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Concurrent planning and design

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Concurrent planning and design

A known challenge is that Norwegian transportation project is taking to long time in the planning an design phase. In 2016, Vianova Plan og Trafikk, Metier OEC, Trimble Solutions, Sweco, Rambøll, Bane NOR, NTNU and Epsis joined forces to help solve this challenge. Through an R&D project supported by the Research Council.

Background 

The R&D-projects overall idea was to develop a new methodology to reduce the planning and design time in infrastructure projects with minimum 50% calendar time. The main factor for such a time reduction is better interaction and more parallel work. The aim is therefore to develop a new planning and design process; – “Concurrent planning and design in Infrastructure Projects”(SPP). These projects are dependent on smart collaboration, good design tools and other software tools to support the new way of working.

SPP should not only be a planning process but will also act as a tool to make decisions. Methods and tools in the SPP should then help supplement technical planning and design with facilitated decision support as well as excellent tools for joint collaboration.

Results

The result of the 4-year R&D project is a method for more efficient decision-making processes in the transportation projects. The method has been named Samtidig Plan og prosjektering(SPP)/ Concurrent engineering and design.

“There are decisions that give progress in projects. In order to succeed with the major transport projects we have ahead of us, we are dependent on the right decisions, at the right time, with the right information at hand. The method we have developed facilitates this, Bergesen adds“

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Online project material

SPP method free online (NO)

Guide for ICE- sessions

SPP blog articles (Metier)

ConocoPhillips

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ConocoPhillips

ConocoPhillips is the world’s largest independent exploration and production company, based on proved reserves and production. With operations in 27 countries, over 18,400 men and women work in a truly integrated way in order to find and produce oil and natural gas.

ConocoPhillips Norge is operator for the Greater Ekofisk Area (GEA). GEA is in decline with production being controlled by rate of delivery of wells and capacity and regularity of processing facilities. ConocoPhillips Norge is considered one of the front-runners in the implementation of Integrated Operations (IO), i.e. integrating people through collaboration and work processes. Its operational model is fully based on IO, with more than 20 IO centres operational in its offices in Stavanger.

One of these IO centres is the Production Delivery Centre (PDC). It was established in 2014 with a goal to coordinate, integrate and optimize all production related activities across disciplines and time-scales, ensuring that the assets in GEA are produced in the most profitable manner. This mandate requires a continuous surveillance of all relevant production related activities and a number of collaborative meetings to coordinate with other groups.

The Epsis software was used to facilitate both. Meetings and collaboration sessions are pre-defined, independent of application and location, and executed with a single mouse click. This provides effective meeting execution, information sharing and visualization allowing for real time decision making. To keep all team members updated on the current overall situation, the Situational Awareness Displays are run on video walls, showing life applications with up-to-date and relevant production related information. This solution is supplemented with Epsis software installed on individual workstations to facilitate follow-up work and to be able to publish ad-hoc content in a collaborative meeting or on the situational awareness displays.

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At Epsis, we believe in connecting everything

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At Epsis, we believe in connecting everything!

In business, everything is connected formally or informally through systems and processes. Our people, our business processes, our data, information and all underlying systems, it all need to come together in what we do every day. To perform our tasks, to do analysis, to respond to alarm or alerts, to make decision or to operate systems or equipment.

Unfortunately, we are far from a state where all these connections are structured and utilized sufficiently. The different systems communicate poorly and data are typically not fully integrated. Dashboards and portals have been made as mitigating actions. However, no matter how hard we try there is always something missing. Important and required “dots” is not included in the picture.

As systems are getting smarter, the information we are building our workday around is becoming increasingly complex. As the diversity of IT systems continues to increase at a seemingly exponential rate, what we – as people – need to consider and comprehend while doing our job do the same. Thus, there is a continuous increase of dots to connect on an everyday basis. New “dots” in addition to those we have today – they all need to blend seamlessly in order for us to work effectively.

At Epsis we help our clients connecting all the dots. All the information, systems, processes and people that are needed while doing business activities. That is our mission. Our technology, solutions and advisory services are all developed and deployed with that in mind.

When doing that, we help our clients cope with a dynamic world and to transform their operations.

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Collaborative Work Environments

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Collaborative Work Environments

Epsis Consultants has extensive experience in designing, implementing and running Collaborative Work Environments (CWEs) or Integrated Operations Centers (IOCs). We focus firstly on the desired “Ways of Working” and then create a toolset and working area that reflects the business need.

These environments & tools become the key enabler for business change to ensure that work is completed in the correct manner, involves the right people, whilst minimizing any wasted time. By taking this holistic view of operations across the enterprise the business can become more proactive to current conditions and realise substantial cost savings.

The Epsis Business Advisory team was key to providing these benefits to the Chevron Integrated Operations Centre program. The value was demonstrated quickly when the first of these centres was rolled out in Aberdeen in 2014 and saved $31 million in the first 8 months and increased reliability four-fold.

Quote from New York Times article on Chevron’s IOC in Aberdeen.

Even before the price of oil began collapsing last summer, Mr. May was taking steps to trim Chevron’s North Sea costs and planning new technologies — including a $3 million integrated operations center in Aberdeen — to wrest renewed efficiencies from 20- and 30-year-old offshore oil and gas rigs.

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Are you interested in learning more?

We have created the ultimate guide for building operation centers based on experience from 30 worldwide initiatives.

Read more here

Maersk

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Maersk

Epsis has delivered consulting services, with a focus on Integrated Operations (IO), to Maersk Oil for two major field development projects.

For Maersk Culzean, Epsis assisted in developing the IO program, from theoretical objectives to practical scope, by interviewing stakeholders to create a series of requirements documents. The scope covered IO environment, mobility solutions for field maintenance, ways of working & guided activities, visualization & decision support tools, Information Systems infrastructure, support and governance plans.

Epsis supported Maersk Oil in Copenhagen to develop IO strategies and an operational philosophy for the Tyra Future re-development project. The objective was to define a lean, and flexible organization, ensuring increased reliability, reduced OPEX, improved operational readiness and faster steady-state operation through implementation of new technology.

Additionally, Epsis have delivered support and expertise to develop Maersk Oil’s Real Time Drilling Strategy; aimed at reducing Non-Productive Time (NPT) through the improved application of real time data in the Well Delivery Process.

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Operations Centers – Focus on Ways of Working

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Epsis Archives for epsis Page 8

Operations Centers

Focus on Ways of Working

Many Operations Centers worldwide have a potential for higher utilization, particularly those designed around technology rather than how the resident team(s) works effectively to deliver their operational objectives.

At Epsis, we believe that best-in-class operations centers are designed to connect all the components within the operations environment, whether technology, the physical location, people, processes, or information (from new and legacy sources). This helps to establish and sustain successful teams and lasting business performance improvements. Here are some highlights on how to focus on ways of working:

  1. Perform task analysis to better understand and analyze how people work
  2. Scoping an operation center using timeframes makes it far easier
  3. Keep it flexible for today’s and tomorrows work

Focusing on how people work doesn’t necessarily mean you will need more people in your center. If your goal is to have the same number of people, you need a tool to help you operate and structure the way they work in the center. Experience shows that these teams can benefit from using productivity tools like Enify, helping them build their ways of working across multiple systems, roles, and tasks.

Enify can manage the content displayed on Integrate Operation Centers (IOC) screen real estate more efficiently and allows the creation of pre-defined ‘boards’ for rapid response and support of standardized, repeatable surveillance and incident response scenarios in your IOC. Enify works seamlessly across all screen sizes and for any number of screens. You can define common scenarios and push those out to all IOCs from a central location, so you can take part in operations center activities from anywhere. Bottom line, Enify improves workforce efficiency and team performance.

Read more about Enify Software for Operation Center 

Are you interested in learning more?

We have created the ultimate guide for building operation centers based on experience from 30 worldwide initiatives.

Read more here

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