ADIL has refocused its specialist brownfield project management team to help operators drive improved efficiency in this challenging sector of the North Sea oil and gas industry.
Led from Aberdeen by newly appointed head of operations and brownfield projects, Peter Brawley, ADIL’s brownfield project management team has launched with the publication to industry of a set of rules which have been developed through ADIL’s experience of what characterises successful projects.
These ten Brownfield Rules provide operators and supply chain companies with the key to unlocking value in existing assets through project identification, selection, definition and execution in an operational context.
Total volumes associated with potential brownfield projects have decreased by around 200million boe over the last 12 months to 1.1billion boe, according to Oil & Gas UK. Whilst some projects have proceeded to sanction over that time, a number are now seen as unviable against the backdrop of the falling oil price and high costs.
If the decline rate is reduced by 10% however, an additional 250million boe could be delivered over the next five years.
Formerly head of field developments, Brawley has been with ADIL since June 2014. An industry veteran with 35 years of international experience under his belt, he has worked on a wide range of major projects in the UK, Australia and the Middle East.
He said: “The cost of oil and gas development in the UK Continental Shelf and other mature sectors around the world has risen substantially in recent years. With constricted capital expenditure focusing operator’s attention away from greenfield projects and towards lower cost, higher margin brownfield developments, maximising optimisation and value from field redevelopments requires a different approach.
“By creating a clear understanding of the project, the operational context and what project success looks like, coupled with good organisational capability, operators can eliminate risk and uncertainty and ensuring predictable delivery of brownfield projects,”
“Using our experience we have identified what characterises the more successful projects, then teased out their success factors. By turning these factors into a series of brownfield rules, project managers can set up projects to share in this success and ensure waste is avoided at all stages of a development.”
Also new to the team is Scott Glennie who will take on the role of brownfield project manager. He will be responsible for providing the brownfield project management service to clients.