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• W4210361569 abstract "Andrew Well Engineering Alliance: A New Industry Model Sam Gomersall; Sam Gomersall Schlumberger Integrated Project Management Search for other works by this author on: This Site Google Scholar Bob Klein; Bob Klein BP Search for other works by this author on: This Site Google Scholar Graham Clark; Graham Clark BHI Search for other works by this author on: This Site Google Scholar Iain Sneddon; Iain Sneddon Transocean Search for other works by this author on: This Site Google Scholar Mike Simpson Mike Simpson Santa Fe Search for other works by this author on: This Site Google Scholar Paper presented at the European Petroleum Conference, Milan, Italy, October 1996. Paper Number: SPE-36872-MS https://doi.org/10.2118/36872-MS Published: October 22 1996 Cite View This Citation Add to Citation Manager Share Icon Share Twitter LinkedIn Get Permissions Search Site Citation Gomersall, Sam, Klein, Bob, Clark, Graham, Sneddon, Iain, and Mike Simpson. Andrew Well Engineering Alliance: A New Industry Model. Paper presented at the European Petroleum Conference, Milan, Italy, October 1996. doi: https://doi.org/10.2118/36872-MS Download citation file: Ris (Zotero) Reference Manager EasyBib Bookends Mendeley Papers EndNote RefWorks BibTex Search nav search search input Search input auto suggest search filter All ContentAll ProceedingsSociety of Petroleum Engineers (SPE)SPE Europec featured at EAGE Conference and Exhibition Search Advanced Search SummaryThe BP Andrew field has been developed using a novel business solution which required the creation of a Well Engineering Alliance with shared objectives, a radically new behavioural approach and jointly developed targets.The paper describes the structure of the Alliance, the development and implementation process and the success that has been achieved.Field OverviewAndrew is a Paleocene oil field 50km North East of the Forties Field, it is relatively small in size, 11 2mmbbl reserves, and was discovered in 1974. It's development has, until recently, been considered uneconomic due to the high initial cost of development. The arrival of proven horizontal well technology has allowed the number of wells planned for the field to be halved at the same time as increasing the plateau from 45mbd to 58mbd. Improvements in jacket and topsides construction, including onshore commissioning, increased heavy lift capability and a reduction in offshore manpower needs have allowed the project cost to be substantially reduced. Most significantly, an innovative Alliance approach is being applied to all aspects of the project to create substantial cost reductions and value enhancements.Three wells were pre-drilled through a subsea template prior to installation of the jacket and topsides in May 1996. Following the tieback and completion of these wells, together with an existing appraisal well, further wells will be drilled from the Andrew Platform. First oil was produced 6 months ahead of schedule in June 1996. In addition the development includes Cyrus, a small subsea field which is tied back to Andrew by a 6.5km flowline bundle. Cyrus is being developed within the same contractual arrangements using two subsea production wells.Andrew is a project where behavioural issues are considered of paramount importance. The combination of appropriate behaviours and new technology can together deliver a breakthrough performance. These softer, less tangible issues are a key aspect of the project.Contract StrategyThe contracting strategy was conceptualised at the project sanction stage in 1993 and was to maximise field productivity for minimum cost through delivery of highly productive, low cost, low risk wells as early as possible. To achieve this, the plan was to create an integrated Well Engineering Alliance incorporating all the skills necessary to drill, complete and maintain the wells.Strategy development and contractor selection involved the following steps:Identification of key business objectives as:–Maximise Palaeocene well productivity–Accelerate 1st Oil–Maximise value from Lower Cretaceous horizon–Minimise costsIdentification of key implementation success factors as:–Select the right contractors, get them onboard early enough to have an impact, and keep them ie life of field accountability.–Adopt an integrated team/alliance approach–Ensure alignment of asset business objectives with contractors objectives through use of a single gainshare scheme for all Alliance members with a focus on both cost and well productivity.Select contractors based on ability to deliver on business objectives through an interactive selection process focused on behavioural alignment, technical ability and cost.P. 489 Keywords: programme, andrew well engineering alllance, controller, contractual arrangement, project management, arrangement, alliance, direct cost, alignment, well engineering team Subjects: Drilling Operations, Strategic Planning and Management, Project management This content is only available via PDF. 1996. Society of Petroleum Engineers You can access this article if you purchase or spend a download." @default.
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• W4210361569 title "ANDREW WELL ENGINEERING ALLIANCE: A NEW INDUSTRY MODEL " @default.
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