Field Development Planning (multiple instructors)

Duration: flexible, but typically 1 week

Business context

Inefficiencies in the Field Development Planning process cause unnecessary delays in first oil, commercial and contractual decision-making, and therefore significant 'value erosion'. 

Some examples of the sources of these inefficiencies are:

  • a lack of a clear focus on the key technical & commercial decisions that need to be underpinned by the FDP
  • a lack of a clear appreciation by all staff what those technical and commercial decisions imply for their own technical deliverables
  • a lack of effective communication and integration between the geoscience, geophysics, petrophysics, reservoir engineering, production technology and well engineering disciplines
  • a lack of effective communication and integration between the subsurface disciplines and the surface technical (e.g., facility engineering) and non-technical disciplines such as economics, commercial and HR. 

Streamlining a Field Development process will avoid unnecessary delays in commercial and contractual decision-making, and potential significant 'value erosion'. 

This training program aims at improving the preparation of FDP documents with focus on effective integration of work practices of the different subsurface disciplines through improved team working ('getting it right first time'). 

This programme is usually in the format of a workshop and tailored to the client's requirements and wishes.

Who should attend

Subsurface and surface team members and team leaders.

Course content

Based on the client's requirements the actual programme and deliverables of the workshop to be agreed up-front. 

Objectives:  Participants to:

  • To develop a common and full understanding of the FDP process
  • Understand the current reality of the FDP process in their own working environment and identify areas for improvement
  • Learn how to avoid the re-working of technical tasks in the FDP process
  • Understand and practice integrated team behaviours
  • Practice key communication skills
  • Understand the Organisational Capability Model ['OCM'] and how the work process can be derailed if any one of the categories is not working in harmony with the others. 

Content areas:

  • FDP process and improvement areas
  • Team member roles
  • Scrutinizing and analysing an existing FDP case study
  • Integration behaviours and indicators
  • Facilitation skills and practice
  • Communication processes and skills
  • Organisational Capability model (Structure, Processes, Culture, People & Culture)
  • Managing conflict situations
  • Internal stakeholder engagements.

Learning, methods and tools

An interactive workshop resulting in a (draft) notional FDP.

Format based on experience levels and backgrounds, including:

  • Plenary sessions [instructor led &/or presented]
  • Syndicate work, instructor facilitated and in small teams
  • Presentations [syndicate representatives)
  • Fun exercises.

Critical success factors:

  • Leadership commitment and engagement in the activity
  • Sponsor assigned to the program
  • Focal point(s) identified to provide required documents/information prior to the on-site program
  • Stakeholders and participants fully briefed prior to the on-site program
  • Participants available for the full duration of the workshop
  • Focal point assigned for logistics and preparation of printed materials.

Resourcing: in view of the broad scope, typically two or three instructors to be 'on site' to deliver the programme. 

Day by day programme

The length of the on-site workshop will be client tailored. Based on inputs and in close co-operation with participants, the programme aims at developing a notional 'framework' FDP to clearly outline in a logical format:

1) The key decisions to be taken in the FDP process (what are the key decisions, what are the considerations when taking those decisions)
2) The workflow to be followed, deliverables, action parties, overall timeline, and deadlines for delivery of a 'fit-for-purpose FDP
3) The key technical inputs to be considered (e.g., drivers for sizing of facilities, number of wells, static model, dynamic model, well design, etc.)
4) The uncertainties in those technical inputs and how to address these.