Principles of construction of integrated operations management systems by the example of the drilling operations support center of Gazprom Neft Group

Abstract

Currently, one of the most actual directions of development of oil and gas companies (both operators and service companies) is the transition to the integrated operations management. Reducing investment to operations support while maintaining or even improving the quality of this support is the main aim of companies in the implementation of this transition. This goal could be achieved as a result of a significant increase in labor productivity in a fairly short period of time, as well as providing continuous real-time engineering support of complex operations. A distinctive feature of the integrated operations management system is their specificity: there is no universal effective model of IOMS and every company is faced with the task of developing its own model taking into account the specifics of its production, organizational structure and approaches to real-time decision-making. At the same time, the basic principles of integrated operations management system are universal and could be applied for creation of any integrated operations management systems.
This article presents the main principles of the integrated operational management systems on the example of realized project of construction of the drilling operations support center of Gazprom neft group.