PNEC 2016 | PRELIMINARY EVENT GUIDE 16 www.pnecconferences.com
PLENARY TRACK 1 TRACK 2 PRELIMINARY CONFERENCE PROGRAM
10: 15 – 10:45 a.m. The Value of Seismic Data Management Leading Practice at ConocoPhillips
Brackin Smith, L48 Geophysics Coordinator; ConocoPhillips, USA
Paloma Urbano, IT Director, E&P Data Management Portfolio & Strategy; ConocoPhillips, USA
Ray Wall, Global Chief, E&P Technical Data; ConocoPhillips, USA
ConocoPhillips spends millions of dollars every year on seismic data in support of our organic growth.
The multiple stakeholders that deal with this data - exploration, development, geophysical technology,
data management, land, legal, fnance, procurement - each have unique processes which impact the
data fow between them. We describe our efforts to defne ConocoPhillips Seismic Data Management
leading practice, which encompasses four areas: technology, data quality and standards, seismic data
management workfow and stakeholder alignment. We will share our fndings in each of the four areas
and the steps to move into the current operational state.
10:45 – 11: 15 a.m. A Brief Discussion of Metadata Capture for Elements and Physical Assets in an E&P Data Repository/Center
Brian Richardson, Director Data Applications; The Information Store USA, Inc., USA
E&P physical assets are created as the result of actions undertaken by a company’s employees or those
of a subcontractor. All of the E&P physical assets are directly or indirectly related to E&P elements
about which data are maintained in the corporate E&P data repository. The capture of pertinent
metadata for each physical asset, uploading and linkage of associated images and fles in native
application format, and linkage to E&P elements enables rapid data interrogation and connectivity to
the corporate master E&P database.
11: 15 – 11:45 a.m. Optimizing IT for $50 per Barrel of Oil
Lawrence Eribarne, Director; Enaxis Consulting, USA
When business prospers, IT departments often struggle to meet the demand for new capabilities.
To maximize limited resources, most IT groups seek methods to collaboratively select and prioritize
projects to ensure effective delivery to the business. The result is an improved IT and business
partnership, coordinated decision making, and a pace that often delivers and brings complexities and
increases to the IT budget.