SPE Economics & Management
Volume 3, Number 1, January 2011, pp. 45-51

Summary

The concept of integrated operations (IO) has matured significantly over the past 8 years since the landmark study by Cambridge Energy Research Associates (CERA) in 2002. Many companies, including Chevron, now have established programs with demonstrated results delivered in multiple assets. With that track record, companies are now asking what is next and how can they build on this foundation for the future.

Given what we have learned to date, how can we accelerate results and where can IO add the most value? What business and technology trends will emerge both to help and to hinder integrated workflow solutions over the next 5 to 10 years? This paper will address these questions by looking at the history of the Chevron i-field™ (i-field is a trademark of Chevron USA Incorporated in the US and in other countries) program to understand what has been accomplished, the promises realized, and the challenges uncovered in the journey. We will examine trends in the industry, to understand future opportunities and challenges more clearly.

The paper will look at how different elements of IO can be deployed more effectively and how to address the challenges of delivering and sustaining the change within the current and future workforce. Delivering solutions is usually difficult, but sustaining and supporting them provide new levels of challenge. How do we ensure that IO becomes the way we work in the future instead of a passing technology fashion fad?

© 2011. Society of Petroleum Engineers

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History

• Original manuscript received: 3 December 2009
• Meeting paper published: 23 March 2010
• Revised manuscript received: 20 April 2010
• Manuscript approved: 21 July 2010
• Published online: 14 January 2011
• Version of record: 14 January 2011