The Field Development Planning Toolbox
Consultant/Trainer: David Brindle
The Petrogenium (in collaboration with EPTS) The Field Development Planning Toolbox participants will gain the ability to integrate and align the contributions of all technical specialists involved in oil and gas field development to create a cohesive and value-focused Field Development Plan. The program helps professionals such as geologists, reservoir engineers, well engineers, facilities engineers, and cost engineers understand how their work interconnects and influences overall project success. The course also offers hands-on “Peer Assist” sessions using real project data, enabling participants to apply integration techniques directly to their work. Overall, it equips them to function more effectively in multidisciplinary teams and make faster, better-informed, and more value-driven field development decisions.
Participants
This Petrogenium course is aimed at all technical specialists involved in oil and gas field development. Practicing geologist, reservoir engineer, well engineer, facilities engineer, and cost engineers.
Learning Objectives
The primary learning objective of this course is to enable experienced discipline specialists to integrate their subsurface and surface work into a coherent, value‑driven Field Development Plan and to function more effectively in a truly multidisciplinary team environment. Participants should come away understanding how their own discipline’s assumptions and uncertainties interact with those of other disciplines, and how to use structured team workflows and decision processes to frame opportunities, compare concepts, and move a field development project forward.
Training Course can be compressed to 5 Days if required.
Day 1-2
Opportunity Framing
To align a project team at the start of a development, and make sure that team members, decision makers and stakeholders have the same understanding of the aim, constraints and options for the project. Deliverables are:
- Opportunity Statement
- Value Drivers
- Stakeholders
- Risks and Opportunities
- Roadmap
Day 3
Risk Assessment and Management: 1 Day
To learn how to manage risks and opportunities during all phases of the opportunity lifecycle. Deliverables are:
- Risk Assessment
- Risk Register
- Risk Management Process
- Updating the Risk Assessment during the project lifecycle
Day 4
Technical Assurance and Quality Control
To ensure project team staff are qualified for the work they do and that all work is checked to prevent mistakes. Deliverables are:
- Key Deliverables
- Write/Check/Approve
- Quality Plan
- Individual Competence
- Technical Authority Levels
- Ensuring Quality of Key Deliverables
Day 5-6
Concept Identification
To ensure that all possible technical concepts are identified, to show the range of outcomes for a range of subsurface uncertainties and determine feasibility of the project. Deliverables are:
- Subsurface uncertainties
- Uncertainty range and realizations
- Surface decisions
- Decision options
- Screening criteria
- Feasibility
Day 7-8
Contracting Strategy
To determine what project scope will be contracted out, how the contracts will be bundled, the project management organization and the management of contract interfaces. Deliverables are:
- Activity matrix for the project
- Alternative strategies and SWOT analysis
- Proposed strategy, management and interfaces
- List of contracts to be tendered and their value
Day 9
Cost Estimation and Economics: 1 Day
To build an estimate of the project costs, understand the range of cost uncertainty, and screen and rank the project economics against company financial targets. Deliverables and input are:
- Cost Data required
- Cost Estimate buildup
- Contingency, accuracy band, project management
- Economic indicators: NPV, Payback, Cash Sink
- Screening against company targets
- Ranking in Portfolio
- Robustness against uncertainties
Day 10-11
Concept Selection
To compare a shortlist of concepts, select the preferred concept and assess the robustness of the preferred concept in the face of the remaining subsurface uncertainties. Deliverables are:
- Decision Criteria
- Decision Quality for each Key Decision
- The Preferred Concept
- ‘What if’ analysis for remaining uncertainties
- List of supporting decisions for later
Day 12-13
Contract Tactics
To review the contracting market capabilities, both local and overseas, and decide how to tender, award, reimburse, and manage each contract scope. Deliverables are:
- Market Analysis
- Contractor/Client view of each scope
- Tender Tactics for each contract
- Payment Schedule and Incentives
- Local Content
- Contracting Activity Plan
Programme
Training Course can be compressed to 5 Days if required.
Day 1-2
Opportunity Framing
To align a project team at the start of a development, and make sure that team members, decision makers and stakeholders have the same understanding of the aim, constraints and options for the project. Deliverables are:
- Opportunity Statement
- Value Drivers
- Stakeholders
- Risks and Opportunities
- Roadmap
Day 3
Risk Assessment and Management: 1 Day
To learn how to manage risks and opportunities during all phases of the opportunity lifecycle. Deliverables are:
- Risk Assessment
- Risk Register
- Risk Management Process
- Updating the Risk Assessment during the project lifecycle
Day 4
Technical Assurance and Quality Control
To ensure project team staff are qualified for the work they do and that all work is checked to prevent mistakes. Deliverables are:
- Key Deliverables
- Write/Check/Approve
- Quality Plan
- Individual Competence
- Technical Authority Levels
- Ensuring Quality of Key Deliverables
Day 5-6
Concept Identification
To ensure that all possible technical concepts are identified, to show the range of outcomes for a range of subsurface uncertainties and determine feasibility of the project. Deliverables are:
- Subsurface uncertainties
- Uncertainty range and realizations
- Surface decisions
- Decision options
- Screening criteria
- Feasibility
Day 7-8
Contracting Strategy
To determine what project scope will be contracted out, how the contracts will be bundled, the project management organization and the management of contract interfaces. Deliverables are:
- Activity matrix for the project
- Alternative strategies and SWOT analysis
- Proposed strategy, management and interfaces
- List of contracts to be tendered and their value
Day 9
Cost Estimation and Economics: 1 Day
To build an estimate of the project costs, understand the range of cost uncertainty, and screen and rank the project economics against company financial targets. Deliverables and input are:
- Cost Data required
- Cost Estimate buildup
- Contingency, accuracy band, project management
- Economic indicators: NPV, Payback, Cash Sink
- Screening against company targets
- Ranking in Portfolio
- Robustness against uncertainties
Day 10-11
Concept Selection
To compare a shortlist of concepts, select the preferred concept and assess the robustness of the preferred concept in the face of the remaining subsurface uncertainties. Deliverables are:
- Decision Criteria
- Decision Quality for each Key Decision
- The Preferred Concept
- ‘What if’ analysis for remaining uncertainties
- List of supporting decisions for later
Day 12-13
Contract Tactics
To review the contracting market capabilities, both local and overseas, and decide how to tender, award, reimburse, and manage each contract scope. Deliverables are:
- Market Analysis
- Contractor/Client view of each scope
- Tender Tactics for each contract
- Payment Schedule and Incentives
- Local Content
- Contracting Activity Plan