Technical Paper: Geoengineering Data Integration at Petrobras Production Engineering

Society: SPE
Paper Number: 169354
Presentation Date: 2014
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The O&G industry has been realizing that the implementation of Data and Information Governance (DIG) has a significant impact on their business initiatives in all levels of the company, such as the strategic, the tactical and the operational ones. The DIG has the aim to guide the company to manage its data assets through the implementation of rules, policies, procedures, roles and responsibilities. In essence, the DIG is a multidisciplinary function led by the company business areas. Its success depends on the clear definition of the technologies, processes and people aligned with the Information Technology (IT) strategy.

The Petrobras Production Engineering is implementing governance model which focus on the data integration that subsidizes the work processes in the geoengineering disciplines. In the geoengineering workflow, the geophysicists work with great volumes of data to do the best reservoirs’ characterization. From the results produced by them, the geologists, sum to geophysical studies, data and information from the research labs, from the Petrophysics and from the Geomechanics, among others, to construct the reservoirs static structure. The engineers receive the geological studies and work with them generating dynamics flow studies of reservoirs within the various probabilistic scenarios for the estimation of the O&G reserves production as well as to subsidize economic analysis. Each area of study manages their data universe and the results are supposed to work both ways, moving and flowing in a coordinated and integrated manner amongst the disciplines.

The goal of this article is to present the strategy used in the implementation of a DIG model, describing a methodology and the achieved results. This methodology was supported by the IT and Production Corporate management which defined a strategy for conducting diagnosis in all Production Engineering business units’ areas involved. With these results it was possible to identify opportunities for improvement and the definition of the best place to start was prioritized. It was clear the necessity to have a data and information management group working in all the business units and the adoption of new technological solutions used by the company and the industry supported by the IT.

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