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Abstract The Kikeh Development is the first deepwater project in Malaysia and is located offshore Eastern Malaysia in the South China Sea in water depth of 1320 meters. Kikeh is produced via a Spar and a subsea production system back to a Floating Production Storage and Offloading (FPSO) unit. Water injection to wells at both the Spar and subsea are used for reservoir pressure maintenance. Kikeh is planned to be developed with 34 wells. Production from the Kikeh Field commenced in August 2007. Highlights of the Kikeh Development include:Discovery to First Oil in only five yearsFirst deepwater development offshore MalaysiaFirst Spar constructed in Malaysia and the first installed outside the Gulf of MexicoFirst topsides floatover onto a SparFirst turret-moored FPSO in conjunction with a SparFirst use of a tender assisted drilling rig on a SparFirst mid-water high pressure flowline This paper will provide a summary of the overall Project Execution Strategy and Contracting Plan and will highlight the small team approach adopted by Murphy Oil. It will also initially discuss the challenges of the parallel appraisal / development approach required to accomplish first-oil from the Kikeh Field in five years. Lessons Learned will also be provided. Introduction The Kikeh Field was discovered on July 30, 2002 by Murphy Sabah Oil Ltd. It was Murphy's third deepwater well offshore Malaysia and it was immediately believed to be a major discovery. Two additional wells were drilled in the second half of 2002 to confirm the discovery and by the end of 2002 the Kikeh Field had been confirmed. Initial estimates placed the recoverable reserves in excess of 400 million barrels of high quality crude oil. The Kikeh Field is located 120 km northwest of the island of Labuan, offshore Sabah, East Malaysia and lies in water depths of approximately 1,320 meters (Figure 1). The reservoir consists of multiple sand horizons that are relatively shallow at 2500 - 3050 m. Murphy Oil is the operator of the Block and is responsible for managing the appraisal, execution and operation of the Kikeh Field.

Following previous studies, we have built an experimental home, with the following main characteristics: 1. The elemental concept of the building and its parts. 2. The independence which the building elements are dealt with: walls, roof, woodwork, wrought-iron, partition walls, installations and finishes, the specific building solutions used and thermal performance. 3. The interior space quality. 4. Facility of adaptation to the user, maintenance and transformation. 5. Facility of adaptation to the environment. This refers to a building system which blends in with the architectonic results and vice-versa, as the mayority of the solutions respond to global project execution and the majority of the project decisions are conditioned by building specifications. It is an example of architecture involved in building., Como continuación de los trabajos realizados anteriormente se ha construido una vivienda experimental cuyas características principales son: 1. La concepción elemental del edificio y sus partes. 2. La independencia con la que se tratan los elementos constructivos: muros, cubierta, carpintería, forjados, tabiques, instalaciones y acabados, las soluciones constructivas concretas que se adoptan y el comportamiento térmico. 3. La calidad del espacio interior. 4. La facilidad de adaptación al usuario, de mantenimiento y transformación. 5. La facilidad de adaptación al medio. Se trata de un sistema constructivo que se confunde con el resultado arquitectónico y viceversa, ya que la mayor parte de soluciones responden a planteamientos globales del proyecto y la mayor parte de decisiones de proyecto responden a condicionantes de tipo constructivo. Es un ejemplo de arquitectura implicada en la construcción.

The current paper approaches the development of a project called "Virtual Colleagues",taken with the students from the public educational institutions in SantaCruz do Sul, RS.The project has as the main goals to bring digital inclusion to the students, by bringing tothem UNISC´s distance learning environment - EAD UNISC.The project was conducted with 152 students at a high school level. The discussionsapproached during the project execution are related to highlight the benefits of technologyinformation as a basis to help students to find best positions at the time they will have to geta job. We also found that, informatics and they associated technologies can improve thestudent skills in many different fields such as applying distance learning tools, collegeeducation, among others.

Abstract Ormen Lange is the second-largest Norwegian gas field and was discovered by Hydro in 1997. The Ormen Lange field comprises an offshore subsea solution approximately 125 km off the west coast of Norway, an onshore gas processing and export facility at Nyhamna, a gas export transportation system between Norway and the UK, and the Easington gas reception terminal in the UK. The Ormen Lange development is divided into three main sub-projects: Onshore, Offshore, and Langeled. This paper gives a summary of the Ormen Lange Offshore development, including descriptions of project execution and contract strategy, and how Hydro's competence and systematic work processes have been utilized in order to secure efficient progress. The Offshore project will be further described - including the technical challenges of the project -in three OTC 2007 papers:OTC 18965 Ormen Lange subsea production systemOTC 18967 Ormen Lange pipelines installation and seabed preparationOTC 18969 Ormen Lange subsea compression pilot as a supplement to the summary provided here. Introduction Ormen Lange is Norway's second largest gas field, with expected gas export equivalent to the total energy demand in Norway. The Ormen Lange gas field was proven by drilling in 1997, and Hydro was selected as operator for the development of the field in December 1999. After an intensive period of studies, Hydro decided in 2003 to develop the field without any platforms. The subsea solutions on Ormen Lange will take the technological developments on the Norwegian continental shelf a significant step forward. Project Description The Ormen Lange development is an innovative subsea to shore concept, comprising 24 large bore wells drilled from four subsea templates, with the following key challenges:Extreme seabed topographyMain production area located in an avalanche / slide areaLow temperatures, minus 1°C at seabedStrong currents, waves and winds850 -1,000 m water depthHigh flow production wells 10MSm3/d The two first subsea production stations will be located 120km from shore, at a water depth of 850 m. Each of the subsea production stations weighs more than one thousand tonnes, and will produce 80 MSm3/day from large bore wells. The stations will be remotely controlled from the shore. From the subsea production stations, two 30? pipelines will transport the well stream to the onshore plant for processing. The pipelines are laid across an extremely irregular seabed, with boulders and slide blocks up to 60 m tall in the Storegga slide area. Furthermore, the pipelines cross the slide at an inclination of up to 40 degrees. The Storegga slide created a tsunami 8100 years ago which hit the west coast of Norway and the coasts of the UK. NOK 700 million has been spent to make sure that the slide area is stable, and that development and gas production will not change its stability. In order to make the pipeline concept feasible we have drawn on all relevant expertise worldwide, and stretched the technology to its limits.

Project managers are in desparate need of a tool to help them save time and bridge the gap between different interfaces which they use to document, present to the business and manage their projecs. Mindmanager x5 Pro appears to be a viable solution. But it is of utmost importance that before rolling out the solution in the business that the solution be evaluated in the specific environment. Mindmanager x5 Pro makes certain claims that must be confirmed. Furthermore the software will be evaluated against best practices criteria in the field of change communication, facilitation and project management.

The paper proposed highlight the significant challenges being faced in implementing Brownfield Projects. Brownfield Projects involving major revamp / replacement of the existing facilities pose significant dilemma to the oil producers. While on one side there is an opportunity to implement projects and maximising the profits with prevailing high oil prices, on the other side there is a threat of loosing significant production during revamp works coupled with likely delays the projects may face. The paper deals with the challenges being faced while arriving at a business decision and once decision is taken, while implementing the revamp works. A systematic analysis of the risks and preparedness to face the challenges have been dealt in the paper. The booming oil prices made many companies rushing to implement projects. While the early entrants could get commitment on the available resources, the late entrants are struggling in this front. The Suppliers, Sub-suppliers, Contractors, Equipment manufacturers, skilled Manpower, Service providers are all busy, they are stretched in resources and are refusing to make any additional commitments. In the above background, companies need to adopt unconventional methods to implement the revamp works. A bottom up approach of resources commitment has been suggested in the paper against the conventional top down approach (EPC Contract).

Normally, the owner must contract with construction contractors and core system contractor at the same time in the public projects. Especially, for an infrastructure project, the core system contractor and construction contractor may sometimes pass their requests concerning with ambiguous conditions of interfaces to the owner by changing the design, or by modifying the works. In spite of reasonable or unreasonable requests, this situation always mutually causes both parties to face unexpected happenings and to suffer unknown risks. Also, for the both parties, it is not likely to exactly estimate the extra cost and time brought by the interface risks. Nevertheless, there are lots of problems concerning with the risk allocation in the engineering interfaces between construction and core system contracts, but not any contract relationship between both of these parties. This study tried to identify risk factors of interface between construction and core system contractors by comparing the contract conditions in the FIDIC, AIA, NEC, and ENAA etc. Taiwan High Speed Railroad Project was used as a case study by questionnaire to examine the differences between the findings of the above mention and realities of the project execution.

The vast majority of the research efforts in project scheduling over the past several years have concentrated on the development of exact and heuristic procedures for the generation of a workable baseline schedule assuming complete information and a static and deterministic environment. During project execution, however, a project may be subject to considerable uncertainty. Proactive-reactive project scheduling deals with uncertainty by creating a baseline schedule that is as much as possible protected against disruptions and by deploying reactive scheduling procedures to revise or reoptimize this schedule when necessary. This chapter focuses on the main principles of proactive-reactive scheduling and dwells on schedule robustness and its measurements. A number of recently developed proactive and reactive scheduling heuristics are described and their working principles are illustrated on a problem example

Capacitor commutated converter (CCC) technology has been selected for several recent projects due to its suitability for application in relatively weak network locations. The modular design of CCC converters permits shorter project execution time. This paper describes the CCC technology used for the rapid city HVDC back-to-back tie

The Australian defence organisation is facing unprecedented challenges in dealing with changing strategic circumstances, the impact of the network-centric warfare, and the increasing cost and complexity of military materiel. The response to these challenges is to seek more structured approaches in defence strategic planning, capability development, and project execution. This work describes how modern systems engineering is being tailored to fulfill this need.

The basic driver for all business is profit, and therefore, as in all business, the financial aspects of a project operation must be to give a return on investment. There is much in common between finance and fire. While fire can create heat and energy, it also has a great destructive capability. Similarly in the life of a project, the financial aspects of the business can be destructive if not taken on carefully and managed correctly.

Ce premier article d’une série de deux décrit l’activité d’un ergonome et de deux préventionnistes impliqués dans la conception d’une usine. Elle a été reconstituée à partir d’entretiens réalisés avec eux et certains de leurs interlocuteurs, en s’inspirant du courant théorique de l’action située. Cinq stratégies d’intervention ont été identifiées : avancer pas à pas au cours du projet ; s’ajuster à l’ingénierie ; légitimer leurs actions ; recourir à la logique d’utilisation pour tester la conception ; et construire une mémoire de leurs actions. Leurs retombées sont doubles. Ces stratégies ont permis d’influencer la conception des situations de travail, d’éliminer un grand nombre de risques à la source et de concevoir le programme de prévention avant le démarrage de l’usine. Plus généralement, la diffusion de connaissances sur de telles pratiques est de nature à favoriser les échanges et l’appropriation de nouvelles façons de faire en conception. Un second article présentera les enseignements généraux tirés de cette étude de cas en matière de modes de gestion des projets et des organisations favorables à une action efficace en SST et en ergonomie. This first article in a series of two describes the activity of an ergonomist and two preventionists involved in designing a plant. It was constructed from interviews with them and some of the people that they talk to, based on the theoritical trend named « Situation Action ». Five intervention strategies were identified : progressing step by step during the project ; adjusting to the engineering ; legitimizing their actions ; making use of utilization logic to test the design ; and documenting their actions. Their impacts are two-fold. These strategies have made it possible to have an impact on the design of work situations, to eliminate a large number of risks at source, and to develop a prevention program before the start-up of the plant. More generally, the dissemination of knowledge on such practices is such that exchanges are promoted and new ways of designing are appropriated. A second article will present the general lessons drawn from this case study as to the methods of managing projects and organizations that promote effective OHS and ergonomic action. Este primer artículo de una serie de dos describe la actividad de un ergonomista y de dos prevencionistas implicados en el diseño de una planta. Fue reconstituido a partir de entrevistas realizadas con ellos y ciertos de sus interlocutores, inspirándose de la corriente teórica de la acción situada. Identificaron cinco estratégias de intervención : avanzar paso a paso a lo largo del proyecto ; ajustarse a la ingeniería ; legitimar sus acciones ; recurrir a la lógica de utilización para probar el diseño, y construir una memoria de sus acciones. Los beneficios son dobles. Estas estrategias han permitido influir en la concepción de situaciones de trabajo, eliminar un gran número de riesgos en la fuente y concebir el programa de prevención antes del arranque de la planta. Más generalmente, la difusión de conocimientos sobre tales prácticas tiende a favorecer los intercambios y la apropriación de nuevas maneras de hacer en concepción. Un segundo artículo presentará las enseñanzas generales sacadas de este estudio monográfico cuanto a modos de gestión de proyectos y organizaciones favorables a una acción efectiva en SST y en ergonomía.

The Waste Treatment and Immobilization Plant (WTP), Project W-530, is the cornerstone in the mission of the Hanford Site's cleanup of more than 50 million gallons of highly toxic, high-level radioactive waste contained in aging underground storage tanks.

The successful initiation and execution of a virtual team is gaining increasing attention in the design and construction community. From opportunities to integrate international teams to the opportunity to leverage the best resources in an organization on a given project, virtual teams can transform the concept of project execution. However, potential barriers exist in several areas to the successful implementation of virtual teams. The need for increased management emphasis, social and cultural understanding, and emphasis on common goals are only a few of the non-technical factors that can turn successful virtual teaming into virtual frustrations. When combined with traditional technical challenges including compatibility of systems, security, and the selection of appropriate technologies, the line between leveraging virtual technologies for enhanced solutions and introducing complications into the project process is a thin one.

Abstract This paper will describe the project organization, methods, philosophy and execution used to develop the Ceiba Field; a fast track, two phased, subsea tieback to an FPSO, offshore Equatorial Guinea. It will detail the advance planning that was done by Triton Equatorial Guinea, Inc. (acquired by Amerada Hess in August 2000), the engineering study performed for Ceiba, the process by which primary contractors were selected and how the coordination of various aspects were handled. The paper will discuss the installation of the early production system and startup of the field in less than 14 months from discovery and subsequent expansion of the system in the following 14 months. Introduction Triton discovered the Ceiba Field in October 1999 in the previously under-explored Rio Muni Basin in the Gulf of Guinea, offshore Equatorial Guinea. Following the discovery well, Ceiba-1, and drilling of the confirmation well, Ceiba-2, Triton embarked on an aggressive development with prudent risk management to achieve first oil production in a record setting 14 months from discovery. (Figure 1) The Ceiba Field development was implemented in two phases. Phase 1 is an early production system whereby four subsea trees and manifolds are tied back to a spread moored FPSO in shallow water. Water depth at the FPSO location is 90 meters and approximately 700 meters at the subsea wells. Each Phase 1 well is tied back to the FPSO via dual 8" insulated steel flowlines with flexible jumper connections to the manifolds. Flexible risers from each flowline are supported by a riser support structure (RSS) set on the seabed adjacent to the FPSO. Separate multifunction control umbilicals are routed along the flowline routes to the individual manifolds withintegral subsea distribution units (SDU). Phase 1A was implemented in parallel with Phase 1. While Phase 1 equipment was being fabricated and installed, Phase 1A engineering, design and start of manufacture was in process. Phase 1A added two, four well production manifold systems; three, four well water injection manifold systems; and one satellite water injection well. Production manifolds are tied back to the FPSO with dual 10" flowlines. Water injection manifolds are tied back with single 10" flowlines. Additional processing capacity on the FPSO for production and water injection was accomplished by changing out the FPSO rather than adding process modules in the field. Phase 1A start up occurred 14 months after the Phase 1 first oil milestone. Ceiba Development Early Planning and Conceptual Engineering By the end of the first quarter of 1999, Triton had assembled a multi-disciplinary team of exploration and operations personnel to develop a plan for drilling and appraisal of Triton's license acreage in Blocks F and G. Concurrent with the exploration team work, early in-house conceptual engineering work was done with cost estimating software and information in the public domain. This work helped to evaluate possible development concepts and was incorporated into project economics.

Deregulation of the power industry in Europe and the attendant pressures to innovate have led to new approaches to financing and construction of power plants. This paper discusses the salient design, procurement, and project execution considerations of a combined cycle (CC) plant for a deregulated market.Copyright © 2002 by ASME

In Australia’s current environment of unprecedented capital expenditure oil and gas companies face a new paradigm where a culture of superb project execution has become critical. Managers will need to employ powerful new tools to overcome the challenges of this environment. One such tool has proven itself at aiding teams to deliver routine maintenance projects as well as regular operations activities on time, on budget, and with enhanced safety performance. That tool is TMP™ (Theoretical Maximum Performance). The TMP™ tool uses facilitated workshops and ongoing 1–1 coaching to create a platform whereby key individuals from disparate teams across various functions assemble to optimise, then execute a project plan by focusing on that which is possible (theoretical maximum), not constraining itself by prior conceptions and habits. While TMP™ lends itself to a myriad of applications, it is perhaps most often used for, and best suited to, well-defined processes that will be repeated again and again, thereby compounding the efficiencies gained via the tool’s employment. Prime examples of these applications are: drilling activities; regular blowout preventer maintenance and rig moves; and, routine maintenance of an asset such as turbine engine changes or major overhaul of an offshore drilling rig, all of which presently take place daily in Australia’s booming oil and gas landscape. This paper will introduce the reader to the basic tenants of the TMP™ tool, its benefits, and its applications.

During project execution planning for a Gulf of Mexico (Green Canyon) deepwater project, the well construction team looked at all possible options that might reduce time on each well. This investigation indicated that the biggest opportunities in the drilling phase were increased ROP and reduced number of trips. The original plan had included the use of underreamers and roller cone bits. It was known that PDC bi-centers were a cost effective replacement for underreamers due to their ability to simultaneously drill and underream. Also, that ROP was higher with PDC bits (both bi-center and conventional PDC bits). Previous use of PDC bits had, however, resulted in hole-cleaning problems due to the large volume and type (gumbo) of cuttings. Problems were also historically encountered with PDC directional characteristics, especially kicking off in the larger hole sizes and angle dropping in the tangent sections. Based on the recent introduction of new PDC technology it was decided to take a new look at making PDC bits more effective. To counter the problem of hole cleaning, it was decided to increase flow rates by utilizing a larger drill string. In the upper section of the well where underreaming was planned, a new type of bi-center was used. The bi-center used new technology that allowed it to drill out (saving an additional trip over conventional bi-centers). In the lower section, a radically new PDC drill bit design was used that contained features to significantly increase ROP. Both of the new PDC designs contained new features to significantly improve directional characteristics. A variety of other improvements/modifications are mentioned in the paper. Results: The new technology bi-center bits (17 × 20 and 14 ½ × 17 ½), provided the biggest time savings by eliminating trips, producing very high ROP, and successfully kicking off and building angle (one case as high as 68 degrees). The new PDC drill bits used in long tangent sections (one was 9300’ at 63 degrees) had ROPs that in most cases doubled that of similar offsets while reducing slide times to as little as 1%. The new plan resulted in four wells being drilled in 115 days less than the original project AFE estimates (52% reduction), for a savings of $5.9MM.

Here is the paradox. People are working harder and more productively than ever before, but executives are worrying more and more about execution. CEOs believe that their organizations cannot effectively carry out new programs. Various pundits have responded to these concerns with a flurry of so-called panaceas. Managers have been bombarded by fad upon fad addressing the perceived need for improved execution. These include total quality management, time-based management, business reengineering, and the seven habits of highly effective managers. We will argue in this chapter that managers are misguided in focusing solely on project execution, instead, they must carefully address the alignment of execution to strategy.

The construction sector has for some time been working in a virtual enterprise fashion but with little technological support. As pressures are increasing in the industry to improve on cost-effectiveness and quality there is a growing need for adequate process support. Currently available process support technologies tend to be difficult and time-consuming to set up to support such projects and are therefore not very practical despite their potential benefits. The paper reports on current research into a user operated process design approach that will allow the easy generation of process support tailored to a particular project and which will generate the infrastructure of a virtual enterprise for a given construction project and help manage the project execution phase.

The Spent Nuclear Fuel (SNF) Project supports the Hanford Site Mission to cleanup the Site by providing safe, economic, environmentally sound management of Site spent nuclear fuel in a manner that reduces hazards by staging it to interim onsite storage and deactivates the 100 K Area facilities.

This Project Execution Plan documents the methodology for managing Project W-211. Project W-211, Initial Tank Retrieval Systems (ITRS), is a fiscal year 1994 Major Systems Acquisition that will provide systems for retrieval of radioactive wastes from selected double-shell tanks (DST). The contents of these tanks are a combination of supernatant liquids and settled solids. To retrieve waste from the tanks, it is first necessary to mix the liquid and solids prior to transferring the slurry to alternative storage or treatment facilities. The ITRS will provide systems to mobilize the settled solids and transfer the wastes out of the tanks. In so doing, ITRS provides feed for the future waste treatment plant, allows for consolidation of tank solids to manage space within existing DST storage capacity, and supports continued safe storage of tank waste. The ITRS scope has been revised to include waste retrieval systems for tanks AP-102, AP-104, AN-102, AN-103, AN-104, AN-105, AY-102, AZ-102, and SY-102. This current tank selection and sequence provides retrieval systems supporting the River Protection Project (RF'P) Waste Treatment Facility and sustains the ability to provide final remediation of several watch list DSTs via treatment. The ITRS is configured to support changing program needs, as constrained by available budget, by maintaining the flexibility for exchanging tanks requiring mixer pump-based retrieval systems and shifting the retrieval sequence. Preliminary design was configured such that an adequate basis exists for initiating Title II design of a mixer pump-based retrieval system for any DST. This Project Execution Plan (PEP), derived from the predecessor Project Management Plan, documents the methodology for managing the ITRS, formalizes organizational responsibilities and interfaces, and identifies project requirements such as change control, design verification, systems engineering, and human factors engineering.

A boiler, whether used in a process or utility plant, is a major piece of equipment. So, the purchaser applies much care to its procurement. The degree of sophistication and the extent of detail of the procurement process may vary depending on the purpose and size of boiler, but the process generally follows a common format. Typically, it starts with the preparation of a detailed specification, invitation and selection of bids, contract award, project execution, and finally the acceptance of the plant. The boiler supplier, on its part, ensures that all expectations of the purchaser are met and that the price is competitive. The vendor goes through different stages of design, construction, and commissioning. The design stages are discussed later in section 2–2. The following section discusses the scope of the boiler specifications.

The HANDI 2000 project will meet some of the major objectives and goals of the PHMC Management and Integration Plan, HNF-MP-00, Rev. 11, by integrating the major Hanford business processes and their supporting information systems.

Project W-211, Initial Tank Retrieval Systems (ITRS), is a fiscal year 1994 Major Systems Acquisition that will provide systems for retrieval of radioactive wastes from selected double-shell tanks (DST). The contents of these tanks are a combination of supernatant liquids and settled solids. To retrieve waste from the tanks, it is first necessary to mix the liquid and solids prior to transferring the slurry to alternative storage or treatment facilities. The ITRS will provide systems to mobilize the settled solids and transfer the wastes out of the tanks. In so doing, ITRS provides feed for future processing plants, allows for consolidation of tank solids to manage space within existing DST storage capacity, and supports continued safe storage of tank waste. The ITRS scope has been revised to include waste retrieval systems for tanks AP-102, AP-104, AP-108, AN-103, AN-104, AN-105, AY-102, AZ-102, and SY-102. This current tank selection and sequence provides retrieval systems supporting the Privatized waste processing plant and sustains the ability to provide final remediation of several watch list DSTs via treatment. The ITRS is configured to support changing program needs, as constrained by available budget, by maintaining the flexibility for exchanging tanks requiring mixer pump-based retrieval systems and shifting the retrieval sequence. Preliminary design was configured such that an adequate basis exists for initiating Title II design of a mixer pump based retrieval system for any DST. This Project Management Plan (PMP) documents the methodology for managing the ITRS, formalizes organizational responsibilities and interfaces, and identifies project requirements such as change control, design verification, systems engineering, and human factors engineering.

Abstract This paper presents details of the project execution and operational experience for a Floating Storage and Offloading system installed in the Gulf of Mexico. In addition to being the first permanently-moored FSO installed in this area, the system was designed with several unique features driven by the following Client requirements:15-year on-station life.No loading downtime.No offloading downtime. This paper describes the design and construction solutions. Operational data from the first six months are also presented; these data are an indication of how well the design and operating objectives were met. Introduction The Client is developing the Cantarell field offshore the Yucatan Peninsula in the southern Gulf of Mexico (illustrated in Figure 1), and specified an FSO system for the field development. The Client specification requested both the supply and operation of the FSO for a period of 10 years, with the possibility of a five-year extension. MODEC was awarded the contract on 01 June 1997, and commissioning at site was stipulated to be 21 June 1998; thus, this was a "fast track" project. A significant feature of the FSO system was the requirement that there be no interruption in loading, either for weather or mechanical problems. The area is subject to hurricane conditions, which hampers offloading of crude to tankers. In order to accommodate both weather downtime and shuttle tanker scheduling, the FSO was required to store several days' production. Further, the maximum offloading rate was to be much higher than the maximum anticipated loading rate. Significant features of the Client's specification included:Continuous on-station life of 15 years.Continuous loading of crude oil 365 days per year through dual flexible risers.Permanent Single Point Mooring capable of station keeping in 100-year survival conditions in a design water depth of 246 feet. Offloading Tanker Size Ranges:Side-by-side: 55,000 to 250,000 Deadweight Tons (DWT)Tandem:55,000 to 350,000 DWT Characteristics of the system include:Normal loading rate: 350,000 BOPD of stabilized crude.Maximum loading rate: 850,000 BOPD.Minimum storage capacity: 1,750,000 barrels.Offloading to two locations - a tandem or a side-by-side moored shuttle tanker, either individually or simultaneously.Loading metering.Offloading metering with prover.Offloading rates:Single Export TankerSide-by-side: 80,000 bbl./hr.Maximum wave height for offloading: 4 metersTandem:55,000 bbl./hr.Maximum wave height for offloading: 5 metersSimultaneous Offloading to two tankersSide-by-side: 80,000 bbl./hr.Tandem: 40,000 bbl./hr. The crude oil product is stabilized to about 7 psi Reid Vapor Pressure, with an API gravity of approximately 220. Vessel Size Considerations Continuous on-station duty necessitates "continuous inspection", which requires emptying and internal inspection of each cargo tank at five (5) year intervals. The vessel, in addition to providing the specified minimum storage of 1,750,000 barrels, must have additional storage capacity toaccommodate this inspection, which dictates a minimum vessel capacity of at least 2,000,000 barrels.

Abstract Pemex Exploración y Producción (PEP) is undertaking a major upgrade and expansion of the Cantarell oil field in the Gulf of Mexico in order to curtail gas flaring, increase crude oil production and exports, and to improve the reliability of existing facilities. This expansion program includes implementation of two Floating, Storage, and Offloading systems (FSOs). This paper reviews the existing crude oil export system, the need for more storage and export tanker berths to handle the planned increases in oil exports, the concepts of the two FSOs and the selection, engineering, procurement, conversion, commissioning and initial operational experience of the first FSO Ta'Kuntah. The key aspects of this FSO include:first permanently-moored FSO in the Gulf of Mexico12 month schedule between award and first oilthe 2nd largest operating FSO with 2.3 million barrel net crude oil storage capacitydesigned for uninterrupted (zero downtime) operation for 15 yearshighest crude oil receiving rate at 800,000 BOPDoffloads crude oil simultaneously to two export tankers moored in tandem and side-by-sidehighest combined offloading rate of 120,000 BPH Initial operational experience showed that the FSO is successfully receiving and offloading Maya crude at the maximum design rates. The second FSO is currently in a concept development stage. Cantarell Field Development and Modernization The Cantarell complex comprises four adjacent oil fields known as AKAL, CHAC, KUTZ, and NOHOCH. The fields are located in the Bay of Campeche, Gulf of Mexico, off the coast of the Yucatan Peninsular, approximately 80 kilometers north of Ciudad del Carmen, Campeche, México in water depths ranging from 35 meters in the south to 40 meters in the north. PEP is the owner and operator of this field. Further details of this field are included in Reference 1. The location of the Cantarell field is shown in Figure 1. A study was initiated in the spring of 1996 to prepare short term and long term plans for the expansion of the Cantarell field. As part of the short term plan, the goals were to remove existing production bottlenecks, increase production, stop gas flaring and improve equipment reliability. The long-term plan included increasing production from about 1.3 million BOPD in 1998 to 2.4 million BOPD in 2001 and to maximize ultimate crude oil recovery. Existing Field and Crude Oil Export Facilities Existing Field Facilities. Oil is produced at 16 wellhead platforms. First-stage gas-oil separation is performed at several wellhead platforms and the crude oil is stabilized at three production complexes. Stabilized crude oil is transported via pipelines to three offshore tanker berths at the island of Cayo Arcas and to onshore storage tanks at Dos Bocas where part of the production is exported via two offshore tanker berths and the balance is transported inland by pipeline. Crude oil from adjacent fields Ku, Maloob and Zaap is exported through the Cantarell facilities. Light oil production from Ixtoc, Ek-Balam, Pol, Abkatun and other fields is sent by pipeline to Dos Bocas for export and domestic consumption.

Abstract This paper provides an overview of the project execution phase for the Genesis hull and mooring system, beginning with project team scope, responsibilities, and organization. Safety, quality, cost and schedule are reviewed, with special attention given to the issue of safety. Selected technical challenges are discussed, including deck leg to hull connection, chain jack foundation, transportation, connector testing, riser guides, and strakes. Lessons learned are noted. Introduction The Genesis spar hull was successfully upended at Green Canyon block 205 on June 18, 1998, in 2590 feet of water. It will produce at a peak rate of about 55,000 barrels of oil and 72 million cubic feet of natural gas per day. Genesis is the first application of spar technology for both drilling and production. The spar hull is a floating, vertical cylinder 122 feet in diameter and 705 feet in length, with buoyancy tanks in the upper part and a 58 foot square moonpool with slots for drilling up to 20 wells. It is held on location by a 14-line taut catenary spread mooring system. The mooring system is designed to position the spar over any of the seafloor wells for drilling operations. The Genesis Spar Design and Construction contract between Chevron and Spars Intl. Inc. (SII) formally initiated project execution on July 1, 1996, following approximately one year of front-end engineering. Prior to contract award, the front-end engineering contract was expanded to include some material procurement and fabrication preliminaries. Scope, Responsibilities, and Organization Hull and Mooring System Scope. Aker Rauma Offshore(ARO) was responsible for engineering, procurement, and fabrication of the Genesis spar hull and mooring system. The hull was fabricated at Aker Mäntyluoto (AMO), and has a lightweight of approximately 28,600 tons. The 14-line mooring system consists of on-vessel and off-vessel components. The on-vessel components include chain jacks supplied by Bardex, fairleads supplied by Pusnes, and tail chain from Vicinay. The chain jacks are designed to pull in and let out chain at four feet per minute under a combined moderate storm/loop current condition, developed by Chevron for the GC205 location. The criterion was selected so that drilling operations would not be delayed due to an inability to reposition the spar in a timely manner during most anticipated environmental conditions. The fairleads are located mid length of the spar hull, and change the direction of the chain from vertical (chain jack to fairlead) to 45 degrees downward (fairlead to piled foundation). The fairleads are retrievable from the surface with ROV support, using a tool designed for this purpose. The tail chain, which is used for mooring line installation and to provide back tension on the chain after passing through the jack, remains permanently in the chain lockers and consists of 200 feet of 3 inch studded chain. The off-vessel components include chain supplied by Vicinay, wire rope from Bridon, and connector plates and shackles from Forges LeBeon. Each mooring line consists of 1050 feet of 5 ¼ inch R4 studless chain at the top, 3000 feet of 5 ¼ inch spiral strand wire rope with HDPE jacketing, and another 250 feet of pile chain. Individual chain links are 31.5 × 18" × 5 ¼", and weigh 426 lbs. Breaking strength of the chain is approximately 1825 tons. The in-air weight of the wire rope is 62 lbs. per foot, and the wire rope has a breaking strength of approximately 1700 tons.

The so-called classical project networks used by the network techniques CPM, PERT, and MPM, only allow for modelling projects whose evolution in time is uniquely specified in advance (cf. Elmaghraby 1977 and Moder et al. 1983). Here, each project activity is carried out exactly once during a single project execution and it is not possible to return to activities previously performed (that is, no feedback is permitted). Many practical projects, however, do not meet those conditions, for example, R&D projects and projects in production management where quality control is included and thus some feedback may occur.

This project execution plan covers: Justification of Mission Need; Project Description; Management Roles and Responsibilities; Project Execution; Method of Accomplishment.

Abstract Minimal structures have traditionally been successfully used in the Gulf of Mexico in shallow waters, well under 400 ft. The tight economics of marginal fields in deeper waters, of 400 ft. to 600 ft., have always posed a challenge to operators. Designing a minimal platform in these water depths, to be structurally robust yet efficient, providing for the owner's operational needs, yet economical, has been a challenge to design engineers for some time. The successful design of a minimal structure in 428 ft. of water depth, fabricated and installed within the target budget and schedule, is the subject of this paper. The development of rational design criteria, in cooperation with the Minerals Management Servcie, which accounts for wave dynamics and fatigue, is presented. The use of recently developed innovative installation aids is discussed. The economics of the tripod design concept is compared to other concepts. Introduction Minimal structures abound in the Gulf of Mexico in waters under 300 ft., yet, less than a handful are in over 400 A. of water depth. The oil and gas industry has sought, and continues to seek, economical alternatives to developing the many marginal fields in water depths of 400 ft. to 600 ft., and beyond. Platforms in such water depths must be structurally robust to provide for the additional demands of dynamic amplification and fatigue needs. Their design must balance strength against costs for profitable production. The successful design fabrication, and installation in 1995 of the Blanco tripod platform in 428 ft. of water depth in Vermilion Block 395, is an example of one such platform. It is an essential step to confii the economic viability of the minimal platform concept in deeper waters and to encourage future development of marginal fields in these waters. Considerations for Marginal Fields. Low gas prices! Marginal fields! Minimal reserves! Refurbished equipment! The Project Engineer working development projects in the Gulf of Mexico is faced with a formidable task. More and more often, company's management is asking for economical development of "marginal" fields in the face of low product prices and flat price forecasts. In shallow water fields (less than 200'), the Project Engineer has been able to choose from several economical alternatives such as caissons, licensed-name minimal structures, as well as refurbished salvaged jackets and decks. However, as development activity moved into deeper water, operators are finding prospects that fall into the "marginal" category due to smaller reserves, development costs associated with medium water depths of 300' to 600', and continued depressed price forecasts. The Vermilion Block 395 development provided a challenge to find a structural concept that would support multiple wells, processing and compression equipment, as well as provide for personnel needs and for well workover capabilities, in water depths that precluded the use of jack-up drilling rigs. Several design concepts were solicited from engineering f irms, and preliminary bids were received for fabrication and installation.

Since the mid-1960s progress in the science of molecular biology and genetic engineering has fueled an explosive growth in the biotechnology industry. Biotechnology is the manipulation of microorganisms, including recombinant microbes or cells to produce desirable materials, such as drugs, or desirable actions, such as cleaning up a polluted water stream.

The implementation of polar drive (PD) at the National Ignition Facility (NIF) will enable the execution of direct-drive implosions while the facility is configured for x-ray drive. The Laboratory for Laser Energetics (LLE), in collaboration with LLNL, LANL and GA, is implementing PD on the NIF. LLE has designed and participates in the use of PD implosions for diagnostic commissioning on the NIF. LLE has an active experimental campaign to develop PD in both warm and cryogenic target experiments on OMEGA. LLE and its partners are developing a Polar Drive Project Execution Plan, which will provide a detailed outline of the requirements, resources, and timetable leading to PD-ignition experiments on the NIF.

Abstract The Pompano subsea project is a ten well development Iocated in 1865 ft. of water in the Gulf of Mexico. Flow is commingled subsea on a template/manifold and flowed 4.5 miles through dual piggable 8" flowlines to an existing BPX platform, bated in 1290 ft. water. Control is electro/hydraulic, with chemical injection facilities also provided. Primary intervention for paraffin scrapping and reservoir pressure monitoring is TFL (Through FLowline). This project represents a major milestone in the development of the deepwater oil reserves of the Gulf of Mexico, by being the for remote folded tie-back of an oil producing reservoir. To successfully a project of this nature, it has been necessary to integrate the many engineering disciplines and types of contractors and to exploit the capabilities of the Operator and Contractors in a behavior and business environment which supports team work and innovation. Introduction BP Exploration and its partner Kerr-McGee are proceeding with the subsea portion of the Pompano development (Figure 1). This development is located in the Mississippi Canyon (MC) area of the Gulf of Mexico, approximately 135 miles southeast of New Orleans. Financial approval for the subsea development was given in June 1994, with installation of the template and flowlines in August/September 1995. Drilling started in October 1995 and will continue into 1997. First oil will b achieved in 1st Quarter 1996. A project of this complexity, representing the first manifolded tie-back of oil production in the Gulf of Mexico, required innovative thinking on bath the technology to applied and on the organizational and behavioral approach to be adopted by the Operator and Contractors. This paper provides an overview of the development, details the project execution philosophy and the procurement strategy that was used to integrate the capabilities of the Project team, and relates the experiences of the key Contractors. Development Overview The Pompano subsea development consists of subsea completed production wells, a production template/manifold and associated control system, a flowline/utility line system, and modifications to the existing Pompano platform. There are plans for future water injection if required. Well servicing is by TFL. The production template supports the subsea Xmas treesand manifold. Ftow is choked on the Xmas trees into either of the manifold production headers. Valving on the trees also allows flow to the well test lines. Diverters on the manifold direct TFL tools to an individual welt for wax scrapping and other TFL activities. A pigging module on the template connects the two oil production flowlines and the two TFL flowlines. The design allows for removal of the pigging module and the future connection of an additional production template in a daisy chain fashion. Figure 2 is the P&ID of the subsea production manifold.

Abstract The Troll B Platform is the first purpose built catenary anchored concrete production platform. The project represented a large challenge both to overall project execution and contract strategy as well as within various disciplines. The mooring system represented certainly one of the challenging areas. In order to safely anchor the platform it was necessary to develop the largest mooring system ever. The design fabrication and finally the installation of the system all represented challenges. The system was, however, installed within planned schedule and budget in July 1995 and has so far functioned according to the expectations. Introduction This paper gives a presentation of the development work for the mooring system for the Troll B concrete production platform, see Fig. 1, The presentation includes discussions related to design of the system, based on the given boundary conditions and criteria, as well as fabrication and installation. Technical challenges and considerations to contract strategy in search for the cost optimum system is discussed including aspects related to operational phase, the inspection and maintenance philosophy, With the size and properties of the platform itself more or less fixed, ref. key in Tableto design a suitable mooring system. In order to reach a cost effective system it was focused on two overall design principles:Dimensions of the chain and wire should be within certified dimensions (DnV)Installation of the system should be possible from relative conventional marine operation vessels avoiding expensive equipment and vessels. With the given boundary conditions the mooring system solution is a segment chain/wire rope system with large dimensions, see Table 2 and Table 3. Design General. The design of the mooring system for the Troll B platform aimed at an optimisation with respect to both composition of line segments/number of lines and individual segment length and diameter. Fig.2 shows a general view of a mooring line including the positions for the connection and retrieval elements. The analysis methods described in the following will cover both the mooring lines and special components in the mooring system such as connection and retrieval elements and fait-lead / chain interaction problem. Design Criteria. The design of the mooring system is governed by statutory requirements as well as functional requirements. The major design requirements are:Safety factors according to NMD (Ref. 1,2).Maximum platform offset of60 meter.All mooring lines to have winches.Passive mooring system, No adjustment of tension during extreme weather conditions,Possibilities of diverless replacement of fairleadsNo retrieval of mooring lines for planned, regular inspection.Installation/Retrieval of mooring lines to be performed by the use of 'conventional' equipment and vessels.Required design life is 25 years

The Pacific Intertie Expansion Project was successfully commissioned in 1988 in order to expand the overall transmission capacity of the 500 kV DC transmission line connecting Sylmar substation with the northern terminal at Celilo converter station from 2000 MW to 3100 MW. This upgrading had been realized by current upgrading from 2000 A DC to 3100 A DC by means of paralleling two new 500 kV DC 12 pulse groups at the Sylmar East Converter Station operated by the City of Los Angeles Department of Water and Power (DWP). One of these expansion converters was completely destroyed in October 1993 by a hazardous fire inside the converter building. To improve the energy availability and to reduce the risk for a similar event to occur in the remaining group in the future, an emergency plan was launched to design, manufacture and commission a new thyristor valve 12 pulse group with improved fire withstand capabilities and to replace the hazardous components in the other healthy converter group. The main objectives during this project execution were to study and design new thyristor valves, which are able to operate under the same system conditions as the original valves.

Publisher Summary This chapter outlines the overall philosophy of staged approach of dredging project. A dredging project, in common with most other works of civil engineering, evolves in a series of stages. The stages are required to optimize expenditure during data gathering and analytical periods, and to provide points at which the project may be aborted if studies indicate it to be lacking viability. This staged process applies to both capital and maintenance dredging projects, although there may be times during either of these when, due to the exigencies of a particular situation, a number of stages will merge into one. There are five stages of any dredging project: preliminary appraisal; pre-contract planning; preparation of contract documents; tender procedures; and project execution. Before considering these five stages it is prudent to review the background against which any dredging project must be examined; the environmental balance of the proposed dredging site and any other site affected by the proposed works, and the legislation controlling these works.

In this paper, a recently conducted product lifecycle management (PLM) implementation project is analysed. The aims are to investigate whether published product lifecycle management (PLM) implementation guidelines are relevant to and used in practice, and, if so, to assess how useful they are for guiding project execution. This paper presents an examination of how a real PLM implementation project was conducted, mapping out the rationale for different courses of action and the effects they had. This paper evaluates the degree of relevance and application of existing PLM implementation guidelines. It is found that while most of the guidelines were highly relevant to the project, they were not applied in full. Potential reasons for why the guidelines are not followed are discussed. It is suggested that projects review their plans with the guidelines in mind, evaluating their degree of relevance and including a plan for how to apply the guidelines.

Abstract: Future subsea developments will to an ever greater extent be focused on the development of small and marginal fields. The utilization of experiences from previous development stages will be a kqy issue for these developments, as slim lining of the development concepts, strategies, the technology and the execution will have to be significant. Experience and market situation has shown that the use of new technology will be important, as will new contract strategies, new project execution models, strategic alliances, organization and fast track developments. This paper summarizes only some of the experiences of Kongsberg Offshore a.s to date and highlights areas for improvement as well as key areas with regards to technological advancement with a focus on project execution, intervention techniques and subsea multiphase metering. Introduction The situation today is that the elephants have been developed in some of the mature markets., e.g. US, North Sea, etc. and the more marginal fields remains for development. There exists an uncertainty with respect to the oil price in addition to potentially great risk and relatively small reward when developing small and marginal fields. Marginal economy is due to a variety of causes including using existing technology, existing ways of organizing developments and operational procedures. We need to be innovative in these areas in order to make the fields commercial. The smaller and less accessible fields, deep waters, high pressure, increased distance to processing plants as some of the reasons causing a marginal economy. The subsea industry has, however, developed considerably in the last decade, which show how young the industry is. We must find new and more cost effective field development solutions in order to meet the challenges of uncertain oil price and marginality of the fields. As part of this industry, Kongsberg Offshore as. (KOS) has been involved in the subsea industry as it's main area of operation from the start in 1974, and has developed products for this industry serving a busy home market. Today the company operates within two business units, Subsea systems and Metering systems. The products developed include control systems, diverless intervention technology, complete subsea systems, metering systems including multiphase flow metering etc. All of which are of importance to enable the industry to meet the challenges set by the scenario described above. Other solutions to the needs foreseen is the development of a system approach and the organization of system engineering solutions that will be needed in the economic exploitation of marginal reserves since the field developments will need to be optimized relative to the operational and specific reservoirs needs. The following sections will give examples of the technology developed and how this has been utilized and will outline experiences from some of the fieId development projects where KOS has been involved. The paper will also cover the experiences with different contract strategies and organizational forms used in the different projects.

ABSTRACT The world's largest subsea contract was launched in April 1991 for Statoil's Statijord satellite project - SSP - and initially included subsea production equipment for the two satellite fields, Statijord Nord (North) and Statijord Ø st (East). The project was later made responsible for subsea units to two satellite installations connected to the Sleipner A facilities. This involves six and two templates, hooked up to the Statfjord C and Sleipner A platforms, respectively, totalling 25 Xmas trees. The SSP is Statoil's third subsea development, following Gullfaks (1986) and Tommeliten (1988). The two Statijord satellites are located near the Statijord, Gullfaks and Snore fields, about 200 km west of Bergen, while the Sleipner field is located west of Stavanger close to the boundary with the UK North Sea. The two Statijord fields are primarily oil producers with production start in the fourth quarter of 1994 from Statijord East and in 199396 from the North field. The subsea installations were ready in the summer season of 1993, with drilling and completion following. Sleipner is a gas field and the production from the subsea installations became essential to ensure gas delivery to the European gas network on I October 1993. The paper will describe the technology applied and the main elements relating to both onshore and offshore executions. Finally, it will address the way these installations have brought Statoil closer to a standardised solution for subsea developments. STATFJORD SATELLITES Statfjord North is located 17 km from the Statfjord C platform in 300 metres water, while Statfjord East is seven km away in 200 metres of water. Completed in 1990, conceptual design for the SSP aimed to meet the following main requirements:versatility and flexibilityfailure tolerantstep-by-step development of the two fieldslow investment and operating costdiverless installation, maintenance and repairsimultaneous operations, such as drilling while performing pull-in of flowline or umbilicalseparate and independent retrieval of all production modulesremote intervention from monohull vesselsintroduction of a standardised subsea system. The two fields are configured in a similar way, see fig.1. Each utilises two production templates supporting three Xmas trees apiece, plus a water injection template. The production flowline forms a ring configuration, giving flexibility during production in failure cases and permitting round-trip pigging. Flowlines consist of hard piping with about 300 metres of flexibles for tie-in to the templates and the platform. Flexibles are also used between the templates. The umbilicals are also installed in a ring configuration for redundancy purposes, with a branch to the water injection template. These umbilicals will supply both electrical and hydraulic power as well as scale and corrosion inhibitors. Methanol will be provided in a separate 2.5 inch pipeline. The Xmas tree is a conventional five by two inch design for 5 000 psi, and will be hooked up to its branch line through a choke bridge unit. Retrieving only these units provides access for retrieving the manifold unit, if required. Well killing will therefore be unnecessary since the Xmas trees will remain in place.

Air Products and CVI collaborated to design, construct and commission a refrigerator, test stands and integrated control system for the General Dynamics Collider Dipole Magnet Cold Test Facility (CTF) in Hammond, LA. The original project schedule required the cold test facility to be operational within 17 months of the notice to proceed. Midway through the project, changes in General Dynamics magnet testing requirements necessitated doubling the plant capacity, but the on stream date for the initial capacity increment could not be relaxed. The Air Products/CVI team had to adapt the project execution strategy to mitigate the schedule impact of the expansion in a cost effective manner without impacting system functionality, quality or safety.