Collaborative Work Environments, in the past, have tended to concentrate on optimising single issues in real time. This paper looks at combining subsurface and surface activities in one integrated solution and proposes that the way forward is to provide a workflow that will combine multiple skills and capabilities in order to make information available sooner so that decisions can be made faster which will resulting in better performance for the asset.


To demonstrate how the normally independent subsurface and surface functions can be combined in an integrated set of business processes which cuts across functional silos and capitalise on:

  • Shared real-time data

  • Expert knowledge of wells and reservoirs

  • Lean approach to Production and Maintenance

To use a cross-domain workflow which combines people, processes and technology in a way that permits problem solving and production system optimisation opportunity generation.

To provide a case study which serves to revitalise the goals of the Collaborative Work Environment (CWE).


The approach was tested across two clusters with over 2000 wells, different functions and reporting structures, which resulted in:

  • Less time taken to restore wells to production

  • Increased number of wells operating within their operating envelop

  • Reduced time taken by Production Technologists to gather data for well reviews


The following changes in patterns of behavior were observed:

  • Cooperation between functions to integrate the 90 day production plan with well activities took place

  • A coordinated approach between surface and subsurface to make available materials, rigs and hoists for interventions resulted in improved working relationships

  • The direct relationship between process steps, tools and applications provided lean standard operating procedures


The conclusions can be summarized under the following headings:

  1. Integrated Business Processes

    Standard processes need to integrate with all the others to optimise

  2. Lean Business Organisation

    • Requires the identification of roles and responsibilities

    • Needs to employ new ways of working in order to remove functional barriers

  3. Appropriate Digital Technologies

    Needs to be real-time exception based monitoring tools

  4. Optimised Audio-Visual Facilities

    Demands clearly identified collaboration events

Significance of Subject Matter

This approach and case study identifies how clear corporate vision can be adopted on a large scale to implement standards and guidelines using a global model to drive transformation.

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