Integrated Operations Centers – Planning and Delivering Improved Operational Performance Through IOC Initiatives

Abstract

Abstract Digital Transformation in oil and gas is bringing a new wave of opportunities that will transform the industry. In operations, these technologies can lead to new Ways of Working and deliver next generation Integrated Operations Centers (IOCs); empowering them to be the digital watering holes at the center of world-class operations. Several companies have publicized the effectiveness of their IOC initiatives in terms of cost savings, reduced losses and increased production. However, the success of Integrated Operations initiatives is not guaranteed; many IOCs have been deployed that have failed to live up to expectations. Based on decades of experience delivering IOCs, this paper will explore the underlying principles that should be behind every IOC program, as well as the key program elements and delivery methodology that, while not guaranteeing success, go a long way to addressing the issues common to unsuccessful projects. The principles proposed as the drivers behind an IOC initiative all support the philosophy that delivering an IOC is a long-distance race, not a sprint that ends when the center opens. The consequence of this is that any IO program should think of the center as a capability that should be delivered as manageable chunks into an operations culture that embraces evolution and change. To support these principles, the paper discusses eight key elements to include as part of the delivery program. These elements do more than support the delivery program, they also ensure the sustainability of the IOC capability. Finally, the paper discusses the advantages of adopting a delivery methodology from software development that has been shown to significantly improve the delivery of value, the engagement of stakeholders and the programs ability to cope with evolving changes.