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Implementation of a Pipeline Integrity Management System at a Major State-Run Pipeline Operator – A Case Study
Figure 1: Generalized PIMS Components
Organizational Component As one can foresee from the logical setup the Organizational Structure should be in place before actually implementing a software environment which in the end will have to support the task proving e.g. during an audit, that the operator is constantly fulfilling his duties to a maximum extend on keeping his pipeline network in a safe working mode. Not going into detail of the operators organizational setup, one of the major components was identified being the control of data input from the seven Technical Areas, that the overall pipeline network was subdivided into. In each of the local entities one responsible Area Integrity Engineer reports to the Corporate Integrity Coordination Team and also feeds the data for the pipelines he is responsible for. This data is then facilitated again on Corporate level to draw conclusions on rehabilitation actions and to perform the risk assessment exercises. The procedures and workflows were already in place before this project, but there was no company-wide system in place guiding and enforcing the proper flow of data from the people who know to the people that also need to know. Although obviously each individual was connected to the company wide network via his workstation, his individual assessment work was conducted with different, locally stored spreadsheet solutions. The transfer of the analysis process from individual tools to a company-wide analysis and processing platform required not only the adaption of the hard and software, but also a change of the work procedure at the different workplaces.
page 1 of 9
Empowered by Technology www.roseninspection.net
data integration and – based on this exercise – the fine-tuning of data collection procedures as well as of the various calculations, as these in the end shall be the basis for decisions on cost-intensive rehabilitation and maintenance tasks.
Case Study Background In December 2006 ECOPETROL S.A. started the implementation of their new turnkey Pipeline and Tank Integrity Management System. The system went fully productive in January 2008. Since the time of the project award for “the purchase of the IT tool in support to managing pipeline and tank integrity” there were extended efforts performed on both the operators side as well as on the suppliers side to get all required bricks of the system structure in place. The main categories are defined as follows: 1. 2. 3. The Organizational Component Codes, Standards and Legislations Functional and Technical Requirements
The Integrity Coordination team was founded inside the Operational Reliability Department, which consisted of a group of interdisciplinary engineers having their background in materials engineering, corrosion control, risk assessment, civil engineering, geotechnical issues and maintenance planning. This group concluded to put the overall Integrity Management strategy under the framework of the standard API 1160 “Managing System Integrity for Hazardous Liquid Pipelines” and furthermore pointed some additional regulations and internal standards, that shall guide the overall process. Having this setup as a foundation, the detailed functional and technical specifications were defined to have the Integrity Coordination team provided with a IT environment that helps them performing their duties under the given framework. The initial implementation was divided in two phases: Phase I focused on the supply and installation of a standardized product, where Phase II was committed to the complete
Markus Brors (ROSEN Integrity Solutions), Alexander Guzman (Corporate Risk Assessment Engineer, ECOPETROL S.A.), Thomas Beuker (ROSEN Headquarters)
Abstract On first sight, the implementation of an IT-based Pipeline Integrity Management System is pursued to provide functionality and software tools to assess the status of a pipeline system as well as to determine and to control corrective actions and improvements required for the stable and sustainable operation of the Pipeline. Today, the scope of such management systems allows network-wide risk assessment considering a variety of possible scenarios and threats. Amongst others, these considerations are based on In-Line Inspection results to develop prioritization and repair plans. However, a successful implementation cannot be achieved by the software package only. The crucial part is a weighted strategy to assess and adapt existing operational processes. This leads typically to an overall change in the mindset towards an effective use of the Integrity Management System. A case study is presented discussing the implementation process for a major state-run pipeline operator. The existing virtual and analog workflows and processes were made transparent to the responsible personnel. The flow of essential information is channeled in a timely manner to the appropriate positions within the company allowing efficient and substantiated decisions.
Implementation of a Pipeline Integrity Management System at a Major State-Run Pipeline Operator – A Case Study
Figure 1: Generalized PIMS Components
Organizational Component As one can foresee from the logical setup the Organizational Structure should be in place before actually implementing a software environment which in the end will have to support the task proving e.g. during an audit, that the operator is constantly fulfilling his duties to a maximum extend on keeping his pipeline network in a safe working mode. Not going into detail of the operators organizational setup, one of the major components was identified being the control of data input from the seven Technical Areas, that the overall pipeline network was subdivided into. In each of the local entities one responsible Area Integrity Engineer reports to the Corporate Integrity Coordination Team and also feeds the data for the pipelines he is responsible for. This data is then facilitated again on Corporate level to draw conclusions on rehabilitation actions and to perform the risk assessment exercises. The procedures and workflows were already in place before this project, but there was no company-wide system in place guiding and enforcing the proper flow of data from the people who know to the people that also need to know. Although obviously each individual was connected to the company wide network via his workstation, his individual assessment work was conducted with different, locally stored spreadsheet solutions. The transfer of the analysis process from individual tools to a company-wide analysis and processing platform required not only the adaption of the hard and software, but also a change of the work procedure at the different workplaces.
page 1 of 9
Empowered by Technology www.roseninspection.net
data integration and – based on this exercise – the fine-tuning of data collection procedures as well as of the various calculations, as these in the end shall be the basis for decisions on cost-intensive rehabilitation and maintenance tasks.
Case Study Background In December 2006 ECOPETROL S.A. started the implementation of their new turnkey Pipeline and Tank Integrity Management System. The system went fully productive in January 2008. Since the time of the project award for “the purchase of the IT tool in support to managing pipeline and tank integrity” there were extended efforts performed on both the operators side as well as on the suppliers side to get all required bricks of the system structure in place. The main categories are defined as follows: 1. 2. 3. The Organizational Component Codes, Standards and Legislations Functional and Technical Requirements
The Integrity Coordination team was founded inside the Operational Reliability Department, which consisted of a group of interdisciplinary engineers having their background in materials engineering, corrosion control, risk assessment, civil engineering, geotechnical issues and maintenance planning. This group concluded to put the overall Integrity Management strategy under the framework of the standard API 1160 “Managing System Integrity for Hazardous Liquid Pipelines” and furthermore pointed some additional regulations and internal standards, that shall guide the overall process. Having this setup as a foundation, the detailed functional and technical specifications were defined to have the Integrity Coordination team provided with a IT environment that helps them performing their duties under the given framework. The initial implementation was divided in two phases: Phase I focused on the supply and installation of a standardized product, where Phase II was committed to the complete
Markus Brors (ROSEN Integrity Solutions), Alexander Guzman (Corporate Risk Assessment Engineer, ECOPETROL S.A.), Thomas Beuker (ROSEN Headquarters)
Abstract On first sight, the implementation of an IT-based Pipeline Integrity Management System is pursued to provide functionality and software tools to assess the status of a pipeline system as well as to determine and to control corrective actions and improvements required for the stable and sustainable operation of the Pipeline. Today, the scope of such management systems allows network-wide risk assessment considering a variety of possible scenarios and threats. Amongst others, these considerations are based on In-Line Inspection results to develop prioritization and repair plans. However, a successful implementation cannot be achieved by the software package only. The crucial part is a weighted strategy to assess and adapt existing operational processes. This leads typically to an overall change in the mindset towards an effective use of the Integrity Management System. A case study is presented discussing the implementation process for a major state-run pipeline operator. The existing virtual and analog workflows and processes were made transparent to the responsible personnel. The flow of essential information is channeled in a timely manner to the appropriate positions within the company allowing efficient and substantiated decisions.