As organisations transition from concept and design to the deployment and operational phases of a Production Optimisation solution, they anticipate new levels of performance and possibilities. They plan for increased production from the ‘right’ wells, with production engineers and operators able to easily access information, share near-real-time views of the same issues, and make informed production decisions on a daily basis.

The organisation may have accurately estimated the cost of the project design, build, deployment and implementation. But they may have assumed ongoing maintenance costs will primarily be the IT support needed for defect fixing and software release management. That narrow definition of support can lead to problems and ultimately, decreased confidence in the solution and jeopardise its sustainability and evolution.

With a new solution, new roles must be defined to reinforce the relationship between day-to-day activities and their impact on performance metrics and business targets. Continuous improvement and solution enhancements should be sponsored by appropriate decision-makers, and management must recognise and champion the contributions of these new roles.

Data quality issues may require diagnosis and follow-up, with different skill-sets mobilised to address them. Engineers must own the integrity of certain information - alarm levels, valid ranges, thresholds, and calculations. End users and support team must adopt a diagnostic process for identifying the type of follow-up needed to address issues. Simple and focused support metrics need to be devised and reviewed to insure that the support model returns the anticipated benefits.

You can access this article if you purchase or spend a download.