A series of confidential interviews were conducted of Service personnel, Maersk personnel and Lundin personnel at their respective work locations. The interviewed persons answered the questions professionally and openly.
The information obtained from interviews combined with review of plans, programs and procedures formed the basis for the analysis. Lundin had executed a field development in a record breaking short time of 1.5 years from PDO to spud – a true fast track project.
In retrospect, some strengthening of the organization and clarity in communication lines should have taken place, along with improved operational risk management, improved quality of rig selection process and contingencies in well cost estimates. Batch running of casing and completion strings which could have given improved efficiency was overridden by the first oil priority.
We concluded that causes were related to a mix of technical (= bad luck), human, and organizational failures. We saw no apparent link between causes of these incidents and the technical performance of the rig’s equipment. The report was presented to entire team, with a list of suggested improvements
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