Foundations Volume 2 Issue 4

Foundations Journal of the Professional Petroleum Data Management Association

Print: ISSN 2368-7533 - Online: ISSN 2368-7541

Volume 2 | Issue 4

1st Place Foundations Photo Contest Winner; Phillip Sand Hansel II, “View up the Ocean Star Derrick”

Same but Different Never discount your former experience once you settle into a new country. (Page 4)

PLUS PHOTO CONTEST: This month’s winners and how to enter (Page 14)

Success up here

depends on what you know down here.

Subsurface intelligence is everything.

Understanding the subsurface is everything when producing unconventional assets. EnergyIQ delivers E&P Data Management Solutions that enable companies to exploit unconventional plays with less risk. Learn how our Trusted Data Manager (TDM) application suite can help you value, acquire, and produce assets with greater certainty, speed, and collaboration.

Visit www.energyiq.info, or call us at (303) 790-0919.

2329 W. Main Street, Suite 300, Littleton, CO 80120 • (303) 790-0919

Foundations Foundations: The Journal of the Professional Petroleum Data Management Association is published four times per year.

Table of Contents Volume 2 | Issue 4

COVER FEATURE

4

Same But Different Never discount your former experience once you settle into a new country

By Susan Hopkin

GUEST EDITORIAL

6

DEPARTMENTS

CEO Trudy Curtis

It Takes A Community To Manage Data

Senior Operations Coordinator Amanda Phillips

Is it really down to just the data manager?

By Jim Crompton

Thank You To Our Volunteers

FEATURES

Featuring Michele Compton and Jeremy Calow

Senior Community Development Coordinator Elise Sommer Article Contributors/Authors Gordon Cope, Shastri Nimmigadda, Amit Rudra, Heinz V Dreher, Susan Hopkin, Jim Crompton, Denise Freeland, Trevor Hicks, Trudy Curtis Editorial Assistance Dave Fisher, Beci Carrington Emma Bechtel Graphics & Illustrations Jasleen Virdi Graphic Design

BOARD OF DIRECTORS Chair Trevor Hicks Vice Chair Robert Best Secretary Lesley Evans Treasurer Peter MacDougall Directors Trudy Curtis, Allan Huber, Brian Boulmay, Christine Miesner, David Hood, Jeremy Eade, Joseph Seila, Paloma Urbano

A process to establish a holistic data governance and data quality practice.

By Gordon Cope

11

Key areas of focus at PPDM

By Trevor Hicks

CGDMS Grows Ideas And Best Practices

13

Photo Contest

9

14

This Issue’s winners and how YOU can get your photo on the cover of Foundations

From Seeds To Ladybugs

19

What makes a Professional a Professional?

By Trudy Curtis

Data Management Community Comes Together In Calgary

22

23 Upcoming Events, Training and Certification

The Calgary Geoscience Data Managers Society

By Denise Freeland

On Big Data Hype In Petroleum Industries

9

Welcome To USPI-NL

7 PPDM Standards Help Consultancies Improve Clients’ Data Performance

Hands On With The PPDM Association Board Of Directors

SLC Corner

16

Join PPDM at events and conferences around the world in 2016. Learn about upcoming CPDA Examination dates and Training Opportunities.

Exploring big data opportunities in an oil & gas upstream By: Shastri Nimmagadda, Amit Rudra, & Heinz V Dreher

Head Office Suite 860, 736 8th Ave SW Calgary, AB T2P 1H4 Email: info@ppdm.org Phone: 403-660-7817

ABOUT PPDM The Professional Petroleum Data Management (PPDM) Association is a global, not-for-profit society within the petroleum industry that provides leadership for the professionalization of petroleum data management through the development and dissemination of best practices and standards, education programs, certification programs and professional development opportunities.

PPDM represents and supports the needs of operating companies, regulators, software vendors, data vendors, consulting companies and management professionals around the globe.

Foundations | Vol 2, Issue 4 | 3

Same But Different

By Susan Hopkin, Noah Consulting

F

ive years ago I moved from Australia to Calgary. The first question every Canadian asks me once they determine I am not South African, British or Kiwi is “Why did you come to Canada, and why did you leave Australia?”

As if it was not my decision to move. I reply that it is beautiful, and Canadians are really lovely. They stare at me, “OK, but why, do you know it is freezing here more than six months of the year? Why would you do that?” I can never convince them I made the right choice.

One thing I was longing to learn before I made my decision to relocate was, what do I need to know about Canada? Not only for my day-to-day personal survival it seems but also, will my work experience in Australia be of any value in Canada? I could not find a blog, YouTube video, or anything remotely helpful. Word of warning on that one, do not search using the phrase “snow driving in Calgary”, I was mortified.

So yes, the journey so far has been a fun one. I landed in Calgary in May 2010, it was snowing and -3°C. Not unusual I hear. I opened a bank account, credit card, signed up for a mobile plan - sorry cell phone plan - found a place to live, and started work. The first thing that hits you when relocating is that things you have

always taken for granted are now hard work. Such as learning to drive on the wrong side of the road, knowing where to buy electrical goods, because nothing you have works in this country, where to find a good plumber, and finding my new people.

Language barriers, and I am still only referring to English, are a constant reminder that I am not completely acclimatized. I never thought that I have an accent, but it appears that I do. After five years, I still have people start to smile when I am talking, and it is not because I am trying to be funny - I seem to be just talking gibberish. Yes, apparently I’ve stopped speaking English and am totally rocking Australian. “No, I was not planning to visit a client today. I was intending on working solely on my deliverable that is due in a fortnight, and I look like a complete dag.” Err, Susan, what did you just say?

Now five years on, I find myself editing my everyday natural language constantly so I can be understood. It is still a learning process, but, for the most part, I feel at home now. I have a very quick lookup reference list, from Australian slang to the local dialect.

Which brings me to subsurface data management and its ambiguous terminology worldwide.

For the past five years, I have been working with the PPDM Certification

4 | Journal of the Professional Petroleum Data Management Association

Team on the Data Analyst Exam. Fun, yes, but it has also opened my eyes to how different regions of the world use the same terminology. The team and PPDM determined early on the certification was for a global reach. Anyone, from anywhere can take the exam. Easy, right? We know what questions to ask, we got this. Well, wrong.

There were a few stumbling blocks.

We decided the team should always have a global mix of experts so we can keep it universally correct. Also, seeking people like myself with experience in SE-Asia, New Zealand, Australia, UK, Norway, and now with Canadian and US data, so we do not need to try and find someone who is willing to sit up at night to dial in from Australia or the UK for a meeting. Ex-pats or folks like me, who have relocated or have worked on data from different regions, bring a wealth of global experience to the table and help us avoid some of the pitfalls.

Some of the major learnings have been with the following: • UWI (Unique Well Identifier): I was once watching a load of public well data from the Gulf of Mexico region load into our database in Australia. For a start, the load completely blew out the database and some of our homegrown apps did not cope, then I took a look at the UWI field. How strange, it had a pattern of some sorts and it was so long. The UWI field in Australia is a mere sequence number we use to make the good identifier unique. Once I got to Canada and started to understand the complexities of a UWI, I see that it has meaning and it can change. I also learned that the UWI changes with well events, so many companies have their own internal ‘unique’ UWI, which remains static, to use as their internal well key. In Australia, we make use of another field to store the Government issued well ID. • Land rights: What do you mean that you can have the rights to drill under the soil but no rights on the surface? How incredibly weird.

• Sarbanes–Oxley (SOX) compliance: Only relevant for any company which

Cover Feature

UW

I

OIL

S

is required to file a SOX Section 302 report - Disclosure Controls. This includes US Firms which are public, and non-US firms which trade in the USA. I never came across this issue when in Australia. Don’t assume everyone is aware of this. I recommend being aware of what is considered breaking the law, or being noncompliant, when it comes to handling data in your country as well as knowing what data is legally allowed to exit the country in any format.

• Oil Sands: I was used to deep offshore well data. Fewer wells are drilled each year and the datatypes run deep.

Oil sands bring a speed and velocity of data that I had not experienced before. New datatypes to learn.

• Permit/Title/License: Make sure to understand which term is used where. They can be interchanged and they can mean completely different things depending on where you are in the world.

• Well Names: Don’t assume countries/ regions have a standard way of naming their wells. Who assigns these? In Australia, it is most commonly done by the Operator and sometimes by the lead geologist, which can lead to some interesting well names. We have some beauties. The nightmare for

anyone in data management is that they are not unique, and the name can change as it moves from prospect to a well and from one government body to another. You cannot rely on a UWI field unless you have great matching algorithm happening. Well locations, of course, are the best matching method assuming the datum is available. When the well gets sidetracked, what is the consistent naming convention here?

Well-01/A, Well-01-A, WELL-01-STA, WELL01DW1 - these are all the same well. There are no universal standards.

• Which brings me to sidetrack or deviated? I can honestly say that I have never heard anyone use the term sidetrack in Canada. Is it just not a term used here?

• Units of measure (UOM): This is always an emotional issue no matter where you live. Do we store one UOM or do we also store the original OUM? Do we convert the variable combinations of feet and meters in XYZs on the fly or do we store them as one unit? It is amazing how the data we receive or create can use a mix of units depending on where you are in the world.

• Public data: There is very little free online easily downloadable public data in Canada. I was spoiled in Australia.

SOX

S

D AN

DAG

If the well was public, then it was in the Geoscience Australia database. I always thought public data meant free data. I do not think this anymore.

When I had completed writing this article, I reached out to a few friends to see if their ex-pat experiences were similar to mine. A lovely friend of mine, Mark Priest, who is a Texan working in Doha, said to two of his former IM staff “Never discount your former experience…your experience is YOUR experience, it’s valuable and you must recognize and appreciate it and apply your learning from the past to today’s challenges.”

Alas, I can go on, and I am sure those of you who are far more well-traveled and experienced than I can attest to more differences around the world on terms that we use that are the same, but different. As Mark and I have learned, never discount your former experience once you settle into a new country. The world is small, and the global subsurface data management community is working together to bring global standards so we can all understand each other’s data and terminology.

About the Author Susan Hopkin is a Principal with Noah Consulting and one of the original members of the Petroleum Data Management Certification Committee.

Foundations | Vol 2, Issue 4 | 5

Guest Editorial It Takes A Community To Manage Data

By Jim Crompton, Data Management and Analytics Consultant

I

bet that you have all heard the African proverb that “It takes a village to raise a child.” The quote refers to the responsibilities that we all have (from teachers, to police, to church, to neighbors) to help parents raise their children to become good citizens. If you would permit me, I would like to borrow this concept and apply it to data management in the oil and gas industry. The new proverb goes like this “It takes a community to manage data.”

Now what do I mean by that? I was involved in a consulting project on unstructured data management at an oil and gas company recently which involved a series of interviews with the data managers. The best quote I have ever heard came from one of them, who said “I have the job that nobody wants.”

This sums up the challenge in recruiting a new workforce for data management.

While the role is growing in importance, the poor recognition by management and the organization in general of what it takes, few career rewards, inattention to career development for people in the job, and support tools still back in a previous generation, don’t add up to an attractive recruiting package.

But is it really down to just the data manager to solve all of the problems the industry has in getting more out of their data? The truth is it takes a community to

properly manage the growing volumes, variety and velocity of data. You need the engineers to have a data responsibility for defining requirements and being stewards for data quality for the data in their possession and in their performance plans.

You need the Subject Matter Experts (SMEs) and power users to really appreciate what the data needs to be used for and participate in an effective governance process.

You need good IT support for the IM infrastructure and network. You need high level data architecture support where data models and enterprise data warehousing is used (but these folks are hard to find and demand the highest wages). You need an analytics center of excellence with data scientists and people that are good at finding data and making sure it is analytics-ready. You also need folks in specific roles of data manager, whether they are functional (geology & geophysics, drilling & completions, production, operations or reservoir management), regional or enterprise in scope.

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who has the most data that will win. It is the company who makes better data driven decisions that will prosper, especially in times of lower oil and gas prices.

Having the right organizational structure, the right culture that values good data, the right resources (with proper skills) to build the proper organization is important, and enables this community to exist and prosper. In order to help the company make better data-driven decisions to prosper, ensuring data integrity and data normalization in all your transaction systems is critical, as well as the leadership “orchestra conductor”, to make sure everyone sings well together in harmony. That’s where Data Governance and an Enterprise Data Architecture/ Data Management team comes in. These should provide and leverage resources to different applications/systems needs, and work closely with the SMEs to draw their input for business rules.

So where will these future data managers come from? Several organizations today, specifically PPDM, CDA (UK) and ECIM (Norway) are developing the critical competency tools to “professionalize” the data management community. The feeder talent pool will come from technicians, IT, engineering, and operations staff. Leading organizations will recognize this needed capability and will support these efforts (as many are today). But the task isn’t just down to a few data professionals. It is going to take all of us to build the community that builds a data-driven company and industry.

Let’s get going, we got work to do.

The old African proverb says “it takes a village to raise a child,” I guess it takes a community to look after the data life cycle so that the industry can gain better insights into their operations. It isn’t the company

About the Author Jim retired from Chevron in 2013 after almost 37 years with a major international oil and gas company. After retiring, Jim established Reflections Data Consulting LLC to continue his work in the area of data management, standards and analytics for the exploration and production industry.

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6 | Journal of the Professional Petroleum Data Management Association

Feature

Want to know more about data rules?

Want to share your data rules?

Visit PPDM’s rule site at rules.ppdm.org

PPDM Standards Help Consultancies Improve Clients’ Data Performance

By Gordon Cope

I

nformatica is a provider of data integration and data management software. They were recently approached by a US-based Oil & Gas (O&G) company that was grappling with massive amounts of drilling and completion data from its 25,000 wells.

“They had multiple systems accessing data throughout the well life cycle, with no data standards and different versions of the same data,” says Informatica’s Jason Medd, a senior product manager, Information Quality Solutions. “They wanted to replace manual data quality processing and automate delivery to assure quality data was being consistently distributed to their business units in a timely manner.”

“O&G companies have numerous

data systems that capture and process information from upstream activities: production, supply chain management and regulatory compliance,” says Medd.

“Most don’t have one overriding system that talks to other systems, let alone universally manages them. In addition, you have the human factor and manual processes which are often rife with errors.

Workers take short cuts, or make mistakes, or leave out information because they are not aware of its value. As a result, multiple information systems get out of sync.”

The result is data that is inconsistent, absent, or just doesn’t make sense. “If you are lucky, you can go back and correct issues,” says Medd. “If not, you may not know there’s a problem in the first place.”

In order to establish a holistic data governance and data quality practice, Medd recommends a four-step process.

1. Discovery. “You need to understand what kind of data resides across your systems, what shape it is in, what value it has, and how it will be used,” says Medd. “Data changes all the time. An upstream company can have thousands of tables of information;

the well alone can have hundreds of attributes.

They all have to be captured, profiled and properly identified.”

2. Build the parameters for data quality rules. “You define data rules and business rules,” says Medd. “An example of a data rule is that the spud date must always precede the completion date. An example of a business rule is that you cannot drill without a valid permit. There are also rules governing key performance indicators, which tell if you are on target to meet your budget or drilling objectives.”

3. Automate the use of data quality rules. “You take the definitions and apply them to your data,” says Medd. “A large part of this process is integrating the rules into workflows so they automatically run in a consistent manner across your data over time. Simplistically, it could be something like x must occur before y because without x, y loses meaning and context. Because not all data can be resolved with pre-defined rules and definitions, you also need a process for manual reviews of the

Foundations | Vol 2, Issue 4 | 7

Feature

small percentage of data that doesn’t get sorted by the coding. This can dramatically reduce the resources and effort required to monitor and fix the data and usually results in new insights about the data itself.”

4. Measurement and monitoring. “You need to have confidence that the work you have done in automating the data quality process remains relevant to the business use of that data,” says Medd. “Now that you have the new system in place, you have to ensure that it is consistently delivering better quality data.”

Over the course of one year, Informatica helped the US O&G company establish a master data system that allowed them to consolidate data, improve quality and reduce the amount of time spent processing data by over 2,000 man hours.

The new system also allowed the end users to continue using the applications and systems that they were used to working with – but the data in the systems was vastly improved. “After implementation, the same teams were overwhelmed by the accuracy and reliability of the data they were able to use,” says Medd.

Like many consultancies helping to improve data management, one of the challenges that Informatica encounters is re-inventing the wheel. It becomes a daunting task when dealing with this magnitude of data. “Most companies have their own definitions and standards. If you have to start from scratch, establishing the full iteration of data governance and data quality for a company can take a great amount of time, and the system is only good for that one company,” says Medd.

In July, Informatica launched an accelerator specifically for the oil & gas industry, using data quality rules from the Professional Petroleum Data Management (PPDM) Association. The platform incorporates these rules and allows O&G companies to adopt data governance and data quality processes

quickly, effectively and economically.

According to Informatica, an accelerator is a configurable resource designed to provide a quick-start to a solution for a specific industry challenge. “PPDM defined data modeling for the O&G industry, establishing open standards, definitions and data quality rules,” says Medd. “By using PPDM as a foundation, we can reduce the discovery and definitions component of our work by 3 to 6 months. More importantly, the Oil and Gas Data Quality Accelerator fuels the operator’s analytics to improve the insight for managing the well’s health throughout its lifecycle. This creates more accurate, multidimensional reports and improves operational efficiency.”

Such third party analytic or visualization applications can be used to provide additional oversight beyond any built-in data quality reports or scorecards.

They provide a supplementary way to monitor and interpret the incoming data, and are used to identify emerging issues quickly, or display trends in the quality of the data over time. Information can be displayed on a per well basis, geographically, or in other combinations.

“It’s very important to keep your business-critical data complete and consistent for compliance purposes,” says Medd. “For example, establishing a confidence level for well header attributes such as dates can help to fend off issues related to regulatory and joint venture requirements. You can narrow in on wells in a particular county to check on overall compliance, or see if the data you have is incomplete or invalid (Fig. 1). You can then dig deeper (Fig. 2) to determine what information might be missing from a well. This can help you to explore the potential causes of the data gaps. Is the data feed being loaded late or not at all, or is there a gap in your business processes that could create a data quality problem?”

With feedback from O&G companies, Informatica is improving the data quality accelerator. “PPDM currently has about 2,000 data rules in the repository. We have

8 | Journal of the Professional Petroleum Data Management Association

incorporated 250 of the most important rules in the accelerator, and are adding approximately 100 per quarter.”

Founded in 1993, Informatica supplies data integration, master data management, data security, data governance, cloud data integration and data quality software to various sectors, including health care and oil & gas.

Fig. 1: Results of rule tests run on each day, showing percent failure. The upper half of the figure shows the quality improvement progress by business unit (left) and by attribute (right).

Fig. 2: Results of rule tests applied to wells. The chart highlights wells with rule failures, and the map shows the location of these wells.

About the Author Gord Cope is an international energy correspondent and author. He recently released a travel memoir, A Paris Moment, in eBook form. www.gordoncope.com

SLC Corner

Standards Leadership Council (SLC) Update

I

n September 2015, the Standards Leadership Council (SLC) welcomed Uitgebreid Samenwerkingsverband ProcesindustrieNederland (USPI-NL) to its list of member organizations.

Uitgebreid Samenwerkingsverband Procesindustrie-Nederland’s mission is to improve safety, environmental care, integrity and reliability, and to achieve fast projects, cost reductions and innovations by developing and adopting international standards for lifecycle data management. The vision behind USPI-NL is that companies in the process industry will be able to share and/or exchange electronically the information needed to design, build, operate and maintain process

Thanks to

our Volunteers

November’s Volunteer of the Month is Michele Compton, Director of Information Management at American Energy Partners in Oklahoma City (OKC). Michele has been on the Oklahoma City Leadership Team for the PPDM Association since the team started in 2014, and has taken on the role of Chair of the Committee. Prior to joining American Energy Partners, she held a variety of roles with increasing responsibility at several energy companies, including Access Midstream, Chesapeake and Devon. Ms. Compton also spent several years as an independent consultant and started her career in public accounting. She earned a Bachelor of Science in Accounting from Oklahoma City University and is a

SLC

and power plants using internationally accepted standards. The vision is being achieved according to the USPI Roadmap for lifecycle data sharing and storing for the process industry supply chain, which was published in February 2002.

With a variety of projects under four groupings, USPI-NL works on both internal improvements and jointly with other organizations. The groupings are Individual Company Projects, NL Industry Projects, CEN-EU Industry Projects and Global Industry Projects.

Users are able to access services through USPI-NL, including implementations of the roadmap, maturity assessments, best practices, training workshops, and handbooks and publications.

“As Co-Chair of the Standards Leadership Council, I am excited to have USPI-NL join us and continue our work towards global open standards,” said Trudy Curtis, PPDM Association.

“We look forward to working with Paul van Exel and his team.”

The Standards Leadership Council is comprised of 12 member organizations: Energistics, IOGP, Mimosa, OMG, OPC, OGC, PIDX, PODS, PCA, PPDM, SEG and now USPI-NL. The vision of the Standards Leadership Council is to unite the leaders of upstream oil and gas industry standards organizations in a collaborative environment promoting the adoption of open standards. Please join us in welcoming Netherlands-based USPI-NL to the SLC!

licensed Certified Public Accountant in the State of Oklahoma. “It has been a real pleasure to work with Michele to help grow the Oklahoma City Leadership Team and make sure that our events match the needs for the community in OKC, providing valuable information and networking opportunities to attendees. Michele is a delight to work with and I look forward to continuing to grow our OKC community with her,” said Pam Koscinski, Community Development Coordinator at the PPDM Association.

and credential maintenance and acts as a central link to ensure a consistent process and communication, currently for the CPDA Examination. Jeremy is currently Supervisor – Corporation Information Services with Nexen Energy ULC and has been with Nexen, in various roles, since August 2013. Prior to joining Nexen, Jeremy was a business analyst at CGG and Fugro Data Solutions, and was at Nexen for nine years prior to that. Jeremy is a passionate photographer with his own landscape photography business, Jeremy Calow Photography. One of his photographs was featured as first-place winner in the January 2015 Edition of Foundations. “Jeremy has been an integral part of our Governance Subcommittee, bringing new ideas and methods to the table, along with a great sense of humour,” said Ingrid Kristel, Project Manager at the PPDM Association. “Jeremy has been instrumental in helping to push along and launch the CPDA Examination, and I have truly enjoyed working with him these last couple of years.”

Jeremy Calow of Nexen Energy ULC is the December Volunteer of the Month. Jeremy is on the PPDM Association’s Petroleum Data Management Certification Committee (PDMCC) as the Co-Chair of the Governance Subcommittee. The Governance Subcommittee is responsible for policies and procedures in the areas of exam delivery

Foundations | Vol 2, Issue 4 | 9

HOW DO YOU INTERPRET YOUR DATA?

Go ahead - count the black dots.

Professional data managers make your data make sense.

The Professional Petroleum Data Management (PPDM) Association supports the data management community and develops industry standards.

Learn more at www.ppdm.org

10 | Journal of the Professional Petroleum Data Management Association

Feature

Hands On With The PPDM Association Board Of Directors

By Trevor Hicks, Chairman of the PPDM Board of Directors

T

imes are tough right now.

With the price of oil far below where it was only a year ago, our industry is fighting hard to remain profitable. Professional development and training are often sacrificed as a means to reduce layoffs making it tough to grow your employees. High value data management projects may be reduced in scope, or even halted. Sustaining or attaining excellence in this environment is not easy, but the sharpening of focus on essential skills and tools can make your organization highly efficient and effective.

As data management professionals, we know our data is important and that it has to be useful to many stakeholders over the life cycle of an asset. Information about our assets changes hands regularly; we share information with our partners, regulators, service companies and the public. Our data management job is to make sure that data and information doesn’t get garbled or lost because of bankruptcies, acquisitions, divestitures or simple carelessness.

If you are like me, you wonder what is happening to wells or other assets

that were operated by now bankrupt companies. Who is managing those assets, and is there enough high quality information about them to make sure they are safely and appropriately managed in years to come? Where can that information be found, and how much work will it be to find and integrate it if your company acquires such an asset?

I think those are important questions for us to think about, both from our role in this industry and as responsible citizens of this planet. It’s why I committed to working with the PPDM Association several years ago, and why I’m Chairman of the board today. Our society is committed to making sure that data is treated as a long term asset for all stakeholders, and that the professionals who manage it are recognized as such, and have the tools and methodologies they need to get the job done.

Strategically, we have three key areas of focus at PPDM that we believe closely align with the needs of petroleum data managers: • First, we build the community of practice locally, regionally and

globally. Events, “Foundations,” and our collaboration with others build the community. PPDM events are designed for professional development, and are run to “break even,” but break even only happens when sufficient numbers attend to cover costs. We sincerely hope that you will prioritize PPDM events as you plan your employee development budgets.

• Second, we focus on working with subject matter experts to develop and publish petroleum data management practices and standards. These vendor-neutral products are vital to the industry, and we need your contributions to continue building on these successes.

• Third, we provide professional development opportunities offering training and education for professionals, certification programs accessible to data managers around the globe, and Human Resources support materials to help position data managers for success.

Every one of those initiatives are advanced in collaboration with our members. We have always needed great support from data management professionals throughout our history, and we need it now more than ever. I would like to encourage you to get involved.

At PPDM, we have active workgroups and committees, upcoming events and professional development opportunities that each need your help and support.

If you are interested, get in touch with me, or with any of the PPDM staff. You can have a meaningful impact, add new accomplishments and skills, and meet some truly wonderful colleagues across the industry. We want to hear from you.

Foundations | Vol 2, Issue 4 | 11

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Standards & Technology

Calgary Geoscience Data Managers Society

CGDMS Grows Ideas And Best Practices Denise Freeland, CGDMS

The Calgary Geoscience Data Managers Society (CGDMS) grew out of a group of likeminded geoscience data managers and techs brought together by Sean Callaghan in 2010 as the Seismic Therapy Group. The intent was to encourage the exchange of ideas, resources and expertise, getting data owners together to share ideas and best practices. As the group expanded we became the Calgary GeoScience Data Managers Network and began facilitating learning events, networking opportunities and online resources for all Calgary GeoScience Data Managers.

The Calgary GeoScience Data Managers officially became a not-for-profit Society in June of 2015 and continues to work collaboratively to share tips and best practices with their colleagues and provide support for each other in education, certification, industry related training, and other professional development opportunities. Many Calgary operators as well as service providers have had the opportunity to present case studies and showcase innovative products and processes. Topics have included seismic data processing, LIDAR basics, seismic acquisition, logging, seismic survey, fracking and micro-seismic to name a few.

The CGDMS reaches out to hundreds of people each month. Participants include members of the professional societies such as CSEG, CSPG, CWLS, PPDM, APEGA, AIIM and ARMA as well individuals employed in geoscience departments of oil companies, data management, geoscience contractors, supply houses, IT,

S&T

and consultants. We provide a platform where people who would not necessarily affiliate with the other technical societies can have the same networking and learning opportunities. The CGDMS is unique to our industry.

Over the short history of the CGDMS, the Learn@Lunch and social networking opportunities have provided comradery, education and a variety of different professional development opportunities.

The events continue to be highly popular and relevant especially with the significant changes in the ebb and flow of market conditions. The success of CGDMS can be attributed to the dedicated chairs that continue to lead exceptional teams of volunteers, and the generous sponsors who contribute funds to make these events happen. To find out more about the Calgary Geoscience Data Managers Society, and how you can help promote our efforts, please visit http://www.cgdms.ca

2016 HOUSTON DATA MANAGEMENT

SYMPOSIUM & TRADESHOW

APRIL 11 - 12 www.ppdm.org

Foundations | Vol 2, Issue 4 | 13

Photo contest

Foundations photo contest

“FALL IN THE SAN JUAN MOUNTAINS OF COLORADO”

BY CHRIS EBRIGHT 2nd Place in the Volume 2, Issue 4 Foundations Photo Contest “Fall colors reflect in Beaver Lake, a small pond in the San Juan mountains of Colorado.” – September 2014

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Photo contest

On the cover:

“VIEW UP THE OCEAN STAR DERRICK”

BY PHILLIP SAND HANSEL II 1st Place in the Volume 2, Issue 4 Foundations Photo Contest

“The Ocean Star is an oil rig turned museum in Galveston, Texas. This image was captured during a PPDM sponsored visit last year.” – March 2014

Enter your favourite photos online at photocontest.ppdm.org for a chance to be featured on the cover of our next issue of Foundations!

Foundations | Vol 2, Issue 4 | 15

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Standards & Technology

On Big Data Hype In Petroleum Industries

By Shastri L. Nimmagadda, Amit Rudra, and Heinz V. Dreher

SUMMARY

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here are many productive sedimentary basins worldwide, each with thousands of sq. km. of areal extents in onshore and offshore including transition zone areas with complex topographies and geographies. Many basins are under active exploration and field development. In spite of several producing fields having matured, the limits of petroleum systems are unknown or their connectivity is ambiguously interpreted. Volumes and variety of exploration and production data sources associated with multiple oil & gas fields are amassed in many national, multinational and private companies.

Extracting knowledge and information hidden among the heterogeneous and multidimensional data sources is challenging, especially keeping in view their heterogeneity and ambiguous connectivity among multiple reservoirs and their characterizations in many fields and basins. With advent of new concepts and technologies, a new hype has taken place in documenting and managing E & P (exploration and production) databases, especially in areas where thousands of drilled-wells and 2D/3D seismic vintages coexist and a logical integration process becomes necessitated.

The purpose of this article is to explore the big data opportunities in an oil & gas upstream. The big data hype motivate the authors to develop a design science information system (DSIS), which is articulated by an integrated framework.

This framework caters the data modelling, data warehousing and mining of volumes of data sources, associated with petroleum systems of large-scale sedimentary basins.

The real hype of big data depends on the size and type of basin or groups of basins, petroleum systems and oil & gas fields described in such hierarchies. Data sources of elements and processes of petroleum systems that describe structural, stratigraphic and strati-structural events need a robust and holistic ontology based heterogeneous and multidimensional data warehouse approach with constructs’ modelling, data mining, and visualization and interpretation artefacts.

Big data tools facilitate the generalized conceptualization, from global scale to specialization, local scale events as simulated in digital ecosystems’ scenarios.

Big data has power of connecting various ecosystems of sedimentary basins. This petroleum digital ecosystems’ (PDE) approach is a digital oil field solution in various application development domains such as conventional and unconventional petroleum systems, carbon emission ecosystems and even turbulent resources management.

1. Introduction Though the E & P of conventional and unconventional reservoirs have been active in onshore and offshore regions, the knowledge on their boundaries and connectivity of petroleum systems are less understood because of lack of new domain knowledge and skillful interpretation.

All facts and instances of elements and

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processes of petroleum systems are identified in a way that users can interpret, perceive and extract knowledge from events of petroleum geology. The authors use innovative database approaches, such as data warehousing and mining methodologies to address the data integration, interoperability and the systems’ connectivity. Keeping in view the data management and application scenarios, various data schemas and integrated frameworks are constructed as a part of systems’ development.

For this purpose, domain ontologies are envisioned with integration in a warehouse environment. Various surveyswells-permits’ data sources are used in the modelling process. Hundreds of dimensions and attributes are identified and, at places, conceptualized. For example, in surveys, millions of point, line and areal contour data instances vary with space and time including instances associated with seismic and drilledwell-domain data dimensions. Similarly, unconventional hydrocarbon-producing reservoirs possess dense fracture networks with orientation attributes from which millions of instances are extracted. Various issues and challenges in the current database organizations are discussed with new methodologies and their application scenarios.

2. Issues and Challenges Documenting and integrating very large E & P data sources are challenging tasks in large companies.

In certain situations, a single database cannot provide answers to the complex problems of geologists and geophysicists.

Integrating or assembling information from several databases and domains in discovering new knowledge is a major challenge of geo-informatics. The

Standards & Technology

transformation of voluminous exploration data into valuable geological knowledge is an intricate task. Data in multiple basins are heterogeneous and multidimensional.

Data integration in traditional approaches becomes inoperative and incompatible because of scalability, format differences and inflexible survey-wells-permits’ data structures. Schematic, semantic, syntactic and system heterogeneities and inconsistencies that may exist while structuring the data dimensions and their attributes may have added ambiguities in the meaning, naming conventions, terminologies and vocabularies. Handling interoperability, use and reuse of the data dimensions and their structures is an exciting process in spite of the data instances that fall in poor data quality areas. These issues too affect the artefacts’ design and development of the integrated framework. The authors investigate the scope and opportunity of big data concepts and tools in an integrated framework to overcome the current issues and challenges.

3. Methodologies Existence of volumes, variety of data sources and the way they rapidly move around various project modules motivate the authors to develop a DSIS, which is driven by an integrated framework.

Data modelling, warehousing, mining visualization and interpretation artefacts are articulated in this framework for adding values to the existing domain knowledge. This framework is an ontology based data warehousing and mining, which predictably resolves the issues of scaling and formatting among heterogeneous and multidimensional datasets, which may have inherited from large number of domains, basins and their types. Ontologies address these syntactic,

semantics and schematic inconsistencies among different data dimensions and their associated attributes, especially when they are needed to be conceptualized and contextualized from multiple domains to make connections. Logical relationships are explored for building data models among elements and processes of several petroleum systems even at total petroleum system (TPS) global scale facilitating the integration of domain ontologies in the data warehouse environment.

This is a big data simulated digital oil field solution as described in Figure 1.

3.1 Big Data Role In Geo-informatics Various features of big-data “volume, variability, velocity, visualization, veracity and value” are incorporated in the integrated framework as demonstrated in Figure 1. Systems dealing with

S&T

big-data in oil and gas exploration industries and the field of geo-informatics play an inclusive role in the study of fundamental geological problems owing to the exponential explosion of sequence and structural information with time and geography. There are two major challenging areas in geo-informatics: data management and knowledge discovery.

In order to address these challenges, multiple heterogeneous data sources are modelled in logical database structures.

They are subsequently integrated physically in metadata cubes in several scales, offering new opportunities for fine grained-data mining, visualization and business analytics. Data mining and interpretation of cognitive patterns hidden in trillions of exploration data that combined with spatial big data are critical goals of geo-informatics.

Figure 1: Big data driven integrated framework with data dimensions and structures.

Foundations | Vol 2, Issue 4 | 17

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Standards & Technology

Extracting knowledge on favorable structures that hold productive reservoirs of petroleum digital ecosystems is a significant effort and hype of the current big data technology in the upstream oil & gas business.

3.2 Simulation of Petroleum Digital Ecosystems (PDE) The authors examine various petroleum systems and their relevance to cognitively connect the E & P environments. As an example, petroleum prospects in the Middle Eastern, East African, Indian, Indonesian and Western Australian sedimentary basins are investigated critically using volumes of data sources of geological, geophysical and geochemical exploration and prospecting, acquired in different geological environments and in different periods. At specialization level, several issues exist on interpretation of reservoir, structural and strati-structural plays in different geological settings. Risk minimizing the drilling campaigns and improved understanding of reservoir model uncertainties are key objectives.

Ontology based data warehousing and mining approach is undertaken in various application scenarios simulating basins of South-East Asia, Africa and Australia and the Middle Eastern regions.

4. Application Scenarios and Knowledge Management The ontology based warehousing for mining of heterogeneous and multidimensional data sources’ approach is used for designing digital ecosystems (PDE) for elements and processes of conventional and unconventional petroleum systems. Several data relationships are identified among multiple dimensions, attributes and their instances including units and measures

for modelling various data structures.

At places attribute dimensions are conceptualized and contextualized.

Ontologies thus establish the connectivity among various fields and basins. The petroleum ecosystem in a basin or groups of basins interprets billions of big data instances. At each point dimension structure, reservoir, source, seal attribute dimensions and their instances are described. In the case of unconventional reservoirs, a shale reservoir by definition is a hydrocarbon source, reservoir trap and a seal all in a single system, called an unconventional petroleum ecosystem.

The third application domain is carbon emissions and their capture management. Issue of controlling large scale oil and gas leaks through surface exposed geological structures is another challenging application. Big data integration, modelling semantics base conceptualized relationships among multiple data dimensions, and mining of several interpretable data views of quality geological structures, effective to carbon emissions storage, are key subjects of carbon capture and storage (CCS) project.

In the fourth application scenario, big data systems are designed and developed for managing the turbulent resources business situations. Turbulent implies unstable business, because of falling in energy prices, global currencies and geopolitics. Risk minimization of exploration and its economic implications are explored from historical big data events.

5. Conclusions and Recommendations The methodology is effective in integrating and connecting big data dimensions and their attributes, associated with structure, reservoir and other elements and processes of the petroleum systems. The methodology can be applied in the unconventional reservoir

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systems such as fractured-shale networks and tight-gas reservoir systems. Big data sources and integration of heterogeneous and multidimensional data of petroleum digital ecosystems’ in a framework is adequate for extracting information and adding value to domain knowledge on producing oil and gas fields, in particular matured fields of onshore and offshore sedimentary basins. The approach is factual and practical for fine-grained data mining, visualization and interpretation of data views, drawn from warehoused E&P metadata. Several metadata models are designed with the context of Australasian and Arabian matured onshore and offshore basins with new knowledge on connectivity of petroleum systems through the PDE approach.

About the Authors Shastri L Nimmagadda is an adjunct research fellow in the big data group, currently researching in the petroleum information systems and petroleum digital ecosystems at the School of Information Systems, Curtin Business School, Curtin University, Australia. Shastri explores new opportunities of digital ecosystems and technologies in the sustainability research.

Amit Rudra is a Lecturer in the School of Information Systems at the Curtin Business School. Amit has extensive experience in tertiary education and in software development including database management systems and computer-aided learning (CAL) systems.

Heinz V. Dreher is an adjunct Professor of Informatics in the School of Information Systems at Curtin University, Perth, Western Australia. He has published in the educational technology and information systems domains through conferences, journals, invited talks and seminars.

Cover Feature

THE PPDM PROFESSIONAL DEVELOPMENT COMMITTEE Here is what the committee will create: • Centralized, global library of professional development opportunities • Standard job titles and descriptions • Career ladder recommendations • Compensation surveys • Instructional support materials

INTERESTED IN PARTICIPATING?

Contact us: Email: kristeli@ppdm.org Phone: +1-403-660-7817

From Seeds To Ladybugs Trudy Curtis, PPDM Association

THE SEEDS OF DATA MANAGEMENT

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cribing, the antecedent of today’s data management profession, is as ancient as the written language. Scribes wrote down what happened, usually from the winner’s point of view, and kept track of everything that mattered to anyone who could pay them. They tracked production, sales, shipments, payments, and (especially!) calculated taxes. In many cultures, scribes enjoyed special privileges and exemptions from undesirable duties. They performed

many functions that today are reserved to specialized disciplines (lawyer, judge, or even financier).

This respect and recognition did not come easily. Scribing was challenging, often undertaken in difficult circumstances. Students underwent rigorous apprenticeship before they were qualified to practice on their own.

They had to learn the many rules of conduct and procedure for copying, quality control, error correction, etc.

For example, a Jewish Scribe who was copying the Torah had to follow very

detailed rules about the materials they used, how the actual copying should be performed, what quality control steps had to be followed after the job was done, and how errors had to be fixed.

Professional development programs that transmit knowledge, skills and ethics, have been part of our culture for thousands of years. The Code of Hammurabi, written by the Babylonians 3,800 years ago, protected the teacher/student relationship and ensured that each new generation was able to continue (and grow) the discipline. In this way, Babylonia was able to sustain and build on their skill and knowledge base; this achievement allowed the construction of the Hanging Gardens of Babylon, recognized as one of the seven wonders of the ancient world.

The foundational body of knowledge, clear expectations about behavior and ethics, and rigorous professional development programs resulted in the widespread and enduring status of the Scribe.

Foundations | Vol 2, Issue 4 | 19

Feature WHAT MAKES A PROFESSIONAL A PROFESSIONAL? The invention of the printing press brought the role of the scribe to a whole new level. That took some entrepreneurial thinking and fundamental changes to their practice as they evolved to work the advancing technology and scientific knowledge. The scribe discipline expanded so much that it spawned new professional disciplines, each of which carried on aspects of the trusted behaviors. History’s scribes are today’s court recorder, lawyer, judge, accountant, and data manager.

History is pretty clear; despite Hollywood’s effort to tell us otherwise, success doesn’t come just because we think we deserve it. We have to work for it: the

result is earned. Today, the status and trust for any profession that evolved from the Scribe is grounded in the existence of an accessible and practical knowledge base, the rigor and predictability with which a discipline is conducted, the transparency and consistency of the foundational rules and self-imposed controls.

A study commissioned by the UK House of Lords (Science and Technology Committee) identified the characteristics of a profession. The nine criteria evoke the ancient practice of the Scribes. In 2012, the PPDM Association surveyed over 100 members to decide whether these criteria were applicable to Petroleum Data Managers. To no-one’s surprise, the criteria resonated well.

CRITERIA FOR A GROUP TO BE CONSIDERED A PROFESSION (SIC) 1. The profession must be controlled by a governing body which in professional matters directs the behaviour of its members. For their part the members have a responsibility to subordinate their selfish private interests in favour of support for the governing body.

2. The governing body must set adequate standards of education as a condition of entry and thereafter ensure that students obtain an acceptable standard of professional competence. Training and education do not stop at qualification.

They must continue throughout the member’s professional life.

3. The governing body must set the ethical rules and professional standards which are to be observed by the members. They should be higher than those established by the general law.

4. The rules and standards enforced by the governing body should be designed for the benefit of the public and not for the private advantage of the members.

5. The governing body must take disciplinary action including, if necessary, expulsion from membership should the rules and standards it lays down not be observed or should a member be guilty of bad professional work.

6. Work is often reserved to a profession by statute - not for the advantage of the members but because, for the protection of the public, it should be carried out only by persons with the requisite training, standards and disciplines.

7. The governing body must satisfy itself that there is fair and open competition in the practice of the profession so that the public are not at risk of being exploited.

It follows that members in practice must give information to the public about their experience, competence, capacity to do the work and the fees payable.

8. The members of the profession, whether in practice or in employment, must be independent in thought and outlook. They must be willing to speak their minds without fear or favour. They must not allow themselves to be put under the control or dominance of any person or organisation which could impair that independence.

9. In its specific field of learning a profession must give leadership to the public it serves. http://www.parliament.the-stationery-office.co.uk/pa/ld199900/ldselect/ldsctech/123/12301.htm

Figure 1: criteria for a group to be considered a profession, according to UK House of Lords study in 2000.

20 | Journal of the Professional Petroleum Data Management Association

Some of us are less open to criteria 5 and 6, but that’s a different story.

WHAT THIS MEANS FOR DATA MANAGERS The skills, knowledge and best practice methodologies of data management shouldn’t be re-invented by each generation, but should be built on and strengthened over time. The distinctive role of a profession is to ensure the consistent application of best practices and competence of its members for the benefit of the wider community.

Our industry spends hundreds of billions of dollars to find, produce, refine and sell oil and gas. Every plan and result is described by and managed with data!

I’m constantly astonished by companies who spend more on the hardware on which our data is stored, and the software that we use to analyze the data, than on the data, itself. Data does not get more useful just because it’s on a really fast server, and expensive analytics software can’t turn bad data into good decisions.

If data matters, it is an asset. Most of our data has a long shelf life (sometimes many decades), and therefore should be managed as a long-term (unamortized) asset. If it’s used by many stakeholders, it should be stewarded for the greater good.

Since data is a long term asset needed by many stakeholders, for many complex business processes, the role

of the professional data manager must both support and supersede the needs of each stakeholder.

THE CHALLENGE Companies that see the value of data and data management can have a difficult road ahead of them, but we can learn a lot from our history.

Despite our august lineage, data management as a recognized discipline is pretty new. As a result, it can be difficult even impossible - for executives, managers and Human Resources to find reliable answers to some fundamental questions: • Given the size and nature of my company, what kind of data managers do I need?

Occupational Profile Image.pdf

1

2015-12-08

12:48 PM

Feature

Occupational Profile Data Administrator NOC code(s): 2172.2

Interest code(s): I M D

Data administrators manage and organize electronic data, and develop and implement data administration policy, standards and models.

Also Known As

Computer Database Administrator, Computer Specialist, Information Technology Specialist Regulated Occupation Reference http://occinfo.alis.alberta.ca

• What should the job title and job description be?

• How should I compensate them?

• Where in the org chart should they be placed?

• Will they need training?

• Can I move them to a different task or business unit?

Standard job titles and descriptions, career ladders and compensation packages are simply unavailable in most countries. Alberta, where I live, is a pretty enlightened region – at least, I think it is. A government website (http:// occinfo.alis.alberta.ca/) lists professions and occupations with job descriptions and salary information. However, the website and even the Professional and Occupational Associations Registration Act do not define “professional” or explain how a profession differs from an occupation. Moreover, the website lumps together database analysts, database administrators, IT specialists and data administrators! As a professional discipline, we need to ensure that employment sites represent our discipline appropriately.

Even more important, once hired, data managers need access to appropriate

professional development opportunities.

The Professional Petroleum Data Management (PPDM) Association is committed to making this happen for every data manager in our industry. An industry led, member driven committee has been formed to work on these issues and bring solutions. You can find out more about this work on our website, or in this journal.

LADYBUG: MEMBERS WORKING FOR MEMBERS Since the Middle Ages, the ladybug, named in honor of the Virgin Mary, has symbolized trust. That’s what we want for our discipline. Recognition is built on trust; trust is built on competence; competence is built on a body of knowledge, training and experience.

Recognising that the path to building trust requires professional development, PPDM recently launched a standing Professional Development Committee. This committee will drive out some of the elements needed for data managers, their employers and their customers to be mutually successful: 1. Centralized library of qualified training and educational offerings from societies, industry experts, accredited institutions

or training companies.

2. Job families that include job titles and job descriptions. These can serve as a Rosetta Stone for creating a common frame of reference for data management professionals.

3. Career ladders that can help data managers find a mobility path suited to their attitudes, aptitudes, knowledge and skills.

4. Compensation surveys (salaries and benefits) 5. Initiatives to develop curriculum, sample data, case studies and other support materials for training and education.

6. Competency specifications that supplement those already in place.

About the Author Trudy Curtis is the CEO of the PPDM Association.

REFERENCES http://www.ppdm.org https://upload.wikimedia.org/wikipedia/ commons/4/4e/The_code_of_Hammurabi.pdf http://www.parliament.the-stationery-office. co.uk/pa/ld199900/ldselect/ldsctech/123/12308. htm#a38

Foundations | Vol 2, Issue 4 | 21

Community Involvement

CI

Alan Henson, EnergyIQ

Regulatory Work Group Panelists

Wade Walker, Methodata

Interactive Discussions had attendees working together

Data Management Community Comes Together In Calgary

By PPDM Staff

B

eautiful October weather welcomed attendees to the 2015 Calgary Data Management Symposium, Tradeshow & AGM at TELUS Spark in Calgary, Alberta, Canada. Attendees at this year’s Symposium, which took place October 20 and 21, enjoyed plenary presentations, breakout sessions, networking events and a gala dinner.

Presentations at this year’s Symposium ranged from high-level professional development to technical analytics

discussions. Highlight presentations included “Why Millennials are Changing the Way We Do Business” from Chelsea Briggs of the Young Professionals in Energy, “The Bottom Line of Personal Branding” from Adam Czarnecki of the Human Resources Institute of Alberta, “The Ugly Duckling: Real-Time Operations Data” from Van Cosby of OSIsoft and “Mashups vs. Smashups: Responsible Mashups as Part of a Corporate Analytics Strategy” presented by Wade Walker of Methodata. The morning of the first day

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also saw a panel discussion on the new Regulatory Data Standards Work Group, demonstrating the different perspectives going into this work group and presenting the draft charter (more information on the work group is available at www. ppdm.org). CEO Trudy Curtis provided updates on other PPDM activities, including information about the new Professional Development Committee and Body of Knowledge Committee.

As a part of the Symposium, the Annual General Meeting was held on October 20. The elections at the 2015 AGM saw Trevor Hicks (Stonebridge Consulting), Robert Best (Noah Consulting) and Allan Huber (Shell) re-elected, and new board members Lesley Evans (Chesapeake), Brian Boulmay (BP) and Jeremy Eade (BP) join the Board of Directors. Current board members include Peter MacDougall (IHS Energy), David Hood (geoLOGIC systems), Joseph Seila (Concho), Christine Miesner (Devon), Paloma Urbano (ConocoPhillips) and Trudy Curtis (PPDM Association).

The PPDM Association would like to thank our generous Sponsors for making this event possible: geoLOGIC systems, Stonebridge Consulting, EnergyIQ, Noah Consulting, TGS, JuneWarren-Nickle’s Energy Group and McAra Printing. PPDM would also like to thank the Calgary Leadership Team for all their hard work in putting together the agenda and programming, and for facilitating the sessions: Andrea Le Pard, Craig Clinton, Shovik Sengupta, Sue Carr, Susan Hopkin, Troy Davis, Brian Tuplin and Abby Woods.

We look forward to seeing everyone in Houston, April 11-12, 2016!

Upcoming Events

WORKSHOPS

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SYMPOSIUMS

Oklahoma City Data Management Workshop

MARCH 1, 2016 Oklahoma City, OK, USA

LUNCHEONS

APRIL 11-12, 2016 HOUSTON DATA MANAGEMENT SYMPOSIUM Houston, TX USA

JANUARY 12, 2016 OKLAHOMA CITY Q1 DATA MANAGEMENT LUNCHEON

FEBRUARY 9, 2016 DENVER Q1 DATA MANAGEMENT LUNCHEON

APRIL 19, 2016 FORT WORTH Q2 DATA MANAGEMENT LUNCHEON

Oklahoma City, OK, USA

Denver, CO, USA

Fort Worth, TX, USA

JANUARY 19, 2016 DALLAS Q1 DATA MANAGEMENT LUNCHEON

FEBRUARY 2016 CALGARY Q1 DATA MANAGEMENT LUNCHEON

APRIL 21, 2016 MIDLAND Q2 DATA MANAGEMENT LUNCHEON

Dallas, TX, USA

Calgary, AB, Canada

Midland, TX, USA

JANUARY 28, 2016 MIDLAND Q1 DATA MANAGEMENT LUNCHEON

FEBRUARY 2016 PERTH Q1 DATA MANAGEMENT LUNCHEON

Midland, TX, USA

Perth, WA, Australia

JANUARY 2016 S M T W 3 10 17 24 31

MARCH 16, 2016 CPDA EXAM

JUNE 15, 2016 CPDA EXAM

NOVEMBER 2, 2016 CPDA EXAM

(Application Deadline February 3, 2016)

(Application Deadline May 5, 2016)

(Application Deadline September 21, 2016)

ONLINE TRAINING OPPORTUNITIES PPDM announced that it is supporting its membership by discounting online training courses!

Online training courses are available year round and are ideal for individuals looking to learn at their own pace.

For an in-class experience, private training is now booking for 2016. Public training classes are available on demand.

All dates subject to change.

VISIT PPDM.ORG FOR MORE INFORMATION Find us on Facebook Follow @PPDMAssociation on Twitter Join PPDM on LinkedIn

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knowledge

IS POWER. Francis Bacon

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