AVEVA World Magazine

AVEVA World Magazine 2015 #2

AVEVA World Magazine | Technology insights and customer successes with AVEVA software

Issue link: http://aveva.uberflip.com/i/551816

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Page 38 of 55

The problem Codelco faced a common frustration: the company and its EPCs' engineering teams were using different engineering software. Incompatible data formats meant that information could not easily be shared. In addition, access to an entire model was only available during design review meetings. Inevitably, significant design changes would be made known only after they had occurred. Codelco recognised that working with design information that was both non-intelligent and of doubtful reliability wasted time and money. Design rework was endemic as late identification of necessary alterations would often have widespread impacts. The Ministro Hales project, for example, surpassed the Independent Protect Analysis recommendation for CAPEX budget overrun of 30% or less. Even if just a small percentage of this overrun is reduced, it will have a major impact on Codelco, and, as the company is state-owned, on the country itself. Codelco wanted to be involved early and continually in the EPCs' design decision making so that inappropriate design or clashes could be corrected early and cheaply. Not only would this save valuable design effort, it would also save considerably more in avoidable project costs and delays. But this was neither feasible nor an efficient use of resources because, at best, Codelco's engineers could only review a model using the EPC's design tool. To access the 3D models of all its various projects, Codelco would have to maintain the licences and skills required to use all of the many different types of design software that each of their EPCs used. Other problems included: - Lack of visibility and access to the 3D model. Because each EPC used a different design system, some design corrections and contributions would arrive late. - Access to all necessary design review information took many hours because searches had to be carried out manually across contractual lines and design platforms. - Codelco needed so many of its own professionals for design review that its CAPEX team would virtually mirror the organisational structure of the EPC. - Design revisions were based on drawings, making it laborious to communicate them and creating opportunities for errors and delays. The solution In 2010, with the help of AVEVA, Codelco established a platform for reviewing 3D designs of projects, to reflect the latest modifications irrespective of the design platform used by each EPC. This project was named PTGIP (Plataforma Tecnológica para la Gestión Integrada de Proyectos or Technology Platform for Integrated Project Management). A two-month benchmarking process to select the technology for this platform involved the world's top solution providers in this field. AVEVA's Progressive Handover solution emerged as the clear choice by a significant margin. Codelco's Technology Platform for Integrated Project Management AVEVA's Progressive Handover solution is underpinned by the ISO 15926-compliant AVEVA NET technology. It comprises AVEVA NET Workhub (an information repository), information Gateways that retrieve data from a wide range of source applications, and AVEVA NET Dashboard, which provides rapid and intuitive access to the entire information asset. The solution is so straightforward to use that the Codelco team required only a short training programme to be able to configure and deploy PTGIP for new projects, regardless of their size or complexity. The PTGIP project was developed in stages, both to minimise risk and to ensure compliance with its specific objectives. Codelco conducted a pilot exercise, using information from a real project, to allow familiarisation and system debugging before proceeding to the full roll-out. 'The main difficulty to overcome during this phase was not technical, but the education and training of users and executives,' explained Eugenio Gomez, Technology Platform Director, Codelco VP. 'Whether consciously or not, we all, to a varying degree, naturally resist changes to our familiar work processes. So if change is not actively managed, no matter how good the technical solution, it will fail. Early user engagement during solution design, coupled with ongoing training and support during the pilot run of PTGIP, helped to drive the change.' (continued)

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