Presentation on theme: "Information Technology Tools to support E&P Development Projects Haugesund, September 13, 2005."— Presentation transcript:
Information Technology Tools to support E&P Development Projects Haugesund, September 13, 2005
1 Outline of the Presentation Eni Development Management System (DMS) Supporting IT Integrated Environment Web Portal Technology (Technical Know How Portal) –technical databases and applications –document management systems –project collaboration tools The views from each tool are fully consistent with one another. User roles consistently propagated across tools (but single Sign-On). DMS –OPDS (Opportunity and Project Development System) –TMS (Technology Management System) – optimized technical workflows –PMS (Project Management System) – project framing, planning, control –VMS (Value Management System) – risk management, decision making, lessons learned
2 DMS (Development Management System) Layered Subsystems: OPDS – PMS/VMS/TMS Evaluation Concept Selection Concept Definition Execution Production & Close Out G1G2G3 Hand over Development Management System Project Management SystemValue Management SystemTechnology Management System PMSVMSTMS Set of requirements and rules: what is required and when Supporting systems-tools: how to meet process requirements PRODUCTION START-UP DISCOVERY WELL NEW EXPL. INITIATIVE PRODUCTIONPRODUCTION DEVELOPMENTDEVELOPMENT EXPLORATION & APPRAISAL DEVELOPMENT PROJECT CYCLE TIME Interaction Scope of the System within the overall E&P Process
3 VALUE REALISATION Evaluation Concept Selection Concept Definition Execution Production and close out Gate 1 Gate 2 Gate 3 Hand over VALUE IDENTIFICATION “Choose the right project”“Do the project right” High potential to enhance valueLow potential to enhance value OPDS (Opportunity & Project Development System) AR1 AR2 AR3 ARCloseOut Documents with team recommendations and key deliverables used to support the decision making process Development Project Team Decision Support Package DSP Hold Change Kill Rework Proceed the project has met approval criteria insufficient work to support the recommendation the project is attractive but not immediately the project is nor attractive nor it will be in the future the project can be made more attractive by changing the level of scope Gate DecisionMakers Gatekeeper Responsible for gate rules
4 DMS Project - Deliverables PMSVMS OPDS Project Scope and Objectives Statement Guideline Planning and Scheduling Invitation To Tender (ITT) Preparation … total of 22 Best Practices … Value Assurance Decision Making Basic Design Handbooks Best Practices … total of 11 Best Practices … Detailed Engineering TMS Handbook PMS … total of 26 Best Practices “Live” on the Portal Technical Know How Portal
5 TMS OPDS 1-OPDSPhases 3-Workflows Interdisciplinary technical sub- processes Performed by different project professionals 4 -Steps Tasks: Gather alternative concepts Well type definition … Outputs: Well alternative options outline … Inputs: Alternative concepts … Specific technical activities Performed by each professional Technology Management System (TMS) Detailing technical activities within OPDS Phases Refere nce well data gatheri ng Field data prelimi nary analysi s Well technic al outline Well executi on time evaluat ion Well develo p. Schedu le definiti on Well costs estimat e Operati ons and W/O costs evaluat ion (OPEX) Decommis sion Costs evaluation Drilling & Completion Study workflow Well Technical Outline OPDS Phases 2- Technical Activities Evaluatio n Concept Selection Concept Definition Execution Productio n and close out G1 G2 G3 Hand over Field Appraisal Feasibility Study set-up Concept Approval DSP Submission Modelling of concept alternatives Screening of concept alternatives Concept alternatives optimisation Drilling & Completion Study Facilities Study Reservoir Evaluation Main technical activities constituting the development process Performed by the integrated project team Development project main stages Concept Selection Technical Activities Create a dedicated project environment Prepare Decision Support Package (project collaboration tools) Activate technical applications (e.g. well design tools)
6 Technology Management System (TMS) A fully dedicated project environment is created for each OPDS Phase (e.g. Concept Selection) The Web page of the Technical Know How Portal Selecting the “OPDS Test Project” (a Concept Selection project)
7 Technology Management System (TMS) TMS Specifies how different technical disciplines interact with each other to fulfil the project goal Updated status of each workflowDocuments comprising the Decision Support Package for the Gate
8 Technology Management System (TMS) Each workflow is detailed according to the suggested “Best Practice” Suggested “Steps”
9 Technology Management System (TMS) Do the real work! – Find input data …
10 The B4 step of the Reservoir Modeling workflow provides input for the J2 step. The link immediately brings the user to the “folder” where input data can be found. Technology Management System (TMS) … from a workflow of a different discipline
11 Technology Management System (TMS) Do the real work! – … launch software packages for design and simulation …
12 Software packages do not need to be installed locally on user’s PC. The underlying “Team Workspace” technology (Landmark) has been integrated in the portal to provide seamless application integration ( > 80 technical applications can be launched from the portal) exploiting special middleware technologies (Citrix Metaframe, MIT Thin Anywhere, Softricity Softgrid)
13 Technology Management System (TMS) Do the real work! – … review relevant standards and samples from best cases …
14 Searching across databases with relevant standards, best cases from previous studies, documentation from other plants. The underlying “Team Workspace” technology (Landmark) has been integrated in the portal to provide seamless database navigation (388 tables from 42 technical databases across 6 countries can be searched by using the same user interface!) Roughly 3500 documents have been classified in three main categories: –“company standards” –“miscellanea and studies” –“plant documents” The first two categories have been further classified according to both the workflow and the step they are most relevant to “Plant documents” have been further classified according to the workflow of relevance
15 Technology Management System (TMS) Do the real work! – … update, share, get approved your deliverables … The underlying “Project Diary” technology (IBM/Domino) supports document sharing, revision, notification of changes, approval and publishing into the company Enterprise Document Management System (MyDoc, based on PTC Windchill)
16 Technology Management System (TMS) Do the real work! – … consolidate into the Enterprise Document Management System (MyDoc). External contractors, Partners Project Diary (IBM Domino) MyDoc (Windchill) Consolidate final deliverables generated by Eni’s Project Team into fully-indexed (field, well, etc) legacy documents. Manage the Project Work carried out by Engineering Contractors (documents associated with the Product Breakdown Structure, Transmittals in/out, etc)
19 PMS (Project Management System) Project Administration – Stakeholder Management, Document Register Stakeholder analysis (impact vs. disposition) Stakeholder Management Plan Tracking document status, due date, revision history, etc Information is automatically collected from the “Project Diary” component
20 PMS (Project Management System) Project Administration – Issues, Changes and Action Tracking The embedded SIGEP component supports the management of Issues and Project Changes, as well as the tracking of the subsequent Actions which are undertaken.
22 SIGEP (RGM) (project management system) Based on MS Project 2000
23 PMS (Project Management System) Project Planning and Control – Dashboard of Project Schedules The underlying SIGEP (RGM) technology provides embedded dashboards within the Portal, highlighting deviations from the planned schedules…
24 PMS (Project Management System) Project Planning and Control – Dashboard of Project Costs … and deviation from forecast cost figures.
26 VMS – Value Management System Risk Management, Decision Making, Lessons Learned
27 VMS – Value Management System Risk Management Qualitative risk analysis Risk plan and control
28 Lessons Learned Collection and Management A practical way of disseminating it in any future project!
29 Summarizing – The overall Integration Schema
30 Conclusions The system has been released in Q1 2004, and it has been used to support (with different coverage extent) 24 development projects (7 Evaluation, 12 Concept Selection, 3 Concept Definition, 2 Execution) along year 2004 The Technical Know How Portal has been extended to deal with exploration projects, according to a similar system (EMS – Exploration Management System) which has been introduced by the Exploration Department in Q4 2004 Thanks to: Marco Piantanida, Cristina Bottani, Elena Cheli, Laura Giacometti, Claudia Cavecchi and Paola Morando, the Eni E&P IT Team during the development of the portal and in the training phases. Vivian Testoni, Stefano Longo and Angelo Firmano, who contributed in the test of the Technical Know How Portal. …and we acknowledge the great contribution of the software developers from Accenture, IBM, RGM and Landmark, who contributed to the implementation of the system.
32 UNIX Apps Win200 Apps Limited Network Bandwidth Approach Apps run locally Remote User Citrix Metaframe MIT Thin Anywhere Citrix ICA Client MIT IIP Client 2D Apps 3D Apps Efficient screen rendering More details about Technical Application Invocation
33 UNIX Apps Win200 Apps Broad Network Bandwidth Approach Apps run locally Remote User Softricity Softgrid Client First-time download Configured on Win2000 as an eXceed 3D application Native Win2000 applications Softgrid System Guard (complete runtime environment to run the application) for App1 App2 App3 App is cached for subsequent invocation (with expiration time) More details about Technical Application Invocation
34 More details about Database Navigation Eni Corporate Database Recall GF / OW Project Database IRIS 21 C&C Reservoir Commercial Databases Landmark Petrobank MDS Schlumberger DMC Oracle ODBC / Oracle*Net Recall ODBC Power Explorer XML services Decision Point XML services Uniform Presentation Layer / Interaction with the user Direct access to databases Access to Web Services SQL XML SQL
35 Cost & Duration (Technical Know How Portal Project) Project Duration –November 2002 – February 2004 (OPDS & TMS) –April 2004 – July 2004 (PMS & VMS) ~ 1 M euro external costs (Accenture, Landmark, IBM, RGM) Internal staff –Project Manager / System Architect –5 people (IT Dept) involved (part time) in development, testing, training & user support –3 people (Development Projects Dept) involved (part time) in requirement collection & analysis, as well as in operational procedure development
37 VALUE MANAGEMENT OVERVIEW Value Management is a style of management dedicated in particular to motivating people, developing skills and promoting synergies and innovations, with the aim of maximising the overall performance of a Project. Satisfaction of needs Use of resources