Akili's Data Integration Service Offering using PPDM Model Best Practices

1. DATA INTEGRATION AND FOUNDATION
Leveraging Existing Assets and PPDM Best Practices

2. ABOUT AKILI O&G DATA PRACTICE
2

3. COMPETELIKENEVERBEFORE
Akili O&G Information Management Practice
Practice Highlights Why Akili?
• Proven Experience
o Consultants > 5yrs
o Solution Architects > 10 yrs.
o Senior Leadership > 25 yrs.
• Experience with SAP and Non SAP BI Platforms
• Microsoft Silver Partner
• SAP Gold Partner
• Sponsor Member of PPDM.org
• Financial Systems – SAP Business Planning and
Consolidation
• Data Management & Strategy
• Information Acquisition
• Master Data
• Reporting, Self Service, Mobility
• Knowledge of core legacy systems for Oil & Gas
• Successful at achieving Value from the solutions
built
• Experienced with uniqueness and complexities
of Oil & Gas data
• Leveraging industry best practices (e.g.
Professional Petroleum Data Model)
• Have predefined services and solutions with
accelerators from experience and methodology
Customer and Execution Highlights
3

4. COMPETELIKENEVERBEFORE
Upstream Oil & Gas Information Challenges
Business Challenges
• Well Lifecycle Mgmt.
• Well Header Master Data
Management
• Streamlined Processes
• Departmentalized Organization
• Business Visibility
• Frequency of Updates
Technical Challenges
• Quality of Information
• Reliability of Information
• Disparate Systems
• Single Version of the Truth
• Data Management
• Ease of Use
• Self Service
• Speed to Market
• Cross functional analysis
Well Master
Production
Land
4

5. Akili Leverages PPDM
For Data Management
Best Practices
PPDM
In a Box
COMPETELIKENEVERBEFORE
How Does Akili Leverage PPDM?
About PPDM
The Professional Petroleum Data
Management (PPDM) Association is a global,
not-for-profit society within the petroleum
industry that provides leadership for the
professionalization of petroleum data
management through the development and
dissemination of best practices and standards,
education programs, certification programs
and professional development opportunities.
For 22 years, PPDM has represented and
supported the needs of operating companies,
regulators, software vendors, data vendors,
consulting companies and management
professionals around the globe.
Through the PPDM Association, petroleum
data experts gather together worldwide in a
collaborative, round table approach to
engineer business driven, pragmatic data
management standards that meet industry
needs. Key standards include the Public
Petroleum Data Model, What is a Well, Well
Status and Classification, Well Identification
best practices, data rules and more.
PPDM now owns API Numbers
5

6. Akili Leverages PPDM
For Data Management
Best Practices
PPDM
In a Box
COMPETELIKENEVERBEFORE
What Is PPDM in a Box
• Embedded Industry Best Practices
• Reduction of Implementation Risk
• Reduction of Implementation Time
• Integration with Legacy Systems
• Sustainable Solution
• Data Management Processes
• Governance
• Well Master Data Management
• API Number Management
• Data Integration
• Data Lineage
• Dashboards
• Mobile Applications
• Training &Certification
• 360 View of Wells, Land & Production Data
How Akili leverages PPDM
6

7. COMPETELIKENEVERBEFORE
Other Akili Oil & Gas Solutions & Services
Data Governance
The management and controls on data.
Having the right structure in place.
Data Integration Integrating data from multiple sources.
Well Header Master Data
Harmonizing data from multiple sources
regarding a well. Decomposition of a well.
Providence Tracking
For legal disputes you must prove the validity
and accuracy of data – tracking the sources of
data can improve your position legally.
Acquiring data for proper forecasting.
Measure both daily and monthly volumes.
O&G Data Strategy
Establishing the right controls, structure,
organization, processes, training, communica-
tions & technologies to derive additional value.
Production Management
Value of
Services
7

8. DATA INTEGRATION COMPONENTS
8

9. Enterprise
Data
Integration
Strategy
Enterprise Data
Model
Data
Management
Organization &
Governance
Metadata Plan &
Implementation
Information
Quality
Management
COMPETELIKENEVERBEFORE
9
Data Foundation Initiatives
Information
Quality Management
• Leverage SAP Data Services and Information Steward Modules
• Leverage PPDM for Well Header Master Data
• Leverage Akili Experience with O&G Data

10. Planning
•Seismic Analysis
•Site Evaluation
•Land Surveying
•Water Sourcing
•Materials and Services
Permitting
•Environmental
Assessment
•Water Allocation,
Sampling
•Land use and
disturbance
•Air Emissions
•Permit Verification
Drilling
•Well-pad preparation
•Stormwater
management
•Waste handling
system
•Erosion Control
•Well design
•Drilling
•Casing and Cementing
Completion
•The well is enabled to
produce oil & gas
•Flow Paths Creation
•Completion and
Testing
•Fracture Simulation
•Artificial Lift methods
Operation &
Production
•Well Rod-up
•Pump Installation
•Gathering System
•Tankage and
Permanent Onsite
structures
•Regulatory reporting
•Pad reduction and
reclamation
Abandonment
•When production rate
does not cover the
operating expenses,
well is abandoned
•Pit Closure
•Monitoring
•Post-completion water
sampling
•Site is reclaimed to its
natural state
Data Lifecycle
Data is entered in to multiple systems: internal, 3rd party and regulatory. The
challenge is reconciliation of this disparate data into meaningful information
resulting in business insight and better management.
COMPETELIKENEVERBEFORE
Well Lifecycle – Well Master Data Management
10

11. COMPETELIKENEVERBEFORE
Where to Start – Analysis of Enterprise Data Maturity
Level V
Data Self Services
Level IV
Data Steamline
Level III
Integrated Data
Level II
Data Governance
Level I
Disparate Data
Characteristics
• System data is in
conflict,
• No single version of the
truth with no validation
• No master data
• No governance
• Spreadsheet managed
• Data Quality is an issue
Characteristics
• Data is managed
• Single version of the
truth has to be
reconciled or
validated
• No master data
• Governance
• Spreadsheet
managed
Characteristics
• Data is managed
• Single version of the
truth established
• Major master data
elements defined
and managed
• Governance
• Minimizing
spreadsheets
• Data Visualization
• Best Practices /
Models (e.g. PPDM)
Characteristics
• Data is managed
• Single version of the
truth established
• Major master data
elements defined
and managed
• Governance
• Write Back of
Reconciled Master
Data
• Minimizing
spreadsheets
• Data Visualization
• Best Practices /
Models (e.g. PPDM)
Characteristics
• Data is managed
• Single version of the
truth established
• Major master data
elements defined
and managed
• Governance
• Minimizing
spreadsheets
• Data Visualization
• Best Practices /
Models (e.g. PPDM)
• User Enabled
Visualization
• Mobility
Most
Companies
Minimum
Desired
State
Technology
Integration
Governance
Industry
Standards
Master
Data
Not everything has to be done at once….
11

12. O&G DATA INTEGRATION APPROACH
12

13. COMPETELIKENEVERBEFORE
13
Data Integration Strategy Components
Information Architecture
Data Sources: Legacy, ERP, Finance etc.
Data Preparation (gathering, reformatting, consolidating,
transforming, cleansing and storage)
Data Franchising: Aggregation, summarization and calculation
Meta data: data lineage, tracking, data about data
Data management: processes around data
The processes to determine your data requirements and solution,
and the processes used to physically gather data from its sources
and transform it into information that businesspeople can use to
analyze and make decisions.
Project Management: Methodology, status, controls, scope
Software development: Tools, techniques, documentation
Architecture: The blueprint of what you are going to build.
Data: Standards help ensure that data is governed
Data modeling: Erwin, Power designer etc.
Data profiling: source system data definition and condition
Data preparation: Business Objects Data Services
Meta data management: Business Objects Information Steward
People: experienced people who understand data. business
intelligence, and the complete business process.
Roles: Define roles of data stewards (Insight, meta data, data quality
package development etc.)
Processes
Standards
Tools
Human Resources

14. COMPETELIKENEVERBEFORE
Data Integration Strategy Approach
Governing Philosophy
• Create a roadmap of data integration by source or subject area.
• First implementation will establish processes and standards
• Don’t take on too much at once
• Avoid disruption of operations
• Identify data stewards early in the process
Identify
• Source Systems
(roadmap, prioritization)
• Systems of record
• Subject areas
• Quality issues
• Data rules
• Data standards*
• Data roles*
• Data management
processes*
• Training*
• Communication
channels*
• Human resources*
Design/Define
• Transformations
• Quality packages
• Quality thresholds
• Data standards*
• Data roles*
• Data management
processes*
• Training*
• Test Plan
• Communication plan*
• Human resources*
Develop/Test
• Transformations
• Quality packages
• Data standards*
• Data roles*
• Data management
processes*
• Training*
• Beta test & UAT
• Communication
plan execution*
Implement
Design/Document
• Train users:
(tools, processes, data)
• Pilot integration
* Foundation for all future integration efforts
(required once) 14

15. COMPETELIKENEVERBEFORE
Leveraging AGILE for Data Integration
BI Strategy
Scoping
Identification
Design
Develop
Reference
Architecture
Architecture
Review/Design
Test
Implement
RAD
AGILEEach Sprint
Iteration by Source
Or Subject
RAD – Rapid Application Development is leveraged
to establish an enterprise direction and implement
technology
AGILE – is leveraged to integrate each source system
or subject area depending on the business needs.
15

16. COMPETELIKENEVERBEFORE
System Integration Leveraging AGILE
Sp1 Sp2 Sp3 Sp4 Sp5 Sp6 Sp14
…..
Sp1 Sp2 Sp3 Sp4 Sp5 Sp6
Integration
Sprints
Modeling/Visualization Sprints
• Modeling and Visualization Sprints may begin after multiple source systems have
been integrated depending on data needed.
• This highlights the need for a clear data integration roadmap
Based on Akili Approach with an Oil & Gas Client
16

17. COMPETELIKENEVERBEFORE
Data Integration Agile Team Structure
Collaborative & Empowered Agile Team Agile Team Characteristics
Executive Sponsors
Engagement
Sponsor
Business Team
Support
Review & Approve
Guidance & Review
Inputs
Project Manager
System or
Subject SME
Data
Steward
DQ
Architect
ETL
Developer
LEGEND Support Akili
Support Decisions, Gates, Reviews
• Establish Cross Organizational
Teams / Focus Groups
• Enable them to make decisions
and provision
• Provide decision gates and
approvals from IT & Business
• Provide low level functions that
can be achieved in 2-4 weeks
• Expect changes as additional
functionality as added
• Set guidelines and standards for
leveraging existing assets, meta
data, infrastructure that are
already established but
empower the team to be
innovative
EP Energy
* Note number of resources will depend on
# of systems, skill sets, level of integration
and tables
Integration
Architect
IT Support
17

18. COMPETELIKENEVERBEFORE
Challenges with O&G Data Quality and Integration
O&G systems have different
definitions and necessary
attributes for the same data.
Production systems focus at the completion level because each reservoir is
different.
Drilling systems focus on the bores.
Exploration systems focus on the surface location.
Legal and financial systems also have different definitions.
Facilities, equipment, owner systems affect different parts of the well
lifecycle causing discrepancies in expenses vs revenue, ownership
percentages etc. Owners are handled differently across systems and
dependent upon where they are associated in the well life cycle
Note: Systems, processes and users must be harmonized as part of the integration process.
Long established processes
OCM (Organizational Change Management) is a big part of integration.
many people have been doing things in a certain way for so long and have
no idea why. Once the systems are integrated…
…they can’t do things the old way
…they can’t operate in silos. They will have to work departments
and systems they might not even know existed before this
initiative
…Data may no longer be updated in the system they use as it isn’t
the system of record for that data.
Communicating expectations
Users will assume that data will “automatically” (“automagic”) go
completely from one system to the next rather than understand phases
of integration.
Therefore it’s important to…
…manage the business expectation of integration. This requires
an effective means of communication.
…proper training and certification on tools, processes and data
18

19. COMPETELIKENEVERBEFORE
Other Challenges to O&G Data Integration
Source
System
Maintenance
Source
System Data
Quality
Tracing Data
Lineage from
External
Sources
Source
Data
Harmonization
System of
Record
System
Synchronization
(Write Back)
Data
Standards
(e.g. API)
New
Roles
19

20. INTEGRATION REFERENCE ARCHITECTURE LEVERAGING PPDM
20

21. COMPETELIKENEVERBEFORE
PPDM Model Areas – Focus is Upstream
Industry Software
• Seismic
• Geology & Geophysics
• Reserves
• Economics
• Budget
• AFE
• Accounting
• Contracts
• Mineral Land
• Surface Land
• License / Permit
• Regulatory Compliance
• Drilling & Completion
• Construction
• Field Data Capture
• Production Accounting
• Operational Systems
• Merger & Acquisition
• Abandonment
• Reclamation
Data Files
• Spreadsheets
• XML Files
• Manual Data
• Data Centers
• Purchased Data
Data
PPDM
Model
Governance
Sustainable Structure
Leveraging PPDM to Deliver Value
21

22. HR
Technical Framework Leveraging PPDM
COMPETE LIKE NEVER BEFORE
DataGovernance
Aries
AFE / Asset
Management
Production
Environme
nt, Health
& Safety
Finance
Custom Adaptors
Quroum
Sales /
Marketing
Kingdom
Studio
SDERecall
Segy
EPOS
OpenWorks /
Seisworks
GeoFrame
IESX /
Charisma
Petra
Finder
Rig
Scheduling &
Tracking
ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS
PPDM
Custom Adaptors
Enterprise Data WarehouseData
Mart
Data
Mart
Data
Mart
Data
Mart
Data
Mart
Data
Mart
Tools for Presentation Layer
22

23. BUSINESS USE CASE
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24. 24
Challenges & Opportunities
• Client did not have a proper BI strategy,
plan or roadmap and the information
project was falling behind schedule.
• Client is implementing SAP ERP and
needed to build a data integration
strategy for systems that were being
turned off
• No BI Program was defined even though
there was work being done.
• Well – Master Data was not developed –
data out of sync in multiple systems
Objectives
• Manage deliverables to produce results on
time, on budget, and communicate
progress
• Determine proper BI tools.
• Establish Information Delivery Plan
• Create Overall BI Strategy for
communication, governance, prioritization,
and demand management
• Leverage PPDM and industry best practices
Mid-Tier Oil and Gas company leverages PPDM in their BI & Data
Strategy
Why Akili/SAP
• Akili BI Strategy experience with fortune
500 enterprise strategy
• Akili Business Objects Skills
Implementation Highlights
• Tool and process strategy delivered.
• Information project plan built based on
demand, ERP needs, business needs.
• Delivered on time under budget.
• Leveraged the Well Portion of PPDM for
the Well master data
Client Profile
• Location: Tulsa, OK
• Industry: Energy
• Products and Services: O&G Production
• Revenue: ~1.5B
• SAP Solution: SAP, Microsoft 2012
• Implementation Partner: Akili
Benefits
• Clear project controls
• AGILE Methodology Leveraged
• Communication Strategy
• Governance Strategy
• Demand Management Strategy
• Tool Pattern Defined for reporting
• Data warehouse and data visualization
approach leveraging PPDM

25. 25
Challenges & Opportunities
• Client is implementing SAP ERP and
needed to build a data integration
strategy for systems
• More than 50 applications and processes
identified as necessary
• Some applications are out-of-the-box and
other applications are home-grown.
• Different technologies, levels of
standardization, amount of integration
required.
Objectives
• Review and prioritization of applications
• Determine the level of integrations
needed
• Facilitate remediation for applications that
will not be integrated at Go Live
• Identify skill sets needed for integrations
• Gather detailed requirements to develop
integrations
Mid-Tier Oil and Gas company Provide integration between SAP
and multiple applications
Why Akili/SAP
• Akili BI Strategy experience with fortune
500 enterprise strategy
• Akili Business Objects Skills
Implementation Highlights
• Determined which applications needed
real integration, a business process, or
integration no longer needed
• Delivered list of prioritized applications
• Delivered early and on budget
• Able to include some priority 2
applications by Go Live
• Included some enhancements and bug
fixes as a part of the integration efforts
Client Profile
• Location: Tulsa, OK
• Industry: Energy
• Products and Services: O&G Production
• Revenue: ~1.5B
• SAP Solution: SAP, Microsoft 2012
• Implementation Partner: Akili
Benefits
• Ensure critical processes addressed by Go
Live to support business as usual
• Allow business to fully benefit from the
implementation of SAP
• Reduce manual intervention which reduces
errors
• Ensure the business has a complete
understanding of how the applications
work together

26. Contacts
Akili Inc.
sales@akili.com
www.akili.com
Dallas
400 Las Colinas Blvd. East, Suite 450
Irving, TX 75039
972.210.3200
Denver
999 18th Street, Suite 3000
Denver, CO 80202
303.357.2397
Houston
3200 Southwest Freeway, Suite 3300
Houston, TX 77027
713.840.6016
COMPETELIKENEVERBEFORE
26
Contacts
Brad Clark
VP of Sales
bclark@akili.com
Office: 972.210.3218
Cell: 972.768.1044
Michelle Latta
Sales Executive
mlatta@akili.com
Office: 972.210.3217
Cell: 254.855.8589
Kyle Johnstone
Business Intelligence
Practice Director
kjohnstone@akili.com
Office: 972.210.3225
Cell: 214.727.9100