virtual collaboration for g&g professionals

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Virtual CollaborationVirtual Collaborationfor G&G Professionalsfor G&G Professionals

Presented by:Presented by: Yogi SchulzYogi Schulz

Sahar Al-Arami Sahar Al-Arami

May 17, 2006May 17, 2006

2006 Joint Conference2006 Joint Conference

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Yogi Schulz BiographyYogi Schulz BiographyYogi Schulz BiographyYogi Schulz Biography

President of Corvelle Management ConsultantsPresident of Corvelle Management Consultants

Information technology related management consultingInformation technology related management consulting

Project management and systems development Project management and systems development

Computing Canada & Calgary Herald columnistComputing Canada & Calgary Herald columnist

PPDM Association board memberPPDM Association board member

Industry presenter:Industry presenter:

Project World - 4 yearsProject World - 4 years

CIPS Informatics - 7 yearsCIPS Informatics - 7 years

PPDM Association - several yearsPPDM Association - several years

Management Consultants

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Sahar Al-Arami BiographySahar Al-Arami BiographySahar Al-Arami BiographySahar Al-Arami Biography

Awarded a 4-year scholarship by Nexen Inc. to study in Awarded a 4-year scholarship by Nexen Inc. to study in

Canada in 2002Canada in 2002

Graduated with an Honors Diploma from the Computer Graduated with an Honors Diploma from the Computer

Technology program at SAIT in 2004Technology program at SAIT in 2004

Will be graduating in May 2006 with an Honors Bachelor Will be graduating in May 2006 with an Honors Bachelor

of Information System Technologyof Information System Technology

Work experience:Work experience:

Nexen Inc. as an intern since May 2005Nexen Inc. as an intern since May 2005

Co-op student withCo-op student with

Yemen Hunt Oil Company in 2004Yemen Hunt Oil Company in 2004

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Presentation OutlinePresentation OutlinePresentation OutlinePresentation Outline

Presentation ObjectivesPresentation Objectives

Virtual collaboration definedVirtual collaboration defined

Business drivers for G&G virtual Business drivers for G&G virtual collaborationcollaboration

Enabling technologies for virtual Enabling technologies for virtual collaborationcollaboration

Example G&G virtual collaboration Example G&G virtual collaboration scenariosscenarios

Best practices for virtual collaborationBest practices for virtual collaboration

Conclusions & RecommendationsConclusions & Recommendations

Questions & DiscussionQuestions & Discussion

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Presentation ObjectivesPresentation ObjectivesPresentation ObjectivesPresentation Objectives

Describe new possibilities in theDescribe new possibilities in the

collaborative work environmentcollaborative work environment

Demonstrate collaboration related Demonstrate collaboration related

components components

Illustrate how G&G professionals can benefit Illustrate how G&G professionals can benefit

from virtual collaborationfrom virtual collaboration

Outline best practices for establishing and Outline best practices for establishing and

operating a virtual collaboration environment operating a virtual collaboration environment

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Virtual Collaboration DefinedVirtual Collaboration DefinedVirtual Collaboration DefinedVirtual Collaboration Defined

Technology

OrganizationProcess

Skills

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Vision for Work in the FutureVision for Work in the FutureVision for Work in the FutureVision for Work in the Future

SilosSilos

Individual knowledgeIndividual knowledge

Divisional focusDivisional focus

Barriers to access Barriers to access informationinformation

Face-to-face workFace-to-face work

IntegrationIntegration

Team knowledgeTeam knowledge

Cross divisional workCross divisional work

Easy access to Easy access to informationinformation

Virtual collaborationVirtual collaboration

TodayToday TomorrowTomorrow

Improved performanceImproved performance

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Business Drivers for G&G Virtual CollaborationBusiness Drivers for G&G Virtual CollaborationBusiness Drivers for G&G Virtual CollaborationBusiness Drivers for G&G Virtual Collaboration

More complex E&P assetsMore complex E&P assets

G&G talent is global and knowledge-basedG&G talent is global and knowledge-based

Continuing demands for reduced cycle timesContinuing demands for reduced cycle times

Availability of capable, cost-effective technologyAvailability of capable, cost-effective technology

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Enabling Technologies for Virtual Collaboration Enabling Technologies for Virtual Collaboration Enabling Technologies for Virtual Collaboration Enabling Technologies for Virtual Collaboration

Converged NetworksConverged Networks

Audio and video Audio and video

conferencing conferencing

Application and Application and

document sharingdocument sharing

Instant messagingInstant messaging

Discussion boardsDiscussion boards

Collaborative management Collaborative management

toolstools

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Example G&G Virtual Collaboration ScenariosExample G&G Virtual Collaboration ScenariosExample G&G Virtual Collaboration ScenariosExample G&G Virtual Collaboration Scenarios

““Thin bed” Reservoir Reserves Thin bed” Reservoir Reserves

EstimationEstimation

Effective use of the Direct Effective use of the Direct

Hydrocarbon Indicators techniqueHydrocarbon Indicators technique

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““Thin bed” Reservoir Reserves EstimationThin bed” Reservoir Reserves Estimation““Thin bed” Reservoir Reserves EstimationThin bed” Reservoir Reserves Estimation

Scenario DescriptionScenario Description

A deepwater reservoir, characterized by thin beds, in the North A deepwater reservoir, characterized by thin beds, in the North

Sea looks like it could be promisingSea looks like it could be promising

The head office is not sure how to assess the net pay zone and The head office is not sure how to assess the net pay zone and

estimate the reserves in place in the multiple thin beds of the estimate the reserves in place in the multiple thin beds of the

reservoirreservoir

Objective of ScenarioObjective of Scenario

Use the collective knowledge of the G&G Community to improve Use the collective knowledge of the G&G Community to improve

the reserves estimation process in an unusual situation, reducing the reserves estimation process in an unusual situation, reducing

the risk of:the risk of:

developing a reservoir with inadequate reserves ordeveloping a reservoir with inadequate reserves or

abandoning a project that is in fact economically viableabandoning a project that is in fact economically viable

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Q & AQ & A

G & G CommunityG & G Community



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A prospect that could have been marginal

is determined to be economically viable.

“Thin bed” Reservoir

Reserves Estimation

Geoffrey MooreCore Analyst, Core LabHouston


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Effective use of the Direct Hydrocarbon Effective use of the Direct Hydrocarbon Indicators techniqueIndicators techniqueEffective use of the Direct Hydrocarbon Effective use of the Direct Hydrocarbon Indicators techniqueIndicators technique

Scenario descriptionScenario description

DHI works well in some exploration areas but not othersDHI works well in some exploration areas but not others

The appropriate application of the DHI technique is The appropriate application of the DHI technique is

important in assessing the proposed risk values during important in assessing the proposed risk values during

peer reviewspeer reviews


Increase the knowledge of the G&G staff about:Increase the knowledge of the G&G staff about:

characteristics of exploration projects where the DHI characteristics of exploration projects where the DHI

technique works welltechnique works well

appropriate use of DHIappropriate use of DHI

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Direct Hydrocarbon IndicatorsDirect Hydrocarbon IndicatorsDirect Hydrocarbon IndicatorsDirect Hydrocarbon Indicators

G & G Community G & G Community

Q & AQ & AQ & AQ & A


EventsEvents


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Direct Hydrocarbon IndicatorsDirect Hydrocarbon IndicatorsDirect Hydrocarbon IndicatorsDirect Hydrocarbon Indicators

The G&G staffincrease their knowledge of DHI

and agree on a consistent

application of it.

Helpful ToolsHelpful Tools

G & G Community G & G Community

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Best Practices for Virtual CollaborationBest Practices for Virtual CollaborationBest Practices for Virtual CollaborationBest Practices for Virtual Collaboration

Understand the kinds of interactions Understand the kinds of interactions

that occur internally and externally that occur internally and externally

Understand the differentUnderstand the different

components of collaborationcomponents of collaboration

Build a team-oriented environmentBuild a team-oriented environment

Focus on people, not technologyFocus on people, not technology

Provide the right tools and supportProvide the right tools and support

Sustain the changeSustain the change

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ConclusionsConclusionsConclusionsConclusions

There are numerous business driversThere are numerous business drivers

for G&G virtual collaborationfor G&G virtual collaboration

Various technologies enableVarious technologies enable

virtual collaboration for G&G professionalsvirtual collaboration for G&G professionals

Virtual collaboration is well suited to how work of G&G Virtual collaboration is well suited to how work of G&G

professionals as demonstrated by the scenarios in the professionals as demonstrated by the scenarios in the

presentationpresentation

To achieve the most value from virtual collaboration, To achieve the most value from virtual collaboration,

apply best practicesapply best practices

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RecommendationsRecommendationsRecommendationsRecommendations

Technology

OrganizationProcess

Skills

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Questions &Questions &DiscussionDiscussion

Questions &Questions &DiscussionDiscussion

Can you helpus implement

virtual collaboration?

Pleasefill out

evaluationform

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1800, 250 - 6th Ave. S.W.Calgary, Alberta Canada T2P 3H7

Phone: (403) 249-5255E-mail: [email protected]

Web: www.corvelle.com

Information technology related management consulting

Project management and systems development

Computing Canada & Calgary Herald columnist

PPDM Association board member

Management Consultants

Virtual Collaboration for G&G ProfessionalsVirtual Collaboration for G&G ProfessionalsVirtual Collaboration for G&G ProfessionalsVirtual Collaboration for G&G Professionals

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Bibliography - 1Bibliography - 1Bibliography - 1Bibliography - 1

CIO - A Travel Guide to CollaborationCIO - A Travel Guide to Collaboration http://www.cio.com.au/index.php/id;583358229;fp;16;fpid;0http://www.cio.com.au/index.php/id;583358229;fp;16;fpid;0

Collaboration LoopCollaboration Loop http://www.collaborationloop.com/http://www.collaborationloop.com/

Collaboration ToolsCollaboration Tools http://www.virtualtools.co.uk/collaboration/resources.shtmlhttp://www.virtualtools.co.uk/collaboration/resources.shtml

Collaborative tools - An independent guide to products and Collaborative tools - An independent guide to products and servicesservices http://www.infoconomy.com/pages/b2binfrastructure-top-stories/http://www.infoconomy.com/pages/b2binfrastructure-top-stories/

group108370.adpgroup108370.adp

Collaborative Computing - White Papers, Web casts, and Case Collaborative Computing - White Papers, Web casts, and Case StudiesStudies http://www.itpapers.com/search.aspx?scid=177http://www.itpapers.com/search.aspx?scid=177

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Future of WorkFuture of Work http://www.thefutureofwork.net/http://www.thefutureofwork.net/

IBM Workplace Collaboration Service TourIBM Workplace Collaboration Service Tour ftp://ftp.lotus.com/pub/lotusweb/workplacecollaboration/ftp://ftp.lotus.com/pub/lotusweb/workplacecollaboration/

WorkplaceCollaborationServices_Tour.htmlWorkplaceCollaborationServices_Tour.html

InnoVision CanadaInnoVision Canada http://www.ivc.ca/http://www.ivc.ca/

Kolabora Online Collaboration ResourcesKolabora Online Collaboration Resources http://www.kolabora.com/index.htmhttp://www.kolabora.com/index.htm

Mapping Collaboration Technology Requirements to Human Social Mapping Collaboration Technology Requirements to Human Social Requirements to Human Social StructureRequirements to Human Social Structure http://www.isr.uci.edu/events/Research-Forum-2002/presentations/http://www.isr.uci.edu/events/Research-Forum-2002/presentations/

poltrock.pdfpoltrock.pdf

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National Defense Research InstituteNational Defense Research Institute http://www.rand.org/pubs/monographs/2004/http://www.rand.org/pubs/monographs/2004/

RAND_MG273.sum.pdfRAND_MG273.sum.pdf

The Subtle Power of Virtual Collaboration The Subtle Power of Virtual Collaboration http://www.accenture.com/Global/Services/By_Subject/http://www.accenture.com/Global/Services/By_Subject/

Workforce_Performance/R_and_I/TheCollaboration.htmWorkforce_Performance/R_and_I/TheCollaboration.htm

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New DiscoveryNew DiscoveryNew DiscoveryNew Discovery

Scenario descriptionScenario description

Our drilling team has just struck a huge offshore discovery that Our drilling team has just struck a huge offshore discovery that

requires a fast track development project involving expertise requires a fast track development project involving expertise

from other divisionsfrom other divisions


Illustrate how expertise and lessons learned in other divisions Illustrate how expertise and lessons learned in other divisions

can be leveraged to reduce risk and ensure success of a new can be leveraged to reduce risk and ensure success of a new

projectproject

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Data WarehouseData Warehouse

Construction site 1Construction site 1

Offshore HUC

Handheld data collection

EPC ContractorEPC Contractor

Construction site 2Construction site 2 Construction site 3Construction site 3 Construction site 4Construction site 4

A single source of truth for all parts of the project



Offshore HUC





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Offshore HUC





Data Warehouse concept & central content management

Referencing and Reference Data Storage

SmartPlant Foundation

Detailed Design ContractorOtherContractors

Vendors

Common Numbering Systems

Livelink – central document repository

New discovery

developed collaborativelyto accelerate development.

Data Warehouse concept & central content management

Referencing and Reference Data Storage

SmartPlant Foundation

Detailed Design ContractorOtherContractors

Vendors

Common Numbering Systems

Livelink – central document repository

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Collaboration BenefitsCollaboration BenefitsCollaboration BenefitsCollaboration Benefits

Benefits for employers

Benefits for employees

Social and economic benefits

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Collaboration ImpedimentsCollaboration ImpedimentsCollaboration ImpedimentsCollaboration Impediments

Cultural challenges Cultural challenges

Win-lose mentality and mistrust Win-lose mentality and mistrust

Intellectual property issues Intellectual property issues

Resistance to changeResistance to change

Technical challengesTechnical challenges

Lack of security Lack of security

Lack of well-designed computing infrastructuresLack of well-designed computing infrastructures

Technical integration obstaclesTechnical integration obstacles

virtual collaboration for g&g professionals

Documents

gg community

reserves estimation

yearsppdm association

project world

yogi schulzsahar alarami

collective knowledge

honors diploma

core labhoustoneffective