Sharing Success
Our improvements, innovations and ideas
WorleyParsons Improve Contracts - International Edition, 2012
Welcome note from Randy Karren Welcome to the international edition of Sharing Success, the Improve Group annual publication to share our ideas, innovations and improvements across our business. We are proud of the high calibre and very capable people across our many Improve relationships. The initiatives being undertaken by them in our 275+ Improve contracts are quite amazing. We continually look at ways to further our capability to ensure we offer our customers a quality value add service, and strive to continuously improve our offering. This magazine demonstrates how the WorleyParsons culture is applied on our many strategic relationships. Each of the on-site teams in this issue has taken the time to analyze how they are delivering services and where they can improve or append to that offering. I am pleased to announce three awards for this year. The HSE Sharing Success Award goes to the Mobil CME Alliance team from Southern Operations Australia location for the convection section upgrade project. By implementing some innovative structural concepts and drawing upon our experience with modular replacement and overseas procurement, the team was able to tap into the wider WorleyParsons capability to deliver the project safely and ahead of schedule in an environmentally responsible manner. The Innovation Sharing Success Award goes to the BP Gulf of Mexico team from Southwest Operations USA location for their P6 Web Planning and Reporting Tool. This initiative demonstrates WorleyParsons commitment to flexibility and fit for purpose systems and tools. By implementing the Primavera 6 (P6) web planning and reporting tool, sequencing and resourcing scenarios, which previously took 360 hours to complete, can now be done in around 10 minutes.
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Both of these teams will receive a trophy and a $750 cash award to be applied to a team-building event or item. The Overall Sharing Success Award goes to the team at Talisman Energy Alliance from Calgary Operations location for the Gas Processing Facility Capacity Increase Project. By working closely with the customer to establish the scope up front, incorporating many operational improvements into the design, and using surplus equipment wherever possible, the team demonstrated their ability to tap into the knowledge of both our personnel and the customer’s construction and operations team. Drawing upon the knowledge of the wider community on site contributed to the best outcome for the project, which was completed on schedule with the engineering cost coming in at 7.2% of the total capital cost. Congratulations to the Talisman Alliance team who will receive a trophy and $1,000 towards a team building event or item. Thanks again for your commitment and dedication to our successes. Randy Karren Group Managing Director Improve
Publication Produced by
Managing Editor
WorleyParsons Marketing & Research Group, Australia
Sally Forstner - Improve Marketing Manager
Editor
Cover image
Kim Nguyen - Improve Marketing & Research
Tennessee Valley Authority
Sharing Success Welcome note from Randy Karren
Contents 4 6 7
Sharing Success Winner - Gas Processing Facility Capacity Increase Innovation Winner - P6 Web Planning and Reporting Tool HSE Winner - B1103 Convection Section Upgrade
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Special Mention - Suban Bypass Project
9 10 12 13 14 15 17 18 21 22
Special Mention - Project Cycle Time Improvement Owner’s Engineering Services Gas Turbine Rail Wheel Stamping Project Successful Mobilization of Chevron Improve Contract Document Management Review Enhancing Local Capability Accenta Report Automation Piping Initiative Visual Portfolio Board Air Quality Improvement Strategy Improve Contract Manager Development Program
Sharing Success
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Sharing Success Winner Gas Processing Facility Capacity Increase Customer
Talisman Energy
Contract Name Location
Engineering and Project Delivery Alliance Farrell Creek Gas Plant, Hudson’s Hope, British Columbia, Canada
What was the need?
with the new plant, and felt like their ideas for its construction were heard and incorporated into the design.
The existing north Farrell Creek gas plant was projected to be at capacity by early 2012. Drilling initiatives in the Montney play had resulted in increased gas volumes and higher liquids content. The north plant dehydration process was based on the use of Selexol, but this process was not believed to be effective at hydrocarbon liquid loads above 2-3%. The new wells drilled in the east end of the field were projected to have high liquids content.
Many operational improvements were designed into the new refrigeration plant, with full involvement of the Talisman Operations and Maintenance teams. Surplus equipment (such as a 50MMSCFD refrigeration module) was used wherever possible to improve the project’s schedule.
After many options were explored, it was decided to add a refrigeration plant on the south side of the existing lease. The new south plant would have a capacity of 140MMSCFD of gas, to complement the north plant’s current capacity of 180MMSCFD.
What did we do? This expansion project began with a hesitant start, with many options for dehydration being investigated in the early stages. Each option had to be costed out, and the pros and cons weighed. Finally, in May 2011, it was decided that refrigeration was the preferred strategy. The WorleyParsons Alliance team was brought together and got to work on the plant design. Many reviews (several HAZOPs, 3D model reviews and constructability reviews) were held with the customer to ensure WorleyParsons’ vision of the new plant aligned with the customer’s view. Strategies to shorten the project schedule were implemented, including the use of piping modules, which could be constructed in a fabrication shop before regulatory approvals were received to start site construction.
What was the outcome and how much value did we add? As a result of this initiative, the detailed engineering was completed at the end of February 2012 taking only nine months of engineering and design for a $78 million plant. The plant expansion was completed on schedule and the engineering cost came in at 7.2% of the total capital cost. Most importantly, the customer’s operations group was very happy
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Sharing Success Winner Gas Processing Facility Capacity Increase
Who was involved? WorleyParsons Calgary Improve Alliance with Talisman Energy (a 20-year alliance between WorleyParsons and Talisman). The core group consisted of a multi-disciplinary team working closely with Talisman Operations and F&C groups. The team was led by Project Engineers Greg Thomsen and Barima Dankwa, and Project Manager Graham Harmar.
What did we learn? Working with the customer to establish the scope up front is critical to bringing a large project such as this expansion online, without exceeding the established budget or schedule. It is crucial to work closely with the customer’s Construction and Operations team, to address their concerns and to make sure their ideas are incorporated into the design up front.
Sharing Success
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Innovation Winner P6 Web Planning and Reporting Tool Customer
BP Gulf of Mexico
Contract Name Location
Engineering and Project Management Services Houston, Texas, United States
What was the need? With seven hubs (platforms) each having multiple projects, it was a challenge to sequence projects, manage resource utilization, forecast additional resource needs and adjust to changing priorities from the customer. A new system needed to be implemented to make this process easier.
What did we do?
What was the outcome and how much value did we add? The implementation of the P6 tool provided a number of benefits for the customer. The P6 tool scenarios that had taken 360 hours to complete previously can now be done in under 10 minutes. The P6 tool can provide significant annual cost savings of USD 630,000 for the customer.
The WorleyParsons project team worked with the customer to implement a Primavera 6 (P6) web planning and reporting tool into the customer’s systems. Using the P6 tool, each project is planned based on the type and amount of engineering resources required when the project is approved. On a monthly basis projects are integrated to level the workload across each hub and the portfolio.
Who was involved?
The implementation of the P6 tool provided a number of benefits for the customer:
What did we learn?
• Allowed the hub (platform) and Portfolio Management teams live interactive reviews to level the workload by priority particularly pre-active projects to align with current and forecast resources
The improved speed of scenario generation provides more options to consider. This brings more confidence in the plans as potential errors from manual manipulation have been eliminated.
Bill Stevenson (Project Business Manager, Principal, Project Controls), Tony Dawson (Project Manager), Michael Hunter (Technical Staff Member), Scott Merka (Principal Project Controls Specialist), Gavin Mason (BP) and Frank Ragan (BP).
• P6 is used in the Projects and Modifications Functional eight quarter and customer area operating manager meetings to level hub projects considering project sequencing based on business drivers, schedule duration/ hours, resource constraints, start dates, alignment between construction activity, available bed space offshore and scheduled turnarounds (TARs) • If a project start date is adjusted the associated resources are automatically updated, providing a live review of any combination of different scenarios
P6 Hub Services Schedule
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Sharing Success Innovation Winner P6 Web Planning and Reporting Tool
HSE Winner B1103 Convection Section Upgrade Customer
ExxonMobil
Contract Name Location
Mobil CME Alliance Altona, Victoria, Australia
What was the need? The Mobil Refinery turnaround saw the successful execution of the B1103 Convection Section Upgrade Project. The project, which commenced two years ago, has involved a number of key focus areas including construction methodology, procurement and structural design concepts to permit the modular replacement of the convection section. The procurement of the new convection section was a 12Â month undertaking involving vendor design in Houston and fabrication in South Korea.
What did we do? Due to the oversized dimensions, the shipping and road transport of the 103 tonne module involved significant planning. The pre-turnaround construction activities of the project involved installation of scaffolding, structural bracing and temporary support steelwork while the heater was still in operation. The new convection section was delivered in a number of sections and assembled on site along with the replacement overhead structural steelwork. During the turnaround construction, the critical activities included; asbestos and refractory removal at the interface, temporary stack removal, separation and removal of the old convection section; and installation of the new convection section. The new convection section installation involved structural connections, external seal plates installation, a rebuild of the internal refractory at the interface, new inlet/outlet piping installation, installation of new platforms and reinstatement of the lighting and instrumentation. With close management of the vendor throughout the procurement stage we were able to deliver to the refinery ahead of schedule.
What was the outcome and how much value did we add? Five heavy lifts were required as part of the main installation activities; these were performed safely and without issue. The old convection section was removed and the new convection section installed with minimal adjustment, both of these heavy lifts were able to be completed in 10 hours. The efficiency of the installation was made possible by the modular replacement approach and a number of innovative structural concepts that were implemented. The decision to proceed with this approach early in the project development proved to be advantageous as the project execution progressed ahead of plan and off the critical path during the turnaround. Even though there were stringent targets and significant overseas procurement, the construction phase was delivered safely and ahead of schedule.
Who was involved? Frank D’Amico (Project Manager), Robert Bellizia (Structural Engineer), Michael Cullen and Greg Whittison (Structural Design), Ananda Lokuliyana (Mechanical Engineer), Lance Jamieson (Piping Design), John Pinto (I/E Engineer), Brian Plant and Steve Maheras (Transfield Supervisors) and Alex Zeltsvas (Project Engineer).
What did we learn? The refinery is looking forward to realizing the benefits of the new, more efficient convection section. Initial indications are that the energy efficiency improvements of the project have already been achieved.
B1103 Convection Section Upgrade Sharing Success HSE WInner
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Special Mention Suban Bypass Project Customer
ConocoPhillips
Contract Name Location
COSC Indonesia
What was the need? To meet the requirements for future gas demands, ConocoPhillips in Indonesia was looking at an opportunity to increase and improve plant capacity through the implementation of a bypass line from an inlet header to a suction export compressor. WorleyParsons was contracted by ConocoPhillips to deliver this project effectively.
WorleyParsons design work on this project was acknowledged with a mention of its success in the BP MIGAS magazine and an appreciation award for WorleyParsons Indonesia.
Who was involved? Bill Fiddes (Project Manager), WorleyParsons Indonesia (Design Engineering), ConocoPhillips (Customer/Procurement) and EPCI contractor (Construction).
What did we do?
What did we learn?
To increase and improve plant capacity WorleyParsons Indonesia worked with ConocoPhillips on a number of initiatives to ensure the successful delivery of the project. The WorleyParsons project team optimised the selected option from the FEL 0/1 study, advanced the engineering and performance studies and suggested improvements to the initial process design to maximise plant productivity. The project team also produced a robust design package and implemented an aggressive engineering schedule and EPCI scope. This was undertaken in line with HSE requirements.
WorleyParsons Indonesia received high praise from ConocoPhillips management and BP MIGAS for an outstanding project and an excellent example of collaboration between WorleyParsons Engineering and ConocoPhillips Indonesia Operations and Safety Group.
What was the outcome and how much value did we add? The WorleyParsons project team delivered a number of effective outcomes on this project for the customer. These included: • Provided a solid design approval and construction scope • Fast tracked EPCI project execution • Delivered 22 bridge crossings involving structural assessment prior to transportation • M ajority of construction was completed while plant was live (over 100 field weld joints performed) • F irst 45º hot tap application undertaken by ConocoPhillips Indonesia Onshore Facilities • D elivered the heaviest single part vessel ever transported to a ConocoPhillips Indonesia Onshore Facility • H SE milestone for completion of project safely (269,500 man hours without incident) 8
Sharing Success Special Mention Suban Bypasss Project
Installation of Knock-out Drum
Special Mention Project Cycle Time Improvement Customer
Boyne Smelter Limited
Contract Name Location
BSL Improve Alliance Boyne Island, Queensland, Australia
What was the need? Project cycle time is the measured duration of a project from inception, to close-out, which is administered by the Boyne Smelter Limited (BSL) Project Controls and Accounting team. At BSL, in October 2010, the project cycle time was challenged by the Manager of Maintenance and Projects, questioning how we could improve cycle times in the face of increased business pressures.
What was the outcome and how much value did we add? Based in part on the efforts of improving cycle time, there were several key outcomes: • There was a positive response from our customer, who commented on the change. Customer satisfaction is currently running at >80%
What did we do?
• The team was able to improve productivity from USD 650,000 to USD 1 million per site based person
A project team was promptly established to investigate. The plan involved extensive data collection, root cause analysis, and the implementation of corrective actions. The actions were:
• The percentage of projects presented for funding approval increased, due to the improvement in front end definition
• Development of detailed resource levelling schedules to optimize resource efficiency and effectiveness
Danie Swemmer (BSL Manager Projects and Maintenance), Ben Vandenberg (BSL Projects Accountant), Shane Burns (WorleyParsons’ Alliance Manager) and the Projects Team.
• More critical project gate reviews to ensure projects were sufficiently defined prior to implementation. This effort lead to an increase in FEL days, from 251 in 2011 to 287 in 2012 • Rationalization of project documentation and project processes. Using value stream mapping techniques • Electronic document approvals, coupled with a streamlined Responsibility, Accountability, Consulted, Informed (RACI) chart
Who was involved?
What did we learn? Through analyzing the current strategies, the projects team was able to identify a key metric that focused on the improvement initiative. Uniting the efforts of the entire team on a single KPI can achieve outstanding results across many facets of the portfolio.
• Creation of visual targets and measured results, linked to personal performance 1000 900
Jan 2011
Total Cycle Time (Days)
Jan 2012
2010 vs 2011
833
Target
800 700 600
605
584 495
500
382
419
400 300
239
259
200 100 0
> $1m
> $200k < $1m
< $200k
All Projects
Project Cycle Time Improvement Sharing Success Special Mention
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Ownerâ&#x20AC;&#x2122;s Engineering Services Gas Turbine Customer
Tennessee Valley Authority
Contract Name Location
Construction Modifications and Supplemental Maintenance Services Tennessee, United States
What was the need?
Who was involved?
WorleyParsons was contracted to provide owners engineering services for the TVA Lagoon Creek Combined Cycle Project to Tennessee Valley Authority (TVA) in support of the development of a new combined cycle combustion turbine facility on an existing brownfield site near Brownsville, Tennessee.
Jamie Cook (Project Engineer), Chad Dueker (Mechanical Lead Engineer), James Dyer (Project Manager), Brad Fuqua (Document Control), Pamela Gallegos (Scheduling), Ronald Gladney (Control Systems Lead Engineer), Kenneth Hudson (Electrical Lead Engineer), Devon Malone (Structural Engineer), Nathan Parker (Encompass), Lora Pinkerton (Estimating) and David Wilson (Civil and Environmental Lead Engineer).
This facility incorporates two grey market Mitsubishi 501F combustion turbines and a grey market General Electric D11 steam turbine in a 2 x 1 configuration with new Nooter Eriksen Heat Recovery Steam Generators (HRSGs) and additional new equipment to provide 550 MW of base load generating capability.
What did we do? The customer involved WorleyParsons in the early stages of this project to develop the EPC RFP and assist TVA with the EPC selection. WorleyParsons also worked with TVA to develop the combined cycle combustion turbine facility to bring the plant online and to increase generating capacity while being short-staffed in engineering resources. WorleyParsons worked to strict timeframes and adhered to emission standards to deliver a project that exceeded customer expectations.
What was the outcome and how much value did we add? The WorleyParsons project team worked with TVA to achieve results on plant performance and emissions which exceeded targets. The plant performance exceeded the MW output and heat rate targets and the first year of commercial operation achieved 100% availability with no forced outages. TVA acknowledged the value added by WorleyParsons to the Lagoon Creek CC Project. The plant was placed into commercial operation and operated efficiently, demonstrating very reliable performance during the startup testing period, including achieving the 100 hour reliability run on the first attempt. 10
Sharing Success Ownerâ&#x20AC;&#x2122;s Engineering Services Gas Turbine
What did we learn? This project is an example of the excellent results that can be created by working closely with the customer from the initial design phase through to execution. Tight schedules were followed to deliver an outstanding result.
Sharing Success
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Rail Wheel Stamping Project Customer
OneSteel
Contract Name Location
OneSteel Market Mills and Mining Consumables Alliance Waratah, New South Wales, Australia
What was the need? One of the products OneSteelâ&#x20AC;&#x2122;s Waratah plant manufactures is railway wheels, mainly for use on heavy haul lines. A requirement of the Association of American Railroads (AAR) certification for rail wheels is that they are stamped or engraved with a serial number and manufacturing date. These characters must be at least 10 millimetres high and 0.4 millimetres in depth. The current equipment within the plant, which uses hydraulically operated die stamping, met this specification on high hardness grade wheels but required extra manning compared to the other existing, dot peening, marking process which does not meet AAR requirements.
What did we do? The business unit had obtained a budget quotation from a Canadian company for the supply of a new wheel stamping machine. The Alliance was engaged to complete an Assess phase for this proposed machine. The brief for this work included a request to identify any alternate suppliers to allow competitive tendering in subsequent project phases. Richard Baker, a WorleyParsons Mechanical Engineer, undertook a search for suitable equipment suppliers for the rail stamping machine and during this process it became evident that the alternative technologies available (using a dot peening machine or an engraver), would meet the AAR specification. Furthermore the dot peener could be installed within the existing wheel stamping machine.
Project Manager Albert Boccuccia, arranged for the shipment of sample sections of rail wheels to the Spanish equipment supplier to complete proof testing to ensure the dot peening engraving would meet the AAR specification on OneSteelâ&#x20AC;&#x2122;s high hardness wheels. The results of this testing can be seen in the photo.
What was the outcome and how much value did we add? The budget price for the complete wheel stamping machine was USD 700,000 excluding any installation costs. The budget price for the dot peening engraver head to fit in place of the existing dot peener was EU 18,000. A general estimate of the overall reduction in project cost (purchase and installation) of purchasing the dot peening equipment rather than the hydraulic stamping machine was AUD 900,000. The project scope was reduced from the purchase and installation of a complete machine to the retrofitting of a small part to the existing machine. The use of dot peening engraving will deliver productivity improvements for the business due to a much shorter cycle time than die stamping.
Who was involved? Richard Baker (Mechanical Engineer) and Albert Boccuccia (Project Manager).
What did we learn? The Assess phase delivers project value through exploring alternative solutions to a production process problem. In this case the potential savings are many times more than the costs incurred in completing the Assess phase for the project.
Top: Hydraulic Die Stamping. Bottom: Dot Peening Engraving. 12
Sharing Success Rail Wheel Stamping Project
Successful Mobilization of Chevron Improve Contract Customer
Chevron Pacific Indonesia
Contract Name Location
Engineering and Construction Management Contract Indonesia
What was the need? In December 2011, Chevron Pacific Indonesia (CPI) awarded JO Consortium Rekind-WorleyParsons the Engineering and Construction Management (ECM) Contract for their onshore Indonesian oilfield operations. Rekayasa Industri and WorleyParsons Indonesia teamed up as a consortium to execute this USD 170 Million contract, the largest Improve contract won in Indonesia. The work location is in the Riau region, Sumatera, with the CPI main office located in Duri, central Sumatera, a four hour drive from the closest airport. This contract had been dominated by one of our competitors for many years and was a significant win for the Improve business. The contract was awarded in mid-December 2011 with the expectation to have mobilization and transition completed in a 90 day period. This included the establishment of nine site offices, transition of 400 incumbent staff, establishment of a Jakarta engineering office, the mobilization of the Program Management Team and all the associated logistics including 250 vehicles and IT networks to support the operation.
What did we do? The transition was led by Reuben Raj and Paul Dean. The Location and the DSG support team began to mobilize in early January to execute the transition plans. The works included mobilization and transition works which were completed on March 18 the following year and signed off by CPI in full without any HSE incidents.
What was the outcome and how much value did we add? Local knowledge was critical to the success of the transition, as it provided information to make decisions quickly and we used our partner, Rekayasa Industri’s local contacts and knowledge to help manage a number of situations.
Following this successful achievement, the opportunity now exists for WorleyParsons to use this mobilization as a model with other customers in Indonesia and in the region. “The most critical part of transition was ensuring that all operations started up without any upset to Chevron’s ongoing operation. To complete this task, over 300 people were interviewed and recruited into the joint operation, all IT networks were put in place, hardware and offices completely set up. The operation started without a hitch on Day One, with all ongoing projects continuing without any incidents, maintaining our Target Zero focus.” Paul Dean - WPI Operations Manager.
Who was involved? Reuben Raj (ECM Transition Manager), Paul Dean (ECM Program Manager) and the Location and DSG support team (including HSE, Construction, PAIS, Improve, R3, ICT).
What did we learn? This initiative demonstrates how leveraging off local knowledge and forming the right partnerships can deliver demonstrable success and value to the customer on a project.
The initial targets set by the transition team were all achieved. Chevron was satisfied with the performance of the transition and this early work gave them confidence in the capability of the RekindWorleyParsons team that will be managing CPI’s assets over the next five years.
Successful Mobilization of Chevron Improve Contract Sharing Success
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Document Management Review Customer
Ontario Power Generation (OPG)
Contract Name Location
Owners Support Services (OSS) Ontario, Canada
What was the need? OPG is a public company wholly owned by the provincial government of Ontario, and is responsible for 70% of electricity generation in that province. OPG is currently undertaking a refurbishment of one of their nuclear facilities, and is planning for a significant greenfield nuclear facility in the future. OPG identified that one of the risks to the execution of the refurbishment, and to any greenfield works, is document management. Although extremely strong in records management, there was little organizational strength in document management.
What was the outcome and how much value did we add? OPG was pleased with the deliverable, and is using it as a roadmap toward improving their project receipt capability. Less than two months after delivery of the white paper, OPG formally requested assistance with the development of a Business Requirements Definition document. Approximately 1,600 hours were expended over the course of six months. OPG now has a detailed path forward, and is working through deploying technology solutions in partnership with their IT provider.
What did we do?
Who was involved?
WorleyParsons supplied a review team to scrutinize OPGâ&#x20AC;&#x2122;s document control practices against OPG and WorleyParsons lessons learnt, industry best practices, legislative requirements and publicly available standards. This review team examined a significant volume of process documentation, and conducted multiple workshops with senior OPG stakeholders.
Liam Black (Project Information Manager), Sandeep Kumar (Director, Engineering Data Management), Saloumeh Rasouli (Senior Project Manager), Randy Wiens (Director, Engineering Data Management) and Alex Jankowski (Project Manager)
During the course of the review, the team was able to identify areas for improvement and gaps between current document management capability and what would be needed for these major capital projects. In addition, the team provided the business case underlying the analysis and recommendations. The final deliverable produced by the review team was a white paper that supplied ten key areas for improvement, each of which represented multiple distinct findings. The areas for improvement included a suggested path forward, and many included references to support documentation such as AIIM standards and IAEA guidelines.
We learned that repeated execution of capital projects has provided us with a very deep talent pool in non-engineering areas, including document control. This experience can be leveraged to give significant value to customers who lack the same. Understanding how else we can help our customers is crucial to building and maintaining strong relationships.
Though out-of-scope of the review itself, the team was also able to identify six value propositions associated with areas such as interface management and drafting support.
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Sharing Success Document Management Review
What did we learn?
We have also ensured that this is a repeatable task, and worked through a defined methodology that has produced a credible deliverable we consider to be useful to many other customers. WorleyParsons Calgary is now working through its informatics group to pursue additional work offering the same service â&#x20AC;&#x201C; a comprehensive review of document management capability with a view to large scale capital project execution.
Enhancing Local Capability Customer
Petroleum Development Oman
Contract Name Location
FEED Office Engineering Manpower and Support Services Muscat, Oman
What was the need? WorleyParsons Oman were contracted by Petroleum Development Oman (PDO) to carry out the evaluate phase of a Basis for Design (BfD) study for the Yibal Khuff Sudair Integrated development located in the Yibal field in northern Oman. The contract was of a reimbursable nature and executed under our existing PDO FEED office contract which has been operating for 5 years, and now has 120 personnel. The greenfield facility incorporates well hook ups, flow lines, gathering stations, trunk lines and a new central processing facility comprising oil separation and stabilization. The facility also incorporates gas sweetening, dehydration, dewpointing and sulphur production including acid gas enrichment, sulphur recovery, liquid sulphur handling and blocking, which was a first of its kind in Oman.
What did we do? There were a number of challenges faced on this contract. For the contract to be delivered successfully, the execution needed to be on schedule and the best technical people needed to be on site. Additionally, with Shell Global Solutions carrying out the Basic Design Package (BDP) for the gas processing, sulphur production and tail gas treating, integration and interface management was equally vital. The contract needed to be managed effectively to make sure customer needs were met. Some of the strategic initiatives undertaken which contributed to successful project delivery included: • Risk classification, project execution plans, project control mechanisms, quality related documentation reviewed and finalised with the customer from project commencement • A taskforce was carefully drawn and augmented to promote better technical integration amongst various disciplines • The project team worked closely with the customer to streamline the decision-making process during the evaluate phase • The project team worked with the customer on a set agenda to assess inputs/outputs, check progress and plan the activities for each week • The project decisions were systematically captured through online decision tracking registers which were accessible to all
• Exhaustive design reviews were conducted with participation from all stakeholders and a well managed action close-out approach • A management of change process was agreed and rigorously followed throughout the project • Support was provided from WorleyParsons Vancouver office on BDP for sulphur handling through workshare • Integration of the BDP package into the Basis for Design (BfD) • Participation of our Omani Graduates and Engineers which supported their growth and the localization process
What was the outcome and how much value did we add? The BfD package was completed on schedule and within budget to the satisfaction of the customer. PDO praised the effort by the WorleyParsons project team stating: “overall, well done by WorleyParsons in their responsiveness, professionalism and dedication to meeting the targets. WorleyParsons can share in the success of the YK project delivering a high quality BfD”. The “emphasis on collaboration between WorleyParsons and PDO meant that BfD schedule needed to have some flexibility, which WorleyParsons provided”. As a result the PDO will now use the BfD which commenced with FEED in 2012.
Who was involved? Prabhu Dessai (FEED Contract Manager), Syamal Gore (Lead Process Engineer/BFD Coordinator) and Nasir Gill (Senior Project Engineer).
What did we learn? Early agreement on project plans and outcomes, ingenious planning, rigorous monitoring and change control, scope clarity/ dissemination, having the right mix of skilled personnel and good integration with customers are essential ingredients for an assured success. The success is not just limited to winning the on-hand challenge but also involves creating a positive outcome/environment (winning customer confidence) for natural progression of future work, as is the current case. Also, a focus on de-risking and maturation of the concept ensures a robust BfD. Enhancing Local Capability Sharing Success
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Sharing Success
Accenta Report Automation Customer
BP Gulf of Mexico
Contract Name Location
Engineering and Project Management Services Houston, Texas, United States
What was the need? Developing and delivering program reports requires considerable manual effort to collect and validate the data required for multiple (platforms) hubs and projects. At the project site in Houston Texas, there were seven hubs involving individual Project Managers. This meant there was little consistency between hubs.
What did we do? To increase the effectiveness of information transfer between each hub, the WorleyParsons project team implemented the Accenta tool, which is a multi-purpose web based tool available to all WorleyParsons employees and customers globally. Departments such as Project Controls, Project Management, Discipline Managers, and Regional Management use Accenta for data analysis and reporting. It is a customer focused tool consolidating project data for hubs mitigating risk and ensuring data integrity. The Projects and Modifications team worked with the customer to publish monthly portfolio and hub reports to internal and customer management teams to aid timely decision with respect to workload, business drivers and resources. Through this method, original sources of data can be queried and imported automatically into the Accenta database, eliminating errors and inefficiency associated with multiple manual entries into Excel spread sheets. This provided time savings and simplified processes for the customer.
What was the outcome and how much value did we add? The implementation of Accenta provided a number of benefits for the customer: • Single auditable data source • Information readily available in a standard form • Time to digest results • Increased data integrity • Over 250 users trained Before Accenta, manual data gathering, reconciling, compiling, publishing and analyzing took 1,400+ hours per month for the seven hubs. With Accenta, automation of data gathering, reconciling and compiling resulted in a savings of approximately 400 hours per month for the customer. This provided savings of USD 1.5 million per year.
Who was involved? Core team: Imran Osman (Project Engineer), Tony Dawson (Project Manager), Walter Falgout (Project Controls Specialist), Ali Rizvi (Chief Project Controls Specialist), Jason Harvey (Project Manager), Rob Griffiths (Project Manager), Scott Merka (Principal Project Controls Specialist), Jenny Guo (Project Controls Manager), Cristy Kasmiroski (Project Controls Analyst), Angela Kendal (Supervising Engineering Coordinator, Randy Gingera (BP) and Gavin Mason (BP). Secondary support from 20 others throughout the development, training and roll-out. There were over 250 WorleyParsons and BP end users trained.
What did we learn? Effective brownfield portfolio management requires clear and cooperative data from diverse sources to deliver relevant information with high credibility. Defined data with specified formatting and consistent definitions with prescribed deadlines for populating data fields promotes reliable reports that can be compared from one time period to the next.
Accenta Project Id Data (Form View) Accenta Report Automation Sharing Success
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Piping Initiative Visual Portfolio Board Customer
BP Gulf of Mexico
Contract Name Location
Engineering and Project Management Services Houston, Texas, United States
What was the need? The program has seven hubs (platforms) each with multiple projects in various stages of completion. It also has a backlog of new projects waiting to be started. The backlogged projects are preliminarily scheduled in eight quarter reviews. The amount of projects and the scheduling involved made it challenging to grasp the status of each project in the program.
What did we do? Pinnacle Consulting was contracted by BP to establish the Visual Portfolio Board (VPB). Each project was recorded on a card (color coded by hub) and placed in its position through a standard work process. On a weekly basis each hub project team member discussed each project and moved the corresponding card as appropriate to update project status.
What was the outcome and how much value did we add? The implementation of the Visual Portfolio Board helped to make information clearer for the project teams. As a result, communication between the WorleyParsons project managers and project engineers with the BP project managers and project engineers was increased. With the Visual Portfolio Board, Project Engineers can now see how their project fits within the scope for all projects on that hub.
Piping Initiative Visual Portfolio Board 18
Sharing Success Piping Initiative Visual Portfolio Board
Twice per month BP Program Management and WorleyParsons meet to review the overall program and choke points. The distribution of projects through the workflow are now immediately apparent.
Who was involved? Pinnacle Consulting, Cliff Wolfe (BP), Chris Houston (BP), Eric Cioti (BP), Neil Bidwell (BP), Ramiro Zarate (BP), Mahmood Khayatian (BP), Nancy Pausche (BP), Sonya Berry (Administrative Specialist), Jason Harvey (Project Manager), Sandra Alridge (Principal Project Manager), Martin Davidson (Principal Project Manager), Craig Bateman (Project Manager), Rob Griffiths (Project Manager), Randy Marek (Senior Project Manager) and LeRon Mitchell (Project Engineer).
What did we learn? With a large number of projects across multiple hubs, having a visual representation of the status of each project communicates information in an effective fashion. It is easy to see the workload across the program by hub, as well as the distribution of projects through the work flow. Being able to instantly get a 10,000 foot overview of the entire program is immensely beneficial. Additionally, the board has the capability to allow for instant drill down into an identified problem area.
Sharing Success
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Air Quality Improvement Strategy Customer
Egyptian Refining Company
Contract Name Location
Environmental Impact Assessment and Air Emissions Study Mostorod, Cairo, Egypt
What was the need? An Environmental Impact Assessment and Air Emissions Study was required for an Egyptian Refining Company (ERC) project in Mostorod Cairo. The project involved the expansion of an existing refinery located in a very populated area in Cairo where air quality background conditions were complex. The project faced difficulties obtaining environmental permits and international funding for the expansion of the refinery due to the increased pollutant concentrations in the project area.
What did we do? Based on the results of a variable air dispersion model of the project expansion, a strategy for obtaining the project environmental permitting and international project funding was developed by the WorleyParsons project team. WorleyParsons recommended the variables be adjusted on the existing model in order to calculate the impacts on air quality. The goal was not only to minimize the unit’s contribution to existing air quality but also to reduce existing pollutant conditions in the project area. The project team put forward a number of suggestions to achieve this: • C onvert a portion of the used fuels from heavy diesel to natural gas
What was the outcome and how much value did we add? Working together, the WorleyParsons project team and the customer obtained the environmental permits for the refinery expansion as well as the project funding without significant project costs. This project also delivered a number of environmental benefits that will be ongoing to the region.
Who was involved? Ihab El Sersy (Cairo Project Manager), Mohamed Hassan (Director), Mary Lou Lauria (ESHIA Director, Europe), Sonia Huelin (Air Modeller) and Tomás Ostolaza (Air Specialist)
What did we learn? Where the existing environment is apparently inappropriate for a project’s development (eg significant pollutant concentrations in the background air quality), maintaining a flexible approach can lead to alternatives that can be identified, modelled and compared to optimize an approach that could not only improve the existing conditions, but also the project development.
• C onsider the benefits of reducing the sulphur content in the vehicle fuels • P resent the benefits of the air quality under current and future conditions through the results of an air dispersion model where project variables were optimized The WorleyParsons team presented their strategy to the local authorities and to the lenders.
Air Quality Improvement Strategy Sharing Success
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Improve Contract Manager Development Program Customer
Global Improve businesses, over 80 current and future Managers
Initiative Location
Contract Manager Development Program Houston, Melbourne, Manchester, Atyrau, Singapore
What was the need? The Improve Contract Manager Development Program has been designed to develop the skills and knowledge of current and future Contract Managers. Improve Contract Managers are responsible for managing the health and growth of Improve contract/customer relationships, with particular focus on understanding our customers’ business drivers and providing value-add solutions from the global WorleyParsons business.
What did we do? Promoting alignment with our customers and industry best practice, WorleyParsons conducted Improve Contract Manager Development Programs in the US, Australia, UK, Kazakhstan and Singapore over the past six months. Each program was attended by a strong field of participants: Managers and deputy Managers representing a diverse range of Improve contracts. Programs focused on a number of key learning outcomes including: • Aligning with the customer • Understanding our customers and their businesses • Awareness of the range of Improve capability offerings • Business and portfolio planning • Sharing of best practice • Creating sustainable value • Improving HSE capability • Creating long term financial value for the customer
What was the outcome and how much value did we add? Improve Contract Manager Development Programs deliver results that will be ongoing for each Manager and contract. Lessons learnt are shared across contracts with Contract Managers learning from one another through the communication of ideas and value-add solutions. Benefits of the program are realized when Contract Managers implement their knowledge, developing intelligent processes and innovations, resulting in tangible value-add and/or cost savings to all of our customers. There is already evidence of this in many of our contracts.
Who was involved? The core team comprised of Mark Warren (Facilitator), Alex Arthur (Facilitator), Joan Seargeant (Manager, People Development and Performance), Fran Van Reyk (Director Improve Capability Development) and Stuart Elliot (Director Portfolio Value Leadership). In each location, Improve Regional Directors and others also presented sessions to over 80 participants.
What did we learn? The Improve Contract Manager Development Program promotes best practice customer relationship management processes globally. The value of having our people trained, developed and aligned with our customers is vital to the ongoing success of our operations. Success is measured by the sustainable value we deliver to our customers. These programs encourage proactive conversations amongst managers, and knowledge sharing and discussions, which can result in innovative options to improve processes and reduced costs to the customer. The benefit of enhancing engagement with our customers through equipping our managers with skills and knowledge provides sustainable value for both customers and Improve.
Participants of the United States Contract Manager Development Program 22
Sharing Success Improve Contract Manager Development Program
Sharing Success International Edition, 2012