Drilling the perfect horizontal well requires trade-offs ///

The personas of engineers and geoscientists are often very different. And when it comes to corporate risk assessment and reward systems, company incentives for these individuals can be counterproductive to meeting corporate objectives, such as attaining the highest IP in a play and achieving superior well performance, as compared to their peer group and competitors. For example, drilling team metrics and service company personnel objectives may be polar-opposite to geology’s goal of attaining pinpoint formation zone landings and then maintaining geologic target objectives to TD (i.e. landing and staying in zone). Consequently, team members often miss corporate goals for achieving the best possible investment results, due to conflicts or unrecognized trade-offs required between departmental domains.

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