Pipeline Construction

Pipeline Construction Equipment Design Capability and Experience

Overview Pipeline Construction Equipment Design Capabilities INTECSEA, headquartered in Houston, Texas was formed in 2008 by the joining of heritage Intec with Heritage Sea Engineering to provide a consolidated floating systems risers, pipelines and subsea engineering and construction management services within the global WorleyParsons Group. INTECSEA has established operating offices in Houston, Texas; Kuala Lumpur, Malaysia; Singapore: Delft, The Netherlands; Rio de Janeiro, Brazil; Perth and Melbourne in Australia; and London, UK. INTECSEA’s major areas of expertise include subsea and floating production systems, marine pipeline and riser systems, Arctic pipelines, marine terminal systems, and Arctic structures. Additional areas of expertise include flow assurance and operability, marine surveys, marine operations and offshore equipment design. This document describes INTECSEA’s capabilities and experience specific to Pipeline Construction Equipment Design. INTECSEA and its senior staff have been involved in the design and operation assistance of offshore pipeline construction equipment since early 1970’s. Several of these projects involved conventional offshore pipeline installation equipment while other projects represented innovative pipeline installation equipment technology at the time of design and construction. The involvement of INTECSEA senior staff prior to INTECSEA formation in 1984 ranges from design of complete pipelay systems to design of specialized components; including pipelay stingers, pipe handling systems and subsea equipment for vertical jumper installations.

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Pipeline Construction Equipment Design Capabilities and Resources Project Name/Location

Client

Project Description

Finish Date

Development of a subsea support tool to assist in vertical rigid jumper installation for BP Mardi Gras

BP

Detailed design and delivery management of subsea tool for 16-inch to 28-inch vertical rigid jumpers in water depths up to 3,000 m.

2006

National Petroleum Construction Co, (NPCC)

Motion and morring analysis design of spuds, hitch, a-frame, carry out structural checks, pipelay analysis and confirmation of stinger geometry.

2004

Torch Inc.

Tensioner sizing for a pipe reeling system

2003

Oil States Industries

Preliminary design of a J-Lay system for a semi-submersible drilling vessel for 10 inch diameter pipeline installation in 900 meters water depth offshore Brazil.

1998

Detail design of a J-Lay system for a semi-submersible vessel for 8 to 10 inch diameter pipeline installation in 750 meters water depth.

1998

Petrobras

Modification of the design performed by INTECSEA in 1993 to accommodate 20 inch diameter pipelay operation in 150 meters water depth.

1998

IPCO Marine

Conversion and outfitting of a cargo barge into pipelay/crane barge to install multiple pipelines simultaneously and installation of marine structures.

1997

Conversion of a cargo barge to shallow water pipelay barge UAE

Reel-lay System GoM

J-Lay System for Drilling Vessel Amethyst Brazil

J-Lay System for Semi-submersible Uncle John

Cal Dive International

Gulf of Mexico

Rigid Ramp Modification for the BGL-1 Pipelay Barge Brazil

Conversion and Outfitting of a Cargo Barge Singapore

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Project Name/Location Stinger Design Global Pipelay Barge Chikasaw

Client

Project Description

Global Pipelines Detail design of a stinger to enhance Inc. pipelay depth to reach 1200 meters.

Finish Date 1994

Gulf of Mexico

Stinger Design for Pipelay Barge BGL-1

Petrobras

Detail design of a stinger to enhance 16 inch diameter pipelay depth capability of the BGL-1 to 275 m.

1993

Detailed design of a pipelay system to convert two work barges into a pipelay system for installation of a 24-inch pipeline in shallow water. Evaluation of existing and prototype construction equipment to install pipelines in water depths from 300 to 1500 meters.

1989

Valmet Corporation

Preliminary design for the conversion of a crane barge into a pipelay vessel and stinger design for the vessel.

1987

Valmet Corporation

Preliminary design of a new barge to install pipelines in the Caspian Sea with a retractable stinger.

1986

Brazil Conversion of Work Barges

Techint

Argentina Low Cost Alternatives for Deepwater Pipeline Installation

Conversion of Crane Barge Stanislav Yudin

Joint Industry Study

Helsinki, Finland Caspian Sea Pipelay Barge Israphil Guseynov Caspian Sea

1989

INTECSEA personnel were responsible for the following pipelay construction equipment design projects prior to the formation of INTECSEA in 1984:

Pipelay Barge for Barents Sea Barents Sea Viking Piper Pipelay Barge North Sea Caspian Sea Pipelay Barge Suleymom Vezirof Caspian Sea

Valmet Corporation

Preliminary design of a pipelay barge, with pipe ramp within the hull to provide protection to pipeline in ice covered water. Viking Jersey Ltd. Design of a new barge which included double jointing to lay pipe of up to 48 inch diameter.

1982

Gusto Shipyard Design of a new barge to lay pipe of up to 34 inch diameter in water depths up to 200 m.

1974

1975

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Pipeline Construction Equipment Design Project Experience INTECSEA Pipeline Construction project experience is best illustrated by describing selected projects.

Caspian Sea Pipelay Barge Suleyman Vezirov In 1972, W. J. Timmermans, one of the founders of INTECSEA, was responsible for the design of the pipelay system for the laybarge Suleyman Vezirov which was built by the Gusto Shipyard in Holland. This barge was designed to lay up to 34 inch diameter pipe in water depths to 200 m in the Caspian Sea. The design responsibility included the development of operating capabilities and limitations, layout of all pipelay equipment, detailed design and model testing of a fixed rigid stinger, specifications for pipelay equipment and stinger fabrication, and preparation of operating manuals. Figure 1 illustrates the vessel model layout. Figure 2 shows the model of the barge and stinger configuration for large diameter deepwater laying and Figures 3A and 3B show details of the rigid stinger. Assistance was provided to the shipyard during the detailed design of the lay barge and pipe handling systems, and also during construction. A training program was developed and prospective barge personnel were instructed in pipelay principles, followed later by an on-site commissioning phase and installation demonstration. The vessel was delivered in 1974. The pipelay barge was refurbished in late 1990 to lay pipe for the Pennzoil Dostlug Development in the Caspian Sea.

Viking Piper Pipelay Barge Starting in 1973, INTECSEA senior staff was responsible for concept development and model testing of a new pipelay vessel intended for service in the northern North Sea. A semi-submersible hull shape was selected and the main features of the pipe handling, pipeline make-up and laying systems were defined. Viking Jersey Ltd., a consortium of companies, then awarded the design to an engineering firm in The Netherlands. W. J. Timmermans was the assigned Project Manager assisted by other staff who are now with INTECSEA. The design scope included pipe handling and storage, double jointing, pipe make-up, tensioning system, stinger, mooring system and pipe protection system. Deck layouts were prepared and equipment selected and specified. Figure 4 shows the vessel in operation in the North Sea. Of particular note was the retractable rigid stinger referred to as the Stern Ramp for which a patent was granted naming W. J. Timmermans as the inventor. Figure 5 shows the Stern Ramp during operation in severe sea conditions. Another innovation was the Pipe Protection System which integrated information on the barge behavior, pipe properties, tension levels and environmental conditions to provide real-time information on stress levels and configuration of the suspended pipeline segment. This system was also patented, naming W. J. Timmermans as co-inventor. The Viking Piper Pipelay Barge was built by the Gusto Shipyard in Rotterdam and started operation in 1975 by laying a 36 inch diameter pipeline between the Ninian Field and the Shetland Islands. It is still the largest and most sophisticated pipelay vessels in operation. It is currently owned and operated by ETPM as the LB-200.

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Pipelay Barge for Barents Sea Operations In 1982 a preliminary design was developed for Valmet Shipbuilding in Helsinki, Finland for a pipelay vessel for the Barents Sea in support of their proposal to the former Soviet Union to build a major pipelay vessel. The design was developed by senior INTECSEA staff prior to the formation of INTECSEA in 1984. The design included a hull form and pipe ramp configuration that would provide maximum protection to the pipe and mooring lines in ice covered waters. The design scope included deck layout, preliminary stinger design, equipment definition for mooring and pipelay systems, and determination of pipelay barge operating limits. The vessel, shown in Figure 6 was not built due to lack of field development in the Barents Sea.

Caspian Sea Pipelay Barge Israphil Guseynov In 1986 INTECSEA was responsible for a design project started for Valmet Shipbuilding who were bidding a second pipelay barge for Caspian Sea operations. INTECSEA prepared a preliminary design for this vessel including operating characteristics, deck and machinery layouts, pipelay equipment, mooring system design and design of a retractable stinger. Valmet was not the successful bidder, but many design features developed by INTECSEA were incorporated into the final design and construction performed by Rauma Repola of Finland. Figure 7 depicts the vessel design developed by INTECSEA, including the retractable stinger concept. Figure 8 shows the actual stinger.

Conversion of Crane Barge Stanislav In 1987 INTECSEA developed a preliminary design for the conversion of the Russian Crane Barge Stanislav Yudin into a pipelay vessel. It included definition of hull modifications required to accommodate a lay ramp, preparation of deck layouts, equipment performance specifications and preliminary design of a pipelay stinger.

Conversion of Work Barges into Pipelay System In 1989 INTECSEA assisted an Argentinean contractor, Techint, to convert several marine work barges into a pipelay system for installation of a 24-inch diameter pipeline crossing the flood plain of the Parana River, a distance of 32 km. In addition, INTECSEA provided assistance during construction by preparing installation procedures and construction management support.

Conversion and Outfitting of Pipelay Barges In 1997 INTECSEA assisted IPCO Marine in the purchase, conversion and outfitting of a laybarge to install multiple pipelines simultaneously in and off the Escravos River in Nigeria. The work involved design of the deck layout, selection of mooring and pipelay equipment, design of a short stinger, and preparation of installation procedures. INTECSEA staff supervised the conversion work in a shipyard.

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Conversion of Cargo Barge to Shallow Water Pipelay Barge In 2004 INTECSEA performed detail design work for the National Petroleum Construction Company (NPCC) in Abu Dhabi for the conversion of a cargo barge to a shallow water pipelay barge. The work included performance of barge motion and mooring analysis, design of spuds and spud wells for the barge, design of hitch and a-frame support for the stinger including structural strengthening of the barge, performed structural checks and design modifications to the existing stinger, performed dynamic pipelay analysis in 2m to 20m water depth, confirmed tension requirements and roller positions on the barge confirmed stinger geometry and biaised with ABS for the client approval of the barge modifications.

Pipelay Stinger Design Projects INTECSEA has completed several detailed design projects for pipelay stinger systems for existing laybarges to increase the depth capacity of these vessels. These projects included a stinger for the Petrobras Laybarge BGL-1 to enhance water depth capability to 275 m as shown in Figure 9, a stinger for the Global Laybarge Chickasaw to enhance water depth capacity to 1,200 m as shown in Figure 10, the design of a J–Lay system for the semi-submersible drilling vessel Amethyst for use in deepwater pipeline installation offshore Brazil, and a J–Lay stinger for the semi-submersible Uncle John under contract to CalDive.

Subsea Support Tool to Aid Vertical Jumper Installation INTECSEA has developed a subsea support tool to aid vertical jumper installations for the BP Mardi Gras Project. During deployment of large vertical rigid jumpers for pipeline repair (ranging from 16-inch to 28inch) there is potential for alignment issues associated with the mechanical connectors that would not allow the connection to be made. The vertical support tool enables the center of the jumper spar to be elevated, thereby adjusting the connector alignment to be within tolerance and enabling connector make up. Figure 11 shows a picture of the tool INTECSEA designed. In addition, INTECSEA managed equipment manufacture, FAT and full scale SIT test. This tool makes up part of the BP Mardi Gras Pipeline Repair System.

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Pipelay Vessel Design and Upgrading Services Pipelay System f

Performance Requirements Verification (pipe characteristics, operating environment, limiting seastates, production rates, applicable codes)

f

Overbend Configuration (roller and stinger settings review)

f

Pipe Joining System (end preparation, welding, NDT and field-jointing)

f

Pipe Supply and Transfer Systems (cranes, storage racks, rollers, conveyors, line-up equipment)

f

Tensioning and Abandonment/Recovery (A/R) Systems

f

Mooring System and Anchor Handling Equipment

f

Riser Installation Capability (davits and cranes)

f

Pipeline Repair Capability

Stinger Design f

Define Operating Limitations and Design Criteria

f

Evaluate and Select Stinger Type and Adjustment Capability

f

Define Preliminary Operating Procedures

f

Load Analyses

f

Stress Analyses

f

Buoyancy Analyses

f

Free Floating Attitude Analyses

f

Hitch and Hinge Detailed Design Review

f

Stinger Configuration and Instrumentation Specifications

f

Buoyancy Control System Checks

f

As-Built Drawing Review

f

Operating Manual Development and Review

7

Pipe Handling/Safety Systems f

Logic Diagram and Schematics

f

Determine Measurement Parameters

f

Static and Dynamic Pipe Stress Configuration Monitoring

f

Initiation, Laying and A/R Simulations

f

System Hardware and Software

f

Other Equipment, Instrumentation and Measurement Devices

Position Reference Systems f

Logic Diagrams

f

Satellite Positioning Systems

f

Anchor Pattern Display Systems

f

Barge Position and Pipe Touch Down Point (TDP) Tracking System

f

As-Built Mapping System

Subsea Installation Equipment INTECSEA has the experience and personnel capable of designing subsea equipment installation aids and managing their system delivery via procurement / package management, FAT and SIT management. These services include a full complement of: f

Structural Design

f

Mechanical Design

f

Drafting

f

Package / Procurement Management

f

FAT / SIT Management

f

Preparation of Operations Manuals

8

Project Execution In addition to the above described design capabilities and experience, INTECSEA can assist during construction by providing inspection at manufacturing plants for pipelay equipment, inspection during stinger fabrication, supervision of software and hardware development, technical assistance during fabrication, procurement, assembly and project management.

Operations Manual During commissioning and start-up, INTECSEA can provide operating manuals for various barge functions, training of operating personnel and assistance during commissioning and sea trials.

FIGURE 1: SULEYMAN VEZIROV MODEL WITH STINGER

9

FIGURE 2: SULEYMAN VEZIROV MODEL WITH STINGER IN POSITION

10

FIGURE 3A: PIPELAY STINGER SECTION

FIGURE 3B: RIGID STINGER HITCH ASSEMBLY

11

FIGURE 4: VIKING PIPER PIPELAY BARGE

12

FIGURE 5: VIKING PIPER RETRACTABLE STINGER

FIGURE 6: BARENTS SEA LAYBARGE

13

FIGURE 7: CASPIAN SEA LAYBARGE

14

FIGURE 8: ISRAFIL GUSEYNOV STINGER SYSTEM

15

FIGURE 9: COMPUTER GENERATED STINGER CONFIGURATION

FIGURE 10: CHICKASAW DEEPWATER STINGER

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FIGURE 11: SUBSEA SUPPORT TOOL

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Selected Project Resumes f

Caspian Sea Pipelay Vessel

f

Deepwater Pipeline Installation Study

f

Petrobras Laybarge Ramp Extension

f

Global Chicksaw Deepwater Stinger

f

Bideford Dolphin Updrage Project

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Project Profile Project: Client: Scope: Timeframe:

Phases:

Global Chickasaw Deepwater Stinger Global Pipelines, Inc. INTECSEA evaluated concepts for upgrading the pipelay systems, including modifications to the reel, pipe tensioning systems and a new stinger January 1994—December 1994

1

2

3

4

5

Identify

Select

Define

Execute Operate

The horizontal reel barge, Chickasaw, has an extensive history of installing up to 12-inch diameter pipelines in the Gulf of Mexico using the reel method. During 1994, water depth capabilities were upgraded with a new dynamic positioning system, increased pipelay tension and a high departure angle stinger. The Chickasaw is now able to install small diameter pipelines in water depths to 6,000 ft. SCOPE OF SERVICES: INTECSEA evaluated concepts for upgrading the pipelay systems, including modifications to the reel, pipe tensioning systems and a new stinger. Required pipe overbend radii, departure angles, hitch systems and deployment procedures were incorporated into the selected stinger concept. Subsequently, a detailed stinger design was performed which included static and dynamic load determination, flotation analysis, lifting analysis and hitch design. Structural analysis was performed using STRUCAD based on vessel RAOs and hydrodynamic loads provided by the operator. A complete set of fabrication drawings was prepared by INTECSEA including the stinger structure, hitches, hitch actuation systems and roller boxes. The stinger design was completed in 1994.

Project Profile Project: Client: Location: Scope:

Timeframe: Phases:

Petrobras Laybarge Ramp Extension Petrobras Campos Basin, Brazil INTECSEA services included detailed design and fabrication assistance of the ramp structural frame, adjustable rollers, ramp-to-barge connection hardware and auxiliary buoyancy tanks. July 1992 - October 1992

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2

3

4

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Identify

Select

Define

Execute Operate

INTECSEA was responsible for detailed design of a rigid ramp extension for the Petrobras Laybarge BGL-1 thereby making it suitable for pipelaying operations in water depths to 275 m in the Campos Basin, offshore Brazil. SCOPE OF SERVICES: INTECSEA services included detailed design and fabrication assistance of the ramp structural frame, adjustable rollers, ramp-to-barge connection hardware and auxiliary buoyancy tanks. Floating attitudes during hook-up and abandonment operations were analyzed and procedures developed. The design also included modifications of the underdeck structure of the BGL-1 and the addition of a structural frame at deck level to support the fixed ramp. Structural analyses were performed for a variety of operating conditions with the aid of STINGFOR, PIPEPLUS and OFFPIPE computer programs. A complete set of detailed drawings and bill of materials was issued for the ramp and for barge modifications. The detailed design and fabrication assistance were completed in October 1992.

Project Profile Project: Client: Location: Scope: Timeframe:

Phases:

Deepwater Pipeline Installation Study Joint Industry Study Brazil The study included an extensive review of existing pipeline construction equipment, and the potential for extending water depth capability. March 1989 - October 1989

1

2

3

4

5

Identify

Select

Define

Execute Operate

Deepwater development plans offshore Brazil and in the Gulf of Mexico will require pipeline installation in water depths to 6,000 ft and beyond. Installation would require the use of third generation barges with extended mooring capability, or the construction of new J-lay equipment, both of which are high cost options. Therefore, INTECSEA performed a Joint Industry Study to develop lower cost deepwater pipeline installation methods, utilizing existing equipment to the maximum extent, for pipeline diameters of 8 to 24- inches. SCOPE OF SERVICES: The study included an extensive review of existing pipeline construction equipment, and the potential for extending water depth capability. Practical alternative methods were identified and reviewed, and procedures developed to define equipment modification requirements. The most promising alternatives were selected and a preliminary system design prepared to a sufficient level for a realistic modular J-lay system, and a Pipe Bending and Straightening (PBS) System. The cost effectiveness of the selected methods were demonstrated by several examples, indicating that the cost per mile of deepwater pipelines can be compatible with conventional harsh environment installations in shallower water. The results of the study provided the basis for a PBS system patent. The study was completed in October 1989.

Project Profile Project: Client: Location: Scope: Timeframe:

Phases:

Caspian Sea Pipelay Vessel Valmet Corporation Caspian Sea INTECSEA was responsible for preliminary sizing and arrangement of various pipelay barge subsystems February 1986 - April 1987

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2

3

4

5

Identify

Select

Define

Execute Operate

INTECSEA prepared the preliminary design of a new pipelay vessel for pipeline installation, riser installation, subsea tie-ins and subsea pipeline repairs in the Caspian Sea. SCOPE OF SERVICES: INTECSEA was responsible for preliminary sizing and arrangement of various pipelay barge subsystems including pipe storage and transfer, pipe make-up, tensioning system, pipelay stinger, mooring system and pipe stress control system. In addition, the vessel will be provided with a pipeline repair system for water depths to 300 m for which a preliminary system design was prepared based on the use of manual and/or remote semi-automatic hyperbaric welding. The vessel was shipped in sections through inland waterways and then assembled in the Caspian Sea. This project was completed in 1987.

Project Profile Project: Client: Location: Scope: Timeframe: Project Value:

Bideford Dolphin Upgrade Project Harland & Wolff The North Sea Assist Harland & Wolff with project management. April 1997 - October 1997 USD 240 thousand

Phases:

1

2

3

4

5

Identify

Select

Define

Execute Operate

The Bideford Dolphin semi-submersible drilling unit was built in the early 1970’s and operated for a number of years in the North Sea. In 1996, Dolphin Drilling Company decided to convert/ upgrade the Bideford Dolphin into a fifth generation drilling unit for worldwide service. The conversion included:

• • •

Increasing deckload capacity and stability by installation of additional buoyancy compartments Structural reinforcements, repairs and life extension of the basic hull and installed machinery Procurement and installation of a ram type drilling system, reconditioned mud pump system, new diesel/AC generators and electrical system, new distributed control system (DCS), thrusters, mooring system, crane and accommodations for approximately 100 personnel

SCOPE OF SERVICES: Dolphin awarded contracts for engineering services and equipment supply to many major contractors, subcontractors and vendors. The primary shipyard contract for the vessel repairs and installation of the owner-furnished equipment was awarded to Harland & Wolff in Belfast, N. Ireland. Shortly after award in April 1997, INTECSEA seconded a team of senior personnel to assist Harland & Wolff with project management. The INTEC SEA project team initially worked with the main engineering contractors in Stavanger, Norway to assimilate critical design data and drawings as required to accelerate completion of the drilling unit and to assist in resolving potential interface problems. INTECSEA provided liaison as the design contractors completed the design in Norway or relocated to Harland & Wolff in Belfast, N. Ireland. INTECSEA personnel also prepared fabrication procedures, method statements and inspection category design submissions to the classification society (DNV) and represented Harland & Wolff at subsequent meetings. The work was performed from April to October 1997.

Project Management WorleyParsons maintains a comprehensive suite of tools to manage projects at the highest level around the world. WorleyParsons employs a consistent, proven suite of group-wide processes, systems and tools supported by functional managers (Business Process Owners, or BPOs) and Business Systems Groups (developers, trainers, start-up support, help desk, commercial agreements, etc) scalable for any size project. Enterprise Management System (EMS) web enabled repository of policies, directives, standard workflows, procedures, guidelines, forms, and checklists content controlled by BPOs EMS is easily accessible in any of our offices and is company standard enabling the more than 30,000 staff in 110 offices to share work on a common platform. The supporting systems are tailored to apply in each of the following stages of a project: Identify, Select, Define, Execute, and Operate.

WorleyParsons Project Management Process (WPMP) is our scalable, risk based framework for project execution – some content mandatory, most is advisory. The main principles of WorleyParsons Management Processes are: f

It is s a matrix of mandatory or potential tasks applicable for each project phase. Mandatory tasks kept to a minimum

f

Project Value Objectives are clearly documented, and Maximum Value identified and realized

f

Decision support package requirements are fundamental to what is planned for and delivered in each phase

f

Value Improving Practices (VIPs) are used as appropriate

f

Each of the tasks is summarized in an overview task sheet, supported as required by: –

Procedures

–

Corporate Guidelines

–

Template Project Plans

–

Go-Bys

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The system includes prompts and go-bys easily available for each phase of the work, illustrated by the following examples for Select Phase projects:

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InControl InControl is our CTR based project cost and resources control tool - for small or large projects. It is WorleyParsons proprietary, but interfaces with third party applications plus selected third party applications under global agreements – Intergraph (PDS, Marian and SmartPlant Foundation), Primavera, Oracle, Quest, etc. Other supporting systems include: f

Primavera Project P3 –

f

Cost Management System (CMS) –

f

f

Estimating cost and schedule impact due to project changes

Scorecard –

f

Project planning and control

Engineering progress measurement and productivity

Project Portal (EDMS) –

Secure, web-based, integrates closely with Microsoft Office 2003

–

Data, schedules, and documents can be accessed from a central location by project teams, clients and vendors worldwide

Encompass® –

Total project management information tool

–

Up-to-date and accurate information not only in the home office, but at the job site and at select partner or customers sites as well

–

Information can be shared worldwide by project teams

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Interface Management is one of the most critical management practices that must be performed to an excellence-in-execution result. Interface Management is core-defined as eliminating "the gaps and the overlaps.” In principle, Interface Management is clearly recognized by INTECSEA as a key active component of our Project Execution Plan. The key is to recognize what information is required at what time by whom and where and to handle the constant flow of information, decisions, and requirements between all the stakeholders in the project. To this effect a common interface management process needs to be established among all parties; this requires that the interface management process is clearly identified as a contractual obligation between all parties. There are multiple levels of information exchange: Internal: f

Between individual disciplines within Client team

f

Between Client team and contractors,

External: f

Between the internal groups within the contractor

f

Between vendors, subcontractors, and 3rd parties and the main Contractor

Based on the experiences gained by INTECSEA, a methodology has been developed that suits most projects and applies to both internal and external interface management. The purpose of the IMS will be to maintain lines of communication between different stakeholders and Contractor(s) and, ensuring that technical details are consistent, schedule delivery dates are achieved and costs are kept within an agreed budget, as well as providing early warning to interfacing conflicts and tracking the effects of change.

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The objectives of our Interface Management process are to: f

f

f

Define the Information Exchange Requirements throughout all Phases of a Project –

General Project Information

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Equipment Interfaces

Information Required by Who and When –

Project Schedule and Milestones

–

Deliverables

–

Contractor Workscopes

Monitor the Exchange of Information –

Take Corrective Action through an Early Warning System

Excellent communication is of course an essential ingredient, but it needs to be accomplished in a systematic way to ensure interfaces are handled most effectively. Typically managing, coordinating and resolving interfaces are the role of an Interface Manager who reports directly to the Project Manager. His role is to systematically track the information exchange and its impact on progress. INTECSEA’s Interface Management Process is a proven system tool to support the tracking, management, and effectiveness of the exchange of important project information. Our IM system provides the following reports: f

General Interface Information Reporting (general interface physical properties)

f

Interface Schedule Information Reporting (inter-related activities associated with search)

f

Interface Clarification Register (listing issues, date raised, due date, resolution)

f

Change Report (documenting the changes and the responsible parties)

f

Document and Drawing Register (listing project and ‘shadow’ document status)

INTECSEA personnel have been responsible for interfaces on a number of recent projects, such as the ChevronTexaco Agbami project. This major undertaking requires the management of over 85,000 interfaces between disciplines and contracts. The system was established during the FEED phase to coordinate the design effort and will continue throughout project execution phase to support management of the vendors and contractors.

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The INTECSEA Interface Management System (IMS) General interface information is organized on three working levels with increasing detail. It reports general interface physical properties for attributes, components and tasks. The system links with the project scheduling tools to identify impacts and monitor status. The Interface Clarification Register lists issues, dates raised and due, resolution, responsible party and resolution team. The change report documents changes to interfaces, tasks and milestones. The Document and Drawing Register lists current document and "shadow" document status. A graphical interface, an example of which is shown in Figure 1 below, enables ease in finding related interfaces and facilitates coordination among the project participants.

INTECSEA IMS Concept Presentation

Figure 1: Graphical Interface on Typical Multi-Faceted Development

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Effective interface management is key to the successful delivery of FEED and Detailed design. An Interface Management System (IMS) will be established during the FEED phase to identify and define design and disciplines interfaces and then continue through project execution to coordinate multiple contracts and suppliers. The purpose of the IMS will be to maintain lines of communication between different disciplines, groups, companies, and contractors to ensure that technical details are consistent, schedule delivery dates are achieved, and costs are kept within an agreed budget, as well as providing early warning to interface issues and a mechanism for resolving. Interfaces are either internal (within a defined component, assembly, or work scope) or external (between components, assemblies, work scopes, or organizations). As the project advances into the FEED, detail design, and execution phases, the management of external interfaces becomes more important and complex. INTECSEA has developed an Interface Management System (IMS) methodology consisting of procedures, work processes and computer tools. The model is applicable to both internal and external project interfaces and can be adapted to suit any size or type of single or multi-faceted project. The Interface Management System (IMS) was developed by INTECSEA and incorporates the necessary procedures, work processes and computer tools to aid in the management of project interfaces. INTECSEA is currently providing complete interface management of ChevronTexaco’s Agbami project, a major project including an FPSO, subsea, flowlines and offloading. Initially, the system was applied to the substantial engineering tasks and will continue into management of the multiple EPC contract elements of the project. The Interface Management Tool (IM Tool) is a robust database application accessible worldwide though the intranet. It stores and manages project interface information as well as interface links and key dates. Parties receive notifications of interface queries and actions by email, and can use the web interface to respond. INTECSEA will offer Client the Interface Management System (IMS) modified to suit the particular needs of the project, including both internal and external interface management, and with suitably experienced engineers. The full IMS package will ensure that interface issues are identified and discussed between all affected parties. The IMS will control the following aspect of the project: f

Contractual responsibilities and requirements

f

Engineering tasks and activities

f

Design reports issue and revision dates

f

Interface physical properties

f

Project milestones

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f

Procurement

f

Construction

f

Installation and commissioning

f

Operation and Maintenance

Interface Management Process The Interface Management Process ensures effective management of functional, physical, schedule and cost interfaces within the project. The Interface Management System will be the basis for all parties to communicate on interface issues to ensure that interface issues are identified and discussed between all affected parties and to develop agreed mechanisms, responsibilities, and completion dates for resolution of issues. The Interface Management Process for the project will be periodically updated to account for revisions to the working process accounting for CLIENT requirements. Figure 2 below, shows the key elements in the IMS Work Process.

INTECSEA IMS Work Process

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Figure 2: IMS Work Process Flow Integration management will be a key element in ensuring the successful outcome of the project and will avoid costly delays during fabrication, hook-up, installation and commissioning activities. The Interface Manager will be responsible for the following: f

Chair regularly scheduled project-wide Interface Meetings. Chair and/or attend other meetings as required and appropriate.

f

Ensure that technical interfaces (both functional and physical) and contractual interfaces (cost and schedule) within its own scope of supply and between itself and other relevant parties are identified, recorded, understood, agreed upon by all parties, and reported to the IMS.

f

Review Client and Contractor interface documentation to ensure that appropriate responsible parties have been informed of and have been provided input to interface issues and that issues have been properly identified, resolved, and documented.

f

Review all Change Requests and significant non-conformance reports and dispositions to assure that interface issues are appropriately identified and resolved.

f

Maintain an Interface Register and Interface Database.

f

Identify and report progress, concerns and actions to resolve problems and any impact to other areas of the development.

f

Manage the resolution and timely closeout of relevant interface issues.

f

Provide relevant information or data to those groups within the Client, own organization and other contracting parties, which may have need of, or be impacted by, the subject information.

f

Coordinate review and approval for all procedures, data, instructions, drawings, etc. at relevant work interfaces.

f

Coordinate review and approval of Change Requests to ensure that interface issues are recognized and addressed.

f

Coordinate review and approval of all significant non-conformance reports and dispositions to ensure that interface issues are recognized and addressed.

f

Communicate (via appropriate documentation) issues and resolutions to all affected parties.

f

Inform the Client and INTECSEA IMS Team of all inter-organization interface meetings at the time they are organized. Client and INTECSEA may attend these meetings as necessary or appropriate.

Each of the managed (EPC) contractors will be made responsible for implementing an interface management system within its own organization and shall participate in operation of the PMT Interface Management System. Each managed contractor will appoint an Interface Coordinator who will coordinate

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issue resolution activities within their organization and will communicate these resolutions to the PMT Interface Manager. The Interface Coordinator shall be a single-point-of-contact on the managed contractor’s interface issues. Each contractor shall establish within its own organization an interface management system to: f

Ensure that technical interfaces (both functional and physical) and contractual interfaces (cost and schedule) within its own scope of supply and between itself and other relevant parties are identified, recorded, understood, agreed upon by all parties, and reported to the IMS.

f

Manage the resolution and timely closeout of relevant interface issues.

f

Provide relevant information or data to those groups within the contractor’s own organization, which may have need of, or be impacted by, the subject information.

f

Provide relevant information or data to other contracting parties and to the IMS, which may have need of, or be impacted by, the subject information.

f

Coordinate review and approval for all procedures, data, instructions, drawings, etc. at relevant work interfaces.

f

Coordinate review and approval of Change Requests to ensure that interface issues are recognized and addressed.

f

Coordinate review and approval of all significant non-conformance reports and dispositions to ensure that interface issues are recognized and addressed.

Reporting Following resolution of an interface issue, the resolving party will provide appropriate documents, including Change Request and significant non-conformance review and actions, to the affected parties and to the Interface Manager for the record. The Interface Manager will record all agreements and actions in a suitable form and other appropriate documentation, as required. Systems Interface information shown in the form(s) will also be tracked in a database to provide ready access to the data developed. A sample of typical IMS report is shown below.

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IMS Tool The INTECSEA IMS is a Web based application, accessible from all project locations through the Internet. The interface database resides on INTECSEA’s server in Houston, where the program is maintained periodically updated when new features become available. The application will provide: f

WEB based Interface Management System for remote job site access and secure access from anywhere in the world;

f

Unbiased procedures to formally assess, resolve and document interface issues and conflicts;

f

IMS Team defined Fabricator(s), Contractor(s) and Sub-contractor(s) access rights;

f

A high level Graphic User Interface (GUI) for quick location of project interfaces;

f

Early warning of interface clashes, reduced schedule float, and notification of change;

f

Reporting of schedule and cost issues;

f

“Traffic Light” status to clearly present interface, management and contract issues;

f

General data, e.g. interface liaison personnel details, interface matrices etc.;

f

Single item data entry by each user to a “Virtual Database”;

f

Mass data file upload via IMS tools using industry standard application files (e.g. Excel, Primavera, MS Project, etc.); and

f

Adaptable search tools for database Interrogation and Reporting.

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