Team management presentation3
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Team management presentation3
- 1. Presentation for SPE London Meeting panel discussion on ‘Virtual Teams’ Leading Integrated Reservoir Studies: Practical Advice John H Martin click to advance presentation John H Martin Associates Ltd RESERVOIR DEVELOPMENT CONSULTANTS
- 2. ‘Virtual Team’ Geographically dispersed Work apart more than in same location Primarily interact Free agents electronically; meet From various ‘expert’ face to face groups occasionally Part-time; ad-hoc Conflicting loyalties Inter-personal process absent Arms-length commitment
- 3. Integrated Reservoir Study Requires significant effort Addresses a problem associated with a petroleum reservoir Up to several months/years Involves personnel full-field reservoir simulation from 2+ technical updating STOIIP disciplines planning a horizontal well preparing for an equity selecting core plugs for SCAL
- 4. All these are PROJECTS Organised set of planned activities designed to achieve a set of prescribed objectives • Some element of uniqueness • Goal-oriented • Consist of connected & interrelated activities • Specific start & end points • (usually) cost &/or time constraints………..
- 5. …….and often cut across functional and/or organisational lines transient RCAL and SCAL pressure tests Permeability well log response Model perforation data depositional flowmeters environment (intrawell) geological model (interwell)
- 6. Project B Flatter management structures Project A for project- based organisations Project E Coordination ____ Control Project C - - - - Communication Project D
- 7. 1. ESTABLISH OBJECTIVES Tailoring PM techniques to assist 2. PLAN the project leader Virtual 3. SCHEDULE Focus on project definition & planning Methods to handle differences 4. CONTROL between reservoir studies & ‘traditional’ projects Techniques for integrating the work of geoscientists & engineers 5. CAPTURE LESSONS
- 8. Fundamental Attributes Purpose • statement of business need to be achieved Objectives • quantitative and qualitative measures by which completion will be judged WHY are we doing this project?
- 9. Objectives of Integrated Reservoir Studies Need to be specific and detailed Define ALL objectives Consider value of additional objectives Prioritise Ensure that objectives are appropriate
- 10. Scope: also a key element of the project model Work anticipated to fall within the SCOPE remit of the project…. Or which will fall outside its remit Project Time Quality Cost
- 11. Reservoir Management Study Scope • Emphasise accurate reservoir description and use of reservoir monitoring results • Resolve all possible questions with classical hand calculations • Use more sophisticated techniques if necessary Objectives • Reconcile geological model & MB STOOIP • Assess extent to which all areas/layers are being waterflooded effectively • Identify infill drilling locations • Define long-term depletion strategy
- 12. ESTABLISH OBJECTIVES Identify Activities Project manager may make first PLAN pass • if more experienced than team members • or when time short Does not build team spirit Danger of some activities being overlooked
- 13. Brainstorming: by 'planning' team Use wall, board or flip chart with 'post-it' stickers EVALUATE ZONE Generate as many 'ideas' RESERVOIR CORES CALIBRATE as possible WIRELINE LOGS Do not worry about what MAKE EVALUATE order the 'chunks' come in POROPERM ISOCHORE MAPS Include whole project ANALYSE initially SAMPLE CORRELATE MIN & PET CORES WELLS Don't expect to 'get it right' first time DEPTH MATCH AGAINST LOGS Encourages strategic DETAILS FOR LATER USE thinking by team Point-count thin sections Analyse by XRD Prepare thin sections
- 14. Hints on identifying activities Chose meaningful description EVALUATE ZONE • Each activity should RESERVOIR CORES CALIBRATE have name which WIRELINE LOGS contains active verb MAKE EVALUATE and object ISOCHORE MAPS POROPERM Include activities which ANALYSE SAMPLE CORRELATE might not involve much MIN & PET CORES WELLS effort, but incorporate waiting time DEPTH MATCH AGAINST LOGS Not helpful to get bogged down in excessive detail DETAILS FOR LATER USE Point-count thin sections Also avoid excessive Analyse by XRD generalisation Prepare thin sections
- 15. Plan: ‘a graphical representation of work to be carried out - a network Location & ordering of activities indicates precedence only no “looping” displayed in precedence diagram(s) shows procedural relationships • which need to precede • which can be done concurrently activities/relationships identified; ambiguity avoided an effective means of communication
- 16. Important Events Activity 2 Activity 1 Burst Activity 3 Activity A Activity C Merge Activity B Helpful in determining Milestones ‘Nesting’ Networks
- 18. 1. ESTABLISH OBJECTIVES Define resource availability 2. Identify critical path Review, revise and agree PLAN project schedule SCHEDULE
- 19. Critical Activity vs. Critical Path Activity Critical Activity ‘activity whose successful completion is essential to overall success of project’ - formulating geological model - permeabilities - relative permeabilities Critical Path Activity ‘activity whose late completion will delay completion date of project’
- 20. Milestone Plan Measuring points within project Also decision points Activities Milestones Start End Result path
- 21. Prepare a Project Definition Document A statement of understanding • to commence project planning • to avoid overlap or omission Important part of documentation • projects may run for longer than postings • basic reading for any newcomers Purpose, scope, objectives, constraints Activity descriptions, Essential for a precedence diagrams, Virtual Team schedule, milestones
- 22. 1. Monitor progress against plan ESTABLISH OBJECTIVES Precedence diagram 2. PLAN Gantt chart Relatively straightforward, but 3. SCHEDULE who should be responsible? CONTROL
- 23. Why we work on some activities Interesting? boss is very interested? know how to do – experience? on top of ‘in basket’? data are readily available? ‘in the mood’ important (critical activity)? critical path activity?
- 24. Monitoring The ‘S’-curve against cost Budget total Traditional methods not Planned forecast suited spend Timesheeting actual spend may not be sufficient Low value assigned to WIP Cost £K high value assigned to WIP Simple cost vs. achievement method works well Achievement £K
- 25. 1. ESTABLISH OBJECTIVES Loss of knowledge during Field Development 2. PLAN 3. SCHEDULE Time Technical reporting 4. • collection of viewgraphs rarely CONTROL enough! CAPTURE Project templates LESSONS
- 26. ‘Traditional’ Projects vs. Integrated Reservoir Studies
- 27. Objectives less clear at start of study? May be critical in designing the study correctly Approach: Carry out mini-project with objective ‘formulate detailed objectives of study’ Include activities in network diagram – ‘refine objectives’ or ‘define additional objectives’
- 28. Greater uncertainty as to approaches to be taken? Suggestions: identify key uncertainties explicitly in precedence diagrams • yes/no • approach #1 or approach #2 • ‘define approach’ plan and schedule critical alternatives
- 29. Uncertain activity durations data integration history matching development options + geological uncertainty Approach: where uncertainty will have significant impact on overall schedule, make three estimates and assess effect
- 30. Greater potential for ‘recycling’ back to an earlier activity new data from field information from other fields in basin improvements in technology Approach: identify events that could yield new data include relevant activities in network diagram as reminder to stay alert
- 31. Magnitude of expenditure much less Need for full-time Project Management staff difficult to justify Approach: train personnel in PM techniques give ‘lead’ in planning to committed person use part-time Project Planner • initial planning • periodic updates
- 32. No formal quality control programmes Approach: avoid need for ‘shortcuts’ at end of project create basis for quality checks through detailed planning & documentation conduct external audits at milestones
- 33. Geological Strategies Agree specific guidelines Make results accessible Reservoir description as simple as possible but no simpler Define 'degrees of freedom' in geological model Don't underestimate uncertainty Make use of subsurface analogues
- 34. Strategies for reservoir engineers Give geologist specific guidelines Ensure that assumptions are reasonable History matching should be collaborative Revisit geological model prior to acting on recommendations
- 35. ‘Designer’ formats: useful Virtual integration methods important relationships are subtle standard displays are too ‘busy’ • e.g. CPIs; welltest interpretations, core descriptions what needs to be integrated varies people ‘see’ results differently Design formats for entire team
- 36. Team-building Are ‘team-building’ events really worthwhile? Best ‘team-building’ is working together on an important, well- defined problem! Appropriate planning at outset will benefit all stages of team work Virtual
- 37. Merely forming a Virtual team doesn't ensure success - in integration or otherwise!
- 38. A generic project model
- 39. Modifications of basic PM approaches for integrated reservoir studies Basic PM courses are just a starting point? • R&D PM approach • ‘Rolling Wave’ planning Using ‘PM’ software is not enough • fixed dates, Gantt chart displays, rather than focussing initially on precedences More effort to ‘capture the lessons’