An Interactive 5-Day Training Course
Integrated E&P Team Project Workshop
An Integrated E&P Team Project Exercise
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Duration
5 Days
Price
$ 4,000
Starting From
06 Sep 2027
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Integrated E&P Team Project Workshop
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Integrated E&P Team Project Workshop - GG-TEAM-PEA27
| Code | Date | Time | Duration | Location | Currency | Early Bird Fee Per Person |
|---|---|---|---|---|---|---|
| GG-TEAM-PEA27 | 06 - 10 Sep 2027 | 10 AM CST | 4 Hours Per Day |
Online |
USD |
4000 |
Need this for a group? We deliver the same course in-house — face-to-face at your location or online — tailored to your assets and team level. Contact info@peassociations.com
Boost your team's skills and your budget! Enjoy group discounts for collaborative learning. Send an inquiry to info@peassociations.com.
Integrated E&P Team Project Workshop
This workshop runs an integrated exploration and production team project from data to recommendation. It works through project framing and planning, data assembly and review, discipline work in parallel, integration points and their management, concept generation and screening, economic evaluation, uncertainty and risk assessment, recommendation development, presentation to a decision panel and a review of the team's own process.
Description
Subsurface work is done by teams and taught by discipline, which leaves a gap: geoscientists and engineers who are competent individually and have never had to produce an integrated recommendation under time pressure with incomplete data and disagreeing colleagues. This workshop closes that gap by running a complete project. Participants form teams, receive a real field data set and a decision to address, and work through to a recommendation presented to a panel.
The workshop is structured as a project. Project framing and planning are established first, covering the identification of the decision, the work required and its allocation. Data assembly and review follow. Discipline work proceeds in parallel, covering geological, petrophysical, geophysical and engineering workstreams with the facilitators providing technical support rather than instruction. Integration points and their management are then addressed, since the integration is where teams either succeed or fragment. Concept generation and screening follow. Economic evaluation is then developed. Uncertainty and risk assessment follow. Recommendation development is addressed. The workshop closes with presentation to a panel and a structured review of each team's own process.
Integration fails at the handover points and those can be planned. The petrophysicist needs the correlation before the net pay can be finalised; the modeller needs the facies scheme; the engineer needs the model; the economist needs the production profile. Each handover has a deliverable, a quality requirement and a date, and teams that identify these at the start and manage them deliver on time. Teams that work in parallel and expect to combine the results at the end discover incompatibilities too late to fix.
Disagreement within a team is information and is usually suppressed. When two team members hold different views on the correlation, the contact or the connectivity, the useful response is to carry both forward as scenarios and establish what evidence would distinguish them. The common response is for the more senior or more confident view to prevail, after which the alternative disappears from the deliverable and the uncertainty is understated. Making space for the disagreement, rather than resolving it socially, produces a better assessment.
The recommendation is the deliverable and it is frequently the weakest part. Teams produce excellent technical work and then present it as a description of what they did, leaving the panel to infer what should be done. A recommendation states the proposed action, the value and risk it carries, the alternatives considered and rejected with reasons, and what would change the advice. That is the product the decision maker needs, and it has to be written deliberately rather than emerging from the technical work.
Finally, reviewing the team's own process is where the lasting learning sits. At the end of a project, examining how the work was planned, where time was lost, which handovers failed, how disagreements were handled and whether the framing was right produces lessons that transfer to the participants' real work far more than the technical content does. Teams rarely do this in practice because the project ends and the next one begins, which is why it is built into this workshop.
By the end of this workshop, participants will be able to:
- Frame a subsurface project and plan the work required
- Allocate work across disciplines and manage dependencies
- Identify and manage integration handover points
- Work effectively within an integrated subsurface team
- Carry technical disagreement forward as scenarios
- Generate and screen development concepts
- Evaluate concepts economically
- Assess uncertainty and risk across the integrated case
- Develop and present a defensible recommendation
- Review a team's own process and extract lessons
The workshop is a team project throughout, on a real field data set with a stated decision. Teams plan and execute the work with facilitators acting as technical support and as the asset manager. Milestone reviews are held during the project. Each team presents its recommendation to a panel which challenges it. The workshop closes with a facilitated review of each team's process.
Organisations sending participants to this workshop will:
- Build integrated working capability in technical staff
- Improve management of cross-discipline handovers
- See technical disagreement handled constructively
- Improve the quality of team recommendations
- Develop staff able to lead integrated projects
- Strengthen working relationships across disciplines
Participants will:
- Work effectively in an integrated team
- Plan and manage subsurface project work
- Manage dependencies across disciplines
- Contribute outside their own discipline
- Develop and defend a recommendation
- Review and improve their own process
- Geoscientists and engineers in asset teams
- Technical staff moving into integrated roles
- Reservoir engineers working with geoscientists
- Petrophysicists in subsurface teams
- Emerging subsurface team leaders
- Graduate staff after discipline training
- Teams attending together as a unit
Module 1 - Framing and Planning
- Identifying the decision to be supported
- Decision criteria and deliverables
- Scoping the work to the decision
- Work breakdown by discipline
- Dependency identification
- Schedule construction
- Role allocation within the team
- Team leadership and decision rights
- Communication arrangements
- Milestone definition
- Risk register for the project
- Presenting the plan for approval
Module 2 - Data Assembly and Review
- Data inventory construction
- Data quality assessment
- Identifying data gaps
- Reconciling conflicting data
- Depth and coordinate consistency
- Previous studies and their conclusions
- Analogue data assembly
- Data review meeting conduct
- Early identification of show-stoppers
- Data that changes the plan
- Documenting the data position
- Allocating data to workstreams
Module 3 - Discipline Workstreams
- Geological workstream: framework and architecture
- Correlation and zonation
- Facies and depositional model
- Structural interpretation workstream
- Depth conversion
- Petrophysical workstream
- Net pay and property evaluation
- Rock typing and saturation functions
- Reservoir engineering workstream
- Volumes, drive and recovery
- Workstream deliverable specification
- Progress monitoring
Module 4 - Integration Management
- Handover points and their deliverables
- Quality requirements at each handover
- Timing of handovers
- Integration meetings and their conduct
- Resolving inconsistencies between workstreams
- Shared framework discipline
- Agreeing net definitions
- Reconciling facies and rock types
- Static to dynamic handover
- Identifying integration failures early
- Rework and its management
- Keeping the integrated picture visible
Module 5 - Concept Generation and Screening
- Deliberate alternative generation
- Development concept options
- Well count and placement options
- Recovery mechanism options
- Phasing options
- Screening criteria
- Technical feasibility screening
- Rapid economic screening
- Carrying forward a short list
- Concepts rejected and why
- Documenting the screening
- Avoiding premature convergence
Module 6 - Evaluation and Uncertainty
- Production profile construction
- Cost estimation for concepts
- Economic evaluation of alternatives
- Value comparison across concepts
- Uncertainty identification
- Subsurface uncertainty ranges
- Scenario definition
- Carrying disagreement as scenarios
- Sensitivity analysis
- Value of information assessment
- Risk register for the recommendation
- Does the decision change across the range
Module 7 - Recommendation Development
- Recommendation content
- Proposed action statement
- Value and risk summary
- Alternatives considered and rejected
- Key assumptions and their basis
- What would change the advice
- Further work proposed
- Writing the recommendation
- Supporting material selection
- Presentation preparation
- Anticipating panel challenge
- Team alignment on the message
Module 8 - Presentation and Process Review
- Presenting to a decision panel
- Time allocation and structure
- Handling challenge as a team
- Answering outside your discipline
- Admitting uncertainty under pressure
- Panel feedback and its interpretation
- Structured process review
- Where time was lost
- Which handovers failed
- How disagreement was handled
- Whether the framing was right
- Lessons for participants' own projects
Upon successful completion of this training course, delegates will be awarded an official Certificate of Completion issued by the Petroleum Engineers Association (PEA), an ISO 9001:2015 certified training organization. The certificate carries 10 Credits and formally records the total learning hours completed.
Each certificate is signed by the Course Facilitator and the CEO of the Petroleum Engineers Association, and serves as verifiable proof of professional training that delegates can present to employers and professional bodies worldwide.
Frequently Asked Questions
All course bookings made through PEA are strictly non-refundable. By registering for a course, you acknowledge and accept that all fees are payable in full and are not subject to refund under any circumstances, including changes in personal or professional commitments or partial attendance.
PEA reserves the right to make reasonable adjustments to course content, trainers, or schedules where necessary, without entitling delegates to a refund. Comprehensive details of each course — including objectives, target audience, and content — are clearly outlined before enrolment, and it is the responsibility of the delegate to ensure the course's suitability prior to booking.
For any inquiries related to cancellations or bookings, please contact our support team, who will be happy to assist you.
