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Pioneer Natural Resources

Pioneer Natural Resources. “ Portals and Web Services (A Survivor's Guide)” Presented by Tom Halbouty, CIO – Pioneer Natural Resources POSC, November 2005. Pioneer company snapshot. South Africa. Hugoton. Pawnee. West Panhandle. Piceance & Uinta. Spraberry. Gulf of Mexico.

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Pioneer Natural Resources

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  1. Pioneer Natural Resources • “ Portals and Web Services (A Survivor's Guide)” • Presented by Tom Halbouty, CIO – Pioneer Natural Resources • POSC, November 2005

  2. Pioneer company snapshot South Africa Hugoton Pawnee West Panhandle Piceance & Uinta Spraberry Gulf of Mexico Sable Alaska Neuquen Basin Austral Basin Argentina Tunisia Nigeria Equatorial Guinea North Slope Raton Chinchaga Horseshoe Canyon Enterprise Value $8 billion Proved Reserves(1) ~1 billion barrels Proved Developed 65% Gas % / Oil % 60% / 40% Reserve to Production Ratio 15 years SEC PV 10% Value(1) $9 billion Calgary Denver Dallas T unis Anchorage Buenos Cape Aires T own Operating Areas • (1) 12/31/04 proved reserves, using $43.33 / $6.19 NYMEX flat prices (88% of reserves audited by Netherland, Sewell and Associates, Inc.)

  3. Technology pulls a heavy load • Formal & informal strategy • Execution model • Cultural diversity • Geographic diversity • Degree of change in the business • Focus of customer groups • Diversity of portfolio • Value of applications • Picking of the right “battles” • Scaling (simplicity vs. complexity) • Credibility through basic services • Delivery on the big ticket areas • Practical project & program mgmt. • Practical governance

  4. Understand where your company is N W E S • Pre-Acquisition • Post-Acquisition • High exploration • Geography • Complexity • Exploitation mode • Functionally centric • Process centric • Team centric • Centrally governed (Global) • Loosely governed (Federated) • Expanding / rationalizing

  5. Timely, relevant, accurate information is critical to value delivery. Opportunities Strategy People Process Technology Capital Execution Information Value Value is achieved through balance

  6. Function vs. Process Acquisitions/Divestitures Cycle Asset Cycle (Explore, Exploit, Retire) Enterprise Planning & Monitoring Cycle Purchase/Supply Cycle Sales/Marketing Cycle Employment Cycle (Hire, Develop, Replace) Purchasing Marketing Investor Relations Accounting Finance/Treasury Exploration Engineering Operations Risk Management Planning Human Resources Facilities Security Legal Information Technology • Inside Firewall • E-Mail • Portals • Workflow • Infrastructure • Outside Firewall • Extranet • ASPs • Portals • Exchanges Fundamental vertical capability must be stable before horizontal processes are optimized.

  7. Upstream value drivers • Proper identification of the opportunity • Acquisition of the acreage & partners • Successful drilling • Profitable commercialization • Efficient operations • Enhancements to operation based on opportunities & technology • Understanding when to exit

  8. Creating value with technology Value generation through collaboration (3 D visualization centers)

  9. Toolset

  10. Architecture Application API ODBC JDBC EDI OSP, DecisionPoint Source Priority Engine Map Objects Generic Services Coral Data Access Business Rules ArcSDE API OpenSpirit External PIDM Finder/Seabed SDE ODS PDS • Petroweb • USGS • Geography Network • Well History • PI Production • IHS Web Services • PI 297/298 • PNR Proprietary • MMS • OOSA, ELS • Misc. • IHS Spatial Layers • SPE Spatial Layers • Landworks • Misc. • TOW • Aries • OFM Datamart • Misc. • OpenWorks • GeoFrame • Petra • SMT • Misc. Desktop Portal Launch reports (Well Summary, PI297/298 etc.) for selected wells on the map Unify Arcplan Spotfire Search Legacy-Client Server BPM Unify Service & Data changes Web Services- Meta Data Alerts-BAM 9

  11. Ubiquitous search, contextual or map External PIDM Seabed SDE ODS PDS • Petroweb • USGS • Geography Network • Well History • PI Production • IHS Web Services • PI 297/298 • PNR Proprietary • Submittal • Leads and Prospects • IHS Spatial Layers • SPE Spatial Layers • Landworks • OOSA • Misc… • TOW • Aries • OFM Datamart • Misc… • OpenWorks • GeoFrame • Petra • SMT • Misc… Generic Search Tool Decision Point Map based search Federated Meta Repository Document Index Decision Point GOAL

  12. Challenges • Data Growth – structured & non-structured • Legacy data quality • Focus on immediate value opportunities (limited time to engage) • Market momentum – solutions are emerging & changing rapidly • Incomplete tool sets – incomplete suites are emerging for web services & web delivery • Evolving Web Services Standards for items like security • Reliability – delivery across a world-wide organization creates significant challenges ( many “moving parts”) • Skills – complex analytical skills are needed to scope, design & manage composite solutions • False promises – tool kits are overselling their capability • Work flows & integration – overlaps between ERPs & “smart suites” are emerging & complex to resolve

  13. Why standards matter • Portals need foundation for obtaining & presenting information inside & outside the enterprise • Standards for processes create common language & shared vision for the industry • Ability to deploy, upgrade & replace software is enhanced • Efficiency & velocity of information exchanged between interested parties is improved • Acquisitions of assets or companies are simplified • Quality & consistency of results improve • Integration & federation efficiency are improved by allowing the re-use (i.e. Web Services)

  14. Barriers to standards • Apathy • Lack of real sense of value & what is important • Lack of funding • Insufficient time & involvement • Lack of real cooperation & compromise • Too many “cooks in the kitchen” • Too much innovation • Vendor competition • Lack of real visibility & education Solution will likely require the consolidation of standards bodies, greater participation by all interested parties in the global industry& clear recognition of value from standards

  15. Closing – broad considerations • Governance must vary radically based on business model • Management & communication approach must fit within cultural boundaries • Process will almost always be over designed (lot of effort to create an elegant simple solution) • A vision must be flexible & “deal with the uncertainty of IT” • Sourcing is complex & dynamic - driven by the “market” • Great agreements are useless if a provider “closes up” • No measurement system is better than a “bad one” (unbalanced) • Distraction of the organization between strategy, operational concerns & rapid response to threats & opportunities requires intensive effort to balance & communicate

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