Evergreen Forecast & Predictive LTRO Using Machine Learning – Case Study from PDO South

Sahil Mahaldar, Jasbindra Singh, A. Riyami, Nasser Mahrooqi, M. Abri, Sulaiman Mandhari, Salwa Hikmani, Maitham Al Humaid, Yousuf Sinani, I. Mahruqi, Nasser Al Azri, Sina Mohajeri
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Abstract

Digital transformation (Dx) is increasingly becoming a key enabler in oil and gas industry to reduce costs, make faster and better decisions and increase productivity. The difference between leading the next innovation wave or being left behind may depend on how proficiently we embrace digital enablers, and how quickly we can test, prototype and scale these digital solutions to create value for the business. Digital technologies are not new to Petroleum Development Oman (PDO). In fact, the company has a track record of testing and adopting a wide range of new technology and integrated organisational capabilities to improve its business performance. Significant investments have been made into instrumenting its fields, including the IT infrastructure, Real-Time Operations, Exception Based Surveillance, Collaborative Work Environment (CWE), Smart Fields, NIBRAS, data management, analytics trials, to name a few. Yet consensus that Dx has significant further upside across PDO, led to the initiation of an asset-led pilot to digitally transform an existing PDO South Field – "S". The focus of the pilot was to identify new Dx opportunities while leveraging on existing PDO investments into digitalization, leading to quantified improvement in business performance of field –S. The project workscope was based on the outcome of an Opportunity Framing Event (OFE), in which a total of 27 opportunities were identified and ranked in terms of business value vs. feasibility or cost of implementation (Figure 1). Technical Subject Matter Experts (SMEs), asset field - surface, sub-surface, data management teams and other relevant support functions participated in the OFE so that business improvement synergies could be identified across the multiple disciplines in an integrated fashion. Following an agile approach, 5 Valuestreams (VS) were selected for Minimum Viable Product (MVP) implementation, in phase 1 of the pilot. Focus of this paper, however, is to elaborate further only one of the 5 VSs i.e. use of machine learning for "Evergreen Production Forecast for Field Development Plan (FDP) optimization and Locate the Remaining Oil (LTRO)".
使用机器学习的常青预测和预测LTRO -来自PDO South的案例研究
数字化转型(Dx)正日益成为油气行业降低成本、做出更快、更好决策和提高生产力的关键推动因素。引领下一波创新浪潮还是落后的区别可能取决于我们如何熟练地接受数字推动者,以及我们能够多快地测试、原型化和扩展这些数字解决方案,从而为企业创造价值。数字技术对阿曼石油开发公司(PDO)来说并不新鲜。事实上,该公司在测试和采用广泛的新技术和集成组织能力以提高其业务绩效方面有着良好的记录。在仪器仪表领域进行了大量投资,包括IT基础设施、实时操作、基于异常的监视、协同工作环境(CWE)、智能领域、NIBRAS、数据管理、分析试验等。然而,人们一致认为Dx在PDO中具有显著的进一步优势,因此启动了以资产为主导的试点项目,对现有的PDO南油田进行数字化改造。试点的重点是确定新的数字化转型机会,同时利用现有的PDO投资进行数字化,从而量化改善油田-S的业务绩效。项目工作范围基于机会框架事件(OFE)的结果,其中总共确定了27个机会,并根据商业价值与可行性或实施成本进行了排名(图1)。技术主题专家(sme),资产现场,地下,数据管理团队和其他相关支持职能部门参与了OFE,以便能够以集成的方式确定跨多个学科的业务改进协同作用。遵循敏捷方法,在试点的第一阶段,选择了5个价值流(VS)用于最小可行产品(MVP)的实施。然而,本文的重点是进一步阐述5个VSs中的一个,即使用机器学习进行“油田开发计划(FDP)优化的常绿产量预测和剩余油(LTRO)定位”。
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