For oil and gas com­pa­nies, merg­er and acqui­si­tion activ­i­ties can be an impor­tant cat­a­lyst for stan­dard­iza­tion, busi­ness syn­er­gies, and growth. This was espe­cial­ly true for Chevron, a glob­al ener­gy com­pa­ny, when it acquired Noble Ener­gy, a small­er explo­ration and pro­duc­tion company. 

Along with need­ing to inte­grate the orga­ni­za­tion quick­ly, Chevron sought to align process­es and tech­nolo­gies at Noble Ener­gy. Doing so would enable stan­dard­ized oper­a­tions, as well as help reduce TCO and increase field productivity. 

Dur­ing this 11-month project, the team also migrat­ed the acquisition’s lega­cy sys­tems and cutover process­es for 14 core applications. 

In this ses­sion, you’ll hear how Chevron and Noble Ener­gy estab­lished eight process streams to define an appli­ca­tion and define a tar­get end state and timeline. 

Atten­dees will also learn how the team: 

Accel­er­at­ed data migra­tion to rapid­ly map lega­cy appli­ca­tions onto future-use mod­els for M&A situations

Inte­grat­ed all periph­er­al appli­ca­tions to ensure a seam­less inte­gra­tion experience

Opti­mized the val­ue deliv­ered for an acqui­si­tion integration