Real-Time Analysis for Remote Operations Centers
- Chris Carpenter (JPT Technology Editor)
- Document ID
- Society of Petroleum Engineers
- Journal of Petroleum Technology
- Publication Date
- September 2013
- Document Type
- Journal Paper
- 160 - 163
- 2013. International Petroleum Technology Conference
- 0 in the last 30 days
- 157 since 2007
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This article, written by JPT Technology Editor Chris Carpenter, contains highlights of paper IPTC 16999, "Remote Real-Time Analysis - A Game Changer for Remote Operations Centers," by Erland Saeverhagen, Arve Thorsen, Jan Ove Dagestad, Nic Spanovic, and Kate Cannon, SPE, Baker Hughes, prepared for the 2013 International Petroleum Technology Conference, Beijing, 26-28 March. The paper has not been peer reviewed.
Drilling completion, production, and general surveillance are all areas that benefit greatly from remote real-time analysis. However, several challenges to remote services exist, including communications issues, fear of job loss, and working outside one’s comfort zone. What is considered an important development goal for a business might be regarded as a threat to an individual, leading to reduced development within remote services.
Remote-Operations Business Model
A remote-operations business model removes geographic location and physical distance in all phases of oilfield-service delivery. It reduces the cost of delivering services, increases geographic reach, and improves safety. Remote operations, in essence, are real-time workflows that integrate personnel at rigsites and at assembly and maintenance and overhaul (AMO) facilities; at remote operations centers; or at real-time operational centers (RTOCs) anywhere in the world.
Remote operations are the acquisition of sensor data from rigsite equipment and instruments, and the transmission and processing of those data from remote locations. Monitoring, alarm, or advisory services are delivered in real time with global delivery models, increasing the capability to move work from the point of service to another lo cation, where it can be performed more safely, more quickly, and at a lower cost.
Infrastructure, while critical, is only an enabler. The true sources of efficiency and competitive advantage come from the organizational redeployment of the workforce and the re-engineering of workflows. Providing on-demand expertise enables service providers to deploy new technology faster and deliver high-end services in areas with few local qualified resources. Customers also benefit from bundled services, which require the integration of different disciplines and expertise that may be in short supply.
The Digital Oil Field
Improved connectivity through radio link, fiber optics, and satellite systems has opened a new world of opportunities for operation optimization. Real-time operations monitoring occurs from any office, accessing data streams through Web portals. New downhole tools and software have been developed on the basis of these new abilities, and new service levels have resulted, leading to new and interesting jobs, improved well placement, high service quality, and reduced non-productive time (NPT).
|File Size||328 KB||Number of Pages||3|