American Oil and Gas Reporter - January 2015 - 145

TECH TRENDS
This approach works particularly well
for leases, but can be used for any kind
of land document processing, including
agreements, assignments, regulatory notices and proposals. It can be customized
further to establish data standards to prevent documents not meeting defined criteria from proceeding through a process
(e.g., missing or incongruent dates, unacceptable provisions, acres and bonuses
that do not reconcile). With this approach,
managers can become selective and perhaps choose to perform a detailed review
of only a sample of documents versus
reviewing every document.
The final component in this approach
is to integrate workflow with the lease
records system. Where possible, companies should index each lease record with
a lease form that has preset provision
mapping that corresponds with provision
codes in the lease records department.
This practice drastically reduces keying
errors and omissions that could be costly
for future reporting.
Next, the workflow should upload the
approved record (lease, contract, well,
etc.) into the property system. This eliminates time spent on basic data entry of
names, dates and provisions, and allows
analysts to focus on value-added activities
such as quality control, record completion,
analyzing provisions, reconciling acreage,
and reporting.
Oil and gas companies achieve these
objectives through an enterprise lease
records system or through their own solutions that offer the flexibility unique to
each implementation.
Integrating the workflow with the
lease record system does not eliminate
errors. Errors can occur during record
edits or exceptions to uploaded records.
The solution is to anticipate and quickly
highlight errors as they occur. A substantial
number of errors could be eliminated by
defining quality control points that identify
exceptions to business norms.
To create quality control points, an
organization sets up queries to find instances of, for example, net acres greater
than gross acres, or gross acres greater
than mapped acres (true tract content). It
should be understood that the first time a
query runs, it may take a while to correct
all anomalies. But after the initial effort,
if a manager is committed to running the
query frequently and correcting new instances immediately, the list of exceptions

quickly will become manageable.
Development of and commitment to
quality control points will ensure organizations can:
· Deliver more accurate reports and
maps;
· Reinforce compliance among analysts;
· Earn customer confidence;
· Eliminate lease record stereotypes;
and
· Improve morale and job enrichment.
The number of quality control points
an organization employs depends on the
system's complexity, the amount of validation built into the system, the granularity
of the data, and the extent to which an
organization generates information from
data. A few of the most critical quality
control points to consider monitoring
are:
· Tract status is held by production,
or producing, but acreage is categorized
as undeveloped.
· Tract status is held by production,
or producing, but no well is related to
tract.
· Lease is beyond its primary term,
but no well is related to any tracts.
· Well status is plugged and abandoned, but the related tract is still active.
· Wellbore and overriding royalty
interest rights are counting (accumulating)
acreage.
· There are records without linked
images/documents.
· There are royalty rates outside acceptable range.
· There are duplicate recording data,
no recording data, or missing or incon-

gruent dates.
· Payments do not match obligations
(bonus, option to extend, etc.).
· There are well working interest/net
revenue interest anomalies, and/or contradictions in record type, status and
acreage category.
Monitoring exceptions by using control
points requires an appropriate system infrastructure and land skill set. Technology
never will remove all human error, but
investing time and dollars in technology
will provide an organization with
guardrails for practices and procedures
so that data quality is not vulnerable.
Managing Skill Sets
The use of technology in the land industry has redefined the skill sets required
in land operations and land administration.
However, many companies may not be
staffed with employees prepared for this
change. The challenge, then, is for the
managers to identify each employee's
unique skill set to maximize his utilization
and create one cohesive skill set that
services the organization.
For example, land operations would
benefit greatly from a landman who is
strong both in negotiating deals and data
analysis. However, a landman with these
skills is not always available. Often, landmen will rely on land technicians or land
administration staff to handle reporting.
In turn, some companies may employ
data specialists within their land administration departments to specifically support lease analysts and landmen with
complex reporting requests and mapping
needs.

FIGURE 4
Key Success Factors
Success Factors
* Project management expertise
* Process, operational, and
organizational expertise
* Technology expertise
* Senior leadership alignment and
participation in the project
* Agreement on and
communication of critical issues
to relevant stakeholders
* Access to personnel across
functions
* Culture of engagement and
empowerment

Results
* Consistent standards for process,
policy, tools, and technology
* Timely and accurate operational
and managerial reporting
* Central portal for training in
policies and procedures
* Structure and agility to rapidly
deploy new assets and teams
* Better compliance and risk control
* Employees focused on valueadded activities

JANUARY 2015 145



American Oil and Gas Reporter - January 2015

Table of Contents for the Digital Edition of American Oil and Gas Reporter - January 2015

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