OTC 13993 Offshore Coordination

OTC 13993
Offshore Coordination: Optimizing Resources and Value in Deep Water

D.P. Barnes, DPB International, LLC: A.W. Gatto, Shell Deepwater Services
Copyright 2002, Offshore Technology Conference
This paper was prepared for presentation at the 2002 Offshore Technology Conference held in
Houston, Texas U.S.A., 69 May 2002.
This paper was selected for presentation by the OTC Program Committee following review of
information contained in an abstract submitted by the author(s). Contents of the paper, as
presented, have not been reviewed by the Offshore Technology Conference and are subject to
correction by the author(s). The material, as presented, does not necessarily reflect any
position of the Offshore Technology Conference or its officers. Electronic reproduction,
distribution, or storage of any part of this paper for commercial purposes without the written
consent of the Offshore Technology Conference is prohibited. Permission to reproduce in print
is restricted to an abstract of not more than 300 words; illustrations may not be copied. The
abstract must contain conspicuous acknowledgment of where and by whom the paper was
presented.
Abstract
The Brutus TLP was installed in 2976 of water in Green
Canyon Block 158 in May - June 2001. Various teams from
within the Shell organization were responsible for planning
and executing the offshore installation, commissioning, and
startup activities. Since each team was focused on developing
work plans to complete their individual scope of work, a
working level team was formed to coordinate interfaces while
ensuring a best for project philosophy was utilized in
decision making. The Brutus Offshore Coordination Team
(OCT) was formed in July 1999 for the purpose of
coordinating the planning activities of the teams working on
the offshore portion of the Brutus project. This paper describes
the organization, tools, and work process developed and
applied by the OCT to achieve the objective of optimizing
critical path to first oil while considering cost, quality, safety,
and environmental issues.
Introduction
The Brutus Project was organized in a team-based
environment, which was necessary to staff multiple projects.
The matrix organization supplied resources for all work from
the various Shell communities. The team-based project
management structure had been proven successful on the
previous Ursa TLP project and was an effective way to
optimize resources in a multi-project organization.
The Brutus project leadership was also faced with several
cost challenges that where compounded by a low oil price and
the fact that Brutus was a 100% Shell project. This translated
into managing resources based on need, dealing with a
greater risk exposure, and still having to deliver on an
aggressive schedule.
Once the cost challenges where achieved and the project
was sanctioned, the focus shifted to accelerating schedule
without compromising safety.

During the cost challenge phase, which was prior to the
final investment decision, the project management teams
included the Brutus Leadership Team (BLT) and the Brutus
Project Leadership Team (BPLT). The BPLT asked that a
cross-functional team be formed that would optimize critical
path to first oil. Shortly after the start of construction, which
was on June 1, 1999, the BPLT sanctioned the Brutus
Offshore Coordination Team (OCT) and the first meeting was
held in July of 1999. The team was generally comprised of
team leaders whose scope was on or close to being on
critical path.
The Brutus OCT was challenged several times to
accelerate and / or maintain schedule, which required the team
to focus on the agreed to objective. Some of the more
significant challenges where accelerating schedule, derrick
barge delays due to non-Shell projects, eddy currents, high
seas and tropical storms. However, overall there was a net
gain of ~27 days. When the OCT was sanctioned, first oil was
targeted to be 30-Aug-01 and actual first oil was 3-Aug-01.
Once an opportunity was identified and/or a mitigation
plan was developed, the OCT would make a recommendation
to the BPLT. The recommended path forward would then be
approved or additional information would be requested for
clarification prior to approval. The team gained enough
respect and confidence with the BPLT so that they evolved
into a decision making body that looked to the BPLT for
validation. The OCT was also successful because it facilitated
managements involvement at the right time when additional
resources and/or barrier elimination was necessary. It also
provided management a means of staying closely involved
with the workings of the project without distracting the team
from the development of their execution plans.
Project Management Teams
Brutus Leadership Team (BLT):
Brutus was managed similar to the Ursa project by using the
team-based management structure. However since the project
was 100% Shell, the roles and participants where slightly
different. It was a three-person team including the Project
Manager, the Reservoir Manager and the Production Manager,
which was acting as the Asset manager. This team met
monthly and eventually as needed because as the project
D. P. BARNES, A. W. GATTO
progressed, they became an integral part of the BPLT. This

later proved beneficial to the OCT in quickly gaining
managements buy-in to a path forward.
Brutus Project Leadership Team (BPLT):
The management relationship between the BLT and BPLT
was defined in the performance agreement between the two
and the OCT developed a performance agreement with the
BPLT that ensured those objectives would be achieved. This
team was a project management team and met Bi-weekly to
monitor the progress of the project and resolve critical issues.
It was a decision making body.
Brutus Offshore Coordination Team (OCT):
The OCT was a cross-functional team of working stakeholders
with the common objective of ensuring that leaderships
objectives and the projects objectives where achieved and/or
exceed. Generally, each member of the OCT owned a portion
of the offshore critical path including onshore Integration.
Integration was included because the progress of their work
scope was integral to the decisions associated with achieving
the teams goals.
Results:
The team developed an offshore plan (including Integration)
that optimized the critical path to first oil. The primary focus
was on safety, quality, schedule, environmental issues
and cost.
The team facilitated the identification of issues between
project team interfaces such that all teams had the necessary
information to effectively plan the offshore execution while
expanding the best for Brutus philosophy between
individual offshore execution teams.
The individual
stakeholders then worked within their own teams to identify
how some of the opportunities could be achieved.
The OCT expanded the conscientious working relationships
between the offshore execution teams as they prepared to
capitalize on potential scenarios that could impact the
offshore schedule .
Team Members
The team consisted of the following stakeholders
1. Construction Project Leader (OCT Team Leader and
BPLT Member)
2. OCT Interface Engineer
3. Installation Team Leader
4. Integration Team Leader
5. Commissioning Coordinator
6. Offshore Installation Manager
7. Drilling Foreman
8. Production Team Leader
9. Utilities Team Leader
OTC 13993
Brutus OCT Toolbox

The team developed and maintained several tools that enabled
them to achieve their objective that included
Performance Agreement with the BPLT
Roles and Responsibilities Matrix
Process Map showing team dependencies
An interface issues list
Realize the Limit Opportunity Matrix (develop from RtL
workshop)
OCT Detailed Schedule
OCT Summary Schedules Target and Minimum
Personnel on Board forecasting tool
Execution timeline
Project to Producing Operations Transition Plan
(supported by the project handover agreement)
The team worked together by meeting monthly doing the
planning stage to define the scope of work to the appropriate
level of detail, communicated expectations between team
members and in turn became prepared for the unplanned
events. During this phase, tools where developed and
maintained that facilitated issue identification and resolution.
This inturn insured the best for project path forward. Over
time, the team evolved into one that made decisions and
looked to the BPLT for validation. The BPLT became so
familiar with the teams tools they began using them to update
their management with total confidence in what the team was
doing. This increased the level of communication throughout
the Shell communities.
The first step of the OCT was to develop a process map that
showed the relationships and dependencies between the teams.
Next was the detailing of the OCT schedule, which was
simplified since the team understood the relationships between
work groups via the process map. The team became very
familiar with the activities in the schedule as well as the logic.
This was fundamental in gaining buy-in from all team
members on what the common goals and objectives that the
team was to achieve. Once everyone bought into the logic and
level of description, the team developed a summary schedule,
which was updated at every meeting and used for progress
tracking. The summary schedule had a critical path that
everyone believed and the individuals worked within their
respective teams to get their scope off critical path as much
as possible.
The team increased its meeting frequency to Bi-weekly
once the hull arrived and Integration began. Meeting
frequency changed to weekly during the execution phase
which began when the TLP sailed from the Integration site.
Realize the Limit (RtL) is a tool that Shell developed to
help teams identify and capture step change improvements.
The OCT applied this process to their critical path, including
Integration, to identify value adding opportunities. Identified
opportunities where worked over a four month period and then
OTC 13993
OFFSHORE COORDINATION: OPTIMIZING RESOURCES AND VALUE IN DEEP WATER
incorporated into the schedule.

This effort helped
tremendously with accelerated schedule and in the process
enhanced safety.
Many of the benefits to critical path came from the
Integration team Pipeline team. Details of the respective
teams accomplishments are further described in the referenced
papers that are part of this session. The OCT team worked
many issues, some of which where deemed not worth pursuing
and others were addressed and incorporated into the plan.
Team leaders had a forum to refine their issues such that when
presented to management for approval it was very clear what
the best for Brutus answer was, even if that meant additional
costs.
The project accelerated enough to put us at the early part
of our ofshore installation window. This caused a potential
problem for the installation contractor due to other non-Shell
work. Shell management had enough confidence in the
accelerated schedule developed by the OCT that they were
able to negotiate a viable solution with the installation
contractor, thus avoiding a 60-day delay to first oil.
The team had other challenges that impacted schedule
which included, eddy currents, memorial weekend boat traffic,
tropical storm Allison, high seas and a tight derrick barge
schedule for both pipeline and TLP installations. Personnel on
Board (POB) constraints did not impact the schedule due to
the planning work that was done once the summary schedule
was complete. The teams identified what bodies, down to the
man, where need to achieve the target first oil date. A shortage
of bunks was identified early enough to get the necessary
Company and USCG approvals to increase POB capacity, and
to allow temporary accommodations and additional life rafts
to be ordered and installed at the Integration site so that safety
was not compromised.
Conclusion:
The Brutus project achieved tremendous success partially
because of the coordinated efforts of the OCT. The team
identified and captured opportunities that reduced the critical
path to first oil by 27 days. By forming a cross-functional
team early in the projecct and have them identifyed a common
goal they believed in, the right tools where developed and
maintined that effectively identified issues. The projcet
leadership was then given the informaation they needed to
effectively decide what was best for Brutus. All teams where
motivated to do the necessary work that effectively
illuminated where resources needed to be applied so that
maximum value was achieved. This is one of the reasons
Brutus is now best in class.
References
1. Bowen, K.G., Rowland, L., Figgers, R.F. Gibson, V.E.:
Integration Schedule Reduction of the Brutus TLP, OTC
13992, May 2002.
2. Wincheski, R.A., Eisenhauer, D.L. Bertrand, G.C.: Brutus Export
Pipelines: Improvement Opportunities and Challenges in
Deepwater Pipeline Installation, May 2002..
3. Jefferis, R.G., Digre, K. A., Haney J. P.:" Ursa - Team-Based
Project Management - Overcoming Adversity in 4000 ft. of

Water", Proceedings of the Offshore Technology Conference,
OTC 10753, materials acquisition and logistics. May 1999.
Appendix
Figure I Brutus OCT Summary Schedule (As-built)
Figure 2 Brutus OCT Milestone Tracking Chart and
Explanations
13.71 days
HDCF Package Lift / Set
Compressor Packages Lift
Continue Minimal Weldout
Set All Rig Packages and E 28.71 days
Complete Strucutral Weldo 88.71 days
0.71 days
11
12
Weather / Contingency
Target Sailaway / Departur
16
17
Moor Hermod and Install P 16.71 days
21
22
6.71 days
Hermod arives at GC158 (C 0.71 days
20
Hermod Picks up Anchors
Hermod Departs GC 158
26
27
28
29.71 days
52
0.71 days
Flow line Installation
1.71 days
2.71 days
Well Head Instrumentation
Unload Well A-8
Progress
Milestone
Task
Split
0.71 days
Jan 7, '01
S
Jan 28, '01

W
T
Project Summary
Summary
Feb 18, '01

F
Integration[141%]
External Milestone
External Tasks
Integration
Mar 11, '01

M
Page 1
Deadline
Apr 1, '01
T
W
Figure 1
F
Integration[113%]
Apr 22, '01

S
M
May 13, '01

T
Integration
Integration
Jun 3, '01
T
Offshore[263%]
Offshore
Offshore
Aug 5, '01
F
Offshore
Offshore[289%]
Jul 15, '01

W
Offshore[257%]
Offshore
Offshore[240%]
Offshore
Offshore[200%]
Offshore[240%]
Jun 24, '01

S
Project: ML80301
Date: Tue 3/12/02
First Oil
62
64
63
1.71 days
7.71 days
Purge Flareboom ICP
USCG COI Inspection and
60
61
SEPCo PRODUCING OPERAT 38.71 days
59
1.71 days
8.71 days
Run Gravel Pack Assemble
Hand Over Well A-8
56
58
2.71 days
57
Run Production Riser & Se 26.71 days
Perforate
54
55
37.71 days
17.71 days
Commission Compressors
51
SEPCo DRILLING TEAM
2.71 days
7.71 days
Initial Commissioning Upon
50
53
Diesel Circulation & P/L Sa 37.71 days
Prove Meters
49
Complete Safe Chart Re-T 14.71 days
2.71 days
Commission Firewater Pum
48
SDS OFFSHORE COMMISSIO 62.71 days
42.71 days
47
46
0.71 days
Reduce POB to 150 "End o
Punchlist Scope
44
45
4.71 days
17.71 days
HDCF Punchlist Scope Co
21.71 days
Comp Known OCS Scope
Pipeline bolt Re-torquing (T
43
30.71 days
41
40
0.71 days
42.71 days
42
Hookup Flareboom ICP
Temp Installation Eq. Rem
39
OCS WORKSCOPE
Gas Pipeline Ready for Sta
38
37
0.71 days
Oil P/L Ready for Start Up
Hydrotest & Comm. Oil P/L
34
Hydro, Dewater and Prep G 13.71 days
Demob DB-50
33
36
0.71 days
6.71 days
Install Oil SCR & Spool pie
32
35
4.71 days
Install Gas SCR & Spool p
0.71 days
3.71 days
Mob DB50 to Brutus
30
17.71 days
4.71 days
0.71 days
31
SDS PIPELINE
0.71 days
Install Flareboom & Remov
25
29
2.71 days
TLP Storm Safe
24
7.71 days
Offload and Assemble Ten 16.71 days
Transfer and Tension Tend
23
0.71 days
Transport TLP to GC 158
Deploy Divers to Secure D
19
SDS INSTALLATION ACTIVITI 45.71 days
0.71 days
0.71 days
TLP Ready to Sail
18
0.71 days
Temporary COI Issued
Offshore Equipment Install 27.71 days
13
14
15
0.71 days
Rig Arrives at AGM
Rig Ready to Lift
0.71 days
1.71 days
9.71 days
10
1.71 days
Minimal Weldout to Facilita
19 days
Remove Transport Frame
Lift and Set Modules
11.71 days
0.71 days
Duration
##########
Hull Arrives at AGM
Task Name
SDS INTEGRATION
ID
1
, '00
4
OTC 13993
25-Oct-00
1-Nov-00
8-Nov-00
15-Nov-00
22-Nov-00
29-Nov-00
6-Dec-00
13-Dec-00
20-Dec-00
27-Dec-00
3-Jan-01
10-Jan-01
17-Jan-01
24-Jan-01
31-Jan-01
7-Feb-01
14-Feb-01
21-Feb-01
28-Feb-01
7-Mar-01
14-Mar-01
21-Mar-01
28-Mar-01
4-Apr-01
11-Apr-01
18-Apr-01
25-Apr-01
2-May-01
9-May-01
16-May-01
23-May-01
30-May-01
6-Jun-01
13-Jun-01
20-Jun-01
27-Jun-01
4-Jul-01
11-Jul-01
18-Jul-01
25-Jul-01
1-Aug-01
8-Aug-01
15-Aug-01
Updated as of:FINAL
1
1
-01
-01
-01
-01
-01
-01
-01
r-01
r-01
y-0
y-0
r-01
r-01
Feb
Feb
Jul
Ma
Ma
Jun
Jun
Ap
Ap
Jan
Jan
Ma
Ma
14281125112508220620031701-01
Jul
15-
-01
Jul
29-
First Oil
Gas P/L Ready for

Startup
Oil P/L Ready for

Startup
1st Well Perf.
Hot Work Complete

(OCS Scope)
Demob Hermod
TLP Storm Safe
TLP Sailaway from

AGM
Temporary COI
Issued
Comm. of
Installation
Rig Ready to Lift
Drilling Module Set

Complete
Hull Arrives @ AGM
1
1
g-0
g-0
Au
Au
1226-
Brutus Offshore Coordination Team Milestone Tracking Chart
Figure 2
OTC 13993
5
10-May-01
Milestone Dates from ML51001.MPP Last Updated 5-10-01
3-May-01
TLP Sailaway from AGM - Delayed 5 days due to delays in Commencement of Installation
Commencement of Installation - Delayed 3 days due to problems caused by the Eddy current.
First Oil - Delayed 3 days due to delays in Commencement of Installation.
24-Apr-01
Commencement of Installation - Delayed 2 days due to SSCV Hemrod schedule conflicts with the non-Shell Projects. Official notification of COI is 5-8-01
1st Well Perforation - Delayed 2 days due to rig being warm stacked for 1 year and 50% of rig crew is new.
First Oil - Delayed 4 days due to Hermod and 1st Perforation delays.
12-Apr-01
Temporary COI - Accelerated 5 days due to the addition of resources in order to accelerate TLP Sailaway to meet early Installation window.
No impact to critical path due to SSCV Hermod schedule delays, however weather and contingency was increased to 10 days.
Commencement of Installation - Delayed 2 days due to SSCV Hemrod schedule conflicts with the non-Shell Projects.
Gas Pipeline Ready for Startup - Accelerated 16 days due to scope clarification efforts and eliminating the need to Dry the Gas pipeline.
Hot Work Complete - Accelerated 9 days - due to the elimination of contingency for Integration scope being sent offshore caused be an accelerated Sailaway due to the SSCV Hermod schedule.
First Oil - Accelerated 7 days due to Gas Pipeline being ready on 3-Jul-01.
Perm. COI / 1st Perf. - Delayed 14 days to allow for the Flareboom to be operational.
First Oil - No change.
29-Mar-01
Rig Ready to Lift Complete - Actual date = 22-Mar-01.
Temporary COI - Delayed 5 days due to delays with Compressor package arrival caused by transport barge delays.
No impact to critical path, however weather and contingency was reduced to 5 days.
In addition, due to Hermod scheduling conflicts, completion of Integration has been accelerated to 5/15/01.
Hot Work Complete - Delayed 17 days due to delays in perforation and to allow for possible transfer of Integration scope to offshore due to SSCV schedule conflicts. No impact to critical path.
Integration does not plan to transfer any scope as of 3-29-01.
15-Mar-01
Temporary COI - Delayed 1 day due to delays with HDCF lift caused by high winds and bad weather. One day delay to critical path, however
First oil date is not delayed due to a 1 day reduction in Integration weather contingency.
Hot Work Complete - Duration of activity was reduced by 20 days and it was converted to a milestone. Perm. COI was accelerated by
20 days. No impact to First oil.
Perm COI - Accelerated by twenty days due to change in logic of "Hotwork Complete".
First Oil - No change.
2-Mar-01
Drilling Module Set Complete - Delayed 2 days due to weather. Actual date = 1-Mar-01.
Temporary COI - Delayed 2 days due to drilling module set delay. No impact to critical path.
TLP Storm Safe - pre-set mooring system on the Hermod's stern lines reduced mobilization by 2 days and reduced demobilization by 1 day.
Reduced critical path by 1 day.
Perm. COI Issued - Added activity titled "Hotwork Complete" as a predecessor to Perm COI being issued.
Delayed perforation by 20 days due to missing predecessor of temporary quarters not in use. No impact to critical path.
Oil Pipeline Ready for Startup - accelerates 10 days. No impact to critical path.
Gas Pipeline Ready for Startup - accelerates 6 days due to reduction in hydro testing as a result of testing for fatigue cracks from shipping.
First Oil - Total critical path to first oil reduced by six days.
15-Feb-01
Hull Arrival - Delayed 2 days due to high winds. Actual date = 30-Jan-01.
First Oil - 25-Jul-01 - Two day delay in hull arrival has not delayed first oil.
1/28/02
Brutus Milestone Tracking Chart
Milestone Dates from Octmlss 25-Oct-00 to 13-Dec-00.MPP Last Updated 10-25-00
13-Dec-00:
No change
18-Jan-01
Milestone Dates from Ml11801.MPP Last Updated 1-18-01
Hull Arrival - accelerates to 1/28/01; 3 days early
TLP Sailaway from AGM - accelerates to 5/20/00; 19 days earlier than planned due to Integration Team's schedule acceleration efforts
First Oil - Accelerated 19days due to early hull arrival and reduced Integration Schedule.
Milestone Dates from Octmlss 25-Oct-00 to 13-Dec-00.MPP Last Updated 10-25-00
15-Nov-00:
No change
25-Oct-00: Milestone Dates from Octmlss 25-Oct-00 to 13-Dec-00.MPP Last Updated 10-25-00
Brutus OCT Summary Schedule baseline set. Does not reflect the improvements achieved from work done by the OCT prior to 25-Oct-00. The team
improved critical path by 17days prior to setting the baseline schedule and commencement of tracking.
Explanations:
Figure 2 cont.
BCOT Milestone Waterfall Chart Explanations - Final
OTC 13993
Brutus Milestone Tracking Chart
Figure 2 cont.
5-Aug-01
First Oil - Actual Date 3-Aug-01 - Accelerated 2 days due to unloading of the well only taking two days not the four as planned.

1-Aug-01
First Oil - August 5, 2001 - Delayed 2 days due to completions activities taking the full eight days not six.

25-Jul-01
First Well Perforation - Actual Date 22-Jul-01 - Delayed two days due to unknown reasons.
First oil date delayed only one day due to a two day reduction in completion activity.
First Oil - August 3, 2001

17-Jul-01

11-Jul-01
Oil P/L Ready for Start Up - Actual Date 5-Jul-01
Gas P/L Ready for Start Up - Actual Date 11-Jul-01 - Was delayed 5 days due to stuck pig. Did not impact critical path.
3-Jul-01
Hot Work Complete - Delayed 14 days due to HDCF problems, which included bolt and valve change out.
First Well Perforation - Delayed five days due to inadvertent release of production riser and HDCF punchlist scope.
Oil P/L Ready for Start Up - Accelerated 8 days due to work progressing better than expected.
Gas P/L Ready for Start Up - Accelerated 7 days due to work progressing better than expected.
First Oil - August 2, 2001 - Delayed four days due to inadvertent release of production riser and HDCF punchlist scope.

27-Jun-01
Demob Hermod - Actual Date 26-Jun-01
First Oil - July 28, 2001
20-Jun-01
TLP Storm Safe - Actual Date 20-Jun-01
13-Jun-01
TLP Storm Safe - Delayed 4 days due to high seas.
First Oil - July 28, 2001 - Delayed 4 days due to weather.

6-Jun-01
TLP Storm Safe - Delayed 4 days due to Tropical Strom Allison and high seas.
First Oil - July 24, 2001 - Delayed 4 days due to weather.
30-May-01 Milestone Dates from ML53001.MPP Last Updated 5-30-01

TLP Sailaway from GMF - Actual Date 5-26-01
TLP Storm Safe - Delayed 2 days due to eddy current delaying the start of Tendon Assembly.

TLP Sailaway from GMF - Delayed 2 days due to broken anvil on Menck hammer. TLP is ready to sail but must wait until Pile driving is complete.
TLP Storm Safe - Delayed 1 day due to broken Menck hammer and accident with boat offloading.
Also changed start of tendon assemble back to be the same day the tow commences, therefore only one day delay to critical path.
First Oil - July 18, 2001 - Delayed only 1 day due to broken hammer and switching to backup hammer not taking as long as expected.

Temporary COI Issued - Delayed 6 days - USCG wants to do a final walk-thru just prior to sail away. All work is done and COI will be issued. No impact to critical path.
Commencement of Installation - Actual date 12-May-01.
TLP Sailaway from GMF - Accelerated 2 days due to pile driving activities proceeding better than expected. Hermod just completed using Menck hammer on Prince prior to mobilizing to Brutus.
First Oil - July 17, 2001 - Accelerated 2 days due to pile driving activities accelerating.
Temporary COI Issued - Delayed 7 days due to limited Commissioning resources. No impact to first oil.
TLP Sailaway from GMF - Delayed 1 day due to the Oceanworker (Drill Rig) demob from GC-158 delay. Diamond Offshore did not wish to pull riser in eddy current
and risk damaging the production riser and BOP. SDS and SEPCo analyzed data and clarified risks for Diamond thus they pulled riser.
Commencement of Installation - Delayed 1 day due to Oceanworker. Reduced Tendon Installation time by one day therefore no impact to first oil.
Oil Pipeline Ready for Start up - accelerated 3 days due to scope clarifications
Gas Pipeline Ready for Startup - Accelerated 4 days due to scope clarifications
BCOT Milestone Waterfall Chart Explanations - Final
1/28/02
OTC 13993
7

OTC 13993 Offshore Coordination

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

OTC 13993 Offshore Coordination

Hochgeladen von

Copyright:

Verfügbare Formate

OTC 13993

Offshore Coordination: Optimizing Resources and Value in Deep Water

without compromising safety.

progressed, they became an integral part of the BPLT. This

Brutus OCT Toolbox

OFFSHORE COORDINATION: OPTIMIZING RESOURCES AND VALUE IN DEEP WATER

incorporated into the schedule.

Project Management - Overcoming Adversity in 4000 ft. of

HDCF Package Lift / Set

Compressor Packages Lift

Continue Minimal Weldout

Set All Rig Packages and E 28.71 days

Complete Strucutral Weldo 88.71 days

Target Sailaway / Departur

Moor Hermod and Install P 16.71 days

Hermod arives at GC158 (C 0.71 days

Hermod Picks up Anchors

Hermod Departs GC 158

Flow line Installation

Well Head Instrumentation

Unload Well A-8

Jan 28, '01

Feb 18, '01

Mar 11, '01

Apr 22, '01

May 13, '01

Jul 15, '01

Jun 24, '01

Purge Flareboom ICP

USCG COI Inspection and

SEPCo PRODUCING OPERAT 38.71 days

Run Gravel Pack Assemble

Hand Over Well A-8

Run Production Riser & Se 26.71 days

SEPCo DRILLING TEAM

Initial Commissioning Upon

Diesel Circulation & P/L Sa 37.71 days

Complete Safe Chart Re-T 14.71 days

Commission Firewater Pum

SDS OFFSHORE COMMISSIO 62.71 days

Reduce POB to 150 "End o

HDCF Punchlist Scope Co

Comp Known OCS Scope

Pipeline bolt Re-torquing (T

Hookup Flareboom ICP

Temp Installation Eq. Rem

Gas Pipeline Ready for Sta

Oil P/L Ready for Start Up

Hydrotest & Comm. Oil P/L

Hydro, Dewater and Prep G 13.71 days

Install Oil SCR & Spool pie

Install Gas SCR & Spool p

Mob DB50 to Brutus

Install Flareboom & Remov

TLP Storm Safe

Offload and Assemble Ten 16.71 days

Transfer and Tension Tend

Transport TLP to GC 158

Deploy Divers to Secure D

SDS INSTALLATION ACTIVITI 45.71 days

TLP Ready to Sail

Temporary COI Issued

Offshore Equipment Install 27.71 days

Rig Arrives at AGM