FIG A
Low-fidelity Walkthrough of editing a tool. This is one of the first things FSE’s will do before drilling can start.
Baker Hughes manufactures tools for oil drilling, which necessitates the development of custom software to manage the Bottom Hole Assembly (BHA). The BHA can comprise several tools, including the drill bit and the assisted steering unit. As the borehole is drilled, these tools record crucial data about the geological features beneath the surface. This mission-critical data is essential for assessing the borehole's condition, identifying the type of rock being drilled, and detecting any other potential resources like groundwater, methane, or other natural gases. Furthermore, this data aids engineers in planning new well paths that can branch off from the central borehole to access other oil deposits.
Prior to the creation of Cadence, this process relied on 25 different applications that needed to communicate with each other but were unable to do so effectively. Consequently, it required a five-year training period before a Measurement While Drilling (MWD) or Directional Driller (DD) could work independently without supervision.
The objective of Cadence is to consolidate all these applications into a single, user-friendly software platform, enabling multiple engineers to work simultaneously while logging and accessing essential data efficiently. Transparency and open communication are foundational principles of Cadence.
I worked in an agile environment as one of four UX designers. Our team was responsible for reimagining the inventory system, designing an improved method for outfitting a Mub motor, and integrating these designs into the overall theme and visual style of Cadence.
Objectives
Integrate 25 applications that operate the tools within the BHA and gather data from the borehole into one intuitive and user-friendly software platform.
Reduce the training time required to master the software from five years to one year.
Conduct user testing throughout the development process to gather valuable feedback.
Deploy the software to all land-based oil rigs equipped with Baker Hughes tools.
Team Structure
We operate in an Agile environment consisting of six engineering teams and four UX designers, working in two-week sprints. The UX designers are two sprints ahead, so we need to provide a continuous stream of work to our development partners. **Constraints:** The backend is built on a legacy system, which presents numerous challenges. All UX designs must align with the existing structure of Cadence. I had to understand what was feasible within the code limitations, such as the inability to implement an undo function. Unfortunately, there is no way to correct a mistake using a command like "Ctrl+Z."
User research at a live Rig.
FIG 1A
FIG 1B
FIG 1C
Rig Life!
To truly understand the petroleum and natural gas industry, it's essential to leave the office and immerse yourself in the environment (FIG 1A). I needed to speak with the users and experience their daily routines firsthand. To prepare for this, I packed my bags, bought steel-toed boots, and was issued fireproof coveralls. During my visits, I received a tour of the rig to see how everything came together. I was excited to head out to a live platform, as it's a part of the oil industry that you don't often see. I spent time with the engineers while they used a beta version of Cadence, asking questions and observing their work. After completing a nine-hour day shadowing one of the Field Service Engineers (FSEs), I returned to the office with a comprehensive understanding of the challenges they face.
Where to Start?
I began by setting my goals for the project. The software needed to be easy to use, allowing users to focus on their tasks. Working on a rig can be stressful, and adding a 12-hour shift seven days a week for six weeks, while dealing with complicated software, is not what I wanted for our field service engineers. My objective was to focus on the pillars of good design: usability, equity, enjoyment, and usefulness.
I started by sketching out ideas, making notes, and reviewing some of the sketches with subject matter experts (SMEs) in the office (see FIG 1B). This provided a quick way to ensure that I understood the problems that needed to be solved and that I was communicating with users effectively. The oil industry follows a strict step-by-step approach to most processes, and deviating from these steps can have catastrophic results.
Once I confirmed that I was on the right track, I began the wireframing process (see FIG 1C). The end product would consist of interactive prototypes that I could test with real users in the office, as well as present to stakeholders and my team to gather feedback.
Before implementing Cadence, the 25 apps required to operate the bottom-hole assembly (BHA) were not usable, equitable, or enjoyable. The existing process required users to collect a data point, perform some calculations by hand, enter the result into another app, and then input that final sum into yet another app. I found this workflow to be unhelpful, and it needed to change.
Usable
We aimed to create navigation that was easy to follow, requiring minimal training to bring both existing users and new recruits up to speed. However, this was challenging since we had to work within the established structure. With a team of four UX designers, we met daily to discuss our progress and ensure we were consistently using the same design patterns to complete tasks.
Equitable
One challenge in the oil industry is that field workers are predominantly male, and men have a higher incidence of color blindness. We addressed this by selecting colors accessible to those with color blindness, and we took into account factors like text size, text color, and warning screen text colors. When a prominent red warning appears, we want all users to notice it, as that typically indicates a serious issue requiring immediate attention.
Enjoyable
Cadence is the software that field service engineers (FSEs) must use, and it was crucial that it be enjoyable to operate. We considered this aspect with each feature we added. I often asked myself, "How would I feel after 11.5 hours on a Conex box in the middle of nowhere?" Would I end my shift wishing for better options to control the BHA? Would I consider quitting for a company with better software? Many workers leave for this reason; my aim was for FSEs to feel comfortable using Cadence, making it feel intuitive and reflective of the way they perform their jobs.
Useful
Perhaps the most critical area that required improvement involved ensuring that FSEs could accomplish each task with minimal cognitive effort. The team tested designs with FSEs who came into the office between deployments to provide honest feedback. They were the most straightforward group I have ever worked with when it came to software testing. When we got it right, they would let us know, and they also provided constructive suggestions for any features that needed improvement.
Final Deliverables: Auxre Prototypes.
Once I had all the requirements for a feature, I would build my wireframes and start to build interactive prototypes for each feature (Fig a).
To show a broader audience, I created a prototype to accompany the wireframes and final art. The prototype was meant to demonstrate the mechanics of how accessories would appear on the screen. To the left, you will see a short video of how it worked. The prototype was instrumental in collecting quality feedback about the interactions.
Final Deliverables: Auxre Prototypes
After gathering all the requirements for a specific feature, I created wireframes and interactive prototypes for each feature (see Fig. A). To present to a broader audience, I developed a prototype to accompany the wireframes and final visuals. This prototype aimed to demonstrate how accessories would be displayed on the screen and played a crucial role in collecting valuable interaction feedback.
The prototypes illustrated to the development team how elements would move, where notifications would appear, and the overall user flow. Although each team constantly communicated about how things would work, the prototypes were instrumental in ensuring we all had a shared understanding of what we were building
Conclusion
Cadence was also utilized to train recruits on the upcoming software they would use in the field. The Cadence team successfully reduced the training duration to one year, allowing new Field Service Engineers (FSEs) to become proficient with the software. Within six months, the recruits could operate the Bottom Hole Assembly (BHA) without issues. During this same period, Cadence was deployed on several test rigs, running alongside the existing system to ensure everything was functioning correctly without compromising operations on live rigs. After a year of development, Cadence went live and received positive feedback from the FSEs. From then on, we continued involving FSEs, Directional Drillers (DDs), and Measurement While Drilling (MWD) personnel in developing new features.