Key Successful Factors in Deep Water Development - Eni Experience in West Africa
- Andrea Lamberti (Eni) | Nazzarena Colombi (Eni) | Mirko Calderoni (Eni) | Fabio Bombaci (Eni) | Luca Castelnuovo (Eni) | Giordano Crema (Eni)
- Document ID
- Society of Petroleum Engineers
- Abu Dhabi International Petroleum Exhibition & Conference, 12-15 November, Abu Dhabi, UAE
- Publication Date
- Document Type
- Conference Paper
- 2018. Society of Petroleum Engineers
- digital transformation, time-to-market, deepwater, project flexibility, integrated approach
- 71 in the last 30 days
- 72 since 2007
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2018 will be the brightest year for upstream investment since 2014. Costs reduction and the oil price stabilization gives operators confidence in launching new challenging projects.
However, launching new projects is still particularly challenging for deep-water assets. Even if project costs are 20% lower than mid-2014, deep-water projects are not yet competitive with tight oil, considering also the higher associated uncertainty.
The direction to improve is clear: further cost cuts, through leaner development principles and improved well designs. Moreover, operators have to take advantage from lesson learned of projects already in production.
Eni has consolidated on its West Africa deep-water assets a workflow that can support challenging projects FID through:
Reduction of time to market parallelizing project phases
Management of project uncertainty through flexibility
Work in integrated teams taking advantage from digital transformation
More in details, the first target is to reduce time to market anticipating free cash flow generation. This is achieved through an appraisal while developing phase: drilling appraisal as first wells of development campaign, derisking the following well locations. Time-to-market reduction is achieved by parallelizing development phases, starting development plan definition during exploration phases and anticipating procurement of long lead items.
This is possible if subsurface uncertainty has been properly defined through robust 3D models and if projects can guarantee the flexibility to capture new opportunities: fine tune well locations during drilling campaign, keep spare slots availability and sidetrack opportunities, substitute water and gas injectors with water alternate gas wells (WAG).
In addition, Digital Transformation offers more and more the possibility to continuously update 3D models thanks to the availability of real time data, run thousands of simulations on super computers and monitor in real time field performance, taking advantage from simple daily operations.
This work is aimed to describe the steps that were the key successful factors of Eni operated deep water projects in West Africa. The presented workflow can now be considered a standard approach for the most challenging Eni's projects and supported the company to reach record time-to-market for the execution of challenging deep-water projects in the range of 2,5 to 4 years from authorization to first oil.
|File Size||1 MB||Number of Pages||14|
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