OI L F IEL D AN A LY T I C S
Regardless of different
starting points and
unique challenges, E&P
companies share common
goals – reducing the drag
on business performance
that stems from the lack of
unified data and analytics
capabilities.
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capabilities needed to make better deferment decisions. Or it might not have adequate insight into
why production in a given well, field or region is
declining, and how future production might be optimized using various intervention methods.
In addition to different starting points, E&P
companies have unique assets. As a result, the
key problem for one company may lie in its seismic exploration methods, while for another the
main challenge might be production management. Such differences dictate different strategies with regard to data integration and analytics,
leading individual E&P companies toward different vendors and applications.
Furthermore, E&P companies’ exploration,
development and production operations historically have operated as separate departments.
They support each other, of course, and information is routinely shared among departments. But
integrated approaches have been difficult to impossible because the necessary information has
typically been fragmented, housed in separate
databases that are isolated from one another.
This isolation takes two basic forms. Similar
types of data may be isolated geographically. For
example, production data may be stored in regional databases that cannot talk to each other.
Production data also may be stored in different
formats, and/or with different technologies, that
prevent holistic analysis.
Still, regardless of different starting points
and unique challenges, E&P companies share
common goals – reducing the drag on business
performance that stems from the lack of unified
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