Bart Stafford

Mr. Stafford leads the Wipro oil & gas upstream solution group focused on Production Optimization & Integrated Operations. He previously led SAIC's global digital oilfield solution until the Wipro acquisition of SAIC's oil & gas practice.

As a part of his responsibilities at SAIC and Wipro, he has worked directly with the Digital Oilfield/Integrated Operations programs at Chevron, ZADCO, Shell, PTTEP and Qatar Petroleum. In addition he has been an active participant in industry discussions and conferences focused on these topics. He has also worked with joint industry/academic initiatives focused on providing an educational foundation for college graduates who wish to pursue careers in this domain.

Prior to joining SAIC, he was vice president of product marketing and sales for upstream oil & gas software companies OpenSpirit and Petris Technologies. As account director at CSC Mr. Stafford managed a large outsourcing engagement for a U.S. based oil & gas major as well as delivering management consulting projects for oilfield services clients.

Mr. Stafford started his professional career with Mobil Oil and later moved to Burlington Resources where he progressed through technology management roles. Bart holds a degree in business data processing from Stephen F. Austin State University and a management certificate in energy from Rice University. Bart is a member of the SPE where he is a frequent speaker and conference committee participant.

Author's Posts

“For E&P IT Leaders: An Approach to Capital Spending Justification in Times of Low Oil Prices”

Posted by: Bart Stafford | December 26, 2014

Oil price declines are already impacting capital programs in E&P and will continue to do so for some time as we plunge into the trough of the oil price business cycle. When E&P mega-budget capital program activity is cut, it creates an environment of heavier competition for remaining capital dollars.

IO Program Management Essential 4: Sustainability

Posted by: Bart Stafford | May 05, 2014

My previous post talked of processes but IO programs can fail if they are only focused on the near term. If the program team doesn’t look past implementation or fails to anticipate the activities needed to sustain transformed operations after implementation, the anticipated benefits of the program may very likely fail to materialize or be significantly lesser in degree.

IO Program Management Essential 3: Management Processes

Posted by: Bart Stafford | April 29, 2014

In my earlier posts I have discussed the first two essentials of IO program management. Establishment of management processes is the third essential for delivery of IO program goals.

IO Program Management Essential 2: Stakeholder Engagement

Posted by: Bart Stafford | April 23, 2014

In my earlier post, I talked of Governance – the first essential of IO program management. But who are the stakeholders of an IO program? Understanding the complicated stakeholder landscape—and the stakeholder landscape is inevitably complicated—and managing it effectively is critical to successful program implementation.

IO Program Management: The Four Essential Components

Posted by: Bart Stafford | April 09, 2014

In my last post, I noted that IO programs are by nature quite complex. I’m sure that I will be noting this fact more than once in this blog. It is important to understand that realizing the tremendous business benefits that an integrated operations approach offers requires the management of a high degree of complexity.

Starting the Integrated Operations Conversation

Posted by: Bart Stafford | April 01, 2014

Ah, for the good old days in the oil business, when drilling shallow holes in locations where oil was seeping to the surface was the way it was done. Things were pretty simple then.

IO Program Management Essential 1: Governance

Posted by: Bart Stafford | March 18, 2014

The scope of an IO program can reach from the reservoir to the sales point and include organizational, data and technology elements. Multiple functional areas are impacted, and it is important that strategic direction, design and implementation decisions consider what is best for the overall company and IO objectives, not just one individual group. In order to accomplish this most effectively, a governance function must be part of pre-program planning.

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Bart Stafford

Author's Posts

“For E&P IT Leaders: An Approach to Capital Spending Justification in Times of Low Oil Prices”

IO Program Management Essential 4: Sustainability

IO Program Management Essential 3: Management Processes

IO Program Management Essential 2: Stakeholder Engagement

IO Program Management: The Four Essential Components

Starting the Integrated Operations Conversation

IO Program Management Essential 1: Governance

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