BP's FIELD OF THE FUTURE program makes use of in-well sensors, automation, and computer networks to move real time operations data to remote sites for analysis, enabling informed and faster intervention decisions. Realizing the value from such technology investments is not automatic, and requires an integrated approach to technology insertion that holistically addresses diverse issues of technology installation, stakeholder engagement and alignment, business process change, roles and skills as a managed project. We refer to this type of integrated approach applied to digital oil field developments as business transformation, which was described in outline in SPE 99779. This paper describes a recent case study from a Deepwater Gulf of Mexico field where there has been rapid and quantifiable business impact from the use of real time well data in the performing dynamic surveillance and allocating production processes.

BP's proprietary Integrated Surveillance Information System (ISIS) was put into global deployment starting in 2006. The system delivers well performance data to field and office sites in near real time. To realize the value from the ISIS tool, asset teams must be informed and aligned about the possible impacts on roles, skills, and business processes before, during, and after technology deployment. The case study starts with an examination of some of the historical factors that have limited rapid, global adoption of new technologies in BP. It describes the unique aspects of the overall business transformation project design and timeline, and some of the key work products required to establish both the case for change and business case. Finally, it presents some of the dimensions of business value that can be associated with the use of intelligent well information.

Looking forward, the paper describes some of the remaining challenges and opportunities dealing with scale up, acceleration, and centralized business process governance.

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