Smarter Oil and Gas - IBM Rational Point of View

© 2012 IBM Corporation

Presented by: Derek [email protected] 265055@DesNewtron

Smarter Oil and GasEnhance upstream engineering

Technical Solutions from IBM Rational


Smarter Oil and Gas (IBM Rational Engineering Solutions)

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I

New technology is transforming how oilfields operate. While the concept of the

Smarter Oilfield has been around for some time, what this model means and how it works is changing, so are the results;

• Increasing productivity

• More oil recovered from each field

• Lower costs and reduced risks to health, safety and the environment.

But how do Engineering Project Managers and Engineers deliver on this world

class best practice to realise the vision and drive engineering excellence?

We will highlight a selection of case studies which show IBM Rational

bringing value to day to day engineering operations

Introduction



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Dramatic forces across the industry require new approaches to improve engineering sustainability.

Engineering Requirements and Design Review Management securing the collaboration of design requirements across the engineering ecosystem

A changing and global workforce requires increased productivity and knowledge asset transfer across the engineering team

Repeatable Engineering Project asset providing opportunities to capture and re-use engineering project artifacts across the global team

Governance over Project Capital and operating expense to assess economic viability of assets

Aligning Risk and Complianceregulations into the understanding of all project design requirements

Limiting Environmental impacts with governed engineering design reviews

Digital Engineering creating intelligence into the future Oil Field that requires interlocking systems and software technology

IBM see ‘front-end’ project management needing to use innovative technologies around world-class engineering best practices to consistently deliver major projects successfully, safely and sustainably.

Today Oil and Gas engineering project management needs to navigate around eco systems of partnering arrangements both internally and externally that produce significant cost savings, faster project delivery and greater long-term value with secured safety and quality that keeps the reputation of the organisation in state.



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Case Study 1 aims to integrate and standardise engineering requirements processes across the development team ecosystem to increase design quality in upstream engineering projects.

offshore sub sea technologies

Integrated and standardisedengineering requirements processes across

Improved quality and removed risk

Interlocking project management design reviews across the eco-system

Business problem: The company’s future strategy for increased off shore sub sea drilling in extreme environments needs a sustained design with the highest level of engineering quality.

Solution: Develop an integrated requirements management framework, based on industry standards, through collaboration across a broad ecosystem of in-house development teams, external partners, suppliers and contractors

By enforcing the design quality of the big interlocking picture of the complete offering



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Case Study 2 expanded their re-use of knowledge management base across a global team and created a culture of sharing

Re-use of knowledge.

Looking to bring in a new culture to the global team by

Increased productivity

Increasing global collaboration of re-using engineering knowledge assets with an easy search and retrieve technology solution

Business problem: The company had a wealth of Engineering information and knowledge, but it was kept in too many different places. They needed to create a one-stop shop for knowledge assets, where their staff could find what they needed easily and re-use what th had.”

Solution: Creation of a group to catalogue, organise, use, reuse, manage and report on all types of information asset across the enterprise. That solution allows the company to manage their data as true, valuable assets. They could define

ownership of those assets, relate assets to one another easily and provide a simple way to find information.

.

in engineering operations across a global team and transferred knowledge across the workforce



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Case Study 3 illustrates how engineering insight and governance can improve decision making around critical key performance indicators

predictive insight,

Supported project management decision through

Improved decision making

by capturing real time data into dashboards that are aligned around Key Performance Indicators for Engineering project management Business problem: Global distributed development teams working in a portfolio

roadmap of projects. Visibility of project data was scattered around multiple repositores, databases and tools. Project predictibility was through educated guesswork based upon old historic data rather than fact based decisions. Accuracy of the decisions was not best in class and often lacked resilience under scrutiny.

Solution: to build a business command center around the portfolio of development projects that mapped against specific key performance indicators and measurement metrics. Dash board views were defined with real time data filtering into the cockpits from project execution repositories.

To support accurate control of capital project expenditure



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Developing intelligence,

Increased the maturity of the digital engineering processes and skills.

Improved quality

by introducing systems of systems engineering and software development best practices.

Business problem: Increase control over software and systems development

processes to avoid risks and minimise the costs of a complex project to design and deploy a large-scale monitoring system.

Solution: Our solution provided the client with a full-scale process-improvement initiative that helps teams of geographically dispersed engineers collaborate efficiently and enable project leads to maintain control over the requirements traceability, test cases, configuration assets and changes. Software application lifecycle management tools provided reduced risks and controlled the costs of the systems development lifecycle.

Case Study 4 builds their maturity in the digital era of systems of systems and software engineering for the oil fields of the future

supporting engineers with the right tooling infrastructure to create intelligent solutions for the industry



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Case Study 5 demonstrates how re-use of engineering assets can provide a major input into repeatable engineering projects.

repeatability of engineering content,

Supported project management through

Improved productivity, quality, cost

by capturing specific re-usable component structures, interlocking requirement, models and artifacts that can be easily found and re-used

Business problem: Large global projects consist of huge amounts of engineering

assets (artifacts) that have been developed, tested and deployed. New requirements for new projects often miss the potential savings of re-using already configured components in new designs.

Solution: building an intelligent engineering solution that helps engineering team members find, query, and navigate assets (artifacts) and relationships distributed across different tools. Provides the ability to manage baselines of assets (artifacts) and organise information about project/product releases, project/product lines, and project/products variantsand secured timelines by being able

to access engineering design data in an easy and structured way.

Project A Project B

Re-usable assets



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IBM Engineering Project Excellence SolutionsProvides technology and best practices for an enterprise-wide collaboration which enables greater operational excellence for upstream engineering activities.

Enables you to

• Increase engineering collaboration across internal and external teams

• Reduce cost and risk by increased design quality

• Create agility to re-use project and knowledge assets across a global team

• Aggregate engineering project mgt information across multiple activities for increased governance and control

• Improve overall productivity, cost and quality of engineering projects

Requirements

Mgt

Knowledge

Mgt

Project

Governance

Digital

Engineering

Asset Re-useEngineering

ProjectExcellence

•Standardisation

•Convergence

•Collaboration

Management

Engineering Design

Requirements

across the Eco-

system (ISO 19900)

Creating reusable

knowledge assets and

sharing them across

the global team

Real-Time

project analytics

tracking

Managing the

technology

development of

automation,

monitoring &

control systems

Repeatable re-use of

engineering project

assets (ISO 15926)



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Useful Links

Smarter Oil and Gas

http://www.ibm.com/smarterplanet/us/en/oil_exploration/ideas/

Smarter Oilfields make dollars and sense

http://www.ibm.com/ibm/ideasfromibm/us/oilfields/042307/index.shtml

Requirements engineering for complex systems

https://jazz.net/products/rational-doors/

LinkedIN - Smarter Chemicals and Petroleum Community

http://www.linkedin.com/groups/Smarter-Chemicals-Petroleum-Community-2309500

Chemicals and Petroleum software solutions

http://www-01.ibm.com/software/industry/chemicals_petroleum/

Systems Engineering for Dummies

http://media.wiley.com/assets/5008/34/9781118100738.pdf

Technology

Smarter Oil and Gas - IBM Rational Point of View