BY JESSICA LEBER
The world isn't running out of oil and natural gas. It
is running out of easy oil and gas. And as energy companies drill deeper and
hunt in more remote regions and difficult deposits, they're banking on
information technology to boost production.
Data, in this case, really is the new oil. "It's
pretty sweeping," says Paul Siegele, president of the Energy Technology
Company at Chevron. "Information technology is enabling us to get more
barrels of each asset."
Oil companies are using distributed sensors, high-speed
communications, and data-mining techniques to monitor and fine-tune remote
drilling operations. The aim is to use real-time data to make better decisions
and predict glitches.
The companies began to employ such technologies more than a decade ago, partly to help its aging workforce multitask remotely. But the technologies have gained speed along with the underlying trends: cheaper computing and communications technology, and a proliferation of data sensors and analytical software.
The industry
term is the "digital oil field," though the biggest companies have
trademarked their own versions. At Chevron, it's the "i-field." BP
has the "Field of the Future," and Royal Dutch Shell likes
"Smart Fields."
Whatever these programs are called, they'll play a
huge role in the future of energy companies. The ones that are most successful
at operating remotely and using data wisely will claim big rewards. Chevron
cites industrywide estimates suggesting 8 percent higher production rates and 6
percent higher overall recovery from a "fully optimized" digital oil
field.
That's significant, says Siegele. Despite
advancing renewable technologies, the International Energy Agency projects that
global oil demand will still be growing by 2035 as more people use cars. And,
as extraction becomes more difficult, almost $20 trillion in investments will
be needed to satisfy these future needs.
Chevron is currently deploying up to eight global
"mission control" centers as part of its digital program. Each is
focused on a particular goal, such as using real-time data to make
collaborative decisions in drilling operations, or managing wells and imaging
reservoirs for higher production yields. The purpose is to improve performance
at more than 40 of its biggest energy developments. The company estimates that
these centers will help it save $1 billion a year.
At one machinery support center, opened in Houston in
2010 and expanded last year, shift engineers monitor visualizations and
analytics from operations in Kazakhstan and Colombia. The center's staff
diagnosed a gas-injection compressor that showed subtle signs of overloading at
Chevron's Sanha Field off the coast of southern Africa. Operators there fixed
the problem and avoided a potential loss of millions of dollars in downtime.
Now there's an automated early detection system based on the symptoms observed
at that site.
Chevron first tested the i-field program in its
century-old fields in California's San Joaquin Valley, where it is using
advanced thermal technologies to squeeze heavy oil from what might have once
been considered a depleted reservoir. In the past, workers would drive around
inspecting thousands of wells a day, says David Dawson, general manager of
Chevron's upstream workflow transformation organization. Now they use sensors
and remote monitoring, and visit a well only when repairs are needed.
Since this early trial, real-time data analysis,
imaging, and remote collaboration has become key to the setup at some of
Chevron's newest and most complex projects. These include projects in the deep
waters of the Gulf of Mexico, off the coast of Nigeria, and 130 kilometers off
the coast of Australia—the controversial $37 billion Gorgon Project, the single
largest natural gas project in Australia's history.
Real-time safety backups are also crucial as
production gets more complicated, says Morningstar oil services equity analyst
Stephen Ellis. Today, for example, Chevron is under fire in Brazil, where the
company took responsibility for a 3,000-barrel offshore oil spill in November
caused by an unanticipated pressure spike in a well. Siegele says Chevron's
i-field program will help prevent accidents and improve safety.
Much of the software innovation that's key to the
digitization of big oil is happening at oil service contracting companies, such
as Halliburton and Schlumberger, and big IT providers including Microsoft and
IBM.
Not every problem has been solved, however. It's still
tough to ensure reliable communications from the Arctic's outer continental
shelf, via fiber optic lines or satellite. Another limitation is data
transmission speeds to relay pressure and temperature information from
thousands of feet below the surface—although in recent years, electrically
"wired" drill pipes have been able to relay this data an order of
magnitude faster than before, at one megabit per second.
Already, Chevron's internal IT traffic alone exceeds
1.5 terabytes a day. "The fire hose of data that comes up every minute and
every hour is incredible," says Jerry Hubbard, president of Energistics, a
global nonprofit consortium working to standardize data-exchange formats within
the energy industry.
Even startups are exploring the digital oil field.
"The code in the old software platforms being used today, a lot of it is
20 years old," says Kirk Coburn, who started Surge, a new Houston-based
energy software startup accelerator with a digital oil section. "This technology
can still be massively modernized."
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