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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.
2
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
8
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
3
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
4
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
5
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
6
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 12 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
7
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
9
Owner’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 Owner’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
11
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 OneSteel’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 do 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 OneSteel’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 through the right partnerships demonstrable
success and value can be delivered 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
13
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
OPG’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.
14
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 – 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
15
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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
17
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 panagers
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
19
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
21
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
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Sharing Success Improve Contract Manager Development Program
Sharing Success
International Edition, 2012