Excerpt
The official death of the now-notorious Macondo well in the Gulf of Mexico is expected after Labor Day, with the completion of a relief well. Whether the four-month effort to kill it was a remarkable feat of engineering performed under near-impossible circumstances or a stumbling exercise in trial and error that took longer than it should have will be debated for some time.
But interviews with BP engineers and technicians, contractors and Obama administration officials who, with the eyes of the world upon them, worked to stop the flow of oil, suggest that the process was also far more stressful, hair-raising and acrimonious than the public was aware of.
There were close calls, the details of which were not released to the public, like the panic over the rising dome. Sleep-deprived men and women neglected family birthdays and watched long-planned summer vacations vanish. Inside the command center here and at the well site, 40 miles off the coast of Louisiana, tempers flared — in one heated argument, a senior engineer on a ship threatened to throw another senior engineer overboard — and blood pressures rose.
The dome was only the first public debacle. As failure followed failure, the relationship between BP executives and administration officials deteriorated, resulting in disputes that some oil industry experts say delayed the killing of the well.
Looking back, administration officials said that they became concerned that BP could not handle the crisis and that at crucial junctures the company made serious errors of judgment. “There was an arc of loss of confidence,” said Interior Secretary Ken Salazar. “I was not comfortable they knew what they were doing.”
Those on the industry side saw it differently. “The only benefit I see is they actually challenged us to a level of detail and communication,” Mark Mazzella, BP’s top well-control expert, said of the government scientists who stepped in to supervise the effort. “They didn’t offer anything that changed anything we actually did.”
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