The ITF Process 

Step 1:  Starts each November by senior (Strategic) ITF members telling us their technology drivers.  This is the initial demand part of the equation.  We affirm possible thematic areas at a member meeting held in February for the themes to be taken forward by each technology manager.  (Downhole & Drilling and Subsea;  Production & Facilities: and Subsurface).  With this goes a plan for Theme Definition days and advice on the current Campaigns being championed by each Technology Manager.  On the Theme Definition days, we draw out and drill down into the issues and top 7 / 8 technology gaps behind the hi-level drivers.  These are then put out to the global development community – universities, research organisations and SME community in a public call for proposals.

Step 2:  This step is a new initiative but essentially we are developing and structuring current and emerging technologies in sub sectors of the industry via a software system that lets you become aware (within 6 clicks) of what may have been developed, what the IP position is and what suites of technologies are emerging to meet our member's needs.

Step 3:  We have a process of review / workgroups involving our members whereby a scorecard system is used to create a shortlist for funding and development.   Following this technical clarification is carried out to understand, flex and revise proposals.  Field trials are slightly different as we seek well opportunities but for now treat as the same process.

Step 4:  For those proposals being short-listed and funded we have a process to ensure dialogue with developers re plans for implementation.  Indeed contracts are clear on this case post development and we reserve some rights to ensure technology reaches the members for use -on a global basis - as quickly as possible.  Sometimes the developers do this directly but often we facilitate alliances or service company engagement and where developers are in a sell on mode - assist / encourage/ facilitate licensing et al. 

Step 5:  We are either observers in the JIP contract or take on the role as project manager where required to manage the outcomes.  This is a more recent change as we experienced technology being funded without implementation.  Our major goal is clear and that is to see funding for technology that will be used and add value.  It is about clear understanding of deliverables, milestones and addressing the technical challenges that arise to get ideas across the 'valley of death' in technical development.

Step 6:  Is all about communication and recognising failure is an event - a learning experience and sometime bringing a new perspective to what has been achieved.  Technology development particularly collaborative development is not an easy process but we occupy a position where as a ‘not for profit’ organisation we can capture learning and ensure it goes into the process as feedback.  Often new technology fails because the standards used to judge it are different from those of existing technology.  Sometimes the learning is about issues we did not perceive previously, e.g., QA, or manufacturing issues.