An Informal Survey of Structural Geology in the Majors. Alex Bump BP 2006

Transcription

1 An Informal Survey of Structural Geology in the Majors Alex Bump BP 2006

2 Thanks to Bob Krantz and Peter Hennings, Conoco-Phillips Arlene Anderson and Steve Lingrey,, Exxon-Mobil Steve Naruk,, Shell Chuck Kluth,, consultant Pilar Garcia, Chevron-Texaco Steve Matthews and Robert Humphreys, BP Caveats - generalizing in trying to extract broad themes - trends vary in timing and degree between companies - talk based on facts but many are anecdotal and dataset is by no means complete - inevitably colored by opinions of author and sources - look at this as food for thought, rather than definitive word 2

3 Broad Themes Structure networks long under-valued and under siege - Mergers and cost-cutting cutting efforts - hard to quantify value of structure - 3D seismic revealed many structures in great detail - Collective skills rusted, other networks have picked up tasks traditionally done by structural geologists (e.g. basin analysis) Structure is (or recently was) under-staffed - Many have left, gone to other roles as generalists or managers - Much brush fire control New value areas are emerging - Interpretation of difficult 3D data - Fault seal, fault prediction / model building, reservoir modelling, seismic processing - Integration with geomechanics Starting to make a comeback - Structure groups re-forming - Defining new ways to add value Continued progress requires marketing 3

4 The long decline (mid 90s-mid 00s) BP Structure groups cut by 50% at mergers, research labs disbanded and research out-sourced Basin analysis lost to Petroleum Systems network and exploration BU s Many restorations were (and still are) done out of sense of obligation without real sense of value added Shell Structure research group merged with 2 others 90% of dry holes are trap failure - bad interpretations - faults don t seal - still fighting to show relevance of structure Faults 4 food Structural geologist, ~2000 4

5 The long decline (mid 90s-mid 00s) Exxon-Mobil Moved to problem-based based research after merger - structure research group disbanded - many structural geologists left company Structural interpretation viewed as mature technology - no new research Chevron Structure research group disbanded at Texaco merger - fault seal group basin analysis team - geologists farmed out to BU s Good structure community but decentralized, not cohesive Meetings on purpose of structure - 3D restoration new new frontier, attention grabber - inconclusive 5

6 The long decline (mid 90s-mid 00s) Conoco-Phillips Merger created critical mass in central tech group Many structural geologists in select BU s Most Structural geologist position seen as career-limiting - many still happy to remain as specialists Promotions based on broad geological knowledge The ambitious often want to be generalists with a shot at Exploration Manager Structural geologist, ~2000 6

7 Most are (or recently were) understaffed BP Tech group declined to 3 people world-wide wide in 2005 Most working as generalists in BU s - typically spend 10-20% of time on structure Network leader still a part-time time job Lots of brush-fire work Little time for mentoring Shell 4 people in Houston tech group Network leader spends much time on brush fire tech service, little on mentoring, advising Most structural geologists working generalist roles in BU s -typically spend ~20% time on structure Lots of work goes to Badleys, MVE 7

8 Most are (or recently were) understaffed Chevron Not bad on brush fire control Taking too much risk not using existing structural tools to constrain subsurface geometry Conoco-Phillips 2 tech service groups - basin scale 2 people - reservoir and asset scale 6 people Exxon-Mobil Still have 60 MA/PhD structural geologists Typical project: 3 sed/strat, 2 geophysicists, 1 structural geologist Seldom no structural geologists on a project Still have to do too much, too fast Structure viewed as Critical Skill Area - concerns over retention and retirements 8

9 Value areas Reservoir modeling / asset characterization Structural reservoirs getting more attention than exploration Improved recovery factors linked to improved structural understanding Fault seal, fault prediction, reservoir modelling, 3D fault frameworks Combined structural / geomechanical analysis Activities best leveraged when integrated in appraise / model / simulate workflow Interpretation / interpretation QC Thinking geologic process is key Displacement gradients, rules for fault systems Concepts of admissible and viable 9

10 Under-appreciated value areas Seismic processing Chevron - work with processors - define velocity models - QC intermediate products saddle revised salt model Modified Velocity Model Structural control on stratal architecture Growing structures 4-way closure -create accommodation space -determine reservoir architecture -control stratal pinch-outs, facies original salt model distribution Mentioned by most companies, few actually working on it Exxon-Mobil stratal architecture is big research area but structural controls aspect is secondary Kluth suggested map unconformity surfaces -paint by onlap / offlap -combine with hydraulic gradient, provenance Original Velocity Model 10

11 The Renaissance Driven by many factors - High oil price - Demographics - Increasingly difficult plays / developments - Recognition of new value areas BP - Structure groups resurgent Houston up to 2, soon to be Huge demand for structure work (restoration, 3D fault frameworks, fault prediction, fault seal) - Developing new courses / field trips, resurrecting old ones - Renewed interest in research (still outsourced and budgets still tight) - Recruiting at new places, (e.g., AGU), doing more academic outreach - Developing close contacts with consulting groups (e.g., Badleys, RDR, Fault Seal, MVE) 11

12 The Renaissance Conoco-Phillips Growing recognition of value in structural interpretation - need to get structure right before reservoir can be modelled Integration of structure with reservoir modelling - very strategic in defining reservoir development needs - structure group has taken ownership of reservoir model inputs - start with looking at core, logs, interpretation - refine interpretation (usually pushed back to asset teams) - work with RE s to build, refine and validate models - 10x as much reservoir development as tectonics / structure support Risking software - includes inputs for fault seal, fractures, etc. Starting course this fall in reservoir structural interpretation (in addition to current exploration-scale offerings) Trying to avoid generic interpretation/qc work - see bigger impacts elsewhere - such work is often brush fire control 12

13 The Renaissance Shell Course on structural constraints for interpretation -aim to have all first-level managers take it as well as interpreters -push faster, better interpretation Cultivated individual champions in upper exploration management Now trying to hire structural geologists, mainly for sub-salt salt interpretation Trying to move away from consultants -good oversight takes almost as much time as project Very good at disseminating consortium results, creating software packages, generating awareness of structure 13

14 The Renaissance Chevron Re-formed the central structure group (8 people) Growing recognition of value in structural interpretation -need to get structure right before reservoir can be modelled -starting course this fall in structural interpretation Recruiting at 16 schools, trying to hire lots of new structural geologists Not using many consultants Exxon-Mobil ~30 people working on fault seal (leading the industry) Growing demand for structural expertise in interpretation Aggressive hiring targets (10 s of structural geologists) New hires taught structural principles for interpretation 14

15 Marketing structural geology part 1 cultivate 1 champions Structure can be a hard sell Can be hard to quantify value Overlap with other disciplines (sed/strat, geomechanics) adds competition Negative sales seldom effective - wouldn t have drilled this dry hole with good structure work Cultivate champions in exploration upper management Must be willing to stand up and say Baloney! There s a better way to do this! Structural geologists on peer review teams 15

16 Marketing structural geology part 2 integrate2 Integrate structural geology into appropriate workflows E.g. Conoco-Phillips work on reservoir structure - develop close relationship with BU s - take ownership of the inputs (core, logs, seismic, modelling) - learn to speak the language of the customer (RE s) - make structural geology an integral part of the process Integrate structural products into appropriate places Make sure products get used Don t hand off work and get check in box 16

17 Marketing structural geology part 3 show 3 the value Business-focused courses on structure for interpretation E.g., Shell Use of structure for interpretation - Do on workstation, stress faster, better interpretation Structural attributes for reservoir modelling -fault seal, strain distribution, etc Get managers to take these, show them QC tools Clear communication is critical A message that is understood is always more effective than one that isn t Good diagrams, 3D cartoons can be very effective Be proactive Make sure people know options, uses of structure Conoco-Phillips marketing of structure - now self-sustainingsustaining - reputation growing Kris Meisling 17

18 Closing thoughts Pays to ask what solving a given problem adds to resource base Structure has clear impact on resource base where - Seismic image is bad - sub-saltsalt - fold-thrust belts - ability to interpret or develop on partial images can have huge impact - Faults seal uncertain - development (compartments) - exploration (trap or no trap) -Complex reservoir - enhanced recovery factor In-house research likely to remain a thing of the past for most companies Opportunities for collaboration with universities - Federal funding dropping, losing students - Hungry for projects, datasets, mentoring, money, relationships 18