Publications

Mubadala Petroleum has recently moved into the spotlight in both Southeast Asia and Africa not only as a successful explorer but also as an operator of new production. Starting with a diverse base of assets from frontier blocks to pipelines, the company set out to transform an evolved technology culture to a desired state of a more engineered and standardised set of tools and processes for exploration and production (E&P). The global function of E&P Applications and Information Management (EPAIM) has been central to meeting this challenge. The group used methods such as quantifying decision latency, dataflow mapping and risk-benefit evaluation to determine the focus of quick win data validation projects and the best fit of vendor technical applications. Present and desired organisational data management maturity levels were mapped against a selected peer group, tied to financial performance and used to guide change management programs for acceptance of new technology. A continuous dialogue was maintained between portfolio planning and technology support groups to insure that change trajectories were both properly identified and matched to the culture of the C-level management. The results of this standardised and business driven approach to technology adoption were less disruptive to critical business processes, with a measurable return on investment. The added value to the business was tracked and documented with corporate key performance indicators (KPI), even as exploration strategy and staff changed in the corporate business centres. Key applications and technologies were chosen for their ability to support the change trajectories indicated by corporate strategy, allowing the organisation to both minimise and mitigate risks to key assets and activities. Applying these industry standard business methods to core E&P technologies can give oil and gas operators a unique ability to leverage corporate knowledge and expertise in what is described as "an environment of deliberate uncertainty".