Information Management and Maturity Management An Owner-Operator’s viewpoint

1. Information Management andMaturity ManagementAn Owner-Operator’s viewpoint David Hodgson – Mar 2011

2. Agenda • Setting the scene • BP’s Global projects Organisation • Information management in BP’s GPO • Benefits & War stories • Maturity Management • BP and Planning Planet • Objectives • To explain the background and our “journey” • To outline why MM is so important to us • To discuss ways of achieving success on projects

3. What is Maturity Management? • It is assigning a level of maturity to every component of a Project. • Component = uniquely identified piece of equipment, pipe, cable, instrument, etc. • Maturity level reflects the progression of an item from initial identification through procurement, construction, commissioning and eventually, handover for operational use. • There are rules and standards for maturity. • The technique has a long history: • Based upon common practice in document and 3d model management • First proven in 1996, gradual development since then • The technique has proven benefits • The technique has significant future potential

4. Context:The Prize of Good Information Management • Delivery of Technical Integrity • Information is accurate • You know where everything is • In the Central Information Store! • You know the status of everything • Especially Data (tags) and Documents • Improve productivity • Less wasted time trying to find stuff • Use the information to determine progress • Input to progress calculation • Basis for KPIs • Use the information to make project decisions • Manage by exception, focus upon issues • Drive Information Handover • linked to equipment handover

5. Success Story 1: ETAP, 1996 • A large and complex BP North Sea development, ca. 1994 – 1998 • Prototyped many new Project Management techniques and tools • Broke new ground in Information Management • Techniques evolved from 3d model management and document management • Information Management was proven • Delivery of isometrics and other documents • Service supports production • Management of cables • Supplier documents • 15 years on…

6. Context: Information Management in GPOInformation Centred Working Decision making Document management Data management Models management Documents Data Models Per project:100,000 docs x 3 revisions Per project:50,000 tags x 40 attributes Per project:1 TB • Examples: • Operating Pressure • Weight • Doc xref • Examples: • PDMS • GIS • SP Instruments (Intools) • Examples: • Instrument Index • Basis of Design • P&ID Central Information Store (CIS) is key to success

7. Context: Central Information Store: Endured – Trusted - Accepted Golden Rule 1 “If it’s not in the central store, then it does not exist” Golden Rule 2 Once it’s in the CIS, then we need to know the status Endured: “Information is an afterthought” Accepted: “I can see how this might help” Trusted: “This approach will save time and cost!”

8. Maturity Management – direct benefits • Enables informed decision making • Sound basis for progress measurement • At individual item level (focus effort on problem areas) • Eg Piping Line, pipe support • At group level, eg: • By Document (eg P&ID) • By Purchase Order (eg valves) • By Commissioning Subsystems • Using associations, eg: • Lines connected to Nozzles • Wall Penetrations • Driving Information Handover • Project comparisons • Change Management

9. Maturity Management Report Stages 0 – 1 – 2 – 3 – design good to share – AFD/AFP equivalent 4 – 5 – supplier data approved – AFC equivalent 6 – 7 – commissioning complete – equipment handed over to operations 8 – 9 – hand over to operations complete (Ops take ownership) object identified preliminary design complete interim design complete - AFE supplier data approved – engineering design further detailed design data complete – ready to handover to completions engineering queries closed out. As built. Data in CTDB. Ready to be handed over to operations

10. Situation Solution Problem Result Success story 32003: ACG 1 Central Azeri piping bulks procurement Traditionally strong pressure to place orders for piping bulks and fittings early to secure delivery in time for construction. We have relied upon estimated MTOs from preliminary P&IDs, line shoots, volumetric estimation. Has often led to over / under material requisitions. Over = materials wasteage (unfavourable sell back deals), Under = delays due to delivery times or cost of accelerating delivery to match schedule. Applied Maturity Management = recording the status of individual tagged items (pipes, valves, equipment etc) from initial design through to asbuilt delivery. Used the MM status of the piping to inform the decision making for piping bulks procurement. Application of MM to decision making in process and piping design and applying MM based rules to piping MTO process lead to considerably improved MTO accuracy, fewer top-ups, accelerated delivery payments etc. Approximately 10-12% savings in material costs.

11. Situation Solution Problem Result Success story 42005: Cloning of West Azeri from East Azeri design 10% differences in process. Utilities identical. 6 months apart in schedule (EA ahead) Ops requirement: “we want the same design” Design KPIs at the time 30-40 manhours per tonne Don’t design the identical items twice Engineer the differences to fit Copy the design at component level, when it is mature enough Common components: develop EA components to RS 5 Copy every night Develop the differences to fit EA design KPI was 30 manhours per tonne. WA design KPI was 14 manhours per tonne. Net saving (design costs only) = £24 million. Also major construction cost savings, and ops satisfaction.

12. Planning Planet Corporate Partnership • Seen as a mutually beneficial relationship which gives BP employees access to an online knowledge base of over 7,000 oil and gas professionals with 20,000+ years experience. • Opportunity to engage with and shape an Industry wide accreditation programme which will enable us to: • Asses our current team to understand strengths weaknesses and reassess for continual improvement • Assure quality of future employees – Our preference will be for new hires to have Guild Accreditation • Compare skills to regional, industry benchmarks / trends and compare with standards of professional bodies PMI, IPMA APM ACE • Gain ideas and practices within industrial / regional specialism’s • Engage with special interest groups, network and share ideas on best practice and knowledge

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