Context
A mature oil field with a voidage replacement ratio (VRR) of about 70%, a direct threat to reservoir pressure and recovery. The water injection system had been designed for low rates and could no longer deliver the required pressure or capacity. Separately, an asset-integrity scope for the same area was already heading to the DRB with its own budget.
Role
Concept lead: overall management, concept definition and flow assurance, leading five discipline leads from development, production engineering, integrity, operations and finance.
Challenge
Six months to reach VRR close to 1 by cluster with a Profitability Index above 1 while cutting base CAPEX. The original redevelopment concept was technically valid but commercially disproportionate for the remaining asset life.
Action
- Merged the development scope and the asset-integrity programme into one study to capture the synergy.
- Ran root-cause and flow-assurance analysis and set the key indicators.
- Designed reconfiguration scenarios, from a partial upgrade to local flow rerouting.
- Applied competitive scoping to balance risk, cost and performance, re-using existing infrastructure wherever possible.
- Built the economic model and defended the business case at the Decision Review Board.
Result
Endorsed as the base development scenario: debottleneck the well pad nearest the main high-pressure injection corridor and move producers and injectors to remote pads supported by produced water. 80% CAPEX reduction ($3.6M), Profitability Index +300%, VRR from 70% to 95%, asset life extended.
