Abstract
The development of the GeDIg program was performed through the implementation of six pilots which have been selected considering the diversity of their operations (automation level, location, type of crude oil, level of exploitation, and assisted recovery method) and with two different approaches, in-house development and partnership with integrated companies (Moises et al., 2008).
This methodology allowed Petrobras to evaluate the strategies and drivers to be adopted when extending to other assets this new way of work, where skills, workflows, and technological resources are integrated in a systemic perspective, with the objective of generating a significant change in operating and producing oil and gas fields.
The diversity of scenarios, in which the pilots were implemented, and the different experiences acquired in each one constitute a valuable source of information and learning, especially for planning change management.
The quantification of the benefits obtained through this new way of operating is another important aspect that deserves special attention, since they are, ultimately, the ones that demonstrate the success of the program.
The present work has the objective of describing the different aspects of the change management process in Petrobras pilots, the impact observed through an adequate planning and sponsorship, as well as the approach adopted to quantify the benefits, not only the ones that directly impact the results, but also the ones that allow measuring the asset performance in terms of safety, environment, and information quality.
