12 August 2009 1By John Street

Project Documents“The Paperless Project”

Lessons Learned from theBonny River Terminal NGL Expansion Project

12 August 2009 2By John Street

Key Project Document Issues

• Estimating the number of documents

• Correct document naming and filing

• Use of the latest version

• Minimize wasted paper

• Manpower required for document coordination

• Turn-a-round time for reviews

• Project end – distribution of final project documents

• Measurement of Engineering completion by document deliverables

Use of a Document Management System with Workflow resolved many of these issues.

12 August 2009 3By John Street

Brief Project Description which used a Document Management System with Workflow • Onshore Nigeria, Stick built NGL fractionation, storage

and offloading facility, EPC lump sum contract− Project size: $270 Million of which

$186 Million for EPC firm

Original estimate: 139,900 engineering man-hours

final: 188,300 engineering man-hours− Original estimate of documents: 1196

final: 2260− Train 2 to be similar to Train 1 built 10 yrs before

• Engineering firm used INDRA as Document management system. INDRA only used on one of the 6 EPC subprojects

• This review is neither to recommend nor discredit use of INDRA but to provide how use of it resolved some of the Project document management issues.

12 August 2009 4By John Street

Document Management Systems

• There are many Document Management Systems (DMS), they allow storage and retrieval of native documents. Workflow is the incorporation of rules for document authentication; who created determines document routing for review before issue for client review.

• DMS are such as:− Domino by Lotus− Docushare by Xerox− Documentum− Lava by Opentext− Sharepoint by Microsoft− Ultradata by OnBase

• INDRA is not well known, is by a

leading Spanish IT firm− The workflow is specific for this

EPC Firm

12 August 2009 5By John Street

Technical Document Flow – EPC Firm to Company

PREPARED BYEPC FIRM• Specifications• Drawings• Calculations• Requisitions• Vendor Information• WinPCS Commissioning checksheets

INDRAOnly EPCFirm access

EPC FirmInternal Review

EPC FirmDocumentCoordinator (DC)Makes hard copy andTransmittal

Automatic E-Mail notice ofNew or changed document

Company DCHard copy withTransmittal

INDRADocument Storage

Company Lead /PMT review HardCopy

Approval/CommentsOn CommentReview Sheet

Logged

Into INDRA

Rea

d O

nly

Acc

ess

NativeDocument

2260 issued Technical Documents

This was not a paperless project.

12 August 2009 6By John Street

Technical Document Flow – Company to EPC Firm

• All Documents reviewed by Company are returned to Company Document Coordinator (DC) with a Comment Review Sheet

• No email correspondence, written only

• Company Document Coordinator transmits an Adobe .pdf signed copy of Comment Review Sheet to EPC Firm, files hardcopy (comments on hard copy are NOT transmitted). Hard copy is not signed nor initialed.

• Operations requested hard copy to be signed or initialed, but only final document after redlines picked up, is ever initialed.

• Company has read only access to all documents and Comment Review Sheets in the DMS, both latest and all previous versions during full life of the project.

• As-Built drawings were “red lined” at the construction site, sent back to the EPC Firms office to be updated and loaded into the DMS (at project end).

12 August 2009 7By John Street

Non-Technical Document Flow – EPC Firm to Company

PREPARED BYEPC FIRM• Letters• Transmittals• Technical Queries• Query Response• Faxes• E-Mails

INDRAOnly EPCFirm access

EPC FirmInternal Review

EPC Firm DCMakes one hard copyAnd sends original with Copy and Transmittal

Automatic E-Mail notice ofNew or changed document

Company DCOriginal plus one copyWith Transmittal

INDRADocument Storage,Restrictedaccess

Company /PMT review

Original signedAnd returnedBy AppropriateManager

Logged

Into INDRA

Rea

d O

nly

Acc

ess

EPC Firm DC

12 August 2009 8By John Street

Non-Technical Document Flow – Company to EPC Firm

• All Non-Technical Documents sent to Company are routed through Company Document Coordinator with written response returned with appropriate level of manager signature. The hard copies are filed and .pdf copies with signatures stored in the DMS.

• No email correspondence, written only

• Storage of these documents had restricted access.

12 August 2009 9By John Street

Observations for Key Project Document Issues

• Use of this DMS minimized wasted paper:− This was Not a “PAPERLESS PROJECT”.− One hard copy made for each document (for each review plus one final

hardcopy).

• Correct document naming relies on document creator− The DMS will correctly store the document according to the document (file)

name, but can not check the correct use of the file name.

• Pulling up the latest version was assured. − Earlier versions could also be viewed or printed.

• Manpower required for document coordination was lower, subjective− The company used one full time, one part time person. − The EPC Firm used one full time, 3 part time persons.

• Turn-a-round time for Company document reviews, no effect. − Subject to engineering workload, travel − Both Company and EPC Firm DC had up to a 24 hour turn over time lag.

• End of project distribution of final project documents, Easy!− Download of all native format documents to External hard disks with USB

connection.− Easy upload into the Company’s data system, Documentum.− 2 weeks of an IT’s time to write the bridging software. − One hard copy sent to site required a small shipping container

12 August 2009 10By John Street

Observations for Key Project Document Issues cont’d

• This and other Document Management Systems (DMS) are for data storage and do not project future storage needs

− The original estimate was 1196 technical documents based on an estimate from the first train built 10 yrs before.

− The final count was 2260 technical documents.

− For this project, Engineering reimbursement was based on status of documents listed in the DMS.

− The Company requested a monthly updated list of documents.

• Measurement of Engineering completion by document deliverables is possible.− Better formula for completion recommended, the Company payment was

even or ahead of actual engineering completion.

12 August 2009 11By John Street

Other Observations & Comments• Access to the DMS only by an EPC Firm connected computer, no internet access.

− However, the EPC Firm used a low cost engineering center (Pakistan) and use of the DMS worked well.

− Access from the construction site worked, but was slow due to a slow connection. Drawings were red lined but not updated in the field. All drawings returned to the EPC Firm’s home office to be updated at project end.

• Printing size of drawings are limited to the printer available. A .pdf version of drawings can be printed on 11”x17” (A3) size paper (but may not easily be read).

• The access computer must have the read software for the document. For example, if the document is an AutoCad file, to view the native drawing requires the access computer to have an AutoCad viewing software.

• The method to search for a file worked but was not user friendly.

• Easy to know the document status: Issued for Design (IFD), Issued for Construction (IFC).

• Files were stored by using the EPC Firms document numbering system. The Company document number was not as user friendly, it could be used. All documents have dual file numbers.

• At Project end, all documents for Operations were printed for one hard copy. All data downloaded to external hard disks with USB connection to upload to the Company’s Documentum DMS. All data in the DMS, INDRA, then deleted. Continued use of INDRA required purchase of a license.

• At final count, there were 8053 documents (printed on paper) issued for Company review to achieve the 2260 Technical Documents stored as final issue on the DMS.

12 August 2009 12By John Street

Lessons Learned

• Achieving a “Paperless Project”, difficult, minimize excess use of paper by using a DMS.

• Eliminated use and distribution of “out of date” documents by use of a DMS.

• Simplified end of project transfer of documents by using a DMS.

• Use of the DMS for Engineering status requires a formula that accounts for growth.

12 August 2009 13By John Street

Back Up Data

12 August 2009 14By John Street

Operations

Components

Activity

Compression, Quarters & Flare

Platforms

Pipelines, Risers, IMP &

Bridges

Platform Revamps & Wellhead Tie-Ins Drilling NGL Platform Pipeline & Risers

On shoreBonny River TerminalExpansion

Project Management & Technical Services

FEED Feed Engineering Company

Detailed Engineering

Procurement

Fabricate

Pre-CommissioningEPC 1A

(Technip)EPC2A

(Saipem)EPC 4A

(Wilbros)Drilling

Contractor

EPC 1B (HHI)

EPC 2B (STOLT)

EPC3 (JGC)

Transportation to Site

Installation

Hook-up & Commission

Startup & Operate Operations

Pressure Maintenance NGL Extraction

Work Breakdown Structure$2.4 Billion

$270 MillionNGL Feed65,000 Bbl/day• 32,000 C3• 21,000 C4• 12,000 C5+

OnlyINDRA

Use

12 August 2009 15By John Street

INDRA

• INDRA is the leading Spanish Information Technologies and Defense Systems Company with six markets:− Defense and Security− Transport and Traffic− Energy and Industry

− Telecom and Media− Finance and Insurance

− Public Administration and Healthcare

• A third of the world’s air traffic is managed by INDRA’s software

• Major underground railway systems use INDRA software: Madrid, Barcelona, Paris, Shanghai, Athens and Santiago de Chile

• More than 120 utilities’ companies use INDRA Technology solutions.

12 August 2009 16By John Street

Project Management Software

• Project Management Software such as Microsoft Office or Primavera provide a structured approach to scheduling and tracking tasks and progress.− Generic term covering many types of software

− Typically include: • Scheduling and dealing with uncertainties in time duration,

developing the critical path • Resource allocation, limitations of manpower or equipment• Cost control• Budget management• Provide historical information on project progression• Provide early warning of risks, and interferences• Provide reports in various levels of details for a variety of readers

• Microsoft Project is the market leader having sold 20 million users licenses as of 2006. Microsoft Project 2007 integrates data with Microsoft’s Data Management system, Sharepoint.

12 August 2009 17By John Street

Engineering Status Weekly Report

Documents listed in theDocument ManagementSystem was used to Determine % Complete