An Interactive 5-Day Training Course
Well, Reservoir and Facilities Management (WRFM) Integration
Practical guide to integrated well, reservoir and facilities management.
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Duration
5 Days
Price
$ 4,000
Starting From
04 Oct 2027
Well, Reservoir and Facilities Management (WRFM) Integration
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Well, Reservoir and Facilities Management (WRFM) Integration - SF-WRFM-PEA27
| Code | Date | Time | Duration | Location | Currency | Early Bird Fee Per Person |
|---|---|---|---|---|---|---|
| SF-WRFM-PEA27 | 04 - 08 Oct 2027 | 10 AM CST | 5 Days - 4 Hours / Day |
Online |
USD |
4000 |
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Well, Reservoir and Facilities Management (WRFM) Integration
This training covers the integrated management of producing assets across reservoir, wells and facilities. It works through surveillance programme design across all three domains, integrated modelling and its practical use, constraint identification and system optimisation, opportunity identification and ranking, production loss and deferment management, planning and review cycles, and the organisational practices that make integration function rather than remain an aspiration.
Description
Production comes from a single connected system. Reservoir pressure drives fluid to the wellbore, the completion and lift system move it to surface, the flowline carries it to the facility, and the facility's operating pressure sets the backpressure that the whole chain works against. Yet most organisations manage this system in three separate parts, each with its own data, models, meetings and objectives. The consequence is optimisation within domains that does not add up to optimisation of the asset, and constraints that are invisible because they sit on a boundary.
This training covers the practice of managing the whole system. Surveillance is developed as a single programme spanning reservoir monitoring, well testing and performance, and facility performance and availability, with the data quality standards that make it usable across domains. Integrated modelling follows, covering the coupling of reservoir, well, network and facility models, what such models can and cannot answer, and the lighter-weight approaches that often deliver more. Constraint identification across the system is then addressed, together with the optimisation decisions that follow. Opportunity identification and ranking, deferment and production loss management, short and medium term planning, forecast and target setting, and performance review complete the technical content. The training closes with the organisational and behavioural conditions under which integration actually works.
Facility pressure is the clearest illustration of the problem. Reducing separator operating pressure lowers wellhead backpressure and increases production from every well in the system, sometimes substantially. It also increases compressor duty, may exceed compression capacity, changes stabilisation behaviour and can affect product specification. The decision is neither a facilities decision nor a well decision; it belongs to whoever is accountable for the asset's production, and it can only be made with information from both sides.
Surveillance suffers similarly. Reservoir engineers want pressure surveys and well tests, production engineers want flowing pressure and lift performance data, facilities engineers want equipment performance and availability. When these are collected separately with different quality standards and stored in different systems, nobody can construct the picture of the asset that decisions require. A single surveillance plan with shared data standards is a precondition for integration, and it is frequently the first thing an integration effort has to build.
Integrated models are often oversold. A fully coupled reservoir to facility model is expensive to build, difficult to maintain, and slow to run, and the questions it answers are frequently answerable with a well model, a network model and a spreadsheet. The judgement about when full coupling is justified, and when a simpler approach delivers the same decision quality faster, is more valuable than the modelling capability itself.
Finally, integration is an organisational problem as much as a technical one. Where reservoir, wells and facilities report separately, are measured on different indicators and meet separately, the system-level decisions fall between them. Assets that manage production well have a forum where the whole system is discussed, a shared set of numbers, a single opportunity register and clear accountability for asset production rather than for domain performance.
By the end of this training, participants will be able to:
- Describe the production system as a single connected chain from reservoir to export and identify the interfaces within it
- Design an integrated surveillance programme covering reservoir, wells and facilities with common data standards
- Evaluate integrated modelling approaches and select the level of coupling appropriate to the decision
- Identify system constraints across subsurface, well and facility domains and determine the controlling limit
- Optimise the production system across domains including pressure levels, lift allocation and facility loading
- Identify, screen and rank production opportunities across all three domains
- Classify, quantify and reduce production deferment and losses
- Operate short, medium and long term planning cycles and produce credible production forecasts
- Establish performance review practice and the organisational arrangements that sustain integration
The training follows the production system across its domains, developing each management activity, surveillance, modelling, constraint identification, optimisation, opportunity management, loss management and planning, as an integrated rather than domain-specific practice. Asset data sets covering reservoir, well and facility performance are used together so that participants build the system picture from real information. Case studies examine assets where integration succeeded and where it did not, with the decisions and organisational arrangements that produced each outcome. Participants are encouraged to bring integration problems from their own assets for group discussion.
Organisations sending participants to this training will:
- Increase production by optimising the whole system rather than its parts
- Reduce deferment through better cross-domain surveillance and faster diagnosis
- Improve the quality of production forecasts and the reliability of business commitments
- Improve capital allocation by ranking opportunities across domains on a common basis
- Reduce duplication and inconsistency between subsurface and facilities data and models
- Build the organisational practices that make integrated production management sustainable
Participants will:
- See the production system whole and identify constraints wherever they sit
- Work effectively across the subsurface and facilities boundary
- Design surveillance and modelling appropriate to the decisions being made
- Build and defend an opportunity register spanning all three domains
- Contribute to production planning, forecasting and performance review credibly
- Build capability that supports movement into asset management and technical leadership roles
- Reservoir, production and facilities engineers on producing assets
- Operations engineers, supervisors and superintendents
- Production technologists and surveillance engineers
- Asset managers, team leaders and technical supervisors
- Planning, performance and production accounting staff
- Geoscientists supporting producing asset management
- Technical staff moving into integrated or asset-wide roles
Module 1 - The Production System and WRFM Framework
- The production system from reservoir to export as a connected chain
- Interfaces between reservoir, wells and facilities and what crosses each
- WRFM definition, scope and objectives
- Value drivers: production rate, recovery, cost, uptime, deferment
- How domain-based organisation creates system-level blind spots
- The WRFM cycle: measure, analyse, decide, act, review
- Roles and accountabilities across the disciplines
- Maturity models for integrated production management
- Common failure patterns in integration efforts
Module 2 - Integrated Surveillance
- Surveillance objectives across reservoir, wells and facilities
- Reservoir surveillance: pressure surveys, saturation logging, tracers, material balance data
- Well surveillance: well tests, flowing pressures, downhole gauges, lift performance
- Facility surveillance: equipment performance, availability, product quality, energy
- Designing a single surveillance plan across domains
- Data quality standards and their enforcement
- Measurement uncertainty and its effect on cross-domain analysis
- Data systems, integration and single source of truth
- Surveillance frequency and its cost-value balance
- Turning surveillance data into analysis rather than reports
Module 3 - Integrated Modelling
- Model types: reservoir simulation, well models, network models, facility models
- Coupling approaches: loose, tight and fully integrated
- What integrated models can and cannot answer
- Cost, effort and maintenance burden of coupled models
- Lightweight alternatives and when they are sufficient
- Model consistency: fluid properties, boundary conditions, assumptions
- History matching across domains
- Model validation against surveillance data
- Uncertainty propagation through a coupled system
- Model governance, ownership and version control
- Selecting the right modelling approach for a given decision
Module 4 - Constraint Identification Across the System
- Constraint types by domain: reservoir, well, lift, flowline, facility, export
- Building a system-wide constraint map
- Identifying the controlling constraint at current conditions
- Sequential constraints and the effect of removing one
- Facility backpressure and its propagation to the reservoir
- Lift gas, water handling and gas handling as shared constraints
- Constraints that only appear at higher rates or later field life
- Distinguishing hard constraints from operating practice constraints
- Communicating constraints across domains in common terms
Module 5 - System Optimisation
- Optimisation objectives and their trade-offs
- Separator and system pressure level optimisation
- Well rate allocation across shared facility capacity
- Gas lift allocation across a field
- Water injection allocation and voidage management
- Choke and network optimisation
- Managing wells against facility constraints
- Real time optimisation and advanced control opportunities
- Energy and cost optimisation alongside production
- Verifying that an optimisation delivered what was expected
Module 6 - Opportunity Identification and Ranking
- Opportunity categories across reservoir, wells and facilities
- Systematic opportunity generation methods
- Well intervention and workover opportunities
- Infill drilling and recompletion opportunities
- Artificial lift installation, upgrade and optimisation
- Facility debottlenecking and modification opportunities
- Reliability and uptime opportunities
- Screening criteria and technical maturity assessment
- Ranking on value, cost, risk and time to production
- Maintaining an opportunity register across domains
- Converting opportunities into funded and executed work
Module 7 - Production Loss and Deferment Management
- Deferment definition, classification and measurement
- Potential determination and its methodology
- Loss categories: planned, unplanned, subsurface, well, facility, external
- Deferment recording discipline and data quality
- Root cause analysis of recurring deferment
- Bad actor identification across domains
- Uptime, availability and operational efficiency indicators
- Reliability improvement targeting from deferment data
- Turnaround and shutdown planning to minimise deferment
- Using deferment data to drive investment decisions
Module 8 - Planning, Forecasting and Targets
- Planning horizons: daily, weekly, monthly, annual, life of field
- Short term production planning and scheduling
- Medium term planning and activity integration
- Production forecasting methods and their basis
- Building a forecast from well, reservoir and facility inputs
- Uncertainty and probabilistic forecasting
- Target setting and its behavioural consequences
- Reconciling business plan, technical forecast and operational reality
- Integrating drilling, intervention, maintenance and shutdown plans
- Managing forecast revisions and their communication
Module 9 - Performance Review and Continuous Improvement
- Performance review cycle and its structure
- Indicators that describe asset performance rather than domain performance
- Actual against forecast analysis and variance explanation
- Benchmarking against peer assets and internal history
- Well and field review practice
- Facility performance review practice
- Integrated asset review and its agenda
- Learning capture and application
- Avoiding reporting that consumes effort without changing decisions
Module 10 - Organisation, People and Making Integration Work
- Organisational structures that support and obstruct integration
- Integrated asset teams and their composition
- Accountability for asset production against domain performance
- Shared data, shared numbers and shared models
- Meeting structures and decision forums
- Competence requirements for integrated working
- Behaviours that enable and undermine cross-domain working
- Technology and data systems as enablers rather than solutions
- Implementing WRFM in an organisation that does not have it
- Sustaining integration through organisational change
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.
This course is led by an integrated production management specialist with more than 20 years in the oil and gas industry, built on running the asset as one system instead of three departments.
He currently holds integrated production management leadership responsibility with a major operator managing producing assets, covering cross-domain surveillance, integrated modelling and deferment and loss management — the disciplines that connect wells, reservoir and facilities into a single production system. Earlier in his career he served as a production engineer on major producing assets, leading integrated planning and opportunity ranking work across subsurface and surface teams on some of the industry's most complex asset portfolios. Across two decades he has helped several assets move from siloed departmental working to genuinely integrated production management.
That operating background shapes how he teaches. Delegates learn not only how integrated production management is meant to work, but how it actually functions across an organisation — where cross-domain surveillance reveals constraints that single-discipline views miss, why integrated modelling exposes hidden production losses, what makes opportunity generation and ranking credible, how deferment and loss management is tracked and acted on, and how wells, reservoir and facilities teams align through shared planning cycles. Every module is anchored in real asset performance data, integration challenges and lessons from producing assets.
His subject coverage spans the full integration chain: surveillance across subsurface wells and facilities, integrated modelling, constraint identification across domains, opportunity generation and ranking, deferment and loss management, planning cycles, performance review and the organisation that makes integration work.
He has delivered integrated production management training for many years across the Middle East, North Africa and Southeast Asia, working with mixed groups of subsurface engineers, facilities engineers and production management staff at every level of experience. He is an active contributor to industry forums on integrated production management and organisational alignment.
His approach is practical, discussion-led and grounded in real integrated asset management — not the textbook.
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.
