Eage 2009 Future Perspectives On Collaboration In The Oil & Gas Industry

[KC][Cyviz LLC]

Dr. Kjetil KristensenMr. Darrel Fanguy

FUTURE PERSPECTIVES ON COLLABORATIONIN THE OIL & GAS INDUSTRYPERSPECTIVES, TRENDS, SURVEY FINDINGS AND IMPLICATIONS

EAGE Amsterdam 2009Kristensen Consulting © 2009

IN COLLABORATION WITH

OutlineOutline

Objectives of the survey

ResultsMost important reasons or drivers

Most common CE functionalities

Perceived value and experienced usability

Key findings

Conclusions

Applications

Take-away message

© Kristensen Consulting 2009 2

Objectives of the SurveyObjectives of the Survey

Explore how companies in the Oil & Gas industry usecollaborative environments (CEs) to achieve businessobjectives

Explore how technology is applied to support thesestructures and work processes

Identify and explain common shortcomings and bottlenecksexperienced by companies trying to realize the potentialvalue of collaboration

Conclude with a discussion of mission critical capabilities forOil & Gas companies that are interested in usingcollaboration as a strategic enabler of productivity, decisionmaking and knowledge sharing


CollaborationCollaboration –– The Big PictureThe Big Picture

“Firms come into being in order to enable humanbeings to achieve collaboratively what they could notachieve alone. If one accepts this as the true purposeof any organization, then the main focus ofexecutives’ attention should be on how to fostercollaboration within their companies”

Hansen & Nohria, MIT MR 2004


Use of CEs in the O&G industry – overall trend Time spent in CEs (weekly average)


Overall TrendsOverall Trends

SURVEY FACT BOX

Participating companies: 43

Web survey respondents: 103 (275 invited; response rate 37 %)

In depth personal interviews: 9

Survey designer: Kristensen Consulting, Survey sponsor: Cyviz AS

Report format: 23 pages, 22 exhibits

EAGE discount: USD 3 500 – free copy available for participating companies

Most Important Reasons for Using CEsMost Important Reasons for Using CEs


The collaborative environment shorten the decision cycle and it is "need tohave" to improve and organize our work as all the asset team members arepresent during the decision making.[Anonymous survey participant]

Collaboration environments are a growing need. Teams are becoming moreand more remote with expertise spread all over the world. Having access tothe expertise and getting them to collaborate together regularly is critical. Isee it as a need to have now and in the future.[Anonymous survey participant]

Most Common CE FunctionalitiesMost Common CE Functionalities


A true collaboration session [for me] would be true, two-way, bi-directionalaudio, video and computer shared content between one and more location orlocations, where you can hear, see and share the same content together.[Chris Lawson, The Whitlock Group]

People are getting their work done significantly faster because they’relooking at a 3D problem and they’re using 3D tools – to see someone gothrough a fairly large offshore survey in half the time [...] it just wakes you upto new possibilities.[Bill Matthews, Schlumberger Integrated Services for Exploration]

All FunctionalitiesAll Functionalities –– Value / UsabilityValue / Usability


Major FindingsMajor Findings [1/2][1/2]

CEs are now mission critical - a majority of surveyparticipants view CEs as mission critical, and they also expectto see a higher demand for such facilities as the number ofknown uses and benefits continue to increase

Audio conferencing, video conferencing and data sharingare the most important functionalities provided by CEs, butmany respondents find the applications difficult to use

Current and anticipated use is higher than expected. Morethan 75 % of users expect to see more CEs in theircorporations, and in excess of 30 % work in CEs more than 6hours per week


Major FindingsMajor Findings [2/2][2/2]

Integrated operations and related concepts are reaching astage of maturity

The major challenges often lie within the organizationalstructures, work practices and implementation capabilities

Multi-purpose CEs are increasingly becoming popular.Layouts and solution offerings must handle a number ofdifferent locations, user groups, processes and settings in aflexible manner

The failure rate of CEs is too high. This is partly due to poorreliability and partly to poor usability in real life contexts.Intuitive user interfaces, standardization, reliable serviceconcepts, awareness and training are identified as keyremedies


ResultsResults -- Priority IssuesPriority Issues

1. Collaboration management and strategy development

2. New work practice development

3. Technology and infrastructure management

4. Usability aspects and the front end of CEs

5. Awareness and training


ConclusionsConclusions

CollaborationCan be a powerful accelerator of key E&P processes

Is a complex undertaking; many things can go wrong

Excellence needed on several levelsStrategy with sufficiently broad scope

Execution capabilities

Additional value could be extracted from collaborationA more systematic, comprehensive approach

Functionality - more does not equal better; usability is key

Technology is important (e.g. standardisation), but not alone

Infrastructures and work practices should be co-developed


TakeTake--Away MessageAway Message

“The future is already here - it is just unevenly distributed”- William Gibson

1. Actively manage collaboration top-downTo excel at collaboration, you need to consider a range of issues

Poor performance in a single area can be a show stopper

2. Collaboration is about peopleInfrastructure is important, but it is not enough

Collaboration is fragile – the rewards are great, but it breaks easily

3. Collaboration is about reaching business objectivesSee beyond collaboration for collaboration’s own sake

Stay focused on the objectives


Kjetil Kristensen, PhD

Kristensen ConsultingBeddingen 8, Aker BryggeCentral Business DistrictN-0250 OSLO, NORWAY

E-mail [email protected] www.kristensenconsulting.com

Office +47 22 82 36 44Mobile +47 92 61 50 08

Blog www.collaborationperspectives.comTwitter www.twitter.com/k_kristensenWeb www.kristensenconsulting.com

mailto:[email protected]

http://www.kristensenconsulting.com/

http://www.collaborationperspectives.com/

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Extra Slide:Extra Slide: Detailed Survey InformationDetailed Survey Information

More than 275 oil & gas professionals have been invited to share their experiences withcollaborative work environments. 9 in-depth interviews have been carried out tocomplement and enrich the findings from the online survey. Survey period: 29 August – 17November 2008.

The survey response rate is 37 %, with 71 tracked responses from named individuals, and32 additional responses from internal e-mail forwarding in oil & gas companies that haverequested respondents to be anonymous. The total number of companies represented inthe survey is 43. The survey has a near global coverage, with the following regionsrepresented: Europe (66 %) / North America (17 %) / Middle East (14 %) / other (3 %).

A number of roles are represented in the survey, including geologist, geophysical,petrophysicist, petroleum engineer, project manager, IT / AV infrastructure, interpretation/ visualization software QA, business development manager, business analyst, generalmanager, HSE engineer, industrial designer of collaborative environments, corporatesupport, and business analyst.


Eage 2009 Future Perspectives On Collaboration In The Oil & Gas Industry

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