The present work shows the development applied at the site of Cerro Dragon of Pan American Energy (PAE), which implemented a system that collects, integrates and analyzes dynamometer charts and shooting level measurements.
PAE Cerro Dragon field is the largest oil field in Argentina, located in the Golfo San Jorge basin (Patagonia), with 2900 production wells (75% RP, 24% ESP) + 533 injection wells. The current production is almost 90,000 bopd + 1,000,000 bwpd
This work shows how it was faced with the challenge for data consolidation and validation from different sources. One source is data from suppliers who collect dynamometers/shooting levels. Another information source is the automation system from Rod Pumping Controllers. Finally it also uses information from different maintenance and administrative databases.
All information is processed by the software that was developed by the Operator. It is not a standard or commercial product. This tool is a big gateway, database tool, user manager/viewer, and the most remarkable part is the mathematical tools that allow for the processing of all the information, calculating the Downhole analysis and reports.
Before having this tool, there was on one hand software for manual physical measurements, and on the other a pump off software; both independent and often outdated in one or other piece of information. This required the production meetings to refer to both systems, and in other cases obtain independent reports which then had to be consolidated. Another problem was that, although it was not necessary from the operational point of view to have manual measurements of a well with a pump off controller, in practice one was made about every 3 or 4 months, and the information was consolidated in one place, which was then linked to other company databases.
This new tool has replaced both of the old software systems, since it allows for the generation of downhole reports from remote automation sources in addition to the manual sources, and saves them in a single database consolidated and linked to the rest of the organization.
This demanded a complete and responsible reorganization inside the production staff. This paper will present these reorganizational challenges and lessons learned. Approximately 7000 people work in the oilfield (85% contractors).