Integrated Operations Center
One room, and one screen layout, where production, drilling, maintenance and HSE see the same numbers at the same time.
Brings the recommendations from every capability into one prioritised queue, so the team works the highest-value item rather than the loudest alarm.
Once a dozen capabilities are deployed, each produces its own alerts and recommendations. Without a prioritisation layer the team receives more signals than it can act on, and alarm fatigue undoes the value of every individual capability.
Recommendations from all capabilities are normalised into a common structure — expected value, confidence, urgency, effort, owner — and ranked into one queue. Actions and outcomes are tracked back to the originating capability, which makes it possible to measure which capabilities are actually earning their place.
Normalising expected value across very different capability types requires assumptions the operator must own, and the ranking is only as credible as those assumptions. This layer also exposes uncomfortable facts — that some deployed capabilities generate recommendations nobody acts on — which is useful and is not always welcome.
Every capability page states a real limitation. If a vendor cannot tell you where their product stops, you are not being told the truth about where it starts.
One room, and one screen layout, where production, drilling, maintenance and HSE see the same numbers at the same time.
Optimises the whole surface network together — chokes, routing and separator pressures — rather than one well at a time.
A live process model of the plant that stays calibrated against the real one, used to test a change before making it.