Life Cycle Management - The Myth Becomes Reality - A Case Study With Burlington Resources Canada Ltd.
Notice bibliographique
Résumé
Abstract This paper is the second in a series of papers covering the spectrum of Life Cycle Management. The first paper provided an approach for the execution of a Life Cycle Management Plan. The approach was based upon a combination of Workflow, Integration and Notification (WIN). Current "best of breed" applications and business processes would be retained and the WIN approach used to "bridge the gaps" in bothbusiness processes and software, the result being proactive communication in the organization and effective management reporting to drive business decisions. This second paper is a case study with Burlington Resources Canada Ltd (BRC). It reviews the solution being implemented around the "Commencement of Production" (from licence / permit through to on-production) in the Life Cycle of aWell. BRC's existing business processes (with some optimization), were employed. BRC already had a solidinfrastructure of "silo" applications. Both a project team and a process owner were identified at the beginning of the implementation, these being key to the success of the project.An examination of the associated value, benefits and issues for this phase of Life Cycle Management is included as well as future expectations for the next phases. Introduction This paper is the second in a series of papers covering the spectrum of Life Cycle Management. The first paper provided an approach for the execution of a Life Cycle Management Plan. The approach was based upon a combination of Workflow, Integration and Notification (WIN). Current "best of breed" applications and business processes would be retained and the WIN approach used to "bridge the gaps" in both business processes and software, the result being proactive communication in the organization and effective management reporting to drive business decisions. This second paper is a case study with Burlington Resources Canada Ltd.(BRC). It reviews the solution being implemented around the "Commencement of Production" (from licence / permit through to on-production) in the Life Cycle of a Well. BRC's existing business processes (with some optimization), were employed. BRC already had a solid infrastructure of "silo" applications. Both a project team and a process owner were identified at the beginning of the implementation, these being key to the success of the project. An examination of the associated value, benefits and issues for this phase of Life Cycle Management is included. Business Challenges Burlington Resources Canada Ltd. ("BRC") is a division of Burlington Resources in Houston. BRC has on staff many highly skilled employees who do their jobs very effectively and efficiently. The Company is organized according to functional departments, such as Geology, Land, Drilling, etc. Each of these departments performs their duties very well. However, the maturing of the Western Canadian Sedimentary Basin and the focus on costs and productivity have introduced newchallenges. High volume expectations, maintaining competitive advantage, and targeted drilling programs in excess of 800 wells per year lead BRC to realize their well life cycle data and processes needed to be managed more efficiently. One of the key areas of improvement surrounded the decision making and communication of well tie-in decisions and ultimately bringing wells on production.
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Prédiction machine sur la base complète
Imitation des enseignantsNi prévalence calibrée, ni vérité terrain. Validation humaine à venir. Le volet Gemma est une étiquette directe du modèle pour chaque travail de la base, lue sur la notice réduite au titre. Le volet Codex est un classifieur appris des 10 348 étiquettes directes de Codex et calibré sur les taux pondérés de l'échantillon; les champs sans appui suffisant ne portent aucun appel Codex. Le mode candidate est l'union des deux volets; le consensus est leur intersection. Ces sorties portent le statut machine_predicted_unvalidated et ne sont pas des étiquettes humaines.
Scores du classifieur distillé par catégorie (deux têtes)
| Catégorie | Codex | Gemma |
|---|---|---|
| Métarecherche | 0,004 | 0,006 |
| Méta-épidémiologie (sens strict) | 0,000 | 0,000 |
| Méta-épidémiologie (sens large) | 0,000 | 0,000 |
| Bibliométrie | 0,001 | 0,003 |
| Études des sciences et des technologies | 0,017 | 0,004 |
| Communication savante | 0,007 | 0,002 |
| Science ouverte | 0,002 | 0,002 |
| Intégrité de la recherche | 0,002 | 0,002 |
| Charge utile insuffisante (le modèle a refusé de juger) | 0,006 | 0,001 |
Scores machine (provisoires)
Les deux têtes enseignantes du modèle étudiant, lues sur ce travail. Un score ordonne la base pour la relecture; il n'affirme jamais une catégorie, et le statut de validation accompagne chaque rangée tel quel.
Scores de référence d'un modèle non mature (critères de maturité non atteints, 7 itérations). Un score ordonne; il n'affirme jamais une catégorie.
score_only:v0-immature-baseline · tel quel depuis la passe de notation : score_only signifie que le nombre peut ordonner les travaux, et qu'aucune étiquette de catégorie n'en découleClassification
machine, non validéePrédiction automatique; un appel candidat d’une seule source (Gemma direct ou Codex distillé), pas un consensus.
Le détail, modèle par modèle et score par score, se trouve en fin de page sous « Comment cette classification a été obtenue ».