Open Hole Formation Testing and Sampling in Shallow and Low Pressure Gas Reservoirs: Best Practices and Lessons Learned

2014 ◽  
Author(s):  
Ramiro Trebolle ◽  
Maruro Okamoto ◽  
Sammy Haddad ◽  
Wee Wei Wa
Georesursy ◽  
2019 ◽  
Vol 21 (4) ◽  
pp. 10-18 ◽  
Author(s):  
Tako Koning

Basement rocks are important oil and gas reservoirs in a number of basins in the world. The basement oil and gas play has intensified in the past decade with significant basement discoveries. This paper provides a technical review of select basement oil and gas fields in Asia, Africa and the Americas. “Best practices” for exploring and developing basement fields are reviewed. Failures are also considered since basement reservoirs can be very complicated and unpredictable. Preference scale for basement reservoir rock types is presented. The opinion of this author is that the best rock types are fractured quartzites or granites since they are brittle and thus fracture optimally. Based on international experience, recommendations on the study of crystalline basement for oil and gas and the development of deposits in it are given.


2021 ◽  
Author(s):  
Rafael Zambrano ◽  
Michael Sadivnyk ◽  
Yevhen Makar ◽  
Chiara Cavalleri ◽  
David Rose

Abstract Formation evaluation using cased-hole logs is a primary option for re-evaluating old wells in brownfields or contingency logging in new wells. Its consistency with a robust open hole evaluation is vital for its future implementation in field development. This work describes detailed open- and cased- hole evaluation workflows integrating different advanced subsurface measurements and alternative interpretation techniques to reduce the uncertainties of deriving the main petrophysical properties across the conventional and tight gas reservoirs in the Dnieper-Donets basin. Since not all open-hole measurements can be recorded behind casing and some of the cased hole logs are not characterized for open hole conditions, it is not always possible to implement the same evaluation techniques for measurements done in open hole and cased hole. Nevertheless, different measurements provide different formation responses that supplement their gaps from one another. A wireline data acquisition strategy has been elaborated to carry out formation evaluation workflows using open- and cased-hole data independently but learning from each other. The methodology is based on novel and non-standard evaluation techniques that use measurements from advanced wireline technology such as nuclear magnetic resonance (NMR) and advanced pulsed neutron spectroscopy logs. The methodology was applied to log data recorded on the Visean and Serpukhovian (Lower Carboniferous) productive gas zones, characterized by porosity (5-15pu) and permeability (0.1-100mD). The principal challenge for the formation evaluation of these reservoirs is deriving an accurate estimation of porosity, which requires removing the gas and matrix effects on the log responses. An inaccurate porosity estimation will result in an inaccurate permeability and water saturation, and the problem worsens in low-porosity rocks. In the open hole, the porosity computation from the Density-Magnetic Resonance (DMR) technique has proven to be more accurate in comparison with common single porosity methods. The same problem is addressed in cased hole conditions with the advanced pulsed neutron spectroscopy logs and a novel technique that combines the thermal neutron elastic scattering and fast neutron cross sections to obtain a gas-free and matrix-corrected porosity, as well as a resistivity independent gas saturation. The consistency of petrophysical properties independently estimated from the two separate workflows add confidence to the approach, and this is reflected in the gas production obtained from the perforated intervals. This script describes in detail the open- and cased- hole formation evaluation workflows and the wireline technology and methodologies applied. Actual examples illustrate the effectiveness of these quantitative approaches in the Dnieper-Donets basin.


2020 ◽  
Vol 26 (1) ◽  
pp. 157-162
Author(s):  
Paul Tudorache ◽  
Lucian Ispas

AbstractUsing the lessons learned from recent military operations such as Operation Inherent Resolve (OIR) from Syria and Iraq, we proposed to investigate the need for tactical military units to adapt operationally to grapple with the most common requirements specific to current operational environments, but also for those that can be foreseen in the future. In this regard, by identifying the best practices in the field that can be met at the level of some important armies, such as USA and UK, we will try to determine a common denominator of most important principles whose application may facilitate both operational and organizational adaptation necessary for tactical military units to perform missions and tasks in the most unknown future operational environments.


2021 ◽  
pp. 097340822110125
Author(s):  
Cluny Mendez ◽  
Christopher L. Atkinson

The implementation of sustainability and green public procurement (GPP) initiatives in school districts has been the subject of some debate; questions over definitions and programme goals have led to inconsistency and concerns about programme achievements. The legitimacy of programmes rests not only with the announcement of policy by officials, but with adherence to policy and staff buy-in. This study examines barriers districts face, and makes recommendations based upon district experience on ways to successfully implement sustainability and GPP initiatives. A review of the literature on GPP and legitimacy in the execution of public functions within the education domain begins the study. Major components relative to best practices for GPP programmes are studied through the review of GPP-related documents from a school district in New Jersey considered as an exemplar of such programmes. Analysis of an interview with the district’s representatives suggests that, despite the normative approval such programmes receive, and widespread understanding of the rationale for pursuing such initiatives, there remain critical failings in implementation of these programmes, stemming from education, resourcing of initiatives and prioritization of green procurement in relation to other district priorities. The study concludes with lessons learned from this case, which is important given its positioning within New Jersey as an exemplar and recommendations for future research where work in this area is needed.


2015 ◽  
Vol 14 (4) ◽  
pp. 118-123 ◽  
Author(s):  
Lauren Trees

Purpose – The purpose of this paper is to present enterprise social networking and gamification as two potential tools to help organizations engage Millennial employees in collaboration and learning. Design/methodology/approach – The research provides general descriptions of enterprise social networking and gamification approaches, shares data on adoption of these approaches from APQC’s “2015 Knowledge Management Priorities Data Report” (based on a January 2015 survey of 524 knowledge management professionals) and includes four company examples adapted from APQC’s Connecting People to Content and Transferring and Applying Critical Knowledge best practices studies. The methodology for APQC’s best practices studies involves screening 50 or more organizations with potential best practices in a given research scope area and identifying five or six with proven best practices. APQC then conducts detailed site visits with the selected organizations and publishes case studies based on those site visits. Findings – Enterprise social networking platforms are in place at 50 per cent of organizations, with another 25 per cent planning to implement them by the end of 2015. By providing near-immediate access to information and answers, enterprise social networking helps Millennials learn the ropes at their new workplaces, gives them direct access to more knowledgeable colleagues who can assist and mentor them, and helps them improve their business outcomes by reusing knowledge and lessons learned across projects. Younger workers can also harness the power of social networking to create a sense of belonging and build their reputations in large, dispersed firms, where it is particularly difficult for them to gain visibility. A recent APQC survey indicates that 54 per cent of organizations either currently employ gamification to encourage collaboration or expect to implement it within the next three years. The rush to gamify the enterprise is, at least in part, a reflection of employers’ desire to satisfy Millennials and make them feel connected to a community of co-workers. Although games appeal to a wide range of age groups, Millennials grew up with digital interaction and tend to prefer environments that emphasize teamwork, social learning and frequent feedback – all of which can be delivered through gamification. Originality/value – The value of this paper is to introduce the value of and relationship between enterprise social networking and gamification platforms to human resource (HR) professionals looking to increase engagement and retention rates for Millennial employees.


2015 ◽  
Author(s):  
Mohammed A Madan ◽  
Kousha Gohari ◽  
Roberto Vicario ◽  
Heikki A Jutila ◽  
Hesham A Mohammed

2014 ◽  
Author(s):  
John Bonar ◽  
D.J. Snyder ◽  
Brittany Dale Miller ◽  
Lonnie Jeffers

2021 ◽  
Vol 37 (2) ◽  
pp. 244-256
Author(s):  
Ava T. Carcirieri

Academics and practitioners all too often have little or no contact with each other; the practitioner does not know what research exists that can inform their practices, and the academic does not know enough about the institutions they primarily study to make recommendations that are specific enough to inform a concrete practice or policy. I leverage my experiences both as an academic and as a data analyst and domestic violence coordinator at Family Court to outline lessons learned in the field. I detail how my academic training hindered my work as a practitioner, and how practitioners differ in terms of conducting internal research and presenting data and findings. I use my lessons learned and subsequently list several concrete practices that academics can begin to work into their work to increase communication with important stakeholders, and tailor their work to practical systemic improvement. Bridging the gap between academics and practitioners will lead to better research projects, and findings that will be able to actively enact changes within systems that academics focus on.


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