this approach can provide helpful insight into optimizing the use of available resources, human or otherwise. Today's top technologies make it easy for individual team members to continuously update and record the progression of the project, and helps employees work toward better solutions rather than limiting themselves to the original requirements and company protocol. Employees are empowered to look for solutions, think out of the box and outside of what is currently available in-house. In the 21st century, the solution to problems is not a complex spreadsheet shared on SharePoint, it's an elegant integration of technology that optimizes human performance as shown in this case study.

Gazprom Neft Science and Technology Center tailors various system engineering methods and other practices to the agenda of oil and gas industry. Resulting consistent approaches will produce a sort of work book enabling management of complex projects throughout the Upstream perimeter. Value-Driven Engineering is a strategic approach to system engineering that optimizes several disciplines within a single model. For example, complex project components are broken down into simpler elements, making it easier to find responsible action officers. Planning is broken down into phases that make it easier to meet the assigned deadlines. It allows you to fragmentize the end product at the design and management phase with a view to edit the product's configuration during the work. Essentially, the VDE approach best resembles a step-by-step guide to putting together a construction made up of multiple elements: without this guide, building the elements into one piece is a much harder job. System engineering is being successfully employed by NASA and aircraft industry today. The approach helps bring together numerous correlated technologies in spacecraft and aircraft building. In the oil industry, BP and Shell are the pioneers in using VDE. Seeking to tailor the system engineering approaches to the applied problems of Gazprom Neft, the Company engineers deliver work in several stages. Stage one is a look back study of projects that covers all the aspects of oil production, from seismic survey to field operation. To build the optimal concept, a project team studies special literature and existing practices in related sectors, essentially among foreign counterparts. The Company has already analyzed the existing research breakthroughs, best practices and digital tools. Even though VDE will chiefly focus on the development of new reservoirs, its individual practices may be successfully utilized at existing assets. Oil and gas production system is growing more complex every day because of the number of control elements and uncertainties that the oil and gas Company has to face at the early stages of planning a future asset. Development of each product, from concept to final implementation, involves a number of lifecycle stages; the sequence of these stages and the necessary toolkit for each stage is identified by the area of expertise known as system engineering. System engineering works perfectly if a certain product or system has existing equivalents, but engineers today may have to handle their tasks in absence of equivalent solutions, which necessitates engagement of creative competences. Development of such competences and inventive problem solving are in the focus of the area of expertise known as creative problem solving that relies on the TRIZ methods (TRIZ = theory of inventive problem solving). Technology intelligence is the area of expertise that focuses on aggregation of experience and employment of solutions from related industries or even from fundamental science. It allows engineering teams to work in an orderly and consistent fashion to find appropriate solutions in nature or in other areas of expertise and to accumulate such solutions in the Company's knowledge cloud. Development of complex systems and products, which include reservoir management, requires multidisciplinary engineering teams. An area of expertise known as team leadership is designed to make collaboration among team members more efficient. Value-Driven Engineering (VDE) is premised on the fundamental principles of systematic thinking of an engineer and human creativity. The conceptual framework of Value-Driven Engineering is shown in Figure 1 . Figure 1 Conceptual framework of Value-Driven Engineering The concept involves four key areas of expertise: System engineering, i.e. the set of practices to control the technological system/product development process; Inventive problem solving, i.e. the methods and tools used to catalyze creative competence and problem solving skills; Technology intelligence, i.e. management of comprehensive scouting for human resources and new technologies; Team leadership, i.e. step-by-step guide to transform a group of specialists into a successful team by means of identifying the optimal team size and balance of roles and building a leadership system (goal, mission). This article provides a detailed outlook on the above methods and practices of tackling the challenges faced by the oil and gas industry.

Digital well construction tools are becoming more widely considered today for well design planning, enabling automated engineering and simultaneous team collaboration under a single solution. This paper shows the results of using a digital well construction planning solution during a project’s conceptual planning stage. This method shortens the time needed to estimate the well times and risk profile for a drilling campaign by applying smart engines to quickly and accurately perform critical offset analysis for defined well types that is required for project sanction. With this solution, the Offset Well Analysis (OWA) process is done automatically based on the location of the planned well, trajectory and well architecture. Various information and reports (both subsurface and surface data) from neighboring wells is stored in cloud solutions, enabling ease of access and data reliability for both large or smaller scale data storage. The software selects the most relevant offset wells, displays the risk analysis and generates the stick chart. For a conceptual design, the risk levels can be manually set higher due to potential unknowns in surface and subsurface risks which can later be refined. Quick validation of the well design allows the engineer to design a conceptual drilling campaign quickly and more efficiently. The solution minimizes the time to perform probabilistic time and risk estimations. It reduces the risk of biased decision making due to manual input and design. This allows for better-informed decisions on project feasibility, alignment of stakeholders, increased design reliability as well as reducing the amount of time and resources invested in OWA. The work presented here is aimed at sharing the experience of applying a digital well construction planning solution specifically on the conceptual project stage and discuss the value it adds to the well design process.

How can a business develop sustainable societal relationships in a world that is often described as volatile, uncertain, complex and ambiguous? While public expectations of companies are complicated and continuously changing, there are clear underlying trends in modern society that shape this relationship. Understanding these trends allows a company to develop the capability of proactively managing societal relationships. The findings of the study are especially relevant for industries that visibly operate in the public space and should anticipate societal resistance. This paper first describes the societal trends that shaped the way people and organizations have interacted since the Second World War. In this period increasing environmental and social awareness and assertiveness developed along three evolutionary paths: – active public discourse that continuously pushes the boundaries of what is deemed acceptable and desirable, with increasing focus on human values and space for the individual; – industry sectors and international organizations that try to preempt new societal expectations with voluntary guidelines and self-regulation; and – governments that formalize important and matured parts of the public discourse and voluntary guidelines in laws and regulations. Secondly, the authors adopt a practical model to describe how companies have struggled to keep up with this continuously evolving and dynamic societal landscape due to lack of adaptation. An increasingly defensive and reactive business approach to societal pressure has led to a low point in trust from stakeholders. To regain trust and their social license to operate companies need to take a more proactive approach to societal relationships, which require both organizational and cultural change. Finally, the authors take the example from the safety journey, where the oil and gas industry has been very successful in demonstrating that excellence in safety is both a moral obligation and good for the bottom line. The same applies to excellence in societal relationships. Using the evolutionary model of safety culture with its maturity ladder as analogue, the authors provide a practical and value-driven framework to guide companies on their organizational and cultural change journey towards effective societal relationship management.

Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

The name Incorporation refers to the major purpose of project, which it to early integrate university students into the business processes of a vertically integrated oil company. Developed jointly with partner universities, the project was created as a response to several challenges of the company related to providing cross-functional cooperation and training of highly qualified personnel for the company as well as soft early adaptation into company. Incorporation involves the integration of Industrial and Civil Engineering students into the phase of field concept design, and the further development of a strategy of a construction project based on the oil company's real case. So far, the Incorporation project has been applied in the perimeter of the Capital Construction and Conceptual Engineering functions of a major oil company, but as an educational tool it can be extended to other functions. As a result of two full annual streams of the project, the students of Master's degree programmes Conceptual Engineering for the Oil and Gas Industry at University of Tyumen (UTMN) and Industrial and Civil Engineering of Oil Production Facilities at Industrial University of Tyumen (IUT) developed key skills and got a system view for the value chain. This promotes the career guidance of students and their subsequent employment in accordance with their expectations and skills. This article highlights Incorporation background, its goal and objectives, principles and actors, includes a full description of one project stream as well as results over two years of Incorporation implementation in a large oil company. The purpose of the article is to demonstrate existing best practices in the training of hard skills and team as well as personal soft skills among students of specific Master's degree programmes who makes a talent pool of oil company.

An operator and rig contractor implemented new drilling operation automation (DOA) on two rigs in North Dakota’s Bakken field. A set of DOA projects were selected to promote alignment and deliver valuable tools to improve operational performance based on a collaborative technology agreement to develop innovative DOA process solutions to reduce operational variation. The first sprint of project work focused on delivering a system that automatically carries out recurring drilling activities previously completed manually by a driller interfacing with drilling rig controls. Collaboration between the operator and rig contractor has been vital in developing technical workflows for automation that deliver value to all stakeholders. The operator and rig contractor developed, field tested, and proved the value of the implemented devices and systems. The project development process is described along with the methods used to overcome the challenges encountered during the first project sprint. Developing and deploying repetitive process automation has enabled greater control and driven operational consistency for repetitive drilling practices. The process will be shared to manage, design, and implement automated sequences to the field. The first project sprint delivered a valuable drilling system which executes automated drilling operations. This tool will act as a platform for the next stages of project work to improve management of a drilling automation plan and operations at the rig site. The results described in this paper were outlined as future steps in SPE 195818. The operator and rig contractor overcame some of the traditional cultural and technical barriers to efficiently develop DOA through technology collaboration. The project team used the operators’ standard well delivery processes to deliver a valuable tool to aid the driller’s workflow while standardizing repetitive and recurring steps in drilling operation activities. Engaging and collaborating with field personnel drove improvements to the automated processes and enhanced the value-adding tools to impact operations at a field level.

Oil companies are facing several challenges from external and internal environment like volatility of crude oil price, capex reduction, subsurface uncertainty, delay in the surface facilities etc. that impacts the long-term strategic plans. Kuwait Oil Company (KOC)'s annual Asset Action Plan (AAP) operationalizes the long-term strategy of the company assurance of annual AAP is key for having a credible forecast and meeting long term goals. A robust Corporate Assurance process has been developed that consists of workflows that will guarantee company's ability to develop and execute credible field development plans. A review on proper planning, execution and alignment of different business processes is required during assurance of Asset Action Plan. This assurance process provides confidence to the management in approving the AAP. Opportunity based Asset Action Plan (AAP) process is the backbone of KOC's annual business planning and portfolio management system. This allows alternative portfolio choices and management can make the right decision. The opportunity will provide consistency and clarity of the Portfolio constituents and common rational basis for investment decision making and allow for alignment between the KOC major business processes. AAP process is carried out annually and is initiated through high level business guidelines management. During finalization of AAP, an assurance review by corporate technical team for large national companies having multiple assets is considered as best practices that support management in approving the AAP and to steer the company in right direction. AAP Assurance process involves reviewing the forecast with the historical performance of the reservoir, planned activities, expected outcomes from the activities, feasibility and associated cost. A systematic three stage process has been adopted to conduct AAP Assurance for reservoirs which are at different phases of development. This assurance workflow and methodology helps to align changing oil and gas scenarios, different business process, health of the reservoirs and meeting future production targets. This process ensures that proposed AAP plan will be able to deliver production target commitments and identify any gaps and propose mitigation plans. This also confirms that ongoing development plans are in alignment with facility planning. It also validates conformance of the adopted reservoir development and management workflows with global best practices (analogue reservoirs) to maximize recovery and maintaining health of reservoir.

As downhole environments becomes harsher, especially for high-pressure/high-temperature (HPHT) conditions, product developments based on empirical knowledge and learning from trial-and-error testing has increasingly become inadequate, leading to long project delays, cost overruns, and information silos. A different development paradigm, which is first engineering principle based, engineering simulation aided, and materials science coupled, has emerged. Within this paradigm, knowledge-generation centric projects were initiated for specific product families. These projects have high degrees of uncertainty and are thus iterative in nature. Project management per gate-based product life cycle management, which is typically applied in the oil and gas industry, is not suitable for this type of project. A lean product development-based, event-driven project management methodology, featuring iterative learning cycles and information sharing, is tailored for execution of these projects. Our approach for management of knowledge centric projects is based on lean product development. It consists of four main components: proactive learning cycles, cloud-based visual management, visible knowledge, and integration events. In our pilot projects, proactive learning cycles involve three interrelated knowledge domains: mechanical design, engineering mechanics, and materials science. The starting points, end goal, and number of learning cycles are determined, but not the specific goals of intermediate learning cycles, which are subject to the findings of previous learning cycles. The findings of learning cycles yield visible or reusable knowledge that can be effectively shared, including causal diagrams, limit curves, boundaries in higher-dimension design space, etc. A cloud-based visual management process is established for participating global multidiscipline teams for a virtual weekly or biweekly "standup" project meeting. Integration events define convergences between disciplines, teams, and facilitate workflow. The impact of our project management approach is highlighted through a pilot project on sealing system design fundamentals. Cloud-based visual management enabled close collaboration between global teams and disciplines. Integration events helped to heighten urgency, prioritize issues and tasks, change course based on the previous learning cycle, and make fast technical and program decisions.

The act of planning a well is a collaborative effort taking disparate data from various groups and synthesizing it into one overarching program. Each operator follows its own well design process, but common to each operator is the fact that wells not designed wholly in series, but rather have many parallel sections, with a set of decision gates and countless data interdependencies. The goal of this paper is to detail the successful development and implementation of an integrated planning platform within a National Oil Company. The individual components of well design process are not performed in a vacuum. The various inputs / outputs from one application affect the inputs/ outputs of applications both upstream and downstream of it, along the design process. This is addressed by facilitating integration and analysis of data input / output from each component of the planning process, synthesizing it, and performing automated system-integrity and overall conformity checks between the interdependent components. Any changes to an individual design component that affect other areas must be flagged, notifying the appropriate parties. Defining and automating workflows, mapping data interdependencies within the workflows, and creating a system of data governance are also keys to building an efficient planning platform. Similar to a navigation program which is able to determine an optimal driving route by considering various dynamic and static data points, the implemented platform uses a data-adaptive approach to well planning. Using this method, it takes unstructured data processes, decision trees, data integration protocols, and automates them while also permitting users to collaborate on well planning and design, allowing the standardization of processes. Operators are able to embed their particular methods of well design into the software platform and thus ensure that all of their company meet the specific requirements. Key to the effectiveness and longevity of this type of platform is a neutral data repository. Allowing data to be free of any singular data protocol ensures that although individual applications may revised, replaced, or put into competition with one another, the format of the data produced as well as ingested by these applications stays constant. Data will remain mapped, both in terms of overall process workflow and interdependencies. This paper is beneficial to any operator wishing to gain insight in developing a forward thinking of a digital strategy for well planning and design. However, the use of these types of methods and development of a similarly integrated platform an operator can standardize processes, enforce and ensure data governance, as well as gain efficiency in overall planning time.

Human and Organizational Performance (HOP) is about the way people, culture, equipment, work systems, and processes interact as a system. By improving the interaction between individuals and the critical systems they work with, we can reduce the seriousness and frequency of failures. HOP is a different lens through which we look at how work gets done. The goal of HOP is to make it easier to get it right and harder to get it wrong. Guided by seven HOP principles, we formulated a strategy and plan to integrate HOP concepts into our Gulf of Mexico Major Capital Projects (MCPs). The focus is to continually identify how HOP concepts can be leveraged and incorporated into existing work processes and procedures. This paper will outline general HOP concepts and our efforts to operationalize them to enable improve Health, Safety and Environmental outcomes.

This paper presents the rapid development of a high expansion retrievable V0-rated bridge plug that effectively leveraged engineering simulation and additive manufacturing to design, optimize, and qualify the new plug in accordance with the ISO14310 and API11D1 standards. This technology was mobilized for deployment into a customer well within less than 12 months. For this project, a major Norwegian continental shelf (NCS) operator required a high expansion wireline retrievable bridge plug with a small outside diameter (OD) that was capable of gas-tight zonal isolation in 7 in. tubing while meeting the ISO14310 and API 11D1 V0 classifications. To address this challenge, several design concepts were developed using computer-aided design (CAD) and simulated using finite element analysis (FEA) to determine the optimal design and to establish the design factor of safety. Initial prototype testing showed unexpected failures of the mechanical backup system as a result of non-uniform loading from the rubber element, which had been assumed to be evenly distributed for the initial FEA. Leveraging FEA to verify the failure mode increased its fidelity and enabled successful generation of alternate solutions with an alternate material, in this case nickel alloy 718. A revised mechanical backup system was manufactured within three weeks using internal direct metal additive manufacturing capability; it was successfully validated within an additional two weeks. The final V0 trials were successfully completed a month later with additively manufactured components, and the technology was mobilized for deployment into the operator’s well within less than 12 months. The successful design, development, and mobilization of the 7-in. high expansion V0-rated bridge plug within only 12 months demonstrates how FEA modeling and additive manufacturing can be successfully leveraged to reduce development timelines while identifying and producing innovative solutions. Speed to market and the delivery of robust solutions on time are becoming more critical in the cost-constrained oil market; consequently, tools such as FEA and additive manufacturing are increasingly becoming fundamental methods for meeting these new challenges, as demonstrated by the 7-in. high expansion V0 bridge plug project. This paper shows how leveraging FEA in conjunction with fundamental testing failure analysis can be critical to overcoming technical challenges. Furthermore, combining these capabilities with additive manufacturing can accelerate timelines and increase the probability of project success and operator satisfaction.

The objective is to present a matrix to identify environmental and social aspects which may impact the initiation, assessment, approval of final investment decision and implementation of oil and gas projects in Mexico. The matrix is applied to 19 blocks. The results demonstrate the usefulness in ease of identification of key elements which may be focus of attention to project feasibility. This may be used as tool for resource classification, and thus adapted to other countries. The Agency for Safety, Energy and Environment (ASEA) with collaboration from the Energy Ministry (SENER) were involved while the project selection was integrated by the National Hydrocarbon Commission (CNH). CNH selected 19 blocks for review with 75 oil and gas projects. SENER and ASEA developed a matrix with clear identification of environmental and social aspects which may have an impact on the potential implementation of each project. The traffic light and multivariate analysis methods were adopted to colour code the environmental and social elements. This coding allowed quick identification of key areas which need to be addressed for project feasibility. The selected blocks were located both offshore and onshore with different environmental and social issues. Unconventional and conventional resource developments were covered in the projects. The use of the matrix provided a consistent tool for better identification and understanding of the social and environmental aspects interacting in each block. It also emphasized the main sources of information and the best way to evaluate systematically the social and environmental aspects. The application of the matrix on real blocks exposed the social and environmental aspects that must to be addressed for the oil industry to develop from a sustainable vision. The evaluation of diverse blocks allowed for the identification of common characteristics and the subsequent classification of the blocks. The developed matrix may be used as a tool for making energy policy decisions. At the national level, it may also assist in understanding and meeting some of UN Sustainable Development Goals (SDG's). This paper presents a novel matrix to identify environmental and social elements relevant for the development of any oil and gas project. It also proposes a useful traffic light and multivariate analysis methods for the evaluation of these elements. The matrix allows quick and easy reference for identification of the key elements which may be focus of attention to oil and gas project feasibility. This approach may benefit the decision-making process within an integrated sustainability perspective.

Most major projects fail( Merrow, 2011 ). Failure results from a lack of control Failures occur most often and most ruinously on our largest and most important projects. But these are the projects that are subjected to the most rigorous management oversight and control. There appears to be a paradox here: Those projects that we control the most rigorously appear to be the most out-of-control. We argue that this paradox is caused by control models rooted in the reductionist/Newtonian worldview that is not suitable for understanding and controlling today's complex projects. We argue that management control models can be improved by making them more like the control models extant in naturally occurring complex systems which do not experience any paradox of control.

Digital Transformation in oil and gas is bringing a new wave of opportunities that will transform the industry. In operations, these technologies can lead to new Ways of Working and deliver next generation Integrated Operations Centers (IOCs); empowering them to be the digital watering holes at the center of world-class operations. Several companies have publicized the effectiveness of their IOC initiatives in terms of cost savings, reduced losses and increased production. However, the success of Integrated Operations initiatives is not guaranteed; many IOCs have been deployed that have failed to live up to expectations. Based on decades of experience delivering IOCs, this paper will explore the underlying principles that should be behind every IOC program, as well as the key program elements and delivery methodology that, while not guaranteeing success, go a long way to addressing the issues common to unsuccessful projects. The principles proposed as the drivers behind an IOC initiative all support the philosophy that delivering an IOC is a long-distance race, not a sprint that ends when the center opens. The consequence of this is that any IO program should think of the center as a capability that should be delivered as manageable chunks into an operations culture that embraces evolution and change. To support these principles, the paper discusses eight key elements to include as part of the delivery program. These elements do more than support the delivery program, they also ensure the sustainability of the IOC capability. Finally, the paper discusses the advantages of adopting a delivery methodology from software development that has been shown to significantly improve the delivery of value, the engagement of stakeholders and the programs ability to cope with evolving changes.

The objective of this project, named DataGMA after Data Governance, Data Management and Data Analytics, is to transform YPF shale operations to a data-driven culture. Recognizing that Data Governance, Management & Analytics (DGM&A) problem solving approach requires a wide interaction between the concerned players is the first step to delineate a sustainable and scalable outcome regarding DGM&A best practices. Increasing data-awareness leads to an active engagement of the whole organization around the data life cycle which, in turn, is the basis of a DGM&A virtuous cycle. This paper presents an integrated approach through a multidisciplinary task force (DGM&A + IT + Upstream Technical Staff) designed not only to tackle the data challenges YPF faces but, and more importantly, to build data awareness and engagement around the data life cycle among the Upstream Technical Team. This combined effort assists the organization in understanding the broader picture of the situation through an exhaustive assessment and an accurate diagnosis. More than 20 initiatives were selected to deliver, with a more consistent, yet flexible, work plan, using different tools as design thinking, agile teams and Business Intelligence. Keeping data-related issues siloed only around the DGM&A influence pulls organizations away from the great opportunity to improve their data governance and exploitation. The implemented approach expanded the process to other areas encouraging a more efficient use of the available resources, both human and material. Crucial elements for the advance and success of this initiative are: strong sponsorship from executive management, champions in every technical discipline (D&C, G&R, Production), project management leadership, data leadership (DGM&A), IT leadership and ad-hoc task-forces for each initiative. A continual assessment engaging the operations community was key to delineate a fit-for-purpose plan which keeps the long-term vision while solving the day-to-day data concerns through reliable quick-wins. All together it stimulates employees’ commitment towards YPF goals by increasing their awareness around the "data-problem" in an increasingly data-driven environment. A shift in attitude is reached and the beneficiary is the whole organization that now is in the process of having high-quality validated data available and ready to be used whenever and wherever is needed. It certainly creates a competitive advantage. In summary, the tangible results are: missing data was recovered, new data types were created and saved, data was officially safeguarded and made available through new workflows. The cost of no-quality has been revealed with real and consistent figures. This paper describes the data challenges faced in shale field development operations in a corporation and shows a path to deal with this kind of projects in an integrated fashion. Digital Operations do not come out of a box, but processes and lessons learnt can be transferred into similar future projects.

The Society of Petroleum Engineers Sustainability Task Force (SPE-STF) was created in 2014 and immediately developed Sustainability content including a strategy, curriculum, and course offerings. The opportunity for a collaboration between SPE-STF and Colorado School of Mines Petroleum Engineering (CSM-PE) graduate students was quickly identified with beneficial outcomes for both parties. Over a three-year period and with SPE-STF guidance, graduate students analyzed a variety of resource plays in global geographic locations and ultimately, the role of the Citizen Engineer in sustainable development. During this timeframe, students worked in multinational teams and researched probable technical and non-technical issues, potential interactions between those issues, and the options for managing those issues. SPE-STF provided feedback to students based on industry experience. SPE-STF and other industry representatives engaged with students in the classroom on topics of health, safety, security, environment and social responsibility (HSSE-SR), sustainability, stakeholder engagement, and risk identification. In technical memoranda, final reports, and presentations, CSM-PE graduate students defined the role of the Citizen Engineer, provided integrated case study analysis including technical and non-technical risk assessments, recommendations for sustainable development, and the feasibility of the financial business case. This academic and industry collaboration informed the SPE's growing sustainability conversation on integrating sustainable development into operational business plans and provided opportunity for improved sustainability competency and skill development for employees and students.

The adoption of a digital project delivery methods utilized by the manufacturing industry can be applied to oil and gas capital projects. Benefits include: greater collaboration and transparency between an EPC and owner-operator, the use of near real-time data to facilitate and drive better project decision-making, and the ability to save resources through increased efficiencies. To better understand poor performance on capital projects, different methods must be looked at. A case study using implementation of a digital project delivery approach through Project Lifecycle Management (PLM) is compared to a legacy project delivery using disconnected tools. This new approach to project delivery shows how adapting PLM software brings together engineering data with planning information, digital action workflows, collaborative review sessions, and visualization of status using a 3D model into a new way of delivering oil and gas capital projects more efficiently. The project schedule is merged with the master deliverables register and data coding to create live project dashboards and end-to-end schedule visibility. Going beyond the technological aspects, the behavioral and organizational challenges of project execution are examined, highlighting the limitations of legacy approaches and the project benefits gains using the digital project delivery approach. By leveraging the interconnectedness of data, the real-time insights that can be derived, and with the right project team support model, all of these factors come together to show how application of digital project delivery systems enables better project management visibility and capital project performance.