Identified decisions should be ranked and prioritized based on various criteria such as criticality of value drivers, occurrence and complexity of decisions. For example in Fig 3, a decision like increasing gas capacity has very limited occurrence and can be pushed down the ranking list.
Decisions can be grouped into short, medium and long time-scale to identify their time-criticality and help in further prioritization.
2. Develop and prioritize capabilities required to support decisions: Organization capability requirements should be identified through extensive engagement with stakeholders. They can be categorized under various themes such as Collaboration, Workflow, Information and Tools. This should be done for all decision nodes. Fig 4 illustrates various capabilities required to support underlying decisions identified in Fig 3 for “Maximizing Recovery” value driver.
Once all capabilities are identified they should be further prioritized based on decision time-scale or capability areas. For example in Fig 4 only short time-scale decisions can be considered.
This step provides a final list of capabilities to be considered in DOF implementation roadmap.
3. Assess capability requirements against existing or work-in-progress solutions to identify DOF opportunities: Gap analysis should be done against existing or work-in progress solutions in the organization and areas where solutions are not found can be identified as opportunities. Moreover where solutions exist, it is recommended to do a high level maturity assessment to gauge their effectiveness and suitability for inclusion in opportunity list.
4. Develop DOF opportunity roadmap: This provides an integrated view of opportunities and their implementation plan. Relevant criteria should be developed in collaboration with key stakeholders and applied to prioritize opportunities.
5. Create opportunity register for benefit tracking: Before starting with roadmap implementation, all the opportunities should be comprehensively documented along with their relationship with key decisions, key assumptions and business justification for opportunity selection. This serves as a baseline to track improvements against the expected benefits post implementation.
Throughout the asset lifecycle, many key decisions are taken that have significant consequences for production and recovery. Upstream organizations looking to maximize their performance in these two areas need to develop strong capabilities that can improve their decision making.
DOF has been emerging as a key platform to enable organizations to build those capabilities.
Given that multiple opportunities may exist for DOF implementation and each of which may require significant investment and change management, organizations need to pursue the right DOF strategy to identify and pursue relevant capabilities that address key decisions in the organizations.
A decision-based opportunity framing methodology can help in identifying key decisions and the right set of capabilities which can then be translated into an opportunity roadmap. This also allows tracing opportunities back to business value drivers and KPIs which in turn can help in tracking benefits from DOF investments.