Managing interfaces with Aconex
•Transferir como PPTX, PDF•
2 gostaram•1,651 visualizações
Oil & Gas industry best practices from Aconex and interface management veteran Tabitha Pendlebury, formerly of INPEX, Rio Tinto, Deloitte and KPMG.
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Semelhante a Managing interfaces with Aconex
Semelhante a Managing interfaces with Aconex (20)
Mais de Aconex
Mais de Aconex (20)
Último
Último (20)
Managing interfaces with Aconex
- 1. 1 Featured Project: Maari Field Floating Production Storage Offloading (FPSO) facility, New Zealand Trusted by the world’s largest projects Conquer Interface Management, Deliver Successful Projects
- 2. 2 Challenging industry landscape • Oil price declines • Tighter budgets • Smaller margins • Increased regulation • More JVs and partnerships • Increasing project costs • Bigger & more complex projects
- 3. 3 Big projects struggle Effective process management can improve both cost and schedule Percentage of projects exceeding budget and cycle time by over 10% Source: Booz Allen Hamilton
- 4. 4 Interface Management relies on collaboration EPCM Engineer Consultants Owner Identifying, creating, managing and tracking in real time, project-wide EPC EPC Internal Departments
- 5. 5 Aconex provides that collaboration EPCM Engineer Consultants Owner Identifying, creating, managing and tracking in real time, project-wide EPC EPC Internal Departments Interface Management
- 6. 6 Aconex: secure, project-wide collaboration Save money, increase productivity. Manage project risk. Cloud & Mobile Information & Process Management Engineering & Construction Project-Wide Across the Project Lifecycle Plan Design Construct OperateBid OperatorSub-contractorsContractorConsultantsOwner EPC Design team
- 7. 7 One integrated collaboration platform for project information and process Owner EPC Design team Consultants Contractor Subcontractors Client Service & Support Web Mobile APIs Information & Process Management Platform Document Management 3D Modeling Field Inspections Correspondence Registers Bidding & Tenders Workflows O&M / Deliverables Site Mobility Network Integration API Reporting & Search Infrastructure 2D & 3D Viewer Archiving Operator
- 8. 8 The world’s most widely-used collaboration platform for engineering & construction 500 thousand users worldwide $800 billion in projects 1.1 billion documents 48 thousand companies served 70 countries around the world 40 offices globally Vista Projects Chiyodo BG Group Tanker Pacific Leighton Welspun Bilfinger
- 9. 9 Case Study: ABADI FLNG Tabitha Pendlebury Interface Systems Engineer Over 15 year oil and gas industry experience
- 10. 10 ABADI FLNG Project Overview • INPEX (65%) Shell (35%) Joint Venture • 2 FLNG - Front End Engineering Design (FEED) contractors • Single Subsea (below waterline) contractor • Challenging information exchange between contractors for all interface information • Probity rules created significant compliance requirements and risks
- 11. 11 ABADI IM Challenges • First FLNG designed in Indonesia • Inexperienced local staff • Indonesian legislative requirements and constraints • >200 plus interfaces in total managed • SURF Contractor started three (3) months before FLNG Contractor
- 12. 12 Interface example on the ABADI FLNG • Change - Addition of Fiber Optic readiness • Impact - Changes to the following FLNG/ SURF interfaces; – Cabling trays and pig tails – Umbilicals – Umbilical termination assembly – Entire telecommunications strategy and design • Resolution – Central team to ensure the Management of Change included processes to: – Identify impacts to all interfaces – Define impacts – Manage impacts – Communicate to all stakeholders
- 13. 13 Interface Management emerging best practices • Upfront process definition Pre FEED • Process driven communication • Cross organization coordination • Consistent interface management processes across contracts and organizations • Support of seamless handover through commissioning and start up
- 14. 14 Overcoming Challenges Challenge Manual process System process Information exchange Email, FTP, error prone Secure auditable central system IT resources Create and manage spread sheets and distribution lists Little to no IT support File size and compatibility issues Inability to email or open files No file size limits and integrated viewer Security Email is not secure and files can be forwarded All communication is within a secure environment and all activity is tracked Time spent transmitting documents Manual sending of multiple versions to multiple parties Everything needed is in one central location available from anyplace anytime Dispute over incorrect/ undelivered documents Searching through sent boxes and transmittal logs Clear audit trail with accountability
- 15. 15 Interface Management systems – lessons learned Flexibility • Supports your project processes • Accommodates process changes • Captures informal and formal communication Ease of set up and use • Supports industry specific processes • Proven track record • Local system support for ALL users Security • Redundancy • Backup • Built in security measures
- 16. 16 Results • Reduced project risk – clear audit trail • Improved communication - visibility into status of all interfaces • Time savings – no tracking, searching or waiting • A safe operating asset – built as designed
- 17. 17 Trusted by the world’s largest projects Thank you … and thanks to guest presenter Tabitha Pendlebury. Contact us at aconex.com/Demo or webinars@aconex.com
Notas do Editor
- Hello, and thank you for joining us for today’s Interface Management webinar. My name is Doug Rubingh. I am a VP at Aconex and have been working on major Oil & Gas projects for over 15 years. I myself do come from the field as a civil engineer. We have an excellent presenter today, who will share some their experiences and provide us with some meaningful insights. I am very excited for today’s session.
- As we all know, the landscape we are working in today further increases the complexity of managing oil and gas projects. With tight budgets and margins and increased regulation, the need streamline processes and control scope and budget has never been greater. And with oil and gas projects growing in size, the need to manage across joint ventures and partnerships brings in new communication challenges. Let’s see what that looks like.
- We all know projects sometimes overrun on time and cost. However, large projects actually overrun even more, not just in months and $$, but the actual % they overrun is higher too !! This is often due to the complexity of large projects which can require more organizations, dispersed teams and structures such as joint ventures as I mentioned earlier.
- Today’s large projects are complex, have many organizations and significant risk. The ability to manage and communicate through a central platform within and across organizations is key.
- To help address the inherent risks of large complex projects, securely manage communication within and across organizations and gain better control over their interface management strategies, some of the largest global EPCs and oil and gas owners are using Aconex. Using Aconex Interface Management, the lead EPC or oil and gas owner can create, action and track all interfaces and all impacts in real time – across all project parties. The flexible Aconex platform securely supports organizations’ unique processes, informal and formal communication both internally and across organizations.
- I’d like to give a brief overview of the Aconex platform. A couple of unique aspects are that we support processes across the entire project lifecycle, from concept to commissioning and we support the entire project team across both organizations and geographies. Also, our platform is flexible enough to support YOUR specific processes. Aconex is secure cloud based solution which gives each organization their own secure workspace.
- As is key to interface management, Aconex is that central location which is the intersection of all project information, communication and team members.
- I wanted to take a brief moment to provide you with some background on Aconex. Aconex is the world’s most widely-used collaboration platform for engineering & construction. If you would like more info on Aconex, please visit Aconex.com.
- Thank you Doug. I am very happy to be here today. As is not surprising based on my many years of experience, I am quite passionate about the oil and gas industry and specifically interface management. I’d like to get started by giving you an overview of the ADABI FLNG project.
- Project was a joint venture between Shell and INPEX with INPEX being the operating partner. Shell would provide the FLNG technology and key resources for the project with experience in FLNG engineering that was not available within Indonesia. Competitive BID for FLNG scope of work, (above the water line) between two consortiums, one JGC and the other SAIPEM. Local content laws in Indonesia mean the majority of the work had to be executed in Indonesia Single SUBSEA (SURF) Contractor used Issues around information flows between Company project teams (SURF and FLNG) as well as between FLNG and SURF Contractors, this was especially true with information coming from the FLNG Contractors to the SURF contractors due to Probity rules that mean that no information could be shared to one FLNG Contractor that was not shared at the same time to the other so as to ensure that no competitive advantage was given to either contractor. Each FLNG Contractor had there own specific design particularly around the turret which created extra issues for the SURF FLNG interfaces and information flows. I’d like to dive into some of the key challenges we encountered.
- First FLNG designed in Indonesia by either contractor and FLNG technology is still yet to be operational in any field globally so is still new technology Each FLNG Consortium had a different view on the importance of interfaces in the project execution and within the company, many staff had little or no experience with using a structured process for interfaces, they felt that it could be managed very similar to the Technical Query process, and that the formal information requests and information flows (interface requests) was not necessary FLNG Contractors major sub contractors were outside of Indonesia, but consortium had to ensure that only the main contractor based in Jakarta raised and responded to all interface questions. This created additional risks around the time it takes to ask a question from a sub contractor, have that question raised and be checked by Company and then sent to the SURF Contractor for response. Timeliness of information and sharing the most up to date deliverables is key to good interface management. To bring this presentation to the field, I’m going to share an example from the Adabi FLNG.
- Operations initiated Management of Change (MoC) to the Basis Of Design (BOD) to include Fibre Optic readiness. This meant changes to the following FLNG / SURF interfaces; Length and design of cabling trays and pig tails Choice of Umbilical and Umbilical Design / weight Change to Umbilical Termination Assembly Entire Telecommunications strategy and design (Operations and Project interface) Key issue was to ensure the MoC included a process of identifying impacts of the proposed change to any Interfaces, and what that impact was, and how it would be managed and stakeholders made aware of the change. Resolution The above example was resolved by having any MoC that may impact interface battery limits, owned and managed by a CENTRAL interface team. This way the responsibility to understand the impacts, inform stakeholders of the change, and ensure change was updated in all documents and deliverables impacted. Managing interface challenges in the past Central teams Multiple versions of multi sheet Excel spreadsheets Emails across organizations FTP Multiple update and status meetings From the Adabi FLNG and other past experience, I’d like to share some emerging IM best practices.
- Interface management relies on clear paths of communication and processes to allow information exchange, this should happen as early as possible in the project, and if its possible its best to have this agreed and understood by everything to ensure that all contractual definitions and requirements can be included to support the interface process. This means starting to think about interfaces early on before FEED Interface management is about communication, and good interface management is one that supports and facilitate communication between stakeholders with a process to support this. Interface Management does not work if its done in isolation. How your contractors manage there interfaces is also important to the success of your interface management. If interfaces are a risk and need to be managed well in the project, then its important that all contractors understand this and they to have internal interface management practices that support and encourage timely information exchange between all disciplines and offices that may be involved when executing a project. Moving along let’s look at how these best practices help overcome IM challenges.
- Information exchange can be done in many ways, and it is very easy to just get a document or deliverable and attach it via email to share to a third party and answer an interface question, BUT what emails and FTP drop sites don’t have is secure transmittals, they don’t allow information to be searched retrospectively and for all stakeholders to see and know who has got what information when. IT Resources, its not uncommon to have someone say that interfaces can be managed via excel, and they can in an ideal world, if there are never any issues, no one wants a report on the status of those interfaces, and there is only one user who manages everything! By having a system you remove the risks around developing complex macro driven excel spreadsheets that are hard to maintain, can have multiple versions existing and a nightmare to support. File Size and Compatibility, as previously discussed interface management is about information exchange, and that may require many different sources of information and file types to be shared to answer an interface question. Having a viewer embedded in the interface system that allows over 400 file types to be rendered and viewed, means no matter what the information source, interfacing parties are able to see it. Security is key, sharing confidential engineering information will only happen if the interfacing parties can be assured that the information they send is secure. Email and FTP sites and excel do not offer this security. Time spend transmitting, its important to keep the number of doc controllers to a minimum, You cant have your doc controllers spending all day sending interface deliverables between contractors and then going back and trying to see who got what and when based on transmittal information. Interface management response time is often included in contracts and gives a maximum number of days contractors have to respond to a question and provide the information. The only way that you can be assured that this information has been received and sent is to have an interface process that embeds a clear audit process and audit trial in every event that happens. To summarize, I’ll share some key lessons learned and results.
- Process need to be flexible and allow informal communication between disciplines within company (e.g. FLNG Electrical and SURF Electrical) regarding interfaces Information from all sources that relate to interfaces (e.g meeting minutes, emails etc.) should be able to be easily identified and centrally stored for reference and review over the life of the project Interface management should be focused on technical sharing of information between disciplines and project departments. The parties who need to be included in interface discussions should be able to be changed depending on the interface question or information requested. Business requirements can change from pre FEED to FEED kick off, the process and the systems supporting it should be flexible enough to change without significant risk and costs being incurred Local system support for all users on the system is critical to ensure maximum adoption and use System security and redundancy are key to ensure no unnecessary risks to the project through downtime of the system or loss of data Have a system that is flexible enough to match the users needs and experience with interface management systems. Robust and easy to use. Incorporating these best practices and lessons learned can lead to compelling results.
- Successful interface management practices reduce project risk and cost as engineers and project managers can make timely informed decisions across all scope packages and interfaces. Thank you for the opportunity to be here today. I will turn the webinar back to Doug and will stay on line for the Q&A.