Read SmartPlantFoundationSpecialFocus.pdf text version

A publication of Intergraph® Process, Power & Marine

2010

SmartPlant Foundation

A Special Focus of

®

IBERDROLA Neste Oil PBMR SNC-Lavalin Nuclear Grenland Group Samsung Heavy Industries

Table of Contents

Case Studies

4 IBERDROLA Realizes the Power of Integration 6 Fabricom Suez Improves Data Quality with SmartPlant® Foundation 8 Neste Oil Takes Steps for a Cleaner Future 10 PBMR and SNC-Lavalin Nuclear Find SmartPlant Enterprise Is the Right Solution for Nuclear Power Plants 12 PTTEP Creates Enterprise Engineering Hub 14 SCG Chemical Group Discovers the Value of Intelligent Data 16 Murray & Roberts Innovative Strategies Boost Productivity 18 Grenland Group Chooses SmartPlant Enterprise to Maximize Offshore Production 20 Linde Engineering Pulls It All Together at Snøhvit 22 Smooth Sailing for Samsung Heavy Industries 24 Worley Parsons Merging Cultures, Growing Success Page 26 Promoting interoperability Page 14 Discovering the value of intelligent data Page 12 Creating an enterprise engineering hub Page 4 Realizing the power of integration

Viewpoint

26 FIATECH Promotes Interoperability

Perspective

28 Intergraph Discusses the Tiers of Integration

Page 28 Navigating the tiers of integration

Intergraph, the Intergraph logo, SmartPlant, SmartMarine, SmartSketch, PDS, SIGRAPH.CAE, and INtools are registered trademarks and SupportModeler is a trademark of Intergraph Corporation. Microsoft, SQL Server, Excel, and SharePoint are registered trademarks of Microsoft Corporation. SAP and SAP NetWeaver are registered trademarks of SAP AG. Zyqad is a trademark of Aspen Technology Inc. ©2010 Intergraph Corporation. 6/10 PPM-US-0084A-ENG

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Insight

SmartPlant Foundation provides a complete solution for sharing engineering data and integrates document management with engineering tools.

Salman Abdulla Vice President, Operations, Emirates Aluminum Co. Ltd.

Case sTudy: IBERDROLA INGENIERÍA Y CONSTRUCCIÓN

Realizing the Power of Integration

SmartPlant Enterprise helps IBERDROLA grow operations around the globe

n By David Joffrion IBERDROLA Ingeniería y Construcción (Engineering and Construction), established in 1995, has become one of the world's leading energy engineering companies. With active projects in more than 25 countries and a project portfolio valued at more than US$3.3 billion, IBERDROLA is realizing increased activity from a strategy shift to target the creation of engineering and construction of power generation, distribution and control facilities. Heavily involved in large nuclear and renewable energy projects, IBERDROLA's services also include project management, engineering, supply, construction and commissioning, turnkey projects and operational support. IBERDROLA has approximately 2,500 employees. Headquartered in Spain, the company has subsidiaries and branches in another 22 countries.

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We specifically chose SmartPlant 3D because of its powerful global workshare and automation capabilities.

Fernando Torres System Manager, IBERDROLA Ingeniería y Construcción

Integration is the key IBERDROLA began implementing Intergraph solutions in 2003, when the landscape was ripe for expanding its business into new markets. The company wanted to execute international EPC projects much like the ones it had in Spain, and the challenge was to do this while saving time and money in execution in spite of the distance and geographical distribution of its international customers.

Insight: Special Focus

To access international markets, IBERDROLA knew it must be more competitive. And, to be more competitive, it focused on one goal ­ integration. IBERDROLA understood the success of an EPC project depended in large part on the integration of all the components in the project. In effect, this meant coordination between all the disciplines involved in the life cycle of a power plant, from engineering to commissioning.

Within each of its EPC projects, many groups are involved ­ subcontractors, engineering, procurement, logistics, construction and commissioning. Managing the data flow and information is critical in this environment. All the groups have access to view and edit data, and with the SmartPlant Enterprise solutions, the workflow operates smoothly and seamlessly. The firm has also been able to avoid conflicts of information between disciplines, preventing duplication of data and guaranteeing modifications are done in real-time and received across the entire workshare. "We chose the Intergraph solutions because, as a company, it has provided us a secure implementation with excellent technical support," said Fernando Torres, system manager at IBERDROLA. "Intergraph has helped us evolve our functionality toward a more user-friendly environment, and we have experienced great performance in our engineering and 3D design efforts. We specifically chose SmartPlant 3D because of its powerful global workshare and automation capabilities." standardizing on smartPlant 3d For its initial implementation, IBERDROLA chose Intergraph's PDS, SupportModeler, SmartPlant P&ID and SmartPlant Instrumentation for its design and engineering functions. SmartPlant Review and SmartPlant Explorer were used to access information for visualization purposes. However, for its goal of system integration, IBERDROLA decided it made no sense to start that process while it was still using PDS and SupportModeler, so it began the migration from these solutions to SmartPlant 3D, Intergraph's next-generation, data-centric design solution. IBERDROLA completed implementation of SmartPlant 3D in early 2008, and continued its use of PDS and SupportModeler only on projects that began before then. SmartPlant 3D provided increased functionality, design speed, and better performance on power plant design projects. In the latter half of 2008, IBERDROLA began the implementation of SmartPlant Foundation, and in 2010, it will begin the integration with the SmartPlant Foundation project document management tool.

Products used n PDS® n SupportModelerTM n SmartPlant 3D n SmartPlant P&ID n SmartPlant Instrumentation n SmartPlant Review n SmartPlant Foundation Key benefits n Short product learning curve; reduced design times and reuse of designs

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management system running SmarTeam, the planning system running Primavera, and the visualization system running SmartPlant Review all reside here. All are strategic disciplines in IBERDROLA's EPC projects. For example, the integration between SmartPlant Review and Primavera empowers IBERDROLA to revise the main sequences of project construction schedules, correct mistakes and make improvements in the early stages of a project. Internal group aids implementation To help with the implementation of the Intergraph solutions, IBERDROLA has an Architecture and Technology (ARTE) department responsible for, among other things, testing new software and configuring new products. When the products are "developed and proven," ARTE trains the respective business area within IBERDROLA on the new application and provides technical support, if necessary. This methodology was quite helpful for IBERDROLA. As IBERDROLA added new products during the software implementation process, the ARTE team received the training and then, in turn, provided it to the IBERDROLA application teams. One exception to this was for SmartPlant 3D, where the whole design application team received training together with ARTE. To maximize software performance for the company's implementation, some customization was required, such as adding properties to objects, creating libraries, configuring outputs (reports, drawings, isometrics, etc.) and establishing a methodology to work with these tools for its projects. Once the customization was complete, IBERDROLA quickly experienced such benefits as reduced learning curves, expedited design times and the ability to reuse designs. These benefits, in turn, have resulted in increased productivity throughout the enterprise.

System integration helps to prevent conflicts of information between disciplines "Environment of engineering" enables all subcontractors and partner engineering companies to work within IBERDROLA's templates, procedures and specifications

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dual project environments IBERDROLA breaks down its EPC projects into two scenarios ­ Environment of Engineering and Project Management. The Environment of Engineering contains almost the entire Intergraph SmartPlant Enterprise suite of solutions and its integration with SmartPlant Foundation. For IBERDROLA, the key is to keep the "know-how" within the company. This means all of the subcontractors and engineering companies work with their templates, procedures and specifications, and all the designs are made by remote access using Citrix. Using the same systems, architecture and working models, everyone involved in the project will work with a common model. It is within this environment that SmartPlant Instrumentation, SmartPlant P&ID and SmartPlant 3D are used for designing process diagrams, construction drawings, purchasing counts, design reviews and checking assemblies. The Project Management environment is where IBERDROLA accesses and integrates all of the value-added products within the EPC projects. Connections to the enterprise and resource planning (ERP) system running SAP, the bill of materials system running BDU, the document

SmartPlant Foundation

David Joffrion is a contributing editor for Insight and is based in Huntsville, Alabama, U.S.

www.iberdrolaingenieria.es

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Case sTudy: FABRICOM SUEZ

Fabricom Suez Improves Data Quality with SmartPlant Foundation

EPC gains flexibility, efficiency and better quality data management

n By Øivind Hansen A great amount of data was misspelled Tags were copied several times n Properties had invalid values n Not all information followed the engineering numbering system.

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Fabricom Suez is a leading supplier of maintenance and modification services to the oil and gas industry. With its main office in Stavanger, Norway, Fabricom employs more than 1,650 people performing challenging engineering work, executing projects and providing specialized maintenance services. Fabricom selected Intergraph's SmartPlant Foundation to more accurately manage and reuse engineering design data throughout the life cycle of its projects.

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Limitations of spreadsheets Before choosing SmartPlant Foundation, Fabricom faced a number of limitations and disadvantages with information storage. The company used Microsoft® Excel® as its main tool for keeping track of engineering data. As its projects expanded in size and the amount of tag information rose, Fabricom experienced a number of problems: n Changes were difficult to track n Data security was lacking

Insight: Special Focus

Gaining flexibility Realizing the disadvantages of spreadsheets, Fabricom evaluated several information management solutions and chose SmartPlant Foundation. This gave Fabricom a database solution that provides flexibility, efficiency and better quality data management. The company has integrated SmartPlant Foundation with ProArc, its existing document management system. This enables Fabricom to make a tag-to-document relationship ­ keeping track of all the documents produced for each information tag and vice versa. For initial solution implementation, Fabricom imported the information already created, mainly from Excel spreadsheets. Initially, 5,000 tags with

their associated properties and approximately 250,000 property fields were imported into the SmartPlant Foundation database. Boosting data quality The data generated in SmartPlant Foundation is transferred daily to Fabricom's customers' plant information management (PIM) systems, with a status flag triggering the tags to transfer. In its recently completed pilot project, Fabricom has seen marked improvements in the quality of the data and the working environment. Every discipline is now able to find, view and edit information in one central place. ease of use Fabricom employees found that SmartPlant Foundation training was a very smooth process. Because of the software's intuitive nature, employees quickly learned the basic functions. As time passes and they become more familiar with the system, they expect to become even more proficient in completing tasks and functions. Of the 111 users created for the system, 25 percent have view access only and the rest are editors divided into different groups. Depending on their discipline and the functions they perform, editors are divided into either standard or super users. This gives Fabricom greater control over data integrity. Building an enterprise solution Fabricom has been highly satisfied in its progress with the SmartPlant Foundation data management solution implementation and the team from Intergraph. In the future, the company plans to develop a comprehensive approach to meeting its enterprise engineering needs by modularly integrating SmartPlant Foundation with other solutions from the SmartPlant Enterprise software suite including SmartPlant Instrumentation, SmartPlant Electrical and SmartPlant P&ID.

Suncor Becomes the 300th Intergraph SmartPlant Foundation Customer

SmartPlant Enterprise document and data management solution posts 50-percent growth in past year

n By david Joffrion Just one year after reaching the 200th customer mark, rapid industry adoption of Intergraph's SmartPlant Foundation has pushed sales past the 300th customer milestone with Suncor Energy Inc.'s selection of the engineering information management solution. Suncor, a major North American energy producer and Intergraph customer, selected SmartPlant Foundation to manage non-Intergraph data ­ Suncor's legacy of 3D models ­ for oil and gas development projects. The sale marks a 50-percent growth rate for SmartPlant Foundation in a single year. SmartPlant Foundation is the ISO 15926-compliant document and data management solution within SmartPlant Enterprise, an integrated solutions suite that provides full design, construction, materials and engineering data management capabilities needed for the creation, safe operation and maintenance and capital project life cycle management (cPLM) of large-scale process, power, marine and offshore projects. SmartPlant Foundation's life cycle data management also enables a smoother handover from EPCs to owner operators and for owner operators to more easily maintain, refurbish or modify their plants. The solution permits electronic management of all project and plant engineering information, integrating data on the physical asset, work processes and regulatory and safety imperatives to facilitate enhanced global decision-support capabilities. Gerhard Sallinger, Intergraph Process, Power & Marine president, said, "We are pleased to recognize an industry leader such as Suncor as our 300th SmartPlant Foundation customer. The remarkable pace of the industry's adoption of this solution demonstrates the value of its ability to accurately manage all aspects of a plant's design, modification, upgrades and refurbishment, effectively managing the evolving plant configuration from front-end engineering design to plant decommissioning."

Øivind Hansen is the SmartPlant Foundation system owner at Fabricom and is based in Stavanger, Norway.

www.fabricom.no

David Joffrion is a contributing editor for Insight based in Huntsville, Alabama, U.S.

www.suncor.com

SmartPlant Foundation

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Case sTudy: NESTE OIL

Neste Oil Takes Steps for a Cleaner Future

World's largest renewable diesel facilities designed with SmartPlant Enterprise

n By Tuuli Kousa Neste Oil is a refining and marketing company focusing on advanced, cleaner traffic fuels. The company's strategy is based on growing both its oil refining and premium-quality renewable diesel businesses. Neste Oil's refineries in Porvoo and Naantali, Finland have a combined crude oil refining capacity of approximately 260,000 barrels a day. Growing energy demands As world energy demands continue to grow, new energy solutions are urgently needed. At the same time, Neste Oil believes that combating climate change calls for immediate action. Minimizing environmental effects and ensuring sustainability are the company's main business drivers in renewable fuel production. To help face these challenges, Neste Oil has developed NExBTL technology. NExBTL renewable diesel is the cleanest diesel in the world

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made from renewable raw materials. NExBTL technology is several years ahead of any competitors in the renewable fuels market. It can be produced in large volumes on an industrial scale. NExBTL can be used in all diesel engines and it significantly reduces both tailpipe and greenhouse gas emissions. Renewable fuels Renewable fuels are Neste Oil's fastest-growing business. Neste Oil produces and sells premiumquality NExBTL renewable diesel based on the company's proprietary technology. A number of new NExBTL plants are currently under construction and the company is continuing an active program of research and development on biofuels and raw materials suitable for biofuel usage. The demand for biofuels is growing rapidly. Neste Oil has set an objective to become the world's leading producer of renewable diesel.

Insight: Special Focus

Growing production capacity Worldwide demand for diesel fuels is expected to reach 750 million tons a year by 2015. Traffic biofuels currently account for approximately one percent of total global fuel production according to the International Energy Agency. Production capacity of conventional biodiesel and higher-quality renewable diesel in Europe totaled around 16 million tons in 2008. Consumption is projected to reach 13 million tons per year in Europe by 2010. Neste Oil has responded to this demand challenge by launching a major expansion of its own capacity. A plant commissioned at the Porvoo refinery in 2007 already produces approximately 170,000 t/a of NExBTL renewable diesel, and a second plant of equal size is due to be completed in 2009. Neste Oil made a decision to build a 800,000 t/a NExBTL plant in Singapore in 2007. In 2008,

NExBTL renewable diesel capacity outlook Location Porvoo, Finland Porvoo, Finland Singapore Rotterdam, The Netherlands Capacity 170,000 tons 170,000 tons 800,000 tons 800,000 tons Investment US$135 million > US$135 million US$735 million US$900 million Year Complete 2007 2009 2010 2011

NExBTL diesel fuels have been studied extensively with cars, trucks and buses, and the results have all been very positive. In addition to lower greenhouse gas emissions, the fuel offers significantly lower particulate emissions than conventional diesel, as well as lower NOx emissions than conventional biodiesel. A clear reduction in tailpipe aldehyde emissions confirms that NExBTL renewable diesel burns cleanly. Using NExBTL renewable diesel has a significant positive impact on emissions, as the fuel generates substantially less particulate and NO2 emissions than conventional diesel fuel. Test results show that NOx emissions are cut by around 10 percent and particulate emissions by around 30 percent compared to fossil diesel. Research and development The energy supply of tomorrow will be based on multiple technologies and feedstock. Very large volumes of renewable fuels will be called for in the next few years, and no one raw material or technology can meet this challenge alone. All current approaches will be needed, together with a number of new ones as well ­ which is why Neste Oil is working hard on finding and introducing new raw materials and new solutions. The company is committed to using only sustainably produced raw materials in the production of its renewable diesel. Significant new feedstock for transport fuels includes vegetable oils, tallow, wood residues, side products, and waste. Neste Oil is working with more than 20 research institutions on six research initiatives aimed at identifying new raw material suitable for use as biofuel inputs. The research initiatives include jatropha, algae and microbes. A pilot project to demonstrate the use of wood residues is under construction in Finland.

Neste further expanded with a similar-sized plant in Rotterdam. Both plants are currently under construction and are due to come online in 2010 and 2011 respectively. These will be the world's largest renewable diesel facilities. engineering Technip Italy is performing the EPC work for the Singapore and Rotterdam plants. The information and communications technology specification for the project included a requirement that Intergraph applications would be the main engineering tools used for the project. This requirement was put in place because Neste Oil wants to maintain its plant data in the native data format after commissioning. Neste Oil also made this decision because the majority of global engineering contractors use Intergraph applications. Intergraph's global presence and support give engineering companies the ability to make plant modification and document updates to maintain plant information over the plant life cycle. document management In 2008, Neste Renewable Fuels was looking for a document management system for its NExBTL

renewable diesel plants. Intergraph SmartPlant Foundation was chosen in 2009. The main reason for Neste Oil's selection of SmartPlant Foundation is that the product is part of the Intergraph SmartPlant Enterprise and is specifically designed for efficient plant document management. Plus, the system offers the potential to expand to manage plant data and 3D models. SmartPlant Foundation will be linked to Neste Oil's maintenance management system. Implementation began in February 2009. After the first phase, the system is now ready for document handover from Technip Italy's document management system. Technological pioneer Neste Oil's NExBTL diesel is a major innovation that has been extensively tested and in commercial production since 2007. NExBTL renewable diesel offers a major reduction in both greenhouse gas and other harmful emissions. Measured over the product's entire life cycle, its greenhouse gas emissions are between 40 to 60 percent lower than those of fossil diesel, depending on the raw material used. Blended with conventional diesel, NExBTL reduces overall emission levels in line with the proportion blended.

Differences Between NExBTL and Conventional Biodiesel NExBTL Renewable Diesel

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Conventional Biodiesel

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Can be blended up to 100 percent content

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Can only be used up to 5-7% content (maximum allowed under European diesel standard) Biofuel usage requirement cannot be met without compromising fuel quality specifications Increases NOx emissions Must be used by a "best before" date Can cause engine problems

Tuuli Kousa is a communications manager at Neste Oil and is based in Helsinki, Finland.

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Compiles with the strictest quality standards Reduces tailpipe emissions Offers excellent storability Does not require and engine modifications

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www.nesteoil.com

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Case sTudy: PBMR AND SNC-LAVALIN NUCLEAR

SmartPlant Enterprise: The Right Solution for Nuclear Power Plants

Data-driven, integrated and rule-based environment is vital for next generation complex nuclear power plant projects

n By Wayne Smith The nuclear power industry is one of the most regulated industries in the world. Traceability of all data and documents that are generated during the plant life cycle is fundamental in the nuclear industry. Data pass through various phases of the product and plant life cycle, beginning from design concept, basic engineering/FEED to detail design, procurement, construction, licensing support, pre-commissioning and commissioning, operations, refurbishment and decommissioning. For this reason, it is imperative that information integrity is ensured throughout a plant's life cycle reflecting the design basis. Pebble Bed Modular Reactor (PBMR) was seeking a technology enabler to assist with the engineering and management of plant data. The technology enabler would allow PBMR to hand over an integrated data model of the entire plant

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to the owner operator ESKOM, one of the world's largest utilities. Established in 1999, the PBMR organization intends to develop and market small-scale, hightemperature reactors both regionally and internationally. The 700-member PBMR team is based in Centurion, near Pretoria in South Africa. SNC-Lavalin Nuclear (SLN) has nearly 50 years of experience in the design and construction of nuclear power plants around the world that includes project management and plant life cycle support experience. While assisting in other areas, SLN is primarily involved with the engineering, procurement, construction and management as an EPCM subcontractor for the PBMR demonstration power plant at Koeberg, near Cape Town in South Africa. The PBMR plant design has undergone development since 1993. The plant is scheduled to begin

Insight: Special Focus

construction in 2010, with the first fuel to be loaded four years later in 2014. Comprehensive solution Together with SNC-Lavalin Nuclear, PBMR's plant and product realization and engineering groups have implemented Intergraph's SmartPlant Enterprise suite as the engineering solution for the PBMR demonstration power plant to be constructed at Koeberg. PBMR is focused on using SmartPlant Foundation's infrastructure and centralized repository for maintaining all plant data and documents. "PBMR is a complex and first-of-a-kind project," said Aaron Bukhari, a consultant to PBMR and the chief information officer at SLN. "Our primary reasons for looking at the Intergraph products were traceability within a data-driven and integrated environment that will enable PBMR to deliver a plant with all intelligent data and documents."

Bukhari confirmed that SNC-Lavalin Nuclear has used Intergraph technologies from the early days of PDS to the current SmartPlant Enterprise suite. He noted that the savings in man-hours and engineering effort using SmartPlant Enterprise will be dramatic over the course of a plant's life cycle. "When the owner operator chooses SmartPlant Enterprise, the plant data handover can be an integrated process that should reduce the overall plant operating cost," he said. "Using Intergraph tools enables concurrent engineering from multiple locations that translates into significant efficiency and dramatic savings." With basic engineering (PFDs and P&IDs, including mechanical datasheets) enabled by SmartPlant P&ID and AspenTech ZyqadTM PFD software, these tools can integrate and share information through SmartPlant Foundation. The ongoing task involves the creation of reference and model data to be used when and where required. For example, five complete line specifications were created within five days using the SmartPlant Reference Data tool. Typically, this would require weeks of painstaking work. A significant time and cost savings was realized by capitalizing the standard ASME piping database add-on. SmartPlant Electrical and SmartPlant Instrumentation also contribute toward an integrated environment. SmartPlant 3D plays a pivotal role by maintaining the repository of the master model for all phases of the plant life cycle. SmartPlant Enterprise's integrated, data-driven environment is helping PBMR to manage data such as the life cycle of tags, datasheets and workflows, and to integrate data from third party tools such as AspenTech and Tekla. Meanwhile, the constructability team is busy combining data from various sources such as scheduling and SmartPlant 3D tools into SmartPlant Review. award-winning efforts At the Intergraph 2007 International Users Conference, PBMR received one of Intergraph's inaugural Icon Awards for using SmartPlant Enterprise solutions to integrate the plant life cycle environment for its next generation reactor design. The award is Intergraph's highest

customer distinction for product innovation, partnership and proven results. Bukhari remarked that the vision behind SmartPlant Enterprise was a major factor in PBMR's decision to choose Intergraph for its advanced technology nuclear power plant design. One of the immediate benefits to PBMR involves data and document organization. SmartPlant Foundation enables the creation of data fields which can be assembled into documents and presented in reports. SmartPlant Enterprise enables a complete data set to be provided, while reflecting any changes. "Traceability is one of the key capabilities we were looking for in the product, to ensure that everything is captured and nothing will be lost. SmartPlant Enterprise's traceability, control and workflow management are among our greatest assets," said Bukhari. Implementation After PBMR chose the Intergraph solution, the software was implemented through a combined effort by the PBMR product realization software team, the PBMR engineering software team and SLN's plant systems team, with support provided by Intergraph team members and partners in South Africa, Europe and the U.S. Reduced cost is another key benefit of SmartPlant Enterprise for this unique project. "There is no other product that can reasonably cover all the cost areas of construction, operability and maintainability, and provide a cost benefit," Bukhari said. "The Intergraph solution can deliver this cost benefit over the long-term." Employing Intergraph's SmartPlant Enterprise suite of tools will significantly reduce the time it takes for PBMR to bring reactors to market and to deliver plants to owners and operators complete with all data and maintenance information. PMBR considers its relationship with Intergraph a true success story, as it implements its next generation nuclear plant technology. "A broken process results in broken technology," said Anton Kotzé, the product realization software systems manager at PBMR. "We work very hard to recreate our business processes, workflows and procedures, and to encourage EPC managers to

SmartPlant Foundation

embrace an integrated mindset for working with the fourth generation of engineering. SmartPlant Enterprise is very pivotal to solidify this integrated mindset with the associated work methods." "We know that to develop an architecture and environment for distributed engineering, we want everyone to draw from the same centralized databases," Bukhari said. "From this viewpoint, we envision that use of the SmartPlant Foundation repository will increase even more." From beginning to end PBMR's vision is for a technology that covers the entire life cycle of a nuclear plant, beginning with conceptual engineering and continuing through to operation and eventual decommissioning. Intergraph's market-leading technology supports plant life cycle effort. According to Kotzé, PBMR will continue to expand its use of SmartPlant Enterprise as more products are designed and developed. "PBMR believes that Intergraph's product range supports its vision and strategy 100 percent," Kotzé said. "This is confirmed by the products we see coming from Intergraph and through much discussion of this topic." "A successful roll-out of any plant life cycle information management system, from design to decommissioning, requires business processcentric operations ­ policies, procedures, work instructions, workflows, reports, specifications, catalogs, rules and processes ­ along with a stable technology base," said Bukhari. "These are exciting times when vendors such as Intergraph can deliver a vision and align their products with business requirements for the plant life cycle." Both Bukhari and Kotzé see SmartPlant Enterprise leading the way into a new dimension of what they call the "ERP of engineering."

Wayne Smith is a contributing editor for Insight based in Huntsville, Alabama, U.S.

www.pbmr.co.za www.snclavalin.com www.slnuclear.com

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Case sTudy: PTTEP

PTTEP Creates Enterprise Engineering Hub

SmartPlant Enterprise investment for greenfield project offers safety benefits and significant ROI

n By Jana Miller Petroleum producer PTT Exploration and Production Public Company Ltd. (PTTEP) is a dynamic Thailand-based exploration company. It has invested in exploration and production activities in a variety of countries, including Thailand, Malaysia, Indonesia, Cambodia, Vietnam, Oman, Egypt, Algeria and New Zealand. PTTEP recently implemented an enterprise engineering hub powered by SmartPlant Foundation. The platform serves as a single point of reference for information on the Arthit asset and will result in cost savings in terms of time and resources no longer wasted searching for information in numerous databases. "Maintaining accurate information that can be used effectively until the end of an asset's life is a real challenge," said Suchart Srivaranon, integrated planning engineer and data handover team lead of the Arthit Project at PTTEP. The Arthit Project represents the company's first exploration project as operator. Covering more than 4,000 sq km in the Gulf of Thailand, the

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Arthit petroleum fields are located approximately 230 km off the coast of Songkhla province. The area includes natural gas and condensate. safety first "For an exploration and production business like us, the safety of field staff on projects like Arthit is of paramount importance," said Srivaranon. "As a result, information used by engineers and field staff must be accurately prepared using an efficient `housekeeping' system." To do this, the company has invested in engineering data warehousing ­ a global platform that can house data, integrate numerous applications and enable multiple users across the enterprise to access information. By ensuring that data are accurate and consistent, staff members can reduce errors and improve personnel safety on-site. data flow During the design and construction phases of the Arthit Project, the housekeeping system

Insight: Special Focus

previously used to manage and maintain the extensive information generated was limiting. Ongoing use of the system was deemed a "mission impossible" by engineers. The project team needed a system that could house a vast amount of complex data within a global, process-based framework, ensuring the efficient and seamless delivery of contextual and role-based information to all necessary parties. "Communication of approval and changes of `as-built' drawings and general engineering business processes between engineers can take weeks ­ or even months," said Srivaranon. "To revolutionize the process, engineers need to be able to make changes, send the changes directly to drafting via an intelligent system and manage approvals using an automated workflow process integrated with the e-mail system." a sound investment In theory, powerful data warehousing would allow a large volume of information to be managed.

SmartPlant Enterprise is used by the majority of leading companies within the energy and petroleum industry and was widely recommended.

suchart srivaranon Integrated Planning Engineer and Data Handover Team Lead of the Arthit Project, PTTEP

"Arthit is a greenfield project and we have a good opportunity to shorten implementation processes by using data conversion and manipulation techniques," Srivaranon said. "Once information is integrated using the same application platform, we could possibly initiate information standards to be used among various engineering disciplines. That really would be a big return on investment for us." Jana Miller is editorial director of Insight.

But the project team realized that integrating their chosen data warehousing solution with a range of applications would be challenging. The benefits of such integration would ensure less time spent on change control processes. That would maximize profits returned, as proven by global research group IDC (Steven Graham, A Study of the Financial Impacts of Data Warehousing, special IDC report). Typically, field staff and engineers spend almost 30 to 40 percent of their working time finding, verifying, re-formatting, changing or trying to understand the information gathered about an asset. An IDC survey found that 90 percent of companies investing in an engineering data warehouse solution had a three-year return on investment of more than 40 percent. Comprehensive solution PTTEP's search for a data warehousing solution led it to Intergraph's SmartPlant Enterprise solutions. SmartPlant Enterprise offers a powerful portfolio of best-in-class applications to ensure an open, independent data storage system that improves project execution, handover and plant operational efficiency. "SmartPlant Enterprise is used by the majority of leading companies within the energy and petroleum industry and was widely recommended," said Srivaranon. Within the suite, SmartPlant Foundation is the key to centralizing, incorporating and managing well-organized orders for data. It also enriches intelligent cross-referencing between various types of engineering information without boundaries. To maximize the efficiency of the enterprise engineering hub, PTTEP will integrate SmartPlant Foundation with

SmartPlant P&ID, SmartPlant Instrumentation and SmartPlant Electrical. Birth of the hub By using SmartPlant Foundation as the platform for its hub, PTTEP expects to benefit from: n A single engineering portfolio with seamless data accessibility n Greater accuracy and consistency, faster processing of engineering information and more efficient change management n Standardization in engineering documentation n 10 to 15 percent OPEX reduction n 80 percent reduction of volume and cost of equipment documentation for operation. SmartPlant Foundation will also send an e-mail alert to parties involved to follow up on the work required for the designed workflow. This shortens normal processing time to days or a few weeks. The goal is to have all applications working together from the enterprise engineering hub ­ the information gateway through which users can connect to all of the information they require. As well as being used as an engineering handover tool and an application integration tool, the hub will also be used as an engineering companion to asset tracking software Maximo. Maximo serves as a supplier gateway for technical information and as a client and regulatory review portal. Next steps Expanding the hub to cope with surface and sub-surface engineering applications and related information will be the next big challenge for PTTEP. Like other leading owner operators and exploration and production businesses, PTTEP views the hub as a way to effectively maintain and collate information for the duration of the Arthit Project's life cycle.

SmartPlant Foundation

Enterprise engineering hub To build its enterprise engineering hub, PTTEP chose the following Intergraph SmartPlant Enterprise solutions:

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SmartPlant P&ID SmartPlant Instrumentation SmartPlant Electrical SmartPlant Foundation

About PTTEP PTTEP was established in 1985 in response to the government of Thailand's desire to strengthen the nation's energy stability and minimize costly petroleum imports. The Petroleum Authority of Thailand (PTT) established PTT Exploration and Production (PTTEP) to explore, develop and produce petroleum reserves to maximize the country's highest possible benefit from energy resources. As PTTEP's business operations expanded dramatically, both domestically and internationally, the company decided to reduce the government's administrative and financial responsibilities. So PTTEP registered as a publicly traded company in 1992, becoming PTT Exploration and Production Public Company Ltd., and currently has a registered capital of US$105 million.

www.pttep.com

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Case sTudy: SCG CHEMICAL GROUP

Discovering the Value of Intelligent Data

SCG Chemical Group puts data handover standards into action with SmartPlant Enterprise

n By Surachate Chalothorn

The Siam Cement Group (SCG) has been a leader in the Asia-Pacific region since its founding under the Royal Decree of His Majesty King Rama VI in 1913. It was Thailand's first cement producer, and has played a key role for nearly a century in the growth and modernization of the country and the region. Today, SCG has diversified into a number of industries, becoming the largest and most advanced industrial conglomerate in Thailand, with five strategic business units: Petrochemicals, Paper and Packaging, Cement, Building Products and Distribution.

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SCG entered into the petrochemical business 15 years ago when its first petrochemical industrial plant was developed. Since then, SCG Chemical Group has grown about tenfold to become a fully integrated, leading petrochemical producer in the Southeast Asian region. data handover problem SCG Chemical Group's first world-scale ethylene complex, built by Toyo Engineering Corp., began operating in 1999 with an annual production capacity of 600,000 tonnes of ethylene and 300,000 tonnes of propylene. Due to a rapid

Insight: Special Focus

growth in demand for the products, we retrofitted the plant in 2001 to increase capacity to 800,000 tonnes of ethylene and 400,000 tonnes of propylene per year. For the plant retrofit project, the engineering contractors had extensively made use of intelligent IT solutions to collate and manage the engineering data. However, the information was not handed over in an intelligent format that could then be re-used for operation and maintenance throughout the life cycle of the plant. The data was instead provided mostly in scanned image format. This meant we had

to direct a large amount of resources toward incorporating the scanned images into our operation and maintenance systems. Intelligent data To help bridge this data gap, the SCG Chemical Group turned to Intergraph's SmartPlant Enterprise solutions to create intelligent plant engineering information. We first chose INtools®, now known as SmartPlant Instrumentation. SmartPlant Instrumentation helps us design, manage and maintain our instruments throughout the life cycle. We next implemented SmartPlant P&ID, which creates intelligent piping and instrumentation diagrams and builds a comprehensive data model. We were able to handle the conversion to SmartPlant solutions with our internal resources. Staff members only needed a month for training and preparation. Our team of six drafters and one junior engineer converted more than 300 P&IDs in just seven months ­ a remarkable achievement!

Managing information After SmartPlant Instrumentation and SmartPlant P&ID went live, our group adopted SmartPlant Foundation as an engineering document management system. SmartPlant Foundation also enables a tight integration with SmartPlant Instrumentation and SmartPlant P&ID. The system streamlines data entry, identifies and resolves inconsistencies and presents data in the format that best meets the need of a specific task. SmartPlant Foundation helps us plan for maintenance, expansions and modifications, as well as any shutdowns. In addition, SmartPlant Foundation helps us prove compliance with governmental regulations. International protocols, national laws, insurance requirements and local authorities all require increasing detailed technical documentation. Non-compliance could result in significant costs or, in the worst case scenario, a shutdown. setting the standard Thanks to our implementation, we now realize the value of using intelligent engineering

software systems for plant operation and maintenance and the ability to interchange data among plant applications. We are currently planning a second ethylene complex. The project consists of a world-scale naphtha cracker and downstream polymer units. There will be multiple contractors from different locations involved in the project. Because of our experience, we are now defining the approach for handover of documents and data for this project. EPC contractors, subcontractors and vendors must provide data in formats that can be populated and loaded into our existing SmartPlant Foundation system. By using SmartPlant Enterprise, the tremendous amount of data prepared during the EPC phase becomes very useful for operation and maintenance throughout the life cycle of the plant. Data can be accessed efficiently, minimizing the effort to re-input the data after the plant is handed over to the operations team. Also, if this data is available in an intelligent format, it can easily be re-used for plant modifications and de-bottlenecking. The road ahead Our company prides itself on being a pacesetter in the introduction of new technology and new skills to Thailand. It's no surprise, then, that we are continuing to work with Intergraph to develop and implement additional tools, particularly in the area of operations and maintenance. Intergraph has helped us develop our "road map" with a step-by-step approach to achieving full benefit from the invested asset. By fully taking advantage of SmartPlant Enterprise intelligent software solutions, we can continuously improve our plant's productivity and performance. We will follow this road map on our path toward operational excellence.

Surachate Chalothorn serves as olefins research and technology manager for the SCG Chemical Group in Thailand.

www.siamcement.com

SmartPlant Foundation

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Case sTudy: MURRAY & ROBERTS

Innovative Strategies Boost Productivity

Murray & Roberts manages their engineering data more efficiently with SmartPlant® Foundation

n By Pat Thomson

We knew that we needed an engineering data warehouse," explains Hannes Marais, corporate engineering manager at Johannesburg-based Murray & Roberts. "It would be a place where we could capture and control all our engineering data, and that would also become a knowledge base for repeat business and repeat engineering processes. We had an in-house system, but realized that it would take too much time and money to update." The company looked for a commercial solution from the open market that would fit its business processes. Following a period of research, Murray & Roberts chose Intergraph's SmartPlant® Foundation engineering information and workflow management software and services provided by the distributor Intergraph Systems Southern Africa (Pty) Ltd. "We found that while there was no worldwide shortage of tools for data warehousing, the

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Intergraph option was by far superior and offered a lot more than just data storage," said Richard Genade, CAD manager at Murray & Roberts. "It gave us a ready-made interface to engineering data design tools, such as Intergraph's SmartPlant® P&ID, SmartPlant® Instrumentation and SmartPlant ® Electrical, as well as nonIntergraph tools. The ability to plug these tools in and out was attractive." Implementation is a team effort This core requirement was just one part of the picture. For the solution to function effectively as the company's central engineering data "hub," it would have to be able to interface at an intelligent level with document management, materials management and procurement ­ and ultimately, non-engineering business systems. Murray & Roberts and Intergraph worked together to find the best implementation plan for

Insight: Special Focus

We like SmartPlant Foundation because it is an integrated system that does not really distinguish between the different disciplines ­ it is really all one structure. We think of SmartPlant Foundation as a project tool that everyone on the project should be using.

Jacques struwig SmartPlant Foundation systems administrator, Murray & Roberts

interfacing it to SmartPlant Foundation and feeding equipment data into SmartPlant Materials to enable the procurement process. The company is currently an Intergraph PDS user but plans to migrate to SmartPlant 3D, Intergraph's nextgeneration, data-centric and rule-driven solution for streamlining engineering design processes. Meanwhile, SmartPlant Foundation/ERP workflows have been prepared in anticipation of Murray & Roberts' new PeopleSoft system, shortly due to go live. ending the paper nightmare Project handover has been transformed by the new engineering environment, which is 100 percent digital. "Performing the final handover has always been a paper nightmare," says Genade, "but with SmartPlant Foundation, the time it takes to gather the data has been considerably reduced." Genade's experience is supported by industry-wide research, which shows that a "digital engineering" handover can cut costs by as much as 60 percent. The response from owner/operators has been very positive. As Marais explains, "Three of our clients are now considering switching to SmartPlant Foundation after receiving the projects we have completed for them. They can see the value."

SmartPlant Foundation. "We used our functional requirements specification as the guideline for our minimum requirements, but beyond that we began with an open mind and an open vision," recalls Jacques Struwig, SmartPlant Foundation systems administrator. Struwig and his colleagues are quick to compliment Intergraph Systems South Africa for their partnership during the SmartPlant Foundation implementation. They also stress the support of Murray & Roberts' senior management, which they say has been essential to the success of the project. The development process was broken into a series of phases with subsequent site acceptance tests: ­ Project determination and budget signoff ­ Functional specification ­ Development of a class library structure These were followed by engineering datasheet development, document control and workflows. Murray & Roberts' SmartPlant Foundation user community of about 200 members includes both engineers and document controllers. "We prefer to think of it as one project team," Struwig explains. "We like SmartPlant Foundation because it is an integrated system that does not really distinguish between the different disciplines ­ it is really all one structure. We think of SmartPlant Foundation as a project tool that everyone on the project should be using." How have the users responded? "It is a big challenge, not technically, because it is user-

friendly, but in terms of new working practices," says Genade. "Acceptance will not happen overnight, but it is a goal that we need to strive for. The challenge is not unique to Murray & Roberts ­ the global workforce is aging, and in South Africa many engineers are now 50-plus. There is a tendency to `blame the system.'" Owning the data, becoming enabled "Because a system like SmartPlant Foundation is developed around your business processes and procedures, it forces the user to comply with those rules and regulations," Marais says. "But at the same time, it also gives the user full ownership of the data. Once people begin to experience that, they also begin to see how much more they can get out of the system ­ how it can work well for them as an enabler rather than a regulator. For example, they understand how they benefit from better traceability and revision control." Using an exchange tool, Murray & Roberts now feeds all the P&ID data into SmartPlant Foundation's Microsoft® Windows® environment, allowing the project team to pull interactive equipment, line and valve lists into an Excel spreadsheet. Group members agree that gaining fully interactive datasheets has been a great engineering advantage ­ different disciplines having access to the same data at the same time boosts accuracy and productivity. Engineering data integrity is also assured. Murray & Roberts' latest step has been to implement Intergraph's SmartPlant Materials,

SmartPlant Foundation

Pat Thomson is the Power, Process & Marine divisional manager for Intergraph Systems Southern Africa (Pty) Ltd., an Intergraph distributor.

About Murray & Roberts With a strong presence in southern Africa and a focus on the construction economies of the developing world, Murray & Roberts is a group of engineering, design and construction companies serving primarily the mining and metals, building and infrastructure manufacturing and steel industries in South Africa and more than 50 countries around the world.

www.murrob.com

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Case sTudy: GRENLAND GROUP

Grenland Group Chooses SmartPlant Enterprise to Maximize Offshore Production

Integrating huge amount of data in tight timeframe

n By Terje Tvinnereim Grenland Group needed to be able to deliver all engineering and manufacturing information for the Low Pressure Modification Project at the Oseberg field in the Norwegian part of the North Sea. The project involved two offshore platforms connected by a bridge. Owned and operated by StatoilHydro, the Norwegian oil and gas company, the enormous and complex Oseberg field modification effort required 170,000 engineering labor hours. The project deadline was also extremely tight. Meeting the challenge At Oseberg, the project goal is to be able to produce more oil from the wells as the field

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enters the final portion of its life cycle. Low pressure modification means that, with a lower pressure production method, StatoilHydro will maximize the amount of oil it can extract during the end-of-life of these wells. The project is a huge challenge with great potential gain. To succeed will require a monumental effort in integrating disparate data, including manual drawing information, existing 3D models converted from PDMS, use of new 3D laser scanning technology and new modeling data. The modification project also demands new process information and instrumentation

Insight: Special Focus

tasks to be generated, in addition to the update of existing P&IDs and instrumentation. The company faced extreme difficulty when it routinely used a wide variety of design engineering applications. The various applications did not work together, compounding workflow problems. As the company and its business grew, design engineering system activities became increasingly harder to support and more expensive to manage. desired integration Grenland's new integrated design engineering system had to deliver information as clash-free 3D models and structural, piping, equipment,

SmartPlant Enterprise met and even exceeded our expectations.

Terje Ørbeck CAD manager and 3D coordinator, Grenland Group

P&IDs. Generally speaking, the internal design control workflows and acceptances will be performed inside SmartPlant Foundation. SmartPlant Enterprise and SmartPlant Foundation have great potential to be the key information source for the entire project's development and completion. "Intelligent tools on a common platform are feeding the main information into a single data source," said Ørbeck. "That means you get control of your design and can achieve your project goal on time and within budget." Quick training After Intergraph's initial implementation and educational services, Grenland took over the ongoing training and project implementation. Grenland now has the ability to manage huge, multidiscipline projects in a reliable and easyto-use manner on a common platform. "Our business requires many contractor resources. It's crucial that training be easy for these people," said Ørbeck. "They won't have SmartPlant Enterprise experience, but we must get them productive in the project as soon as possible." Proven technology "SmartPlant Enterprise has proven to us that this will work. It's intuitive and easy to learn," said Ørbeck. "This is a really big plus for Grenland. "SmartPlant Enterprise is a great project tool. Of course, you must have excellent IT people on the front end to prepare for, adapt and implement this platform. But the reward comes for the general user who can learn the system quickly and put it to work right away."

support and raceway modeling elements, as well as structural assembly and manufacturing drawings, all the way down to the cutting details. The system would be expected to routinely and rapidly produce piping isometrics, P&IDs, instrument loop drawings and materials take-off data ­ all while maintaining a seamless connection with the purchasing system. On top of that, Grenland's system would be required to act as the central source for all engineering information, integrating data from several other systems. To support multidiscipline projects in the onshore, offshore and marine markets costefficiently and on time, Grenland needed an integrated design system that used traditional 3D models and 2D CAD drawings as a design basis. The desired system would act as a single platform for all engineering information, especially in large-scale projects. Putting it all together The timeframe for StatoilHydro's project completion is very critical. This puts a heavy burden on Grenland to be able to automate the information flow to avoid delays. The project's financial success, both for client and owner operator, depends on this. "SmartPlant Enterprise is essential to achieving our goal," said Terje Ørbeck, CAD manager and 3D coordinator at Grenland Group. The major requirements influencing the company's selection of SmartPlant Enterprise, and SmartPlant Foundation in particular, included the following: An integrated system for all design disciplines that uses a common user interface n Modern system architecture that can be built upon for the future

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An "easy to learn" user interface with modern graphics n A serious supplier with depth of experience in the plant design market n A local, knowledgeable support team with sufficient resources to follow through.

n

setting the standard "To put it mildly," Ørbeck admits, "there was a lot of very different engineering software in use at Grenland." Information had to be integrated from general drafting systems, like AutoCAD and MicroStation 2D drawings, and from 3D modeling, such as from PDS, PlantSpace and PDMS. There was a need for standardization in order to minimize costs and maximize resources. Grenland chose the SmartPlant Enterprise suite, including SmartPlant 3D, SmartPlant Foundation, SmartPlant P&ID and SmartPlant Instrumentation. "SmartPlant Enterprise met and even exceeded our expectations," says Ørbeck. Approximately 20 designers in the Oseberg project use the system for 3D modeling, structural design, piping and equipment design and raceway design. Layout and structural fabrication drawings, piping isometrics and spools are all extracted from the system. In addition, seven process engineers and five instrument engineers perform design work using SmartPlant Enterprise. SmartPlant Foundation is used as the information source for a wide range of people who need access to project data. straight from the source The use of SmartPlant Foundation as the main design engineering data source for the project will be further extended to also include publishing of drawings like layout, manufacturing drawings for structural design, piping isometrics and

SmartPlant Foundation

Terje Tvinnereim serves as senior vice president of the Technology Centre at Grenland Group. He is based in Sandefjord, Norway.

www.grenlandgroup.com

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TeChNOLOGy aT WORk: LINDE ENGINEERING

Photo courtesy Helge Hansen / Statoil

Linde Engineering Pulls It All Together at Snøhvit

Snow White is a fairy tale success project where concurrent engineering dreams really do come true

n By Jana Miller

For large-scale projects, concurrent engineering offers synchronized development across companies and sites. In coping with complexity, suitable IT infrastructure and sophisticated updating management are critical. Despite the success in developing alternative energy sources, the burning of fossil fuels still accounts for a large part of energy consumption. Whether for coal, natural gas or petroleum, the easily accessible deposits have been exhausted for quite some time. Oil and gas producers must drill ever deeper to reach the highly sought-after organic hydrocarbon compounds. In the middle of the 19th century, drillings to a depth of less than 50 meters often yielded success. However, today's producers must generally drill a few kilometers down into the ground in order to discover natural gas or crude oil. Depths of more than 6,000 meters have been reported ­ and only a small fraction of explorations carried out eventually find worthwhile deposits. A rule of thumb is that only one in eight oil test drillings are actually successful. If one is successful, then the laborious production process can begin.

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snow White brings pioneer spirit One of the latest natural gas projects is Statoil's Snøhvit (Snow White) project. Beginning in 2006, a newly developed field is expected to yield about 5.67 billion cubic meters of liquefied natural gas (LNG) for export. According to current estimates, production might last for some 30 years. However, the natural gas fields Snøhvit, Albatross and Askeladd covered by the Snow White project are below the seabed of the Barents Sea, some 150 kilometers northwest of Hammerfest, Norway. The technical term for this approach to petroleum and natural gas production is "offshore production." It is considered to be as expensive as it is technically demanding. Even though up to 400 offshore plants are already located in the North Sea alone, this industry is characterized by innovation. For example, Statoil created for the Snow White project Europe's first remote offshore development. A total of four wells, as well as many kilometers of pipelines, are monitored and operated from a control station on the island

Insight: Special Focus

of Melkøya. The processing facilities, which are also located on Melkøya, are used to liquefy the natural gas before it is shipped to Europe and the U.S. in special container vessels. Linde engineering plans gas liquefying plant Since early 2002, many engineering firms have participated in the EUR 6.5 billion (approximately US$8 billion) project. One of those firms is Linde Engineering, which was awarded the contract for the gas liquefying plant. A division of Linde AG, Linde Engineering has annual sales of EUR 1.58 billion (approximately US$2 billion) and a staff of more than 4,200. Headquartered in Wiesbaden, Germany, the group specializes in the planning and construction of plants for air fractionation, natural gas processing and olefin and hydrogen production. In order to meet the deadline for engineering this large plant, which includes more than 15,000 loops and a demanding process control system, Linde Engineering joined forces with more than 30 engineering partners and suppliers. These subcontractors use a variety of IT systems and tools for planning and operation. This meant that special

attention had to be paid to suitable IT integration concepts for the project. Concurrent engineering for efficiency For large-scale projects, concurrent engineering offers synchronized development across companies and sites. In coping with complexity, suitable IT infrastructure and sophisticated updating management are critical. Concurrent engineering yields significant benefits of enhanced overall efficiency, which can only occur when a continuous workflow across disciplines and partners is achieved. Without control over the exchange of the extensive project data and documents, there is no way to organize this magnitude of collaboration. Experienced project managers know that in this context, data update management is the key. In theory, this is quite simple. As early as the 1980s, approaches were discussed which defined the optimal sequence for various workflow activities. Each stage was characterized by specific activities, methods and techniques, and by the required tools and results, labeled as milestones. In this ideal model, project, quality and document management are considered as the integrating functions across phases. In practice, however, it is a quite different matter. Although the various phases are theoretically separated in terms of time, they actually overlap. Therefore, not all milestones of one phase have to be completed and accepted before the next phase can be started. However, this approach does require that subsequent activities are based on released milestones. In concurrent engineering, this requirement is abandoned as well. The next phase can start even before the milestones of the previous phase have

Photo courtesy Eiliv Leren / Statoil

been released. With this approach, planning time is drastically reduced, yet some redundant work may take place. Also, it must be possible to revert to a previous phase. This working method, however, can only work with a high-performance data update management system. With the data update management system, changes, errors and problems, as well as suggestions for improvement, are logged, managed and submitted in the form of up-dating requests. The update itself is performed according to internal procedures or customer specifications. Interdisciplinary perspective Another major aspect is the interdisciplinary perspective. Usually, updates not only impact one discipline, but other disciplines as well. Suppliers and contractors must also be involved in updating management. Therefore, the IT infrastructure must go beyond the company itself. In addition to the 30 sub-suppliers' various tools, Linde Engineering itself uses a number of different planning systems. Intergraph's PDS is one of the core systems for process engineering. In the Snøhvit project, PDS 2D is used to prepare P&IDs for revision and substitution. Basic planning and instrumentation for process control and electrical engineering in the gas liquefying plant were performed with Intergraph SIGRAPH.CAE®. Documentum is used for project document management. Instrumentation data integration Statoil expects planning results to be in the Intergraph SmartPlant Instrumentation format. Therefore, the SIGRAPH.CAE data is imported to SmartPlant Instrumentation. Linde has successfully used this market-leading software since 2003. SmartPlant Instrumentation offers data-based

representations of the areas of measurement, which provides a variety of benefits:

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No need for graphic dialog knowledge Highly standardized loops Support for batch processing, which clearly enhances effectiveness.

n

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Some contractors carry out their planning using SmartPlant Instrumentation. To obtain a holistic data model from the large number of results, two methods are used. Various SmartPlant Instrumentation databases are merged, or the team works directly on the SmartPlant Instrumentation master database at Linde Engineering. In the future, this integration work could be supported by Intergraph's SmartPlant Enterprise solution. With its open architecture, SmartPlant Enterprise enables convenient integration of third-party software, including internal applications and business system applications. In addition, SmartPlant Enterprise provides serviceoriented concepts for implementation of optimal industrial processes. A member of the SmartPlant Enterprise, SmartPlant Foundation offers efficient information management for the process, power and offshore industry worldwide. The SmartPlant Enterprise permits effective sharing of information and controlled communication and data exchange between tailored development tools. Furthermore, it provides a platform which integrates information flow between applications. Data only needs to be entered once, and can be reused again and again. Statoil has already used a similar Plant Information Management system based on SmartPlant Foundation. By effectively optimizing the inventory of plant information, significant time and cost savings can be achieved throughout the plant life cycle of the Snow White project.

Jana Miller is editorial director of Insight and is based in Huntsville, Alabama, U.S.

www.linde-engineering.com www.statoil.com/snohvit

SmartPlant Foundation

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Case sTudy: SAMSUNG HEAVY INDUSTRIES

Smooth Sailing for Samsung Heavy Industries

SmartMarine® 3D cuts design errors and boosts productivity

n By Jana Miller The second largest shipbuilder in the world, Samsung Heavy Industries Co. Ltd. (SHI) is strongly focused on the shipbuilding and offshore markets. The South Korean company has almost 11,000 employees and sales totaled US$8.5 billion in 2008. SHI designs and constructs high value-added vessels such as LNG carriers and large passenger ships, as well as drill ships and shuttle tankers, for which it is globally ranked No. 1. The company operates eight overseas facilities, including a ship block factory in China. SHI holds three international quality standards ­ ISO 9001, ISO 14001 and OHSAS 18001 ­ and is internationally recognized for its quality, safety and environmental awareness. seeing results SHI's Geoje Shipyard began using Intergraph SmartMarine® 3D in production in 2004 and it has already yielded measurable results that have impacted SHI's bottom line.

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"Since choosing SmartMarine 3D, we've made a remarkable reduction in the amount of design errors and material costs. We've also improved construction productivity," said Yeong Soo Bae, executive vice president of Shipbuilding Design at SHI. "With SmartMarine 3D, we have reduced design errors in half. We have also improved productivity by about 10 percent." smartMarine 3d SHI uses SmartMarine 3D for designing and building the structure and outfitting of ships (see table). The solution helps SHI manage a Microsoft SQL Server® database with 1.1 terabytes of active data. SmartMarine 3D supports concurrent engineering and a front-loading workflow. The solution provides a large amount of production information to easily interface with ERP systems, and SHI is working to take advantage of this by developing an interface.

Insight: Special Focus

Integrations with third party solution Enest, a structure nesting program, along with several in-house solutions, have proved very beneficial. "These integrations translate into a large reduction in design labor hours at SHI," said Bae. across the enterprise SHI recently chose SmartPlant Foundation, Intergraph's information management solution, to improve its productivity. This marks the first implementation of SmartPlant Foundation in the shipbuilding industry. SmartPlant Foundation forms a central data warehouse and engineering and manufacturing data change channel for large and complicated ship design. As shipbuilding projects grow larger while project schedules become shorter, an integrated product and engineering information management system represents a key success factor. The shipbuilder can exchange quality design information and manufacturing information during the project and deliver

as-built information to ship owners at the same time the project is completed. SmartPlant Foundation will be used as a standardized data warehouse in the shipbuilding division as a first step. SHI has plans to use Intergraph solutions for the entire design process, in both shipbuilding and offshore plant projects. In addition, SHI will standardize its basic CAD format corporate-wide to Intergraph's SmartSketch®. This SmartSketch standardization will extend to SHI's offshore plant division and its subsidiary shipyard in China. In-depth services SHI's experience has shown that SmartMarine solutions require far less training than previously used software solutions and its employees can be fully productive in far less time ­ in a matter of months instead of a year or more. Training includes basic courses such as a seven-week course for structural users, and a three-week course for outfitting users. "Intergraph supports our management team with valuable services," said Bae. "The Intergraph staff has also helped us with a number of customization efforts, including catalogs, rules, specifications, drawing labels, plus standards data migration." Proven experience "We chose Intergraph because they have adopted the most advanced, state-of-the-art architecture," said Bae. "Intergraph is a steady and promising company, with strong experience in developing both plant and shipbuilding CAD software." SHI looks forward to even greater success in the future, and is looking at possibly expanding its enterprise solution by adding Intergraph SmartPlant P&ID to its solution mix. "One thing we plan to achieve in the upcoming year is to reduce design cost," said Bae. "SmartMarine 3D will be used for at least the next 10 years for all of our projects as our main CAD tool."

Through the Workflow SHI takes advantage of SmartMarine 3D for a variety of shipbuilding tasks, including: Ship structure design SmartMarine 3D molded form Structure detailing n Structure manufacturing n Planning n Drawing

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Ship outfitting design SmartMarine 3D pipe routing SmartPlant Structure n Equipment placement n HVAC routing n Cableway routing n Cable routing n Planning n Hole management n Hanger and support n Weight and CG n Interference check n Drawing

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Other Intergraph solutions used SmartPlant 3D SmartPlant Foundation n SmartSketch n SmartPlant Markup Plus n PDS

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Complementary solutions used

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Enest EzHULL

samsung heavy Industries is using Intergraph technology for a variety of highvalue marine structures: Project 97,000 tonnes drill ship 96,000 tonnes drill ship 950,000 bbls FPSO Implementation Area Aft E/R (excluding forward M/C room, thruster room) E/R All area All area Delivery Date 2008 2009 2009 2010

Jana Miller is editorial director of Insight.

www.shi.samsung.co.kr

910,000 bbls FPSO

SmartPlant Foundation

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Case sTudy: WORLEYPARSONS

Merging Cultures, Growing Success

WorleyParsons selects best practices to meet increased demands

n By Robert Gibson

WorleyParsons is a leading provider of professional services to the energy, resource and complex process industries. Headquartered in Sydney, Australia, the company currently employs more than 14,000 people in 94 offices located in more than 30 countries. The firm provides technical, project and operational support services to the hydrocarbons, minerals and metals, infrastructure and power industry sectors. The global company is the result of several successful mergers. One of the original companies which would become part of WorleyParsons was Wholohan Grill and Partners, an Australian structural engineering consultancy founded in Sydney in 1971. Worley was established in the United States in the 1960s and expanded to the Asia-Pacific region in the 1970s. In 1987, Wholohan Grill and Partners purchased Worley Engineering (Australia) Pty Ltd. and the combined company changed its name to Worley. As part of its successful growth strategy, Worley, and now, WorleyParsons, forms partnerships and alliances with both customers and other

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project services providers. In fact, WorleyParsons is considered a leader in setting up and executing alliance-style contracts to provide clients with complete solutions for projects or to support facility operations. One such alliance was between Worley and Parsons E&C of Houston, Texas, U.S. In 2004, Worley acquired Parsons E&C Corporation and the company became WorleyParsons Limited. Navigating the transition The merger of Worley and Parsons E&C created the same challenge that many of our clients face: the successful integration of corporate cultures, data and systems. The merger enabled us to experience first-hand what many of our customers currently are going through. When Worley and Parsons E&C merged, we established communities of practice (sometimes referred to as best practices committees) based around our engineering systems.Our first objective was to put together roadmaps of the systems used by the major centers. Basically, we needed to know who was using what system at what level.

After reviewing these roadmaps, the decision was made overwhelmingly in favor of continuing to use the Intergraph SmartPlant Enterprise suite. The products were, and are, our preferred engineering, information and material control solutions. As manager of engineering and design systems for Australia, New Zealand, Asia, the Middle East and Africa, I work closely with other regional and group-wide representatives for project delivery, engineering, procurement and construction management systems to ensure efficient and consistent use of the integrated systems. The company has major design centers located in the United States, Canada, Europe, Middle East, China and Australia. Using a variety of solutions, WorleyParsons performs conceptual design, front-end design, detail design, procurement, construction management and asset services. setting the global standard Two years ago, WorleyParsons signed a multiyear Global Alliance Agreement covering the SmartPlant Enterprise suite of engineering applications, including SmartPlant Foundation,

Insight: Special Focus

SmartPlant Materials, SmartPlant Instrumentation, SmartPlant 3D and PDS. This agreement enables us to increase productivity through core engineering and materials control tool standardization, streamlined work processes and a consistent training methodology. SmartPlant Instrumentation is a standard across most of our projects. We're using PDS in many offices, and SmartPlant Review is used for all of our PDS projects. SmartPlant Foundation and SmartPlant Materials are global standards for us and we plan to use SmartPlant 3D on a major project next year. Common tools meet varied needs We work through all five phases of an asset's life cycle, customizing our services for each sector. To maintain WorleyParsons' leadership role, we must develop solutions for our clients that can be deployed locally and globally. Our execution centers rely on having common engineering and design systems, collaboration technologies, techniques and practices. In today's world, our clients need to get into production as quickly as possible to meet market demand. Often, this makes projects schedule-based rather than cost-based. The engineering and design tools we use must be able to meet the necessary flexibility required for all of our different client needs.

Intergraph devotes a great deal of resources talking to the major companies about best practices technology, so they understand the challenges of our industry. The engineering world is bursting at the seams. Our company has to be ready to execute projects from anywhere at any time. Intergraph's new generation design tools facilitate virtual teaming and global workshare, which are crucial to our success. We are interested in new technology with modern programming techniques that allow more integration to take place and make the information more readily available. For WorleyParsons, as well as for our clients, adopting common systems and work methodologies creates cost benefits by reducing setup, training and support costs, while also removing duplication of efforts. Of course, 80 percent of aligning, developing and deploying systems is about the people. You must have an environment of ongoing training and knowledge sharing to succeed. doing more with less We are endeavoring to do more with fewer people. This requires ongoing implementation of productivity-improving technologies. We appreciate the professionals from Intergraph, representing different products, who become imbedded in the WorleyParsons community of

practice. This strong partnership allows for faster, more successful training and better understanding of each other's directions and requirements. Improving handover A major issue for WorleyParsons' clients is documentation and data handover from the project execution team to the operations and maintenance teams. Clients know they must be mindful of the different engineering and project services systems for ongoing use by their asset services contractor. Clients are much more educated in understanding what kind of support they need, the value of the data and how much money they save with a successful handover. They're not as concerned about the technology used as they are about the quality of the information that is handed over. Ideally, our clients involve us at the beginning of the process rather than at handover. The most important element is communication. We get everyone together to work on the issues, going from handover backwards. When you build those relationships at the start, it makes the process much easier for everyone involved. In the future, we will be able to undertake work using any of our well-established systems and then hand over the data in the format required to populate the clients' systems. The authoring tools become less important than the actual format of the data created to pass on to the client. engineering integration Moving forward, I predict that the project services industry will continue to move toward more common integrated systems around the world, with support coming from fewer locations. Engineering is all about people, processes and technology. WorleyParsons is putting in place the best people, and with Intergraph's help, equipping them with the best processes and enabling technology available.

Robert Gibson is manager of Engineering & Design Systems ANZ & AMEA for WorleyParsons and is based in Perth, Australia.

www.worleyparsons.com

SmartPlant Foundation

Insight 25

vIeWPOINT: FIATECH

Promoting Interoperability

Everything has now come together ­ let's get moving

n By Dr. Richard H. F. Jackson As director of FIATECH, an Austin, Texas-based not-for-profit consortium, I am focused on finding ways to accelerate development and deployment of technologies to improve substantially how capital projects are designed, engineered, built and maintained. I regularly sit at the table with some of the finest minds from the construction and buildings industry, including EPC companies, O/O companies, hardware and software developers, universities and research organizations like the National Institute of Standards and Technology (NIST), to identify industry challenges and work on solutions. One of the key issues we discuss is interoperability. Coming to the forefront Although the concept of software interoperability has been around for quite a while, it's only in recent years that things have changed in a way that gives us greater confidence we will achieve it soon.

26 Insight

The first is that interoperability has become a topic of discussion in the boardroom and at the highest management level in our industry. Top executives understand that interoperability is an opportunity for vendors and users alike, and that we can work together to develop new business models to achieve it. Software vendors will have to invest to create more interoperability capabilities in their software, and users will have to invest to implement new work processes that take advantage of that. The second major change is that the technology of software interoperation has improved with the widespread use of XML as a tool for sharing information. More and more software developers can share information this way, and more and more users are developing XML files to be shared in this way. Costs of inadequate interoperability What we don't know is what the shift to interoperability will cost. Obviously, we need

Insight: Special Focus

new technology and staff training, as well as a new focus on how we do business. What we can demonstrate, however, is how much money and productivity are currently being lost because most systems are not interoperable. Some years ago, while I was a senior executive at NIST, I commissioned a study of the US automobile manufacturing industry supply chain. We discovered that more than US$1 billion were wasted each year due to poor data communications, miscommunications, data duplication and the cost of recovering from errors due to bad or inaccurate information. This was (and still is) a huge number and it got people's attention. Not long after I moved from NIST to FIATECH, we worked with NIST to do a similar study for the construction industry. That study showed that the losses due to inadequate interoperability were conservatively placed at US$15.8 billion in 2002. Among industry stakeholders, O/Os bore the highest share of these costs, and 85 percent of

their expenses were incurred during operations and maintenance due to time spent finding and verifying facility and project information. Working together on solutions O/Os understand what interoperability is and what it's costing them not to fix it. A common myth in the interoperability debate is that O/ Os must take the leadership role, or else the problem will never be adequately addressed. That's not entirely true anymore. While O/Os are certainly vested in the success of this issue, they do not have exclusivity over the vision, nor the sole means to achieve it. Another common myth is that EPCs will only do what owners tell them to do, and then only if owners pay for it. We've already seen EPCs streamlining their own work processes and creating interoperability inside their own companies, because they see the value in it and need solutions today, to run projects today. A third myth is that software developers can't lead, won't work together, and want to slow down interoperability to protect captive markets. In truth, the real leaders and visionaries in the software industry (most of whom are members of FIATECH) understand that interoperability is a train whose progress may be slowed, but whose eventual destination is unmistakable. They want to satisfy their customers and remain profitable, and they understand that those who embrace change and adjust their corporate strategy will thrive in the new interoperable world of the future. The big challenge is finding incrementally profitable steps to take toward our longer term vision. All parties have to come together to determine these steps and drive us forward. Navigating change Despite the community of professionals who are ready to take action, industry experts agree that a lot of hard work and troubled waters lie ahead. It's not yet known what the total costs will be, what the most immediate opportunities are, nor the long-term return on investment. But we're getting a lot closer to understanding all of this. Change is often challenging, and it doesn't just happen overnight. It takes hard work and

perseverance from everyone involved. Users will need to be realistic when it comes to implementation. They must ensure that their interoperability is built for a purpose, and that they expect to gain profit from it. EPCs and O/Os will certainly face some confusion in dealing with different vendors and working out system interoperation issues. The act of creating standards requires having agreement on the common work processes, rules and data ownership. It also means realizing what is not common and treating that as customization. Technically, it requires writing queries, which is difficult, and data mapping, which is also difficult. Staff training will be required, and productivity may temporarily decrease while the new systems are put into place. This new business model also represents a tremendous change in how we think about and protect intellectual property. Captain the ship FIATECH members are pooling resources, knowledge and experience with the goal of accelerating the achievement of interoperability. We hope to make the journey toward our goal as smooth as possible for all concerned, and we're working in all parts of the industry to produce the tools, mechanisms and justifications for the process. I believe the day is coming when O/Os will be ready to demand interoperability, the EPCs will say they can make it happen and the vendors will be prepared to provide the necessary tools. As we look to that day, we can imagine a perfect world where all project information will be available to those who need it, when they need it, where they need it, in the form the need it and at an affordable price.

About FIATECH FIATECH provides global leadership in identifying and accelerating the development, demonstration and deployment of fully integrated and automated technologies to deliver the highest business value throughout the life cycle of all types of capital projects. FIATECH envisions a future in which capital projects are executed in a highly automated and seamlessly integrated environment across all phases and processes of the capital project life cycle. Membership in FIATECH offers the opportunity to be in the driver's seat, identifying critical technologies to improve the operations and bottom-line results for capital facilities. FIATECH delivers the following benefits to all of its members: Program management experience Leveraged funding n Technology needs identification n Knowledge base of technical experts n Industry partnerships n Networking and team building n Anti-trust protection n Widespread implementation and accessibility.

n n

Members of the FIATECH board of directors include representatives from: Bechtel Corporation n Fluor Corporation n Burns and Roe n Intergraph Corporation n Center for Housing and Urban Development, Texas A&M University n KBR n Peter Kiewit Institute, University of Nebraska

n

Ric Jackson is director of FIATECH and is based in Austin, Texas US.

www.fiatech.com

CH2M HILL Procter & Gamble n Consolidated Contractors Group n Smithsonian Institution n The Dow Chemical Company n Target Corporation n DuPont n Zachry Construction Corporation.

n n

SmartPlant Foundation

Insight

27

PeRsPeCTIve: INTERGRAPH

variety is the spice of life It's a given today that any two products can be "integrated" together using any one of a wide variety of technologies and techniques to deliver equally varied levels of "interoperability." Software vendors, as a cost of doing business, expend significant resources to support a wide range of integration technologies and standards, both de facto and international, and Intergraph is no exception. It is also important that one should define the integration in the context of the work process that is being undertaken to select the most appropriate technical approach. Focusing on one methodology to the exclusion of all others can not only have a detrimental effect on the bottom line of the business, but can equally blind one to the opportunities of the "quick win" that could potentially fund the next integration goal. The remainder of this article will describe some basic integration concepts in terms of tiers so that these descriptions can be used in subsequent business discussions. Integration and Interoperability (I&I) are recurring themes for business improvement. Indeed, research projects have indicated that benefits accrued from I&I can yield up to an 8x benefit to that derived from automation alone. But many organizations find it difficult to describe what I&I actually means to them. This makes it hard for these organizations to describe to an IT vendor what they want ­ or for them to understand what the IT vendor is offering. This is not surprising, since the predominant engineering IT focus in recent history has been applied to automation. Automation can be defined as the optimization of productivity from an application by reducing the time it takes to accomplish a specific task. It's also a general truism that I&I are more about the boundaries between disciplines and business functions (the automation tasks), and so the very transference and management of information are affected by things that are not directly functions of I&I themselves, such as:

n

Tiers of Integration

Taking steps to integrate the enterprise

n By Ewan Botterill

Figure 1

Cost Timeliness n Quality n Status n Change n Milestones n Contracts.

n n

Effectively, I&I are as much concerned with information management as with business process automation. Intergraph identifies five different forms of integration ­ referred to as tiers to indicate increasing levels or steps of capability ­ evolving as suits the business (Figure 1). While the following solutions are situation-dependent, the product platform, tools and architecture deployed support a wide range and mix of these options. This is a requirement if they are to address more than one problem in a given business. Effectively, an "enterprise" strategy needs to embrace several or all of these options. Selecting a common technology platform, such as Intergraph's SmartPlant Enterprise, solves the issues of how the tiers inter-relate or evolve from one to another.

Insight: Special Focus

step up One of Intergraph's goals has been to establish a framework and methodology for I&I. There are two primary reasons. First, hundreds of applications are used during the life of a process plant. Integrating all of these and managing the resulting information in a point-to-point fashion would not only be daunting, but also would be a costly and never-ending task. Secondly, process plant data are highly inter-related and interdependent, and as such, a common language for exchange and sharing is clearly advantageous between data-centric applications. Presentation integration The simplest tier of integration is presentation integration. Data from multiple sources are accessible and provided side-by-side within a single interface, such as that of a Web portal, e.g. Microsoft SharePoint® Portal or SAP® NetWeaver®, though this is not the only technology to provide this capability. SmartPlant Explorer is one such example of presentation integration, presenting information from the SmartPlant Enterprise engineering

Ownership (of the information and the integration task)

28 Insight

Figure 2

pressures, temperatures, units of measure, etc., it is more advantageous to translate/map this data to a common intermediate application, agnostic and neutral in form, such as Intergraph's SmartPlant Schema, thereby reducing the number of transformations required to support "enterprise integration." SmartPlant Foundation manages these two different levels of data granularity containers and contents simultaneously: documents (containers) define the boundary condition/scope for exchanges and provide the deliverable record, while the data (content) is extracted and aggregated together with that from other exchanges. Clearly, if data are being brought together from multiple sources, it is possible that some duplications exist. If they don't have information management capabilities, most tools importing data simply overwrite the existing data. Some may have revision management capabilities for this new data, but it is not common. Therefore, as well as providing a common language for the exchange, the information management capability associated with data integration must also deal with this duplication ­ consider it a process of enforcing consistency on a project ­ correlation, aggregation, consolidation, etc. Additionally, data integration should also deal with the provenance, status and security of the data. It is for these reasons that such capabilities are considered essential for the project data handover application of a data warehouse. The benefits of data integration include the same benefits as presentation integration, plus the abilities to: Aggregate/consolidate the data such that overlaps are removed, providing a cleansed, high-integrity exchange/store of data n Neutralize the data to a common form for ease of access, such that the source/originating applications (which could be many) are not required for the information consumer to install, learn or indeed pay for and support, and the data appears as a seamless whole. application integration Application integration extends the data integration capabilities by adding transportation of the data to the correct location for the receiving

n

tools. SmartPlant Foundation can also be used in this context. For example, a user could navigate from data within SmartPlant Foundation, such as a plant tag, to corresponding data in other systems ­ e.g. to a maintenance procedure in SAP, to associated records in Documentum, or to realtime data in OSI-PI ­ and have it all presented in the same client interface to promote the decision support process. Data from two source applications are presented side-by-side within the same interface (Figure 2). An action or selection of data in one system view may trigger a pre-determined response from the other system view. To the end-user, it appears that the data may in fact be integrated (supplied by one integrated system), when in reality it is not. This type of integration is most beneficial to users for whom information creation is not their primary role, such as the managerial, clerical and manual workforce. In this illustration, SAP NetWeaver is providing the portal technology. The next version of SmartPlant Foundation will offer generalized portal capabilities and will supply "Web parts" for inclusion in a project portal. As we will see, this portal technology also provides vital underpinnings for deploying composite applets. data integration The second tier, data integration, is primarily about aggregating and consolidating information from different sources together into a single

common storage mechanism. Applications provide the data as exports, either with the content already mapped to the receiving system's data model during export, or via an external transformation mechanism to then be loaded into the target system, a process of Export/Transform/ Load (ETL). In this environment, the applications providing the data do not care, nor do they need to know, that the data integration (receiving) system exists. A classic example of a data integration environment is document management. Documents, drawings, models, files and "containers" of all sorts are brought together and loaded into a common classification indexing or librarian system for storage and retrieval. Intergraph's solution for document management is SmartPlant Foundation. Another more granular form of data integration is that of the engineering data warehouse (EDW), also supported by SmartPlant Foundation. "Content" from multiple disparate applications is brought together and harmonized to form a single uniform view of the "truth." This more granular data integration also forms the foundation of the other tiers of integration. It supports the uni-directional movement of data between systems and requires the data to be mapped to the data model of the target system. In point-to-point integrations, this is invariably a direct translation. But when multiple systems are required to share the same common data,

SmartPlant Foundation

Insight

29

PeRsPeCTIve: ARC ADVISORY GROUP

application, and then importing it via an application-specific protocol. This is different from data integration, because the data integration mechanism does not assume that any thing more than a "file parser/loader" capability exists for the receiving system ­ which results in reduced time and cost of deployment, but requires that the tool supports some form of validation (correctness) of the data. Many tools today provide sophisticated Application Programmatic Interfaces (APIs) or other methodologies for data acquisition which ensure quality and integrity of the resulting data. But they do require more effort to deploy (Figure 1). Typically, this route is chosen if the applications are going to exchange data bi-directionally, on a frequent basis, and the user is engaged in the export and import process. Such examples include high-value, high-frequency point-to-point exchanges ­ for example, between a 3D design tool and a stress analysis program. Another key difference is in the scope of the content being exchanged as represented by the data overlaps (Figure 3). The circles represent the content of data within three different applications. The primary goal for data integration is to remove the overlaps so that the receiving system has the total sum of the data ­ or, in other words, to "enforce consistency." Figure 3 Conversely, the primary goal for application integration is to exchange only the common/shared data between the applications. So the goal is to manage the data overlaps ­ or, in other words, to "manage inconsistency." This latter aspect of application integration is provided in the SmartPlant Enterprise via SmartPlant Foundation and SmartPlant Adaptors to the tools. Why are these two methodologies different or required? To answer that question, one needs to look at the business process being executed. Consider two examples: 1. The engineering data about an instrument have been checked and approved. The data are pushed to the procurement system for purchasing. 2. A dialogue is going on between a process engineer and an instrument engineer during the definition of an instrument. In the first example, there is no dialog ­ it is non-negotiable. In the second, there is a backand-forth exchange of evolving data. It is this negotiation, the iterative refinement process, which is the substance of engineering ­ the essence of SmartPlant Enterprise. Business process integration But application integration on its own takes no account of the business process involved ­ pplication integration can be set up, the user can push the "integration" button and data flows from application A to application B. It can be executed in a point-to-point fashion. This works fine if one of the following apply:

n

There are only two applications involved. Integration occurs in a small workgroup where interpersonal communication is good. Milestones between disciplines can be aligned for the exchange to occur.

n

n

But a business process integration is normally required when one of the following occurs:

n

The user has to interact with the data externally to their working application to decide what to accept or reject.

This would be a negotiated transaction ­ engineers want to be notified of change, but may decide not to accept for many reasons.

n

The projects extend beyond a workgroup (enterprise or extended-enterprise). Milestones between disciplines or partners do not neatly align. For example, engineering is not a real-time activity. There has to be some control, distribution, notification and management of the integration.

n

n

This requires an electronic workflow execution, involving the actions to notify, store, deliver, consume and move on. Therefore, you need to establish business process integration when you:

n

Cannot determine or predict the synchronicity of processes, exchanges and tasks between business functions Need to control the flow of the data between these functions and understand progress Need to notify and warn of change, but allow the process to continue unabated.

n

n

For this to be successful, not only are data integration and application integration required, but you also require:

n

Modeling and execution of the workflow processes between disparate business functions Identifying the timing and scope of the handover/ exchange tasks

n

30

Insight

Insight: Special Focus

Figure 4

The final tier of integration offers the ability to create entirely new applications (or applets) that may or may not have a data store of their own, and that utilize the high-quality, high-integrity data stores that have been integrated together in the previous tiers. For example, a SAP NetWeaver portal can host "Web parts" (iViews) from Intergraph, Meridium and SAP simultaneously ­ all communicating with each other as part of a "role-based" application (Figure 4). In this example, a reliability engineer is browsing engineering data, maintenance data and failure data simultaneously, querying each application as if they were one, and then executing a new task which is not part of the three integrated systems, but of the new "composite applet." evolutionary change Some of you may be asking why you should make all of this effort to segregate out integration techniques, methodologies, approaches and implementation strategies. The answer is simple ­ cost of ownership. When considering the methodology for I&I, one should think beyond the cost of initial development of the integration to the whole life cost (Figure 5). There's a lot of theory out in the industry today. Going from a document-centric world to a datacentric world represents a huge jump for many people. Most of the old ideas don't translate. We realize that you have a job to do and can't wait for technology to catch up with theory, which is why we offer pragmatic change.That is the benefit of the SmartPlant Enterprise approach. It is flexible and offers many ways to integrate data.

Figure 5

n

Interjecting into the application itself or providing a notification mechanism to warn the user of potential change Storing the change until the user is ready to receive and absorb the change (an information messaging bus for real-time data exchange is a distinct liability here) Delivering the change (after applying data and application integration, of course).

currency of project execution tasks without the anarchy of data changing "under the feet" of the end-user (a recipe for disaster). Composite applet implementation By this point, we have understood the data flowing through our business, presented the data where appropriate, consolidated the data to remove/ manage duplication, and harmonized language for portability. We have also provided mechanisms to transport the data between applications, as well as to control the route and timing of distribution. Now we know enough to go to the next integration tier.

SmartPlant Foundation

Ultimately, "where you're going to be" is revolutionary. But you can't put revolution into a project that's executing. It just won't happen, due to both cultural and contractual issues. So change has to be evolutionary. That's why Intergraph offers pragmatic steps along the way to achieve this change.

n

n

Optionally, you could enable the user to choose what to retrieve now, what to retrieve at a later date, and what to reject. This may sound like a lot of effort, but it is necessary to provide true con-

Ewan Botterill is director of global business development for information management at Intergraph Process, Power & Marine.

www.intergraph.com

Insight 31

Your Single engineering Source

SmartPlant® Foundation

keeping it real

Integration and interoperability are continuous themes for business improvement. Indeed, research projects indicate that their benefits yield up to an 8x improvement over that derived from automation alone. Intergraph's information management solution, SmartPlant® Foundation, can be the single source of access for the engineering reality of your plant ­ its structure, tags, equipment, data, and documents. SmartPlant Foundation also offers you flexible approaches to integration through modular, incremental deployment options. Real-time decisions must be made based on reliable information. We know your engineering information is profuse, complex, and dynamic. SmartPlant Foundation keeps it current, synchronized, readily accessible ­ and keeps it real.

Learn more at www.intergraph.com/go/foundation.

Intergraph, the Intergraph logo, and SmartPlant are registered trademarks of Intergraph Corporation. ©2009 Intergraph Corporation. 11/09

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