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BENTLEY

Managing Change

ASSET INFORMATIONMANAGEMENT IN THE OIL

AND GAS INDUSTRY

6/1/2011

AbstractWithin the oil and gas industry, stakeholders associated with a givenorganization require a secure information modeling platform for asset lifecycleinformation management. The platform that should be delivered via a suite ofinteroperable information applications and services designed to improve themanagement, operational performance, safety, and compliance of oil and gas-based infrastructure assets, while readily handling any number of variablescreated by handover and change.

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Managing Change: Asset Information Management in the Oil and Gas Industry2

TABLE OFCONTENTS

Executive Summary 3

Introduction 3Compliance and Conformance 4

ISO 15926 4

Environmental Considerations 5

Impact on Public Safety 5

Managing Change through a Customizable ALIM Platform 6

Interoperability 7

The Petroleum Value Chain 7

Handover and Transition Management 8

Continuous Handover and ALIM 9

Conclusion 10

About Bentley 11

About PennEnergy 11

This research was conducted by PennEnergy.com through a partnership with Bentley.The research and its interpretation have been carried out in good faith. The whitepaperis based on the information received by PennEnergy. PennEnergy makes no warranty,express or implied, as to results obtained by any person or entity from the use of thisinformation or any data included herein. Please refer to PennEnergy in case of questionson this whitepaper.

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EXECUTIVE SUMMARY Assets commonly utilized within the oil and gas industry are unique in many ways. Assetlifecycle information management within this industry must emphasize strict regulatorycompliance and conformance, especially with regard to the environment and thewelfare of the general public, through all stages of a managed asset’s lifecycle bymeeting or exceeding industry information standards such as ISO 15926. Theinformation modeling platform that guides a comp any’s asset lifecycle information

management must be fully customizable with regard to scale and maintenance. It mustbe able to be implemented at any and all points of the lifecycle of a given asset,embracing the challenges of interoperability within the massive scope of the PetroleumValue Chain. Oil and gas asset lifecycle information applications must ensure theefficient, seamless, continuous handover of asset lifecycle information, both inter- andintra-organizationally, even in the midst of change, while simultaneously maintainingthe integrity of all data involved.

INTRODUCTION Oil and gas infrastructure assets are unique in scale and scope. Their utility varies notonly from organization to organization, but also within an organization itself. They mayevolve, sometimes significantly, over their lifetime. These considerations present uniquechallenges to infrastructure asset information management. Questions arise such as:

“ In positioning drilling assets, how should our organization cope with a regulatory

landscape that varies, sometimes drastically, on a national, state and even local level ?”

“How do we create and maintain an offshore platform today that will change as ourbusiness needs change, perhaps even 30 years fro m now?”

“How do we avoid liability for infrastructure -level assets we once owned but have since

sold or leased to other entities?”

These considerations reveal that reliable asset lifecycle information management (ALIM) within the oil and gas industry is as complex as it is essential.

Organizations within the oil and gas industry provide their ALIM teams with tremendousamounts of information, including reference data about every asset ’s functionalcapabilities, about the physical design and intended purpose of each asset, and about

the safe, efficient operation and maintenance of the equipment. It also includes statusinformation about projects and assets that can enable people to control performance,and historical records that can help them determine the root cause of problems andincidents. This information must be technically accurate as well as functionally accurate.It must be actionable, and it must be compliant. Ultimately an ALIM platform mustensure operational performance, safety, compliance, and governance of infrastructureassets while increasing the return on investment for owner-operators.

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One challenge of an organization’s ALIM team is that of maintaining the consistency and

integrity of asset information in the midst of a perpetually changing petroleum industry.Political landscapes churn, and regulations stipulating corporate behavior and businessplanning adjust accordingly. In response, a sound ALIM strategy should govern allinformation transfers in terms of establishing proper guidelines for the handling of

information to be exchanged, its content and form, the timing of all exchanges, the rolesand responsibilities of the various parties, and adherence to policies and regulationsassociated with the oil and gas industry. Specifically, a strong asset information modelwill manage design and performance requirements, organizations, project teams,locations, materials, physical assets, and projects. The model will also monitorrelationships between these, and will manage, track, propagate, and communicatechange.

This whitepaper will demonstrate that, beyond mere asset management, ALIM teamswithin the oil and gas industry require a robust modeling platform to fully, effectivelymanage asset information; a customizable platform delivered via a suite of

interoperable applications and services designed to improve the management andoperational performance, safety and compliance of oil and gas-based infrastructureassets, while readily handling any number of variables created by handover and change.

COMPLIANCE AND CONFORMANCE Whether it pertains to excavation equipment, diesel engines, or subsea robotics, assetinformation management within the oil and gas industry must emphasize complianceand conformance through all stages of a managed asset’s lifecycle. These days,compliance with industry information management standards is more a question of“how?” than “why ?”

In addition to infrastructure and equipment, the physical environment that is activelyand potentially impacted by a company’s assets should be front-of-mind considerationsin the implementation of a compliant information model. Even more important wouldbe considerations of public safety. Many regulatory organizations monitor the oil andgas sector throughout the US, other countries, and regions. From almost every state oiland gas commission in the US, to governmental bodies like the U.S. Dept. of Energy, theDept. of the Interior, the Federal Energy Regulatory Commission (FERC), and the Councilof European Energy Regulators (CEER), all have varying degrees of infrastructureinformation oversight within their realm of influence.

With regard to international standards, the oil and gas industry de-facto standard forasset modeling information is ISO 15926.

ISO 15926Over time, the need for a simple, compliant model for ALIM has become apparent. ISO15926, under development since 1992, is a 7-part standard that provides users theability to build common data models for the purpose of information management. Thisability is essential for organizations that are responsible for managing asset information

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of the scale and scope common to the oil and gas industry. The purpose of ISO 15926 isto facilitate integration of data to support the lifecycle activities and processes ofproduction facilities.

ACCORDING TO THE INTRODUCTION OF ISO 15926:“ INFORMATION CONCERNING ENGINEERING, CONSTRUCTION AND OPERATION OF OIL

AND GAS ASSETS AND INFRASTRUCTURE IS CREATED, USED AND MODIFIED BY MANY

DIFFERENT ORGANIZATIONS THROUGHOUT A FACILITY'S LIFETIME. THE PURPOSE OF ISO

15926 IS TO FACILITATE INTEGRATION OF DATA TO SUPPORT THE LIFECYCLE

ACTIVITIES AND PROCESSES OF PRODUCTION FACILITIES.”

The standard articulates that functional requirements, physical solutions, referencedata, and implementation methods for the integration of distributed systems, and theirintegration into an organization’s ALIM platform (specifically within the oil and gasindustry) should be, under no uncertain terms, compliant.

ENVIRONMENTAL CONSIDERATIONS In practical application, ISO 15926 serves to facilitate measures carried out byconscientious oil and gas entities —measures that are designed to protect theenvironment from unintended damage caused by infrastructure assets. These measuresare often documented explicitly or are otherwise implicitly recorded as a result of acompany’s robust ALIM platform. In this respect, it may be concluded that acomprehensive ALIM platform can translate directly into a healthy bottom line, in that itprotects an organization from potential liability. Environmental catastrophes such as oilleaks and spills, petrochemical mishaps, and excessive pollution are expensive. It is in an

organization’s best interests, both with regard to public perception and financial health,to carefully manage asset information. Proper asset information modeling guidesorganizations in the inspection of infrastructure assets, helping them to identifypotential asset wear, malfunction, damage, and failure to better avoid environmentaldestruction or catastrophe.

IMPACT ON P UBLIC SAFETY While the environmental impact of oil and gas assets is of significant concern toowner/operators, of even greater concern is that of asset impact on public safety. Thelong-term effects of slowly-wearing assets as well as the immediate effects of assetfailure or malfunction can immeasurably, irreparably impact the health and well-being

of the general public. On a local corporate level, those involved with the operation andmaintenance of mismanaged assets are at significant risk. As an industry based onserving the public, it would behoove asset information teams to ensure public safetywithin their corporate milieu through the vigilant implementation of a secure ALIMplatform.

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MANAGING CHANGE THROUGH A CUSTOMIZABLEALIM P LATFORM Oil and gas infrastructure assets are unique in that:

Their scale is measured in hundreds of miles.

Their complexity is represented by entire networks.

Their life-expectancy is measured in decades , not years.

Asset updates involve significant engineering and design .

They must maintain continuous operation for the broadest possibleconstituency.

In addition, asset management processes are rarely sequential, independent, finiteprocesses, but are often interdependent and overlapping, requiring information-sharingand collaboration throughout the lifecycle of the asset itself. Therefore, the informationmodeling platform that guides a company’s ALIM should be fully customizable withregard to its scope and implementation. Beyond focusing exclusively on the operationsside of asset management, management platforms should also address configurationmanagement, engineering collaboration, the tracking of asset information as it is beingdeveloped, and emerging trends.

To add to the complexity of asset management within the oil and gas industry, many ofthe applications and systems widely used by owner/operators utilize proprietary datastructures. This basis in proprietary systems makes the communication of informationwithin large organizations difficult in that the applications must span different businessunits, projects or geographical regions. Even when organizations have “standardized” ona single vendor, different versions are not always readily accessible for consistentinformation sharing.

Clearly, infrastructure asset information modeling in the oil and gas industry must gowell beyond merely managing documents. A truly sound ALIM platform

relates structured and unstructured information to teams, the organization,and the enterprise;

focuses on how the information is related to the relationships;

records conditions, incidents, events, and corrective actions;

captures, tracks, facilitates, and transmits changes;

creates auditable sequences of how and why information changed.

As represented in the following graphic, asset information exists in a variety of formats,both paper and electronic, both virtual and formal. Corporations must disseminate assetinformation across various silos and disparate functional groups. In light of this, assetinformation must remain actionable and readily available to a number of different typesof users, from engineers, operators, and workers in the field to management andexecutives. Naturally, the information must be sound, accurate, complete, andtrustworthy, but it also must possess a strong functional quality, enabling users engaged

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in a variety of capacities to manage, find, and share CAD, geospatial, and other project-related AEC content.

Being able to configure and adapt an ALIM platform to an organization’s business

standards is crucial. An ALIM platform must be configurable enough to model a client’s

information standards and business practices so that it is truly useful. However, a robustALIM platform must provide flexibility throughout the lifecycle of the operating assets.

INTEROPERABILITY Interoperability of oil and gas assets is commonly understood to refer the ability ofdifferent types of computers, networks, operating systems, and applications to worktogether effectively, without prior communication, in order to exchange information ina useful and meaningful manner. Interoperability becomes a challenge in oil and gasALIM in part because of the magnitude of the Petroleum Value Chain.

THE P ETROLEUM VALUE CHAIN

The Petroleum Value Chain comprises four major segments:

Upstream Field Production (a.k.a., Exploration and Production)

Midstream Transport, Trading, and Storage

Gas and Deregulated Power

Downstream Manufacture, Chemicals and Retail

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As shown in the following graphic, each segment is further divided into sets of processesassociated with particular phases in the segment.

This diagram reveals the layered interworkings of the petroleum industry and therebysuggests the complexity of interoperability within the industry. The footprint ofindividual assets native to each segment shown in the diagram above potentially spansdecades, acres, multiple networks, multiple regulatory organizations, and multiplecorporations, to say the least. In light of this, the need for a platform-based, dynamicasset information management strategy that is designed to empower owner-operatorsto leverage the value of information modeling throughout design, construction,operations and maintenance, while maintaining the transactional integrity that theirenterprise applications demand, is clear. The result: increased interoperability and reusewill always drive quantifiable ROA/ROI.

HANDOVER AND TRANSITION MANAGEMENT Over the course of its lifetime, a given oil and gas asset may pass through the hands ofany number of organizations and owners. Even an asset that remains within theexclusive possession of a single organization for the duration of its use sees multipleoperators and stakeholders. As assets such as offshore drilling platforms, refineries, andprocessing equipment are transferred and/or utilized by stakeholders (who are, attimes, continents away from the asset and from other stakeholders), operation andmaintenance records must remain absolutely accurate. Accuracy of informationnecessitates being able to properly model the information critical to the operation ofthe assets, as well as being able to ensure that a robust management of change processis in place so that any changes to the asset go through an approval process as defined by

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a company’s standards. Providing clear, consistent , and constant audit trails for eachasset is a must when guaranteeing accurate information transfer. Finally, being able tomodel and control that information in a multi-tenant application that allowsoperator/owners to define their entire organization but model the difference betweenindividual instances of the fleet helps to guarantee accuracy as well.

CONTINUOUS HANDOVER AND ALIMHandover of oil and gas asset information is far from a single operation. It occursrepeatedly, dynamically, and sometimes, spontaneously. Beyond simple documenttransfer , oil and gas enterprises should implement “continuous handover” of oil and gasasset information. As the name would suggest, continuous handover involves ad hoccreation of, access to, and dissemination of asset-related information that is readilyaccessible to the right people within a controlled environment. As seen in the graphicbelow, continuous handover involves a combination of common information modelsthat unite in a comprehensive ALIM platform.

Each model contributing to the ALIM platform serves a distinct and unique purpose andanswers specific questions in the assessment process.

Project Information Management (PIM)

Controls requirements and deliverables.

Provides formal document control and transmittal of contractual projectinformation.

Captures the engineering design information in the context of the full assetinformation model.

o “What is needed in order to execute a successful retrofit? Where willthis information come from and how will it be implemented?”

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Asset & Project Portfolio Information Management (APPIM)

Suggests continuous improvement, updating, and revisions.

Provides information as to the current conditions for asset assessmentpurposes.

Provides original design requirements for asset assessment purposes.o “Improvement of which portion of this pipeline will result in the

greatest return, based on the pipeline’s original design ? Whatassociated equipment will need to be upgraded?”

Asset Information Management (AIM)

Captures operational and business process information.

Supports business processes associated with operating an infrastructure asset.

Collects and manages records and workforce knowledge.o “What regulatory roadblocks have been previously experienced in

performing a new seismic survey? How might they arise again? Howmight these roadblocks be mitigated?”

Asset Lifecycle Information Management (ALIM)

Makes asset information garnered from PIM, AIM, and APPIM available.

Controls access of asset information.

Ensures the accuracy of asset information.

Provides context.

Spans the lifetime of the asset.

ALIM effectively encompasses multiple infrastructure asset models, enabling

owner/operators to make informed decisions within a framework that is specific to theasset, but also broad enough to address inputs that are both directly and indirectlyrelated. ALIM outputs are readily available to the appropriate stakeholders regardless ofwhere said stakeholders enter into the process. Handover among stakeholders iscontinuous, efficient, and accurate. A nimble ALIM platform will not force stakeholdersto invest unnecessarily in exhaustive modeling packages, but will instead allowstakeholders to invest only in relevant packages as the stakeholder sees fit.

CONCLUSION Asset information related to oil and gas infrastructure must be accurate, trustworthy,

and accessible, manifesting itself in a comprehensive Asset Lifetime InformationManagement platform. This platform will comply with and conform to regulatoryabsolutes, acknowledging the potential for significant impact both on the environmentand on living creatures. The platform will be scalable and customizable, depending onthe needs, entry and exit points, and objectives of the stakeholders involved. Finally, itwill support continuous handover, encompassing traditional asset information modelsto produce holistic, contextual, reliable outputs.

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ABOUT BENTLEY Bentley is the global leader dedicated to providing architects, engineers, constructors,and owner-operators with comprehensive software solutions for sustaininginfrastructure. Founded in 1984, Bentley has nearly 3,000 colleagues in more than 45countries, $500 million in annual revenues, and, since 1999, has invested more than $1

billion in research, development, and acquisitions.

ABOUT P ENN ENERGY PennEnergy serves global energy professionals with the broadest, most completecoverage of industry-related information, with resources to help effectively performcritical job functions.

Including content from all PennWell Petroleum brands and other industry sources,PennEnergy.com delivers original industry news, financial market data, in-depthresearch, maps, surveys, statistical data, and equipment/service information. We havealso invested in Google search technology to make it easy for customers to search andfind needed data.

Since 1910, The PennWell Petroleum Group has been the industry leader for coverageof and service to the worldwide petroleum industry. Its foundation magazines are Oil &Gas Journal, Offshore Magazine, Oil, Gas & Petrochem Equipment, Oil & Gas FinancialJournal, LNG Observer and The Petroleum Buyers' Guide. The group also producestargeted e-Newsletters, hosts global conferences and exhibitions, seminars and forums,directories and technical books, print and electronic databases, surveys and maps.

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