selecting and implementing maximo at progress energy · agenda 2 •progress background...
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Agenda
2
• Progress Background
• Information Systems Evolution
• Operations Strategy
• Maximo at Progress
• Project Structure and Timelines
• Where we are in our Maximo journey
• Lessons Learned
Snap Shot of the North Montney Joint Venture
66
As of Q1 2016 Total Wells
Montney Horizontals Drilled 602
Montney Horizontals on Production 515
Drilled Uncompleted 87
Production Capability – Natural GasProduction Capability – Condensate & NGLsTotal Production Capability
~700 mmcf/d10,00 bbls/d
~130,000 boes/d
*Resource figures are effective Dec 31, 2015**Contingent and Prospective Resource figures are High Case estimates
0
500
1000
1500
2000
2500
3000
2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
Capital Forecast Lost Investment Capital
($M
M)
Upstream Capital InvestmentNorth Montney Joint Venture
Appraisal Phase Development PhaseDelays – Lost Investment
Approval delays expected to result in $5B lost investment between 2016-2018
7
Clearly Communicated Corporate Direction
8
• Appraisal Phase
• Proved Reserves for 30+ year supply of feedstock to LNG Facility
• Increase in D&C activities
• Increase in Infrastructure and Facilities to support growth
• Development Phase
• Increase production for feedstock to LNG Facility
• Production increase to 2 bcf/d (330k boe/d)
• Stable capital program
• Sustainment
• 100% reliable, low cost production
• Utility Company
• Consistent repeatable processes
Progress may have changed overnight but people and processes take time!!
Information Systems Strategy Evolution
9
• Pre-PETRONAS• People based processes
• “Best of Breed” solutions
• Effective yet disjointed business processes
• Clean Data! – Achieved through “lot of eyes”
• Post-PETRONAS• System based processes
• Enterprise class solutions but still fit for purpose
• Integrated processes
• Data controlled through exception reports and clearly defined roles
• Strong adherence to controls and governance
A strong IS Strategy must align with Business Objectives
Information Systems Roadmap
10
• Roadmap was created to be strategic rather than tactical or reactive
• Appraisal Phase• Drilling
• Lease, Facilities and Pipeline Construction
• Project Scheduling and Management
• Reporting and Payment Solutions
• Development and Sustainment• Operations
• Enterprise Asset Management
• Marketing
EAM Benefits
12
• Consistent integrated business processes across Business Units
• Improved operational effectiveness and efficiency
• Integration across functional departments
• Optimized work management
• Increased asset runtimes and reliability
• Reduction of equipment failures
• Improved visibility into Operational data and reporting
• Flexible system configuration and scalability
The benefits of an EAM were supported by Progress Management. A selection process yielded Maximo.
Program Realizations
13
• Leadership had a strong vision
• Large gap existed between leaders and executors
• Org Charts were still evolving
• Departments were still being created (Supply Chain)
• Business Processes had not been developed or re-developed
This is not a system implementation, it is a Business Process Project!
Success Factors – Long Implementation Timeline
We are here
Project complete (in sustainment phase)
Project in progress
Project in progress
Project in planning phase
15
Success Factors – Business Engagement
16Business Engagement and Communication is the key to success!
Each project follows the same process in order to drive business engagement
Project 1 – Asset Identification
17
1,436
141
1,219
Facility/Well Count (+2800)RemainingLocations toVerify
Invalid LegacyLocation Data
VerifiedLocations
13,732
2,716
11,803
Asset Count (+28000)RemainingAssets to Verify
Invalid LegacyData
Verified Assets
Legacy Data Set
Cleanse Verify Enrich Validate
Asset Walk Down Completion Targets
SBU – Mar 31
WBU – Jun 30
EBU – Sept 30
DBU – Oct 31
Project 2 – Incidents and Investigations
• System GO-LIVE May 2016
• In sustainment phase
• Several enhancement releases planned
Item Month Prior to Go-Live
MonthAfter Go-
Live
Total to Date in
Maximo
Total Number Events Reported 195 215 821*
Total Number Near Misses Reported 15 33 113
Total Number Unsafe Acts and Unsafe Conditions Reported 180 182 708
Total Number of Actions entered (Events, HazOps & Inspections) n/a n/a 242**
*Total Number Events Closed = 613 (75%)**Total Number Actions Closed = 84 (35%)
18
Project 3 – Management of Change (MOC)
• System GO-LIVE is scheduled for October 31st
• Focus on Engineering Management of Change
• Equipment & Infrastructure changes
• Safety & Protective Control System changes
• Chemical & Feedstock changes
• Program & Procedure changes
• Standardizes and enforces MOC screening, review and approval processes across Operations, Facilities and D&C departments
Business Requirements 102
System Requirements by Application Type
348
Administration (Org Settings, System Settings)
8
MOC Application 214
MOC Request Application 117
Resources (People, Person Groups)
9
System Requirements by Configuration Type
348
Application Configuration 257
Automation Script 6
Security 3
Start Center 2
Workflow 80
19
Phase 1 Phase 2 Phase 3 Phase 4 Phase 5
Project 4 – Work Management
CorrectiveQ1 - 2017
PreventiveQ2 - 2017
PredictiveQ3 - 2017
SchedulingQ3 - 2017
Asset IntegrityQ4 2017 – Q1 - 2018
Fun
ctio
nal
• Corrective Maintenance
• Failure Analysis
• Time Entry• Preventive
Maintenance• Job Plans• Routes• Counter Meters
• Gauge/CharacteristicMeters
• Predictive Maintenance• Condition Monitoring• Criticality Analysis
• Scheduling• Capacity Planning• Material Planning• Turnaround
Planning• Cost Analysis• Labor Analysis
• Corrective Maintenance• Failure Analysis• Time Entry• Preventive Maintenance• Job Plans• Routes• Scheduling• Capacity Planning• Material Planning• Turnaround Planning• Criticality Analysis• Cost Analysis• Labor Analysis
Inte
grat
ion • eDocs • PI? • Qbyte/AFE
NAV/ADP?• Solufy/Other
Schedulers?
• REMS?
Ass
et S
cop
e • Rotating• E&I• Measurement• Tanks• Pressure
• Rotating• E&I• Measurement• Tanks
• Rotating• E&I• Measurement• Tanks
• Rotating• E&I• Measurement• Tanks
• Pressure• Pipeline
20
Lesson Learned (so far!)
21
• Internal sales cycle is always a challenge
• Not all Subject Matter Experts are equal
• Communication to business and field is essential
• Assets take a long time to validate
• Mobility (will business apps ever catch up to consumer apps?)
• Business processes never stop changing
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