The digital oilfield perception combines many use cases of technology. Advancements for the oilfield are maintaining and perhaps outpacing Moore’s Law which suggests technology capability doubles every two years. However, the appliance of technology to a use case isn't enough. ‘Working digital’—a new normal must be our aspiration.

My vision for California Resources Corporation (CRC), as CIO, is ‘A Digital CRC’. Accelerating toward our goals of safe and efficient operations, the refinement of working digital, whether within the oilfield or within the office, begin with our dependence on data and knowledge. Each employee’s contribution are going to be elevated once they are empowered with a universal source of truth providing real-time data, correlated across disciplines. a strong specification extending to our remote facilities allowing seamless transfers between mobile devices and desktop computers will unleash the facility of productivity throughout the corporate.

"Our goal is that decision-quality information is quickly available to people who need it"

The digital CRC roadmap includes well site data correlated to historical and facility information, ready for a choice on track of action. It includes field personnel collaborating real-time with the office. The software will further enhance safety and reliability also as minimize downtime by predicting mechanical issues allowing proactive maintenance. Algorithms will anticipate project success and recommend priorities, increasing the results of operations and development teams. Data visualization systems will gather relevant data and offer a simple to use display that permits analysis with a micro view and a macro view with searchable electronic documents.

Our Challenges

Accenture reports in their “Digital Oilfield Outlook Report” published in Oct 2015 that the CIOs surveyed identified the highest 3 barriers to adoption of the Digital Oilfield to be budget pressure, the survival of organizational barriers, and cyber security concerns. Realistically, CIOs face these barriers altogether our technology initiatives. In fact, the CIO’s description might be simply put as (1) sell the IT vision to the corporate leadership, (2) secure funding for IT appropriate to the business climate, (3) foster and influence organizational change toward the vision, and (4) protect the digital assets of the corporate.

CRC may be a forward-leaning organization motivated to tackle the digital challenge. We are breaking down silos in order that the interior efficiency of every department is optimized for information flow to and from other functions throughout the corporate. A key component of the Digital CRC vision is that one team’s data is another team’s information. Our goal is that decision-quality information is quickly available to people who need it.

The challenge of systems with varying attributes and formats are going to be overcome as we enhance our technical skill sets with a core competency of knowledge architecture and data transformation. Our data architecture are going to be an umbrella over the whole company to make sure integrity of knowledge from the well head to the chief office. Our goal is that resources are spending a minimum of 80% of their time on analysis and no quite 20 percent of their time gathering data. We are working to make sure that non-system data—paper documents, diagrams, or deliverables from service vendors—is electronic, cataloged, searchable, and simply accessible.

Our Path Forward

Although our budgets are razor-thin these last years, I’ve been meeting with operations and development leaders across the corporate to debate the evolution of our digital journey. These conversations are invaluable to realize alignment and a shared vision. The course of action we’re recommending is positioned for adoption and can deliver immediate value with each step.

Internally in IT, we’ve been busy reviewing the technology we already own to spot opportunities. Through upgrades to current releases and enhancements to workflows, we’ve already increased the worth to finish users and opened pathways toward working digital. for instance, as I gathered repeated interest in displaying our data on a map, we looked again at our GIS infrastructure. Technology boosts and plan refinement opportunities surfaced which we took care of with internal resources. GIS views enhance the digital impact to employees and can be a foundational requirement of how data is formed available. The shared vision for a digital company fosters collaborative problem solving to enhance data quality.

Company-wide information architecture with governance through data administrator and readily accessible data glossaries are essential as a foundation to the vision of trusted, reliable data. We’ve established a knowledge Solutions Board comprised of business and IT experts who will meet regularly to debate our company-wide data architecture and can be a resource to groups using the info. We’ve identified the bottom truth for key data elements and developed integration tools to satisfy our goal of easily accessible integrated data.

On the technology infrastructure side, we’re investing in extending our network and progressing performance to remote sites. We also are investing in portable network equipment to stay drill rig teams connected to the organization. Real time data entry and affirmation will yield future value in trusted, reliable data.

CRC’s ability to merge technology advancement into our work methods will increase our company performance aggressively. My role as CIO is to participate in leading the corporation, establishing fundamental capabilities so we will face the barriers head on. As CIO I stand on the digital frontier pointing the thanks to the new normal, a Digital CRC.