The Work Processes are those processes that are used to get work done – whether
exploration, appraisal, concept selection, well and facility realization (design,
procurement, construction, commissioning), facility operation or decommissioning.
The Work Processes are largely the EPBM A-9, A-10, A-11 and A-12 processes and are
discussed in this section under the five ORP phases as shown in the Work Processes map
below. (Note that from Phase 1, Portfolio Management is not discussed and that
Exploration is only mentioned in order to set it in context with respect to opportunity
realization. Also note that only the project-related issue of Start-up is discussed from
Phase 5.)
While the chapter is written around a typical hydrocarbon opportunity, its principles can
be applied to the realisation of most opportunities.
The emphasis throughout needs to be on a multi-discipline approach to developing and
realising the opportunity, with petroleum, well, field and operations engineers all
contributing jointly, not sitting in their respective silos.
As has been discussed previously, the major value from the opportunity is gained or lost
in the first three phases of the Opportunity Realisation Process and it is in these phases
that the use of the most experienced and imaginative staff pays the greatest dividends. As
shown in Figure 5.1.2, the focus shifts from cost reduction in the earlier phases to cost
control in the later stages.
A word of warning
The thoroughness of the planning
phase of Opportunity Management has
a significant impact on the subsequent
progress and ultimate level of success
of the project. Experience shows that
many of the problems identified in
project reviews can be traced back to
perfunctory and poorly managed
planning in ORP Phases 2 and 3.
There is often a strong drive for speed.
While it is most important to have a
time goal, an over-riding focus on
schedule tends to promote a blind faith
that things will sort themselves out at
later stages. They rarely do. There is also a tendency in project planning to concentrate on the technical issues with insufficient attention given to the human, social and organizational issues. Care needs to be taken to
ensure a proper balance is established between them. Additionally, external single issue
pressure groups have caused more than one otherwise well planned project to miss its
primary objective, e.g. the Brent Spar abandonment.
The EP Business Model (EPBM) and the OPMG
Several OUs utilise the EPBM (EP 95-1000) as the basis for their technical management
systems although others do not. In order that those who do use EPBM can relate more
easily to the OPMG, cross references to EPBM process activities are given throughout
Chapter 5 by indicating EPBM process activity numbers in brackets (e.g. (A-11.01))
alongside relevant activities.
Whether OUs use EPBM or not in no way affects the validity of the Work Processes
described in this chapter.
Figure 5.1.3 below maps out the EPBM processes at the highest level.
Field Engineering Definitions
For the purpose of this document and with the aim of providing a common Shell
terminology the following terms are used to describe Field Engineering activities in ORP
Phases 1-4:
• Front End Engineering – All Field Engineering activities from opportunity inception
until the production of the Project Specification
• Concept Selection –
The part of Front End Engineering that leads to the
production of the Concept Selection Report. This includes
Concept Development and Concept Optimisation activities
• Concept Definition – The part of the Front End Engineering from completion of
the Concept Selection Report until completion of the
Project Specification. This includes the Basis for Design.
• Detailed Design –
All design work from the production of the Project
Specification needed to produce a commissioned asset
• Follow-on Engineering – Responses to site queries, completion of manuals, as-built
drawings.