What are the uses of the field development planning tool?

In the early planning phase, efficient field development planning is crucial for identifying the potential project value and later for achieving that potential value.

The best level of professional perspective development planning creates a bridge connecting project development, identifying/assessing and choosing phases, and providing an integrated strategy that encompasses both subsurface disciplines, wells and manufacturing process specialists, surface facilities engineers, and operations. In many jurisdictions, there is a need for a field development planning tool to give regulators adequate opportunities and information to obtain insight into the area and its conceptual development.

Because of the scale of the problem, many influential organizations and independents are confronted with issues to construct an FDP model that can readily incorporate new information and fulfill the project analysis cycle within a short space of time.

Field planning studies must give the knowledge and guidance essential for:

  • Determining how economical a project is.
  • Screening a selection of project development possibilities.
  • Choose an optimum project development concept.

Choosing a decision

A set of decision-making procedures is designed to limit the risk and optimize the management of field development concepts economics and risk. Some unforeseen obstacles in the decision-making process include poor framing of issues, overlooked crucial elements and possibilities, or at times improperly handled themes with an entire range of possible outcomes. Problems must be robustly framed for outcomes to be consistent. A method should be established to monitor compliance with risk criteria, generate value, and risk mitigation related to alternatives. The procedure will look into how and how each alternative achieves objectives, which in terms of resources, schedule, operability, and constructability indicate “merit.” Risk is the uncertainty gauge and unforeseen occurrences that negatively affect the value proposition (opportunity).

Screening of idea

The operator’s strategic vision, business, technical risks, safety requirements, maximal return potential on investments (ROI), and the minimal risk to capital, life, and the environment are evaluated at an earlier stage following the identification of a prospect and first reservoir characterization. It also evaluates at a high level. The evaluation is carried out based on prior experience, facts, knowledge, and/or absence. The outlook will only be continued if all the results are favorable.

Opportunities in innovation

The state-of-the-art oil and gas projects run. The first one to accept new technology or solution is a natural reluctance. When an issue is confronted, engineers discover inventive methods to push technological solution borders. We will eventually face the technical limitations to modify the game. We need proactive management to be able to make decisions and take steps to change technology.


Technology standardization, design, contracting, and procurement may greatly decrease costs and enhance the timetable. Moreover, it might become the facilitator for long lead products for the procurement schedule. All large businesses benefit, at least for procurement contracts, from uniformity. Normalization of concepts is not very prevalent in the development of oil and gas fields. Exceptions are MODU plant designs built into steps of payload and BOPs and trees constructed into steps of pressure rating. Floated systems, topsides, and subsea equipment and risers are in most cases planned, specified, and built deliberately. However, these systems may be designed and made in a standardized approach based on step change.

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