Zakum Development Company

Abu Dhabi, United Arab Emirates

Zakum Development Company

Abu Dhabi, United Arab Emirates
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Liu E.,ExxonMobil | Zelewski G.,ExxonMobil | Lu C.-P.,ExxonMobil | Reilly J.M.,ExxonMobil | Shevchek Z.J.,Zakum Development Company
Leading Edge (Tulsa, OK) | Year: 2011

The ability to identify fracture clusters and corridors and their prevalent direction within many carbonates and unconventional shale gas/tight gas reservoirs may have a significant impact on field development planning as well as on the placement of individual wells. We believe seismic fracture prediction provides the best opportunity to identify the spatial distribution of fracture corridors, but the reliability of seismic fracture detection technology is constantly being questioned. The criticism results from the degree to which the acquisition footprint, random and coherent noise in the seismic data, and near-surface/overburden issues affect extracted seismic "fracture" attributes. Therefore, a key issue is the separation of artifacts caused by the acquisition footprint and near-surface or overburden anisotropy/structural variations from the anomalies caused by the presence of fractures. © 2011 Society of Exploration Geophysicists.

Bennetzen B.,Maersk Oil | Sonowal K.,Zakum Development Company
Oilfield Review | Year: 2010

The oil and gas industry has been enhancing its ability to drill increasingly longer high-angle wells along convoluted well paths. The horizontal lengths of these extended-reach wells are measured in kilometers and miles and link isolated deposits with a single borewell. Much of the progress in drilling longer horizontal reaches has been attributed to improved technologies in two areas, such as more-responsive steering and more accurate real-time measurement capabilities. The development of best practices and the significance of lessons learned from engineering, engineering, technology, training, supervision, and post-job analysis to drilling the next extend-reach well has been key to the success of drilling such drilling longer horizontal reaches.

Varikkodan A.G.,Zakum Development Company
Society of Petroleum Engineers - Abu Dhabi International Petroleum Exhibition and Conference 2012, ADIPEC 2012 - Sustainable Energy Growth: People, Responsibility, and Innovation | Year: 2012

Four 'artificial islands' are being constructed in Giant Offshore Field in Abu Dhabi, for the purpose of using as centers for drilling and oil production. ZADCO carried out extensive studies to assess the effect of these 'artificial islands' on the existing field facilities, such as offshore jacket platforms and pipelines, as these 'islands' would permanently alter the estuaries / topographies of the offshore fields. Studies clearly established that these 'alteration' does influence the long term / short term hydrodynamic forces on the existing offshore facilities thus affecting ZADCO's structural integrity management plan. Therefore, it was important to quantify the extent of these changes on the existing jacket platforms such that appropriate modification to the current plan can be implemented. The present case study attempts to address the above issue by analyzing two representative jacket platforms, out of numerous platforms. SACS structural analysis software has been utilized for the analysis of these two platforms using hydrodynamic models developed for the two cases: (1) before the construction of artificial islands and (2) after the construction of 'artificial islands'. Inplace, Fatigue and Pushover cases are part of major parameters used for the structural integrity of the offshore jacket platforms and the results of these analyses are part of critical input to the structural integrity management plans. It was observed that there were significant changes to the result of these analyses due to the introduction of artificial islands especially for the platforms which are having marginal reserve strength. This, in effect, alters current plan of inspection for critical nodes and members which need to be regularly inspected / monitored. It is also observed that the platforms pile on the mudline need to be inspected more frequently to know whether there are any changes to scouring of piles in soil. As a result of this case study it was established that such studies need to be performed while planning 'artificial islands' like facilities in offshore field like areas in order to asses its effect on existing facilities. Copyright 2012, Society of Petroleum Engineers.

Ghosh G.,Zakum Development Company | Al Busaeedi A.,Zakum Development Company
NACE - International Corrosion Conference Series | Year: 2015

Conventional(1) 13%-Chrome Martensitic Stainless Steels (MSS) have been selectively used as Oil Country Tubular Goods (OCTG) in sour environments as unexpected failures occurred by cracking in some cases. Accordingly, restricted sour service environment has been recommended for use of 13%Cr MSS tubulars in oil & gas production by the standard i.e., ANSI/NACE MR0175/ISO 15156(2). However, variables & their limits responsible for cracking of 13%Cr MSS tubulars, are probably not exhaustively defined yet; sometimes operating companies devise and follow their own qualification programs to select 13%Cr MSS for application in sour environments. Likewise, a material qualification program was taken up for API 5CT L80 13Cr(3) steel for the application of downhole tubulars in several sour production environments. Along with other observations, unexpected failures of the material were observed in testing within the specified limits currently mentioned in the standard. This technical paper details the test program and evaluation of the test results to define a further reliable domain for use of L80 13Cr MSS in sour service as downhole tubulars, including need to revisit limits indicated in the standard. © 2015 by Nace International.

Hajjar H.,Zakum Development Company | Al-Azizi B.,Zakum Development Company
Proceedings of the SPE/IADC Middle East Drilling Technology Conference and Exhibition | Year: 2016

Though extended reach completion has become more common in Abu Dhabi and the region, there are still challenges to overcome in completing of the lower completion in order to have better control on production, injection and stimulation, especially, when the reservoir characteristics vary along the lateral. Multiple horizontal wells with different lower completion design have been drilled and completed in the region, e.g. Pre-Perforated Liner (PPL), Limited Entry Liner (LEL), Inflow Control Device (ICD's) & Inflow Control Valve's (ICVs). All of these laterals have been designed to have multiple compartments with certain separation in order to control the stimulation job either by bullheading (pumping from surface) and/or using coiled tubing (acid wash). All these designs have limitations in either the control or in the number of compartments. Particularly, when early water breakthrough in the producer wells, PPL/LEL are effective, ICD completed wells are not the best for the stimulation jobs, while the ICV completed wells have a restriction in the number of compartments, high temperature wells and liner running. This paper is to share not only the knowledge but also the complete well design of the Sliding Sleeve Valves (SSVs) lower completion along with the upper completion design and to illustrate how the design will add value to the field development. Copyright 2016, SPE/IADC Middle East Drilling Technology Conference and Exhibition.

Jaber N.,Zakum Development Company | Hashem H.B.,Zakum Development Company
Society of Petroleum Engineers - Abu Dhabi International Petroleum Exhibition and Conference, ADIPEC 2015 | Year: 2015

Objectives: the aim of this paper is to provide a practical model to qualify the National Workforce to meet the increasing demand for skilled workers especially in critical industries such as the oil & gas sector. It builds on the governmental nationalization initiatives and extends human resource development efforts beyond formal education and training to embrace workplace learning as the most effective and efficient approach for competence and capability building. Method/procedure and process: based on ADNOC standards and guidelines, a model for workplace technical skills development was constructed. ADNOC Code of Practice is integrated with Scottish Vocational Qualifications Standards (SVQs) to ensure achievement of the desired outcomes. The main features of the proposed model include competence - based and structured on the job training (S-OJT). The model makes extensive use of the Scottish Workplace learning and development standards, in particular, facilitation of workplace learning through coaching, assessment of workplace competence and internal verification standard to ensure the quality and effectiveness of workplace learning interventions. Results/Observations and conclusions: In line with ADNOC competency assurance policy, employees handling HSE critical roles have to know exactly how to do their job properly and be able to rely on the person next to them todo the same. SQA qualifications are designed to ensure that every employee is fully competent and can demonstrate their competence in their normal workplaces to the standard expectations. Integrating SVQs with ADNOCcompetence assurance policy and Code of Practice, will result in developed and well-preparedworkforce that will satisfy the requirements of the international standards as well as UAEPetroleum Industry Sector. Novel/Additive Information: the unique structure of the presented model as a practical skill acquisition approach spans the trainee to expert knowledge and skills levels. It provides a systematic intervention for implementing vocational training based on experiential and adult learning principles to accelerate workplace learning. This adapted version of SVQs that are specifically tailored to meet ADNOC group demands of highly qualified and ready toparticipate National Workforce. While taking into account the current and future pressing needs for skilled national workforce in the petroleum sector, the model can be implemented in other sectors at the national scale as a supplement to NQA national skill development efforts. Copyright 2015, Society of Petroleum Engineers.

Veettil S.K.,Zakum Development Company | Al Mehairbi A.M.,Zakum Development Company
Society of Petroleum Engineers - Abu Dhabi International Petroleum Exhibition and Conference, ADIPEC 2015 | Year: 2015

Managing one's own career has become a challenge for any employee working in organisations where the emphasis is more on anything other than individual development. The lack of right tools and awareness of those - how to place it at the right level, how to interpret and use it - among managers add to this challenge as well. Only very few organisations have a well-established and robust systems and process in place which helps an employee to manage their own career within the organisation creating a win-win situation. "Individuals working for organisations have a pressing need to manage their own careers effectively. They need to do this to progress within their current employing organisation towards more interesting, more responsible and more highly rewarded work. This is the conventional, and still often relevant, meaning of 'career'. But individuals also need to manage their own careers to make sideway moves as well. Organisations who manages these expectations effectively and create an engaging workforce will stands out from the rest". [Dr Santhosh Koyadan Veettil, Why Career Development Discussions?, Drsanmantra: Exploring Synergies. 19 April 2015] This paper highlights the importance of Career Conversations in organisations and how to make it effective by using the various tools of Talent Management by managers in engaging his/her employees. Although Career Conversations happen between a manager and the employee, but rarely one may find this as a well-structured process. It rather ends up in a very casual conversation, most of the time without managing any expectations. These short conversations may help but it may fire back due to the unclear nature of the discussions and expectations. In this paper, an attempt is made to give a structure to the Career Discussion process explaining the critical components of the process. Copyright 2015, Society of Petroleum Engineers.

Al Ahmad A.,Zakum Development Company
Society of Petroleum Engineers - Abu Dhabi International Petroleum Exhibition and Conference, ADIPEC 2015 | Year: 2015

Objectives/Scope: Project Management and project execution in Oil & Gas industry have evolved extensively in the last decade; processes have taken a holistic approach rather than a mechanical one. The tendency today is to establish a centralized and strategic project core office to provide management with sound business recommendations and direct teams in the resolution of decisions in mega projects executions; this office is known as (PMO), Project/Program Management Office. Methods, Procedures, Process: Many researchers, academics, and practitioners agree that a well-established and mature PMO ensures competence, credibility, and serves as a hub for project management and control. Surveys claim that the number of organizations with an established PMO has increased from 47% to 77%, while other studies suggest that 70% of established PMO closes in 2 to 3 years of their initiation. Accordingly; this presentation outlines the different types of PMO's and their benefits, it explains why do PMO's fail? It also displays methodology to ensure a PMO survival and ultimately. It discloses the prerequisites and the transition of a well-established PMO into a strategic office in the organization. Results, Observations, Conclusions: This technical presentation addresses the purpose of PMO; how it is established? Its benefits and stakeholders expectations of this office involvement in project executions. Initially, the application of project management practices was the responsibility of a Project Support Office; a unit within the organization dedicated for projects execution. The mandate of this office was limited to accomplishing a specific shareholder's mission or "a project". Management expectations stretch today beyond the usual execution of projects and definition of success through the traditional golden triangle (quality, cost and time). Management are in pursuit of the establishment of a new generation PMO that is characterized as command center with established best practices, procedures and processes to ensure governance and to administer all project management activities within the projectized or operational organization. Their aim is to build a strategic office that promotes common language within the organization and serves as strategic alliance in the business decision making process. Finally; the effectiveness of the strategic PMO and its long survival is warranted by organizational attitude towards setting and achieving strategic goals. Novel/Additive Information: A Strategic PMO is a rank achieved among successful PMO's, organizations find answers to a whole spectrum of business challenges and long term strategies. In conclusion; this paper dedicates lessons learned and experience from petroleum industry worldwide, bringing stories of pioneer organizations properly implemented strategic PMO. Strategic PMO's achieved success stories that I am privileged to share their stories with colleagues in the Oil and Gas industry. Copyright 2015, Society of Petroleum Engineers.

Kulkarni N.V.,Zakum Development Company | Musallam K.,Zakum Development Company
Society of Petroleum Engineers - Abu Dhabi International Petroleum Exhibition and Conference, ADIPEC 2015 | Year: 2015

This Mega Project involves re-development of a producing oil field from 4 newly constructed aritifical islands. The new production facilities, well manifolds, pipe racks, buildings are being constructed in a modular form to reduce on site work activities. The project's main challenges included: • Long field life (>30 years) • Aggressive phased development schedule • Large capacity equipment / facilities • Limitations on fabrication yard capacities • Remote site working conditions • Brownfield construction environment (resulting from interfaces with an early production system) Project Description: This Mega Project involves re-development of a producing oil field from 4 newly constructed aritifical islands. The new production facilities, well manifolds, pipe racks, buildings are being constructed in a modular form to reduce on site work activities. The project's main challenges included: • Long field life (>30 years) • Aggressive phased development schedule • Large capacity equipment / facilities • Limitations on fabrication yard capacities • Remote site working conditions • Brownfield construction environment (resulting from interfaces with an early production system) Technology Selection: The project followed a stage-gate development process consisting of 5 stages: Concept, Assess, Select, Execute, Operate. After the project successfully achieved approval to advance to the Select Stage, a workshop was conducted with the project stake holders to define the automation and telecommunication technologies and establish guidelines for the project. The committee first considered lessons learnt from other international projects, such as the benefits of standardization when it comes to simplifying the interfacing requirements and need for single point responsibility for design, supply and integration of all control automation equipment and telecommunications equipment. In addition, the automation industry is dynamic and this trend needs to be considered when selecting technologies that will be in use for the next 30 plus years. Based on detailed evaluation of the automation control technologies, the following specific technologies were chosen for use on the project: (Table Presented) System Requirements: In parallel, studies were conducted to identify overall system requirements, sizing, set up segregation rules. Further regular studies like Hazop, SIL, F&G Mapping, Ergonomics, Alarm Rationalization etc. were conducted. Copyright 2015, Society of Petroleum Engineers.

Volker J.A.,Zakum Development Company | Bond A.J.,Zakum Development Company
Society of Petroleum Engineers - Abu Dhabi International Petroleum Exhibition and Conference, ADIPEC 2015 | Year: 2015

A key aspect of the Project under discussion is the use of minimal Initial Production Facilities to achieve significant early production from each of the four (4) pre-constructed artificial islands. The Initial Production Facilities leverage the utilization of the spare processing capacity on the existing adjacent satellite platforms to allow production from each of the islands to occur during the 4 year period between when the first wells are completed until completion and start-up of the Permanent Production Facilities. The Initial Production Facilities associated with each artificial island comprise (1) the on-island Facilities that consist of wellhead flowlines, production and test headers, basic hydraulic wellhead control panels, a chemical injection skid, a hydrocarbon drain tank package, and a temporary equipment room containing distribution panels and the basic control system, (2) a riser platform containing a pig launcher, (3) a short subsea pipeline that connects the island to the existing adjacent satellite platform, and (4) the minor brownfield tie-ins on the existing adjacent satellite platform. The riser platform, short subsea pipeline, and the minor brownfield tie-ins will remain as part of the long term Permanent Production Facilities, while the on-island Initial Production Facilities are for use only during the Initial Production Phase of the Project and will be de-commissioned. It is anticipated that the Initial Production Facilities will be in production for 4 years and during that period will achieve production from more than 60 total wells on the four (4) islands. A sequenced design and start-up approach has been utilized to align with the drilling program and to provide maximum flexibility in the final installed Initial Production Facilities at an optimum cost for each island. Wells will continue to be progressively tied into the Initial Production Facilities on each island for the life of the Facility until it is decommissioned following the start-up of the Permanent Production Facilities. The key challenges for the Initial Production scope were (1) the high degree of simultaneous operations, (2) design and installation of the Initial Production Facilities to minimize interference with ongoing drilling operations and construction of Permanent Production Facilities, and (3) achieving safe operability while minimizing capital expenditure to maintain a low cost economic model that makes sense for an Initial Production Facility that will only be in operation for a short period of time. Use of the Initial Production Facilities enhances the overall Project economics and also provides a valuable mitigation for any schedule delays that may be incurred in completion of the Permanent Production Facilities. Copyright 2015, Society of Petroleum Engineers.

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