Production engineering proposals arrive with numbers attached: this workover will add so many barrels, this lift conversion will pay back in so many months, this stimulation has a high success rate. The numbers are often reasonable and sometimes not, and the difference usually lies in assumptions that are not stated in the proposal: the diagnosis behind the intervention, the durability of the gain, the success rate used and what happens if it fails.

Decision makers do not need to do the engineering, but they do need to know which questions expose those assumptions. What is the evidence that the problem is what you say it is? How long does the gain last? What is the success rate in this field, not in general? What happens if it does not work? A manager who asks those four questions consistently will make better decisions than one who accepts the headline numbers.

The course also covers where production value actually comes from, which is often not where attention goes. Deferment reduction, cost management and lift reliability usually deliver more than the projects that get discussed most. Understanding that pattern helps direct both budget and management attention to the right places.

By the end of this training, participants will be able to:

• Explain how wells produce and what controls their rates.
• Identify the main reasons wells underperform and the options for each.
• Describe completion decisions and their long-term consequences and costs.
• Describe artificial lift methods, their costs and their reliability.
• Describe stimulation and intervention options, costs and success rates.
• Interpret production forecasts and understand their uncertainty.
• Understand operating cost structure and cost per barrel behaviour.
• Evaluate the economics of common production decisions.
• Read and challenge a technical proposal effectively.
• Identify where production value is most reliably created.

Organisations sending participants to this training will:

• Improve the quality of decisions on production spend.
• Reduce approval of work based on weak diagnosis or optimistic assumptions.
• Improve communication between technical, commercial and management staff.
• Build realistic expectations of production forecasts and project outcomes.
• Direct management attention to where value is actually created.

Participants will:

• Understand the language and key concepts of production engineering.
• Be able to interpret production forecasts and their uncertainty.
• Understand what production work costs and how often it works.
• Be able to question technical proposals effectively.
• Be able to contribute confidently in technical discussions.

• Production and operations managers
• Asset managers and team leaders
• Commercial, planning and finance staff
• Procurement and contract managers
• Business analysts supporting producing assets
• Non-technical staff in oil and gas companies

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.