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OTC 7422

Captain Extended Well Test Program: Project Management

and Execution
W.L. Lovaas, C,N, Weller, and Wayne Huddleston, Oceaneering Production Systems, and
Brian Wells, Oceaneering Intl. Services Ltd.

Copylght 1994, Offshore Technology Conference

This paper was presented at the 26th Annual OTC in Houston, Texas, U.S.A., 2-5 May 1SS4.

This paper wae selected for presentation by the OTO Prcgram Committee following review of information contfdned In an abstract submitted by the author($). Contents of the paper,
as presented, have not been reviewed by the Offshore Technology Conference and are subject to correclhm by the author(s). The material, as presented, does not necessarily reflect
any posltlon of the Offshore Technology Conference or its officers. Permission to copy is restrlded to an abstract of not more than 300 words, Illustrations may not be copied. The abstract
should contain conspicuous acknowledgment of where and by whom the paper Is presented.

CAPTAIN EXTENDED WELL TEST PROGRAM wells. A well to the north in 1989 found 93 feet of oil
PROJECT MANAGEMENT AND EXECUTION sands and flowed at 740 BOPD using an electric
submersible pump (ESP). It was determined that
horizontal wells were necessary if commercialproduction
ABSTRACT rates were to be achieved. In 1990, one horizontal well
was drilled. Again using an ESP, it produced 6,500
Extended Well ‘hats (EWTs) are gaining increasing BOPD of heavy 19 Degree API gravity oil. From this and
recognition throughout the offshore industry as a useful other data it was theorized that there might be about 200
tool for evaluation of field developmentprospects. These million barrels of recoverable oil in the field.
tests, which can range from a few weeksto several months
in duration, provide valuable data Ibr reservoir evaluation The EWT program was originally scheduledto commence
and design of field development facilities. This paper with the drilling phase in January, 1993, and to conclude
describes how a contractor serving as project manager following a 90day extended well test in September.
supported Texaco North Sea (UK) Company in the During the test phase, the produced crude would be
planning, organization and execution of a fast-track EWT processedby equipmentinstalledaboard a semisubmersible
at the Captain field prospect offshore Scotland. drilling rig and exported to a storage tanker as clean
stabilized crude oil.
INTRODUCTION
The purpose of the extended well test program was to
In November 1992, Texaco North Sea (UK) Co. awarded confii the magnitude and producibility of the Captain
a contract to Oceaneeringto perform project management field. Test results would be used to determine sustainable
services for an extended well test (EWT) of its Captain crude oil flow rates and the probability of early water cuts
prospect. Captain is located in the Moray Firth, Block which would impact field economics. This information
13/22 of the UK sector, 90 kilometers east of Wick, would contribute to design of the eventual field
Scotland, in 107 meters of water, Fig. 1. developmentprogram and facilities. It was very important
to test the oil and water separation techrdquesfor the high
The field was discoveredin 1977when an exploratorywell viscosity crude with the ESP-induced emulsions.
encountered 191 feet of oil-bearing sand. Further
delineation followed in 1989 and 1990 with additional

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2 CAPTAIN EXTENDED WELL TEST PROGRAM: OTC 007422
PROJECT MANAGEMENTAND EXECUTION
>
The main taska fix the EWT program included the force; management approval of authorities and
following: responsibilities-includingmonetary limits; correspondence
and technical document distribution matrixes; and other
● Establish appropriate management systems and QA and Safety documents.
procedures
● Finalize vessel and hardware subcontracts It is desirable to develop realistic budgeta at the initial
● Finalize flowlinedesign and submit it to regulatory bidding point which can then be monitored by an effective
authorities cost control system. All persomel must be aware of
● Direct requisite rig modificationsto accommodate quality requirements, and a quality program which meets
the process facility 1S0-9000 guidelines should be in place. Safety and
● Ensure timely detail process design and environmentalconsiderations are major issuea demanding
fabrication. early and persistent attention. Ultimately the contractor’s
goal is always to deliver value to the customer.
The main EWT system componentsused during execution
of the well test program were: the spread-moored semi- An early Captain EWT technical and economic trade-off
submersiblewhich drilled the wells and later served as the study had concluded that a weathervaning dynamically
test platform for the process equipment; the process positioned tanker was more cost-effective than a
system; the flexible export flowlinty and the dynamically conventional tanker moored to a CALM buoy.
positioned storage tanker, Fig. 2. Preliminary efforts had identified potential subcontractor
sources for the storage tanker and a semisubmersible
Oceaneering’s function was to manage the total program drilling rig for the drilling program and follow-on use as
from planning, system cmtlguration and scheduling to the platform for a crude oil processing system.
subcontracting and timely execution during the summer Negotiationsfollowedto firm up a variety of technicaland
weather window. The critical path was controlled by the financial contract terms on this fast-track, tight schedule.
design and fabrication of the process equipment and
supporting systems. An equally challengingtask was the The process system design was frozen early on to allow
selection and design configuration of the export flowline major componentmanufactureto begin in December 1992.
and submission of the detailed design to the Pipeline In parallel, an accelerated effort was made to select a
Worka Authority before the Chrkmaa holiday to meet flowline concept and get the design submitted to the
their schedule requirements. Pipeline Works Authoritybefore the Christmas Holidayto
meet their lead-time requirement. Final selection of the
drilling rig involved a detailed review of the potentirdly
PROJECT PLANNING AND MANAGEMENT available units, focusing on drilling capacity,
SYSTEMS accommodations, variable deck load, and available deck
space for process system installation.
Project management for a North Sea EWT involves
identi~ing all key project tasks and objectiv~, assembling A managementsystem with documentationtrails, detailed
a team of highly qualifiedpersonnel, developing a realistic scheduling, weekly coordination meetings and associated
but aggressiveschedule, and monitoring project execution project controls was establishedand placed into operation.
to a successfid completion. A basic project organtilon The weekly meetings at Oceaneering’s Aberdeen office
chart is presented in Fig. 3. included the client and all key subcontractors. All
scheduleswere reviewed and updated. Ongoing activities
Early detailed planning is essential for a fast-track project were tracked and specific individuals were assigned to
such as the Captain EWT if the work is to commence follow up and advise no latter than the next progress
immediately on cmtract award. This planning includes meeting. A fill range of system design reviews, safety
such tasks as: preparation of org-lon charts down to audits and quality assurance inspections and controls were
the shop level, with job descriptions for each person; developed and administered.
selection of the personnel who will make up the work

10

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OTC 007422 WES LOVAAS
Though all offshore oil operations are conducted with the
utmost concern for the environment, supplemental
precautionary measures were adopted at the Captain
location. Safety zones of SoO-meter radius were
establishedaround the rig and the tanker bow. There was
a nominal separation of 1350 meters between the flowline
export porch on the rig stem and the zero point about
which the tanker weathervaned.
At the request of the client, all contractors and
subcontractors provided information for development of
a “SafetyCase”. At the time of the test program, a Safety
Case was not required, but it was considered prudent in
view of the fact that tier a successful EWT program,
planning would continue for full development and
production of the field.
Toward the end of the scheduled test period, the annual
flight of the Great Black Auk would occur. The nearby
area was a spawning ground for fish, and sumounding
areas supported the local fishing industry. It was known
that military maneuverswere performed on occasionin the
area, so this causedfurther concernfor safetyprecautions.
The additional precautions included the availabilityof the
Smit LZoyd122 and the full-time assignment on station of
the personnel safety standby boat Star Vega and the
pollution control vessel Sea Spruyo
An Oceaneering Senior Production Superintendent with
extensive floating production experience was assigned to
the rig during the process system installationand checkout.
He remained on board as our representative in charge of
the overall operation for the 90day test program.
EQUIPMENT REQ~
IXULLING AND PRODUCTION PLA~O~
The drilling rig John Shuw, a spread-moored
semisubmersibleof the Enhanced Pacesetter design, was
selectedfor both drilling and production platform support,
Fig. 4. This unit was selected because it had a deck area
large enoughto handle the process equipmentand quarters
large enoughto accommodateboth drilling and production
persomel. It also was available in January 1993 for the
scheduledstart of the drilling program.
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The John Shuw was used initially to drill one well for
belter delineation of the reservoir boundary. A second
well was drilled for further delineation and preliminary
tests to study reservoir characteristicsand better predictthe
potential of water coning in the reservoir and its possible
effects on later production activities. The third well, a
lengthy horizontal completion, was drilled for the EWT.
Installation of process equipment aboard the rig was
scheduled to avoid interference with the ongoing drilling
activities and the preliminary testing prior to the actual
extended well teat program. All equipment skids were
carefullymodularizedto accommodatethe 30-ton working
limit of the rig crane.
‘Ihe rig maintained its original Certificate of Fitness. It
retained classification as a Mobile Offshore Drilling Unit
(MODU) with no need to change to a Mobile Offshore
Production Unit (MOPU). After the well test program, the
rig returned to its normal drilling activities. All new
equipment was built to DNV requirements, compliedwith
relevant production rules, and was reviewed and approved
by DNV StSff.
Both topdrive and rotary were utilized for better
performanceduring drilling of the horizontal well. Due to
relatively low reservoir pressures and high fluid viscosity,
a downhole electric submersible pump (ESP) was used to
pump the oil to the process facility on the rig. For the teat
duration, oil was produced through a seafloor BOP and
drilling riser assembly instead of a subsea tree. This was
considered simpler to accomplish and provided all the
safety features inherent in a BOP.
Required changea to the rig operating manuals were
handled by removable addenda to avoid the unnecessary
exercise of formally revising the manuals and then
changing them back after the completion of the test
program. Bridging document addenda related to the rig
were approved by DNV.
~
A major ongoing engineeringeffort was required to design
the purpose-builtoil and gas process facility to be installed
on the rig. Standard industry well testing equipment was
not available to properly process the Captain crude to
acceptable sales quality. The crude is low gravity (19°
API) with very high viscosity. Producing the well with an
4 CAPTAIN EXTENDED WELL TEST PROGRAM:
PROJECT MANAGEMENTAND EXECUTION
ESP also created much tighter emulsions. These fiwtors
all complicated the oil processing system. The process
system design required a treating temperature of 200° F,
with 50 minutes retention time, electrostatic grid and de-
emulsi&ingand defoamingchemicals. Crude stabilidon
for the tanker required an operating pressure of 8 psig in
conjunctionwith the 200° F temperature. The facility was
designedtQhandle a throughput of 10,000 BOPD with an
anticipatedhigh percentage of water.
The required process system was composed of the
followingpurpose-built main components, Fig. 5:
● Feed heater (steam-heated shell-and-tube heat
exchanger)
● Fwst stage, three-phase separator
● Interstageheater (steam-heatedshell-and-tubeheat
exchanger)
● Second stage, three-phase separator (mounted
above the coalescer)
● Electrostatic Coalescer
● Crude exportpumps (electric-drivenscrewpumps)
● Export crudecooler (seawate-cooledshell-and-tube
heat exchanger)
● Crude metering skid (parallel turbine meters with
check meter)
● Flare gas scrubber
● Hydrocycloneproduced water treatment system
● Chemical injection package (four tanks with
pumps).
A key design goal was to mhdmize offshore hook-up and
commissioningtime while maintainingprocess component
weight within rig crane litling capabilities. The process
facility subcontractor had originally projected 30 weeks
from detail design ixdtistion until system installation
offshore. In retrospect, this estimate was very close to
reality.
Detailed design began in November 1992, shortly after
award of the program managementcontract. Procurement
activity followed a few days latter. Fabrication of the
major componentscommencedin late Decemberin parallel
with detailed system design work. Design approvals and
procurement of buy-out items such as pumps, heaters,
controls, instrumentation, pipe spools, valves, etc.,
followed. lle system was subject to a series of safety
reviews, including an overall “Hazop” study.
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OTC 007422
The process system was designed and built at various
locations in England and Wales. Upon completion of all
the shop and in-process inspectionsand tests, the skidded
units were shipped to Aberdeen. These skids and
interconnectingpiping assemblieswere test-fit in a “mock-
up” of the rig configuration prior to being shipped
offshore. This would ensure minimum lost time when
performing actual assembly on the rig. The system was
designed and built in fill compliancewith API and DnV
standards and the operation manual was approved by
appropriate authorities. Oceaneeringstationed a process
facilities engineer in the process subcontractor’s
engineering office for coordination and design review
during all key phases of the design, fabrication and
inspection efforts.
Actual onboard rig piping modifications, deluge system
installation, foundation work, blast wall construction, and
so forth, were done prior to equipment installation by
marine sub-contractorsunder the supervision of senior rig
personnel. Fig. 6 shows the process system on the rig
deck. Installation of the process facility on the rig was
accomplished by a coordinated effort to set the main
components during the well completion phase. This
lengthened the overall offshore hook-up time to two
weeks, but reduced the waiting time from well completion
to startup, thus reducing the overall schedule. The entire
process facility was installedby the rig crane. The process
skids were each set in place and field welds were made to
complete the piping installation. The system was
completely hydrotested and all welds x-rayed. l%e
instrumentationkontrol systems were tied-in and function
tested. The process system was completely teated and
cm.missioned for start-up. Major installations on board,
including the processing system, were witnessed by
Oceaneering’sproductionsuperintendent. He remainedfor
functional checkats, start-up and the test program.
FLOWLINE
Indepth engineering analysis was performed on two
options for providing a flowline from the rig to the nearby
storage tanker. The first option considered was a pliant,
reinforced rubber hose system with its own deployment
and recovery reel and associated handling system. The
second was a more rigid flexible pipe system which would
require time-consuming refurbishment and a suitable
independentdeployment system.
OTC 007422 WES LOVMS
‘he flowlineto handle throughput of 10,000BOPD of 19°
API crude oil required a minimum ID of 6 in. Local
regulationsset a 500-meter safety zone around the rig and
bow loading point, and the tanker owner set a contractual
minimum separation of 1300 meters. ‘l%eline actually
selected was a nominal 1600 meters in length allowing a
separationof 1350meters. Export crude oil was expected
to be about 160° F with a pressure of 50-150 psi flowing
through a 6-ii. -ID line.
An acceleratedengineeringanalysis effort revealedthat the
pliant reinforcedrubber hose system, whichhad previously
been used fir a shorter teat program at Gullfab field,
would meet the criteria of the regulatory agencies, and
formaldesign submissionwas completedwithin the limited
remainingtime available. Initial inspectionof the selected
flowline and handling system was conducted in January
1993, and during March and April the equipment was
refurbished and the material condition verified by the
classification society. Resulting procedures, teat and
inspection reporta were then submitted to the UK
regulatory authorities.
This 6-in. flowline had a design operating pressure of 350
PSI. The rig end of the flowline was equipped with a
locally controlled hydraulic quickdiscomect coupling
(QDC), while the tanker end used the ship’s normal quick
conneddisconnect bow coupling.
P N MICALLY POSITIONEDTANKER (STORAGE
& The system would further control the ship’s propeller to
‘he EWT storage vessel required a minimum capacity of
500,000 BBL and heating coils to keep the heavy oil t%om
thickening. It had to remain on location for the entire 90-
day test period with minimal risk of flowline discomect.
The capacity requirement was well beyond the capability
of bargea, so the vessel needed to be a tanker. Safety
considerations further dictated a full marine crew and
fimctioningpropulsion system.
A trade-off study was performed to compare the
operational considerations and costs of acquisition and
installationhemoval of a conventionaltanker moored to a
CALM buoy with those of a dynamically positioned (DP)
tanker. The DP tanker was selected due to its significantly
lower mob/demob costa. In addition, downtime was
expected to be less with a DP tanker than with a
conventional tanker moored to a CALM bouy. Other
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considerations included ease of regulatory approvrds and
vessel availability. While the DP tanker requires a higher
dayrate than a conventionaltank, this was more than offset
by the additional dayrate of a CALM buoy required with
a conventionaltanker.
l“Ee tanker selected was the 770,000-BBL capacity Tm
KM@enwhich was under long-term charter to Stat.oiland
was sublet to Oceaneering for the test program. It is a
state-of-the-art,dynamicallypositioned,bow-loadingvessel
of the type developed for offshore loading in harsh North
Sea environmentssuch as Statfjord and Gullfaks. Prior to
mobilizing to Captain, it was equipped with a helideck to
allow crew changes during the extended assignment.
When this 1989-builtvessel was converted into a DP bow-
loading unit in 1992, it waa outfitted with Microfix,
Artemis and Acoustic position-reference systems. These
systemsperform quite satisfactorilyfor the vessel’s normal
service, which involves loading from an offshore location
in under 24 hours and then proceeding to a designated
offloading port. For the lengthier stay at Captain, the
Microfix system was replacedby differentialGPS (DGPS),
and this system along with the acoustic reference was used
for station-keeping, with Artemis as backup.
By design, the tanker would weathervaneabout the “zero”
point near the end of the flowline. The DP system would
electronically signal the bow and stern thrusters to
maintain the bow heading toward the “zero” center point.
operate ahead or astern to maintain the proper bow
dis~ce from the “zero” point. The flexibility of the
flowline and the particular installation configuration
allowed the system to operate within a lo-meter tolerance
radius. Exceedingthese values by a pm-set amount would
cause an alarm. Greater deviation would be required
before initiating any automatic shutdowns or disconnects.
To accommodatethe probable extendedperiod of operation
at relatively low power levels on the main engine,
provisions were made to add a special additive to the fbel
to ensure cleaner combustionand reduce the risk of carbon
buildup requiriig a premature disconnectduring the EWT.
A two-channel telemetry link of a particularly reliable
design was provided between the tanker and the rig tbr
safe control of crude oil flow. A single-channelfailure is
very rare, but in that event, a second channel is
6 CAPTAIN EXTENDED WELL TEST PROGIMM:
PROJECT MANAGEMENTAND EXECUTION
immediatelyon line to ensure safe operations. If a total
system failure ever occurred, the process system and
pumps would be immediately shut down and oil flow
stopped. The telemetry system was a “fail safe” design
which requires a continuouspositive signal from the tanker
to allow oil production to commence and continue on the
rig. The system was designed for a rig-end shutdown in
under 20 seconds, followed by tanker-end shutdown
secondslater. The process facility safety systems and ESD
would shut down the export pumps and close the
emergencyshutdown valve at the export station.
Related safety monitoring systems on the tanker included
a green light indicatorpanel. A number of key parameters
were physically checked by electronic sensors. Each
would indicatea safe conditionby an energizedgreen light
by its designationon the bow-stationsafety panel. Failure
of any one parameter would prevent a permit-to-pump
signal from passing to the rig and block any oil export
through the flowline from the rig. By design, the system
was extremely reliable and inherently failsafe, i.e., no oil
flow.
EQUIPMENT SELECTION AND CONTRACTING
As the Project Manager and Prime Contractor,
Oceaneering negotiated contracts for all the major items
required for the drilling and test program. Criteria used for
subcontractor evaluation were capability, availability,
industry reputation, price and terms, and compatibility
with Oceaneering’s project management philosophy.
Subcontractors’activities were monitored by periodic on-
site visitation, weekly schedule and progress updates and
weekly review meetings.
A contract was negotiated with Sonat Offshore to provide
the semisubmersibleJohn Maw to drill the wells and later
serve as the platform for production equipment.
Texaco earlier provided the overall process system design.
The process subcontractor, Expro, was engaged to detail
design the process equipment, fabricate the major new
purpose-built vessels, assemble the equipment, and shop-
test major componentsto class society requirements. They
were further contractedto perform final shoresidemockup
fit tests in Aberdeen befbre taking the system offshore for
installation on the rig. During the oftkhore well test
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OTC 007422
program, they provided the operating personnel fir the
process facility.
The Statoil crude oil transportation group was contracted
to provide the tanker ToveKkufsenwhich they had under
long-term contract. All technical support of the vessel as
it related to the test program was provided by Statoil’s in-
house personnel in Stavanger.
The flowlineselectedfor the project was owned by another
division of Statoil. They provided both the flowline and
the reel type installationhtrieval system.
Solstad Services, a long-established provider of
sophisticated DP work boats in the Norwegian Sector of
the North Sea, was selected for installation and eventual
removal of the flowline. They provided the dynamically
positioned support vessel Normand Mjolne.
PROJECT EXECUTION
The OceaneeringProject Managementteam was lead by a
seasonedoffshore manager with worldwide experienceon
major projects involvingmany and varied sub-contractors.
He focused on organizing the team and installing
schedulingsystems and documentationcontrols, preparing
status reports, setting the agenda for weekly review
meetings and coordinatingthe managementteam and sub-
contractors. All process equipment and the eventual
installation on board the rig were under the direct control
of Oceaneering’sSenior Process Engineer ftmctioning as
an assistant project manager. Marine aspects, such as the
flowline selection and submissions, rig interfaces and all
tanker related items, were supervisedby a second assistant
project manager with a very broad marine background.
Other activities such as budget control, schedule
maintenance, safety, quality control, and logistics were
handledby other seasonedcompanystaff. Texaco attended
the weeklyprogress meetings and was apprisedof schedule
progress and activity status. Fig. 7 presents a milestone
project schedule.
DM LLING
Due to bad weather at its previous operating location, the
drilling rig arrived about two weeks later than originally
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OTC 007422 WES LOVAAS
planned and actuallystarted the first delineationwell at the
beginning of February 1993.
The horizontal well was driiled next, suspended, and later
recentered and completed for the extended test program.
Drilling of the horizontal section went relatively smoothly
and daily footage completed was much greater than
originally expected.
The third well was drilled and @ted fix reservoir water
coning tendencies prior to the main extended well test on
the horizontal well.
PROCESS EOUIPMENT
The criticalpath for the teatprogram paralleled the design,
manufacture and delivery of the process system.
Oceaneeringstationed its Lead Process Engineer at Expro
to allow on-site monitoring, expediting, and resolution of
any urgent issues. This and a very cooperative attitude by
Expro personnel kept the job on track and allowed the
project team to meet a very tight schedule requirement.
The field mockup in Aberdeen included layout of fitted
spool pieces between the various equipment skids and
testing of the instrumentationand control system. It also
accelerated actual installation and hookup offshore, As
mentioned earlier, the process system was modularized
into skid sizes and weights to facilitate lifting aboard the
rig with its regular utility cranes and relatively rapid hook-
up and preparation for final testing. The actual offshore
installation of the process facilities took about 12 days.
Only minor problems arose, and they were resolvedby the
on-site superintendentand others.
FLOWLINE INSTWTION
A contributingfactor to selectionof the EWT flowlinewas
the availabilityof an installationlevel-wind-and-reelsystem
as part of the total package. This compatibility made the
system relatively easy to install on the support vessel
NortnundMjohe. Pre-plarminghad made allowances for
completingthe final rig-end QDC hookup, laying of line,
conductingpressure tests and positioning the retrieval-end
on the seafloor.
The flowline was laid along the seafloor by the Nmnund
Mjolne with the assistanceof a Wimpol position survey.
The line was laid on a track of 135 degrees true from the
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export station at the stem of the rig onward to the target
location for the tanker about 1350 meters distant. Upon
completionof installation, the flowline was pressure tested
in accordance with the Health and Safety Executive
requirements, and then the end was laid on the seabed in
preparation for later hookup to the tanker. Provision had
been made to use the cementing pump to flush the export
flowline with diesel and then follow with salt water. llds
capability was made an integral part of all shutdown and
disconnectprocedures.
l%e tanker end of the flowline was adapted from the 6-
inch diameter hose to an 8-inch swivel assembly, and
thence to the normal 20-inch connection for the tanker
bow-loadingmanifoldassembly. ‘l%etanker’sbow-loading
equipment allows both controlled connection and
disconnection and emergency disconnect.
Use of the bow-loading connection is inherently
environmentally safe in that an internal valve closes the
tanker end of the flowline at all times that the hose
coupling is not fully mated to the bow-loading manifold
assembly. Even then, it takes activation of a hydraulic
control in the manifold end of the coupler to cause it to
actually open.
A crude oil export manual was prepared to cover all
aspects of the export of oil from the process system on the
rig via the flowline to the storage tanker. This manual
includedprocedures for installation and eventual recovery
of the flowline, reflecting guidance provided by the
flowlinemanufacturerand the consultantwho analyzedthe
installation and prepared the original submittal to the
Pipeline Works Authority in late 1992. It further included
a group of flowline flushing and test procedures. For
convenience of the user, it also included bridging
documents to interface with the standard operating
procedures used by the tanker during routine oil loading
from subsea facilities. This manual was also submitted to
the appropriate authorities for approval.
TANKER INSTALLATION AND HOOKUP
As a final step in flowline installation, the DP reference
acoustic transponders were placed in position on the
seafloor in a predetermined array pattern. Upon arrival,
the tanker conductedDP casualty simulation exercisesand
telemetry checks and then moved into position. The
flowline end was picked up with the assistance of the
8 CAPTAIN EXTENDED WELL TEST PROGRAM
PROJECT MANAGEMENTAND EXECUTION
flowline installation vessel and connected to the bow-
loading manifold.
me tanker officiallyarrived on location on 20 June, 1993.
An emergencystem tow exercise was conducted with the
Smit Lloyd 122 fir training purposes. A series of tests
was conductedwith the telemetry safetyshutdowndata link
and the voice channel between the tanker and the
semisubmersibleto prove out the system. Refined DGPS
and HPR referenceposition data checkswere performedto
groom the input signals so that all references would
simulate the same “zero” point. A variety of DP system
pre-checks and equipment casualty exercises were
conducted prior to auy attempt to move into position or
hook up to the flowline. The tanker then moved into the
immediate area and began the flowline hawser assembly
pickup with the assistanceof the Normand Mjolnq which
had just completed installing the flowline.
SYSTEM TESTING AND COMISSIONING
All system tests were performed in strict compliancewith
approvedprocedures with the classifyingagenciespresent.
These procedures included sections as appropriate for
placing the systems into commission. As mentioned
earlier, the final process installation, hookup, and startup
were accomplished under the direct supervision of
Oceaneering’sProduction Field Superintendent.
WELL TEST
The 90day EWT was perfbrmed on a horizontal well
drilled to a vertical depth of about 3000 feet and laterally
about 6000 feet. The well was completed under the
technical direction of Texaco and put under test after
installationof the well test system. The horizontal section
was completed with a slotted 7-inchdiameter liner and
prepacked screens to maintain hole integrity. A downhole
pump was used to transport the oil from the reservoir to
the John Shaw.
The extendedwell test continuedfor the scheduled90 days
with production rates sometimes in excess of the “design”
requirementsand very few stoppages for weather or other
factors.
There were a few early problems upon startup of well
testing, but a cooperative team effort by all parties
16
OTC 007422
resolved these in quick order. The full 90day well test
was accomplished in the “summer weather window” as
planned. The EWT program, under the overall guidance
of Texaco and Oceaneering’soffshore superintendent,met
all testing objectives and ended with extensive well test
data and a tanker full of saleable crude oil. lEe well was
plugged and abandoned and the rig was released.
During the 90day test, there were extended periods of
continuous crude oil flow to the tanker and also periods of
no or low flow while Texaco reservoir engineers
performed various downhole teats. During one such
period of planned shutdown, the tanker disconnectedfrom
the flowline and departed the field to a safe location to
shut down the main engine and remove internal carlwn
build-up. This was the result of the engine having run for
many weeks at very low power levels due to relatively
calm weather. The tanker then returned to the field and
reconnectedto the flowline in about 2 hours.
At the completionof the test program, the tanker departed
the field after carefullypositioning the flowline end on the
seabed in accordancewith standard operating procedure,
SYSTEM DEMOB
Upon completion of the testing in September 1993, the
process system was disassembledoffshore and backloaded
to Aberdeen using supply boata. The well was plugged
and abandoned. The flowline and seabed transponder
array were recovered by the Normand Mjolne, thereby
completing the removal of all items originally placed on
the seabed.
System demobilizationwas accomplishedin essentiallythe
reverse order of the original installation. The tanker
departed with 570,000 BBL of crude oil. The process
skids were removed in a carefidly coordinatedplan which
brought one workboat load of drilling support materials
aboard and then departed with a load of well test
equipment.
CONCLUSIONS
Oceaneering believes that the benefits of turn-key
contractingand project managementof extendedwell tests
have been demonstrated by the success of this tightly
OTC 007422 WES LOVAAS 9

scheduled, fast-track project. By appointing a prime

contractor to manage the engineering, procurement,
assembly, installation and performance of the teat program,
the operator requires fewer of its own personnel to be
assigned and can concentrate more fully on the end
objectives of the program.
N. BRAE
PIPER W.Brae
Due to the number of subcontractors, manufacturers, and
suppliers involved in such a project, a first priority is to SALTIRE

choose companiea that display a team mentality. Every HIGHLANDER

company has its own project control methods which will CLAYMORE

require some modifications so that the input from each fits 12 13

SCAPA
the Prime Contractor’s and operator’s requirements. One
CAPTb
example involves eMMshing a uniform method of
correspondence and technical document identification and 2127-I
control. Resolution of these types of details requires a ● 4 IVANHOE ~ ~.. c
spirit of cooperation and a team effort. .
Ettrick GLAMIS
18
e
A prime contractor serving as project manager, with a
dedicated project team, can maintain effective cost and ●
schedule control, and can also be responsible for projwt
documentation, a substantial effort in North Sss EWTS.
St. Fergu%
19 20 I 21

A turnkey contractor can pull together equipment and

subcontractors to complete a project in a timely and cost-
effective manner.

ACKNOWLEDGMENT

Oceaneering is pleased to thank Texaco North Ses (UK)

:J__E?a
Fig. 1 -- Captain Field Location
(BaseMap Courtesy of World Oil)
for permission to publish this paper and all associated
London and Aberdeen staff for their assistance and
cooperation in its preparation. We also want to give well-
de,servedthanks to the sub-contractors whose diligent work
contributed to this project’s success.

-1
... ,
4 .”,.
,~...., # /

Fig. 2 -- Configurationof Major EWT Components

(ProcessSystem on Deck of Semi)

17
 10 CAPTAIN EXTENDED WELL TEST PROGRAM
PROJECT MANAGEMENT AND EXECUTION

CAPTAIN PROJFCT OR@JWz,ATQJ.J

rExAm

T“” ‘-
CCEMEE.QING Fig. 3 --
Basic Project
OrganizationChart

r+m5zIPIE&EIE5EIFl
#------- L&--l
RGIT

lJ’lGkl ‘“-
HCREMER
WMNCR

FaIz

Fig. 4 --
The John Shaw
During Testing
Phase

18

.
-—
OTC 007422 WES LOVAAS 11

Fig. 5 --
Captain Process
Flow Diagram

I SSA WATSR

TO SSA
D

CAPTAIN PROCFSS FIOW DIAGRAM

Fig. 6 --
Deck o~ John Shaw
Showing Oil Process
Equipment, Center,
Installed for EWT

—- . — -. –——._ —– _—— -. .—_ ___ _

12 CAPTAIN EXTENDED WELL TEST PROGRAM:
PROJECT MANAGEMENTAND EXECUTION

PROJECT SCH17DUI F

NOV DEC JAN FEB MAR APR MAY JIJN JI.JL A(JG SEP

CONTRACT AWARD A

PROCESS EQUIPMENT

- ENGINEERING

- FABRICATION

- MOCKUP
1-

- lNSTALLATION/TEST

– HOOK UP/COMMUNICATION

FLOWLINE

– ANALYSIS/SUBMllTAL

- PREPARATION

- INSTALLATION .

DRIU 1ST DELINEATION WEU

DRIU HORIZATION WELL

DRILL 2N0 DELINEATION WEU

TEST 2ND DELINEATION WEU

RE/ENTER/COMP
HORIZATION WELL

TANKER ARRIVAL A

I I I
EwT
I I I I I I I
P& AWELl _

DEMOB SYSTEM

Fig . 7 --
Milestone Captain EWT Project Schedule

—>— –——.
_–_— –_ —— -_ .. —___. – _