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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
G & G CommunityG & G Community
““Thin bed” Reservoir Reserves EstimationThin bed” Reservoir Reserves Estimation““Thin bed” Reservoir Reserves EstimationThin bed” Reservoir Reserves Estimation
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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
““Thin bed” Reservoir Reserves EstimationThin bed” Reservoir Reserves Estimation““Thin bed” Reservoir Reserves EstimationThin bed” Reservoir Reserves Estimation
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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
Objective of ScenarioObjective of Scenario
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
G & G CommunityG & G Community
EventsEvents
G & G CommunityG & G Community
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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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Bibliography - 2Bibliography - 2Bibliography - 2Bibliography - 2
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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Bibliography - 3Bibliography - 3Bibliography - 3Bibliography - 3
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
Objective of ScenarioObjective of Scenario
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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New DiscoveryNew DiscoveryNew DiscoveryNew Discovery
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
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
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New DiscoveryNew DiscoveryNew DiscoveryNew Discovery
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
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