Field/project development
The loan to Arena Energy will generate an estimated 38,600 B/D in new production from 22 platforms in the Gulf.
TotalEnergies signed off for 30% operated stakes in the Lang Lebah and B14 gas fields offshore Sarawak on the sidelines of ADIPEC in Abu Dhabi, while also highlighting methane-reduction partnerships in Angola, India, and Southeast Asia.
New rules requiring Mozambique’s LNG industry to supply 25% of production to the domestic market could stabilize gas deliveries to South Africa’s Secunda industrial center as the Pande and Temane gas fields near depletion.
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A new multilayer boundary‑detection service has been introduced to resolve the geological uncertainty associated with horizontal wells in Bohai Bay. Geosteering and real time reservoir characterization were used to reduce the uncertainty. -
To survive in the current low-price environment, exploration and production (E&P) companies must better handle the complexities inherent in their projects through practices that promote capital effectiveness and collaboration.
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One of the latest offshore innovations from Statoil is nothing flashy, which is the point. A drawing shows a plain, steel jacket, standing in water 110 m deep, topped with a flat metal deck.
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Why do we as an industry do so poorly in executing large capital projects? Oil and gas is not alone. The many reasons for failure of megaprojects fall into five broad categories.
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Decision making in uncertain environments is key to the successful delivery of oil and gas projects. By definition, however, uncertainty is ambiguous and unpredictable.
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Speakers at the recent SPE Asia Pacific Unconventional Resources Conference and Exhibition addressed the role of uncertainty and risk in sanctioning megaprojects.
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The failure rate for megaprojects is often blamed on complexity. A dinner during ATCE asked whether there is a limit to the degree of complexity we are capable of effectively managing.
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Statoil is going to work to put its enormous Johan Sverdrup discovery into production, showing that even one of the most explored parts of the North Sea still has significant potential.
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The focus of this paper is how efficiencies affect schedule, with the recognition of the secondary effect on project cost. This paper also proposes integrated project delivery to enhance effectiveness.
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Project managers for megaprojects that will take years to complete require special skills to deal with the many challenges. As a result, engineering and construction firms report a shortage of project managers.
