AVEVA World Magazine 2014

TM
MAGAZINE
2014 | ISSUE 1
Powering the future

Koreas innovative power plant designs
Also featured in this issue:

z AMEC gains the AVEVA advantage in the North Sea
z Enabling the Lean Construction revolution
z Arctech builds the worlds first oblique icebreaker
z Reducing reactor outage time at OKG
z Video game technology transforms operator training
INSIDE
THISEDITION
Page 12
Corporate News
Page 18
Unleashing Creativity
AVEVA Wins UK tech award for Tech Innovation of the Year
Authoritative Insights on Shift Handover 15

AVEVA World Summit 2013 Hits a Home Run in Boston! 33
New Customers in 2013 46
Page 30
Product News
Enabling the Lean Construction Revolution
Playing it Safe: AVEVA AVP 18

Lean Construction: Effective Control of Iterative Change 26
Unlocking the Full Potential of Your Operations 37
Customer News
Cover story: KOSPOs Use of AVEVA NET for Power Projects
Page 33
Page 22
Offshore Asset Management at AMEC 12

An Ice-breaking Innovation: Arctech Builds Baltika 22
Creative Engineering Reduces Reactor Outage Time at OKG 30
DSME and AVEVA Celebrate Decades of Collaboration 36
Burgasnefteproekt Reduces Design Time by 80% 39
Oil Field Development Engineering Drives Down Rework Time 40
Support for ICE in Complex and Demanding Projects 42
Cover photograph:
The Samcheok Thermal Power Project, South Korea.
Image courtesy of KOSPO - rendered using 3D MAX.
Copyright 2014 AVEVASolutions Limited and its subsidiaries.
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Page 8
Page 26
The views expressed in AVEVA World Magazine by any contributor are not necessarily
those of AVEVA. Continued product development means that information relating to
AVEVAs products is subject to change. No responsibility can be accepted by AVEVA for
action taken as a result of information contained in this publication.
Editors Magnus Feldt, Senior Marketing Specialist, AVEVA
Camille Nedelec-Lucas, Editor and PR Specialist, AVEVA
twitter.com/avevagroup
02
Page 42
youtube.com/avevagroup
AVEVA World Magazine 2014| Issue 1

Page 36
Unleashing Creativity
Watching an advertisement for a latest-generation
video game recently, I reflected on how far and how
fast these technologies have advanced to become
mainstream culture. But whereas a game is an end
in itself, AVEVA products in contrast are enablers;
they unleash creativity right across the engineering
industries, often in ways that were never envisaged
when we first created the software.
The video game caught my attention because I had just witnessed a
colleague demonstrating our new AVEVA Activity Visualisation Platform
(AVEVA AVP) product, which uses industrial gaming technology to
enable simulation-based training. This is an enabling technology that
not only meets an immediate and very real need to improve operational
efficiency and safety by fostering excellence in training, but will also
undoubtedly lead to many unforeseen innovations as its user community
grows. While the benefits of a video game are short-lived, AVEVAs
technology and the projects it enables deliver value for decades.
To me, the fact that we can

create pioneering new software
technologies that then go on to
enable others to pioneer completely
new, practical solutions to
economically important challenges
is truly exhilarating...
Another way in which AVEVA is exploiting consumer-oriented technology

for engineering applications is through the launch of the AVEVA E3D
Insight tablet app, aimed at eliminating bottlenecks in the design
approval process by providing direct access to the live AVEVA E3D design
model, anywhere, any time. At the AVEVA World Summit in Boston we
introduced AVEVA E3D Insight to a spellbound audience of delegates and
leading industry analysts. These analysts are deeply knowledgeable and
not known for giving praise lightly, so their universally warm welcome
to this ground-breaking product was especially pleasing. The icing on
the cake was to see the value of this new product also recognised by its
receiving the UK tech awards Tech Innovation of the Year.
Almost every issue of AVEVA World Magazine illustrates our status as
innovation enablers. The development of an oblique icebreaker a vessel
that moves sideways for more efficient ice-breaking is just one example
of the ways, described in this issue, that customers are using AVEVA
products to innovate and achieve world firsts. The vessel is scheduled to
be in service later this year. To me, the fact that we can create pioneering
new software technologies that then go on to enable others to pioneer
completely new, practical solutions to economically important challenges
is truly exhilarating.
Now that AVEVA Everything3D has been in service with early adopters
for a year, we are beginning to see how successful it is proving on real
projects. No surprise to us, as its built on the same proven foundations
as AVEVA PDMS, but the engineering industry is entitled to be cautious
when deploying any new technology, especially on such safety-critical
applications as nuclear power. AVEVA E3Ds use by OKG on their nuclear
projects is therefore particularly convincing proof of the confidence that
this next-generation design technology engenders.
2014 brings new opportunities for AVEVA and its customers to achieve
extraordinary things together.
Richard Longdon
Chief Executive
AVEVA Group plc
AVEVA World Magazine 2014|Issue 1
03
Integrated Information
Management for Power Projects
How AVEVA NET is enabling efficient data management for the construction,
operation and maintenance of one of Koreas most advanced thermal power plants
Koreas energy demands, post-industrialisation, have rocketed since the 1980s and the
country remains a major energy importer; as a result, energy supply continues to be high on
the political agenda. Accordingly, its power sector is almost entirely controlled by the state. The
South Korean government owns a 51% share in the Korea Electric Power Corporation (KEPCO)
which is responsible for 93% of the countrys electricity generation. Korea Southern Power Co.
Ltd. (KOSPO), a subsidiary of KEPCO, is one of the countrys biggest domestic power providers.
KOSPO is today responsible for ten facilities in the country which, with a total generating capacity
of 9,240 MW, provide about 11.2% of South Koreas energy. At the 2013 AVEVA World Summit, Mr
HeeJong Kim, a senior manager in charge of the deployment of KOSPOs Integrated Construction
Management System (ICMS) for power plant construction projects gave a presentation on KOSPOs
use of AVEVA NET. We spoke to him afterwards to learn more about the system and the future
projects it will facilitate.
Janis Choi
Senior Marketing Specialist, AVEVA Korea
About the project

KOSPO has plans for six diverse new power facilities, including wind, combined-cycle and coal
power. Of the six projects, the USD $3bn, 57-month Samcheok Thermal Power Project is the first,
and by far the largest. The overarching strategy is the provision of Koreas grid with a constant,
stable supply of electricity by increasing capacity and developing a diversified energy basket.
Samcheok, for example, will be able to burn coal of different grades, thereby effectively avoiding
potential supply-chain issues in the future. The innovative coal-fired plant will be located in the
north-east of South Korea, and will occupy 2.5 million square metres of reclaimed coastal land.
Aerial view of the Samcheok Thermal Power Project, South Korea. Image courtesy of KOSPO.
04
Mr HeeJong Kim, presenting at the AVEVA World Summit 2013 in Boston.
In the facilitys first phase, it will generate up to 2,000 MW using the

plants four 500 MW Circulating Fluidised Bed (CFB) boilers. The CFB
boilers will feed two 1,000 MW turbines and will fire sub-bituminous coal
of 4,000 Kcal per ton imported from Indonesia, with the potential to burn
20% biomass (representing 400 MW).
The plant is an interesting paradox; although it will burn high-water,
low-ash coal typically known for its low energy content, the facility has
at the heart of its design the reduction of the environmental impact of
producing energy. This is achieved in a number of ways.
Firstly, the CFB boilers have improved efficiency due to superior heat
transfer and more efficient combustion. Secondly, the facilitys auxiliary
power needs will be met from renewable sources, which include fuel cells,
hydropower, solar panels and wind turbines. Samcheoks coastal location
will also enable it to embrace wave-power generation. Any excess power
generated will go into the grid.
Mr KeeSoo Kang (standing), president of POMIT. Photo courtesy of POMIT.
As an integrated
Information Management
system, AVEVA NET Portal
was appealing to KOSPO
for its cost-effectiveness,
simple installation and
easy-to-use interface...
Choosing AVEVA software
On a project of this size, a large number of EPCs are involved, generating
a huge quantity of data that it is vital for KOSPO to manage effectively.
The company required a centralised Information Management solution
that could handle large volumes of data from any source, and could also
provide the ability to clearly visualise this information. Throughout a
power plants life cycle, about 80% of its technical information comes
from EPCs; seamless data management will enable KOSPO to use this
information effectively to operate and maintain the plant to maximise its
life span.
POMIT (www.pomit.co.kr), a system developer and provider of plant IT
solutions, is a trusted business partner of KOSPO and they were asked
to suggest a solution. Already a successful customer of AVEVA, having
used both AVEVA PDMS and AVEVA NET since 2009, POMIT recommended
AVEVA NET Portal and subsequently played a key role in installing it.
Cut-away model of the Samcheok Thermal Power Project. Image courtesy of KOSPO.
05
Mr Kim explained, Using IT and 3D technology

for sharing information and optimising
decision-making processes was important for
us to manage this mega-sized project. As an
integrated Information Management system,
AVEVA NET Portal was appealing to KOSPO
for its cost-effectiveness, simple installation
and easy-to-use interface. AVEVA NET Portals
strong reputation in the global market and
positive reference cases from other companies
were also key in our final decision.
Plan view of the Samcheok Thermal Power Project. Image courtesy of KOSPO.
AVEVA NET is now supporting the phased

handover of information from the many EPCs
involved in the Samcheok project, reducing
time to operation and to the achievement of
nameplate capacity. KOSPOs ability to verify
the accuracy of the information handed over,
against its own information standards, will
reduce errors and the need for rework.
About the system
KOSPOs AVEVA NET Portal implementation
is composed of AVEVA NET Workhub, AVEVA
NET Gateways and 20 licences of AVEVA NET
Dashboard.
Mr KeeSoo Kang, president of POMIT, told us,
AVEVA NET Portals flexible and configurable
qualities strongly influenced KOSPOs final
decision, as it enabled user training to take
place at AVEVA Koreas premises in Seoul using
actual data and a replica of the customers
environment. Such capabilities are extremely
valuable as they enable a customer to access
their own data and class libraries from an early
stage.
KOSPOs Cyber ATP-1000 system uses AVEVA NET to integrate and provide access to all types of asset information.
Graphic courtesy of KOSPO.
Navigating between different information sources using AVEVA NET. Graphic courtesy of KOSPO.
06
POMIT and KOSPO named the implementation

the Cyber ATP-1000 (Advanced Thermal
Power Plant) system. This AVEVA NET-based
Information Management system enables the
integration of a wide variety of information
types, from multiple vendors and sources,
in a variety of file formats. The Cyber ATP1000 system connects to the LDM server, ERP
system and RtDB, and enables users to view,
interrogate and navigate between plant 3D
models, mechanical equipment 3D models,
a wide variety of drawings, images and pdf
documents, and a VR panorama view.
The extensive cross-referencing of information
of different types and sources enables KOSPOs
engineers to quickly navigate and drill down
through the information asset. For example,
the image on the left illustrates the ways
in which a user might start with a P&ID and
quickly find detailed information about a
selected item of equipment or the pipeline with
which it is associated.
Samcheoks future
When KOSPO began the project, it decided to implement AVEVA NET to
manage the huge quantity of data that such enormous energy complexes
involve. AVEVA NET Portal technology is now the mandatory Information
Management system for this important project.
Scheduled to be fully operational by December 2015, the facility is a
step towards meeting South Koreas target of a 30% reduction in carbon
emissions by 2020. The long-term vision for the facility is exciting:
Samcheok aims to deliver 5,000 MW by 2020 from a wide range of sources.
About KOSPO
Established in 2001, KOSPO, a state-owned company, continues to
increase capacity and is currently committed to the construction of six
future projects, including coal-fired, combined-cycle and wind plants. Its
current generation capacity is divided across a number of energy sources,
including 48.1% LNG (4,448 MW), 43.3% coal (4,000 MW), 8.06% oil (745
MW), and 0.51% renewable (47 MW).
Headquartered in Seoul, KOSPO is stepping into the global market as a
top-class energy company with up-to-date power generation technology,
and is actively seeking projects in Chile, India, Vietnam and Turkey. KOSPO
expects that Samcheok will set an example for future coal-fired power
plants around the world. The company is also focusing on developing
green energy projects and exploring alternative fuel resources.
AVEVA NET Portals flexible

and configurable qualities
strongly influenced KOSPOs
final decision, as it enabled
user training to take place
at AVEVA Koreas premises in
Seoul using actual data and
a replica of the customers
environment. Such capabilities
are extremely valuable as they
enable a customer to access
their own data and class
libraries from an early stage...
For further information, visit www.kospo.co.kr/ENGLISH.
AVEVA Wins UK tech award for

Tech Innovation of the Year
New AVEVA E3D Insight app recognised for
successful innovation and commercialisation
AVEVA has won the coveted UK tech award for tech innovation of the
year for 2013 from an impressive field of technology companies in the
software, manufacturing and engineering sectors.
The UK tech awards celebrate the success, reward the achievement and
raise the profile of the UK tech community. The event has evolved from
the very successful techMARK Awards, sponsored by PwC. The UK tech
awards are positioned to broaden the tech universe and includes not only
publicly quoted techMARK companies but also AIM tech companies and
fast-growing and innovative private tech companies.
The tech innovation of the year award was given to AVEVA for the release
of its new AVEVA E3D Insight app and was chosen by a voting panel
consisting of experts in technology and finance. According to the winning
criteria, the tech innovation of the year award is granted in recognition
of outstanding success in the commercialisation of new technologies.
Picture shows, left to right: Jass Sarai, UK Leader Technology Industry Group, PwC;
Sean Duffy, Head of Technology, Media and Telecoms, Barclays; Richard Longdon, CEO,
AVEVA Group plc; and Lara Lewington (awards presenter). Photo courtesy of UK tech
awards.
07
Enabling the
Lean Construction
Revolution
How mobile devices and new AVEVA technology
support zero tolerance to wastage of time and effort
The development of Lean
business processes first began
in the Japanese automotive
industries. It contributed to the
industrys dominance on the
global stage in the 1990s, and
went on to transform efficiency
and product quality in the volume
manufacturing industries.
One key tenet of the Lean philosophy is a zero-tolerance approach to any form of inefficiency
or wastage. This embraces not only materials wastage but all facets of a project, including the
wastage of time and effort, which can be the greater source of budget and delivery overruns.
The capital engineering

industries, such as the oil & gas,
power and process sectors, have
long recognised the potential
benefits of a corresponding
approach to design and
construction. However, certain
key enablers of Lean Construction
methodologies have, until now,
been absent. AVEVAs Future of
Plant Design initiative is now
creating these enablers.
Currently, telephone and email are heavily used in keeping the design process moving forward,
but these have significant limitations. Not only is the quantity and quality of information
communicated very limited, but there is also no permanent, unambiguous record of any decisions
made. For example, a telephone conversation agreeing to avoid a clash by moving an access ladder
to another location would not be recorded as part of the project models dataset. The ladder would
suddenly reappear in a different place. For partners in the supply chain or other design disciplines
this change would have happened without explanation, and with no record of who made the
decision, and why.
08
515% of a design leaders time is wasted due to their being unavailable to make timely decisions;
the equivalent of up to three lost working days every month. This is generally because such
individuals are highly mobile; if one could make the design approval process also mobile these
decision makers would no longer be out of the loop when out of the office. Approval delays could
be avoided or minimised, maintaining the project workflow and eliminating many causes of wasted
time and effort.
In the fast-moving, change-intensive processes of plant design, even minor delays created by
such seemingly simple changes can add up to significant overall inefficiency. Where formal change
approval by multiple discipline managers is involved, the potential for delays becomes even greater.
There is clearly a need for a more effective process. This process is now made possible by the
development of new software that exploits the capabilities provided by powerful tablet devices.
The solution
AVEVA E3D Insight is a Windows 8.1 app that meets these requirements, enabling project decision
makers to view and approve AVEVA Everything3D (AVEVA E3D) designs, using a touch-enabled
device, from anywhere in the world.
Developed in collaboration with Microsoft, AVEVA E3D Insight streamlines the design review and
approvals process to support Lean business practices. It maximises project efficiency by providing
authorised users with direct access to the live AVEVA E3D design model, regardless of their location,
24 hours a day.
AVEVA E3D Insight enables users on the move to:
Visualise The user can see the current project model and its associated information
quickly and clearly.
Inspect The user can inspect, manipulate and measure the model to check for
potentially critical issues such as clashes, poor accessibility or non-compliance with
design standards.
Comment The user can liaise directly with the projects design team and leave
a permanent record of feedback in the AVEVA E3D database. No more collating of
comments is required and key decisions are permanently recorded.
Approve Authorised users can set model status to customer-defined approval levels.
With the potential this technology offers for reducing that 15% of time wastage, and the even
greater benefits to project progress, it is not surprising that leading EPCs and OOs are taking a keen
interest in it. However, for AVEVA E3D Insight to be considered as a viable business tool, a number
of essential practical features had to be included.
AVEVA E3D Insight was formally

launched to an enthusiastic
reception from delegates at the
2013 AVEVA World Summit in
Boston, USA.
Dave Wheeldon, Chief Technology
Officer and Head of Engineering
Design & Systems, AVEVA,
explained, We are thrilled to
be partnering with Microsoft to
support their devices and services
strategy. The new wave of touchenabled Windows 8.1 devices is
enabling us to provide exciting new
capabilities for our EPC and our
Owner Operator customers.
AVEVA E3D Insight provides global,
real-time, direct access to project
models, enabling our customers to
improve their business processes
by eliminating the delays and
decision bottlenecks caused by
critical stakeholders being out of
the office.
09
Analyst insights into

AVEVA E3D Insight
Brad Holtz, Cyon Research
AVEVA has done an excellent job extending and
maintaining PDMS for more than 40 years, but the
computing and business worlds have changed drastically
during that period. AVEVA has invested a great deal of
R&D in creating AVEVA E3D - a ground-up effort to deliver
a product that will serve the engineering industry well
for the next 40+ years, but which does not require its
customers to change the way they think. From their
point of view, AVEVA E3D is PDMS on steroids, but with
no hiccups in making the transition. AVEVAs customers
work on products/projects with very long lifespans
some span multiple careers so its no wonder that they
are risk-averse when it comes to technology change.
Understandably, their transitions from PDMS to E3D will
be cautiously planned, but E3D Insight is likely to be the
game changer that provides very visible and tangible
business reasons for accelerating the shift to E3D.
Tony Christian, Cambashi

For years, full exploitation of the 3D plant model has
been hindered by limitations in IT infrastructures, so
that AVEVA had to develop its leading-edge 3D plant
design technology to overcome those limitations. Now,
the combination of its leadership in efficient 3D model
manipulation and todays near-commoditised highperformance tablet technology has enabled AVEVA to
deliver a breakthrough in the form of the AVEVA E3D
Insight technology. The result is a huge step forward
in the reach, accessibility and usability of 3D plant
information and therefore of its value to the wider
project.
Clear visualisation of your live design model.
Making the vision a reality

Perhaps the most obvious prerequisite is security; AVEVA E3D Insight
provides direct access to the native project model. Security is therefore
ensured by the provision of authenticated accounts using either existing
security infrastructure or that provided by AVEVA E3D. This is further
supported by the ability for the design data to be disclosed discretely to
partners and clients, enabling better protection of intellectual property
and preventing unauthorised access.
Clearly, to be an effective tool it must be able to access real-time
information; in the example above, the design manager on the move
must be aware of the access ladders true current location, just as he
would be if working at his desk. To be able to make an informed decision,
an AVEVA E3D Insight user can see the work of all disciplines, so that
the impact of a proposed design change on, say, the piping or structural
design can be quickly assessed.
Monica Schnitger, Schnitger Corporation

AVEVA E3D Insight has real benefits for design
collaboration, construction and operations, which
rarely happen in proximity to the office desktop. Users
can manipulate the model, measure and inspect as
needed and access status, as well as other non-graphical
information. Managers and designers can also take part
in a conversation and store its content directly with
the model. This means that, throughout the design and
fabrication process, the channels of communication
between the EPC and the OO can stay open at all times.
Measure and inspect the live design model.
10
AVEVA E3D Insight in action.
Further, information is contextualised so that the user viewing the 3D

plant design model can readily drill down to review any tagged objects
associated information, such as its specification or design maturity
status.
As with any network-dependent business tool, it should be resilient to
network loss. AVEVA E3D Insight achieves this by retaining usable data
when connection is disrupted, and being able to reconnect automatically.
Finally, to deliver the potential benefits of mobile devices, AVEVA E3D
Insight is highly intuitive to use.
To find out more about AVEVA E3D Insight, visit:

www.aveva.com/aveva_e3d_insight
Use the AVEVA PowerWheel to acccess object attributes live from the design model.
Add comments to objects within the live design model.
With AVEVA E3D Insight, you can add markups to the model to help explain issues.
11
Offshore Asset
Management
How AMEC gains the AVEVA
advantage in the North Sea
Rosey Cox
Marketing Specialist, AVEVA
The Dunlin A platform. Photo courtesy of AMEC.
12
Lying in one of the most challenging

operating environments, harvesting
the North Sea oil & gas fields has
driven engineering development
in both the construction and
operation of production facilities.
Managing the huge quantities of
disparate information required to
safely and efficiently operate these
complex facilities is a considerable
challenge that can only be met using
powerful Information Management
technology, in the form of an
Enterprise Asset Management system
(EAM, also sometimes referred to
as a Computerised Maintenance
Management or CMM system).
In 2008, AMEC, one of the worlds leading engineering, project

management and consultancy companies, with more than 40 years of
experience working in the North Sea, was awarded the role of duty holder
for Fairfield Energys Dunlin A platform. At the same time, they selected
AVEVA WorkMate as an EAM solution to support their operations. AVEVA
WorkMate is unique, having been specifically created for managing
the maintenance, operational, and HSE data associated with offshore
facilities. To learn more about AMECs practical experiences in using
the technology, we visited their Aberdeen headquarters and spoke with
several of their senior operations professionals.
Material benefits
Just as battles are won more by logistics than by tactics, so too does asset
operation depend primarily on sustaining the efficient supply of a wide
range of materials. Integrated materials management capabilities are
therefore essential for operating the Dunlin platform. AVEVA WorkMate
enables AMEC to order materials from anywhere in the world and to track
their delivery from source, through AMECs Aberdeen depot to their final
disposition on the platform itself. This powerful supply management
system provides AMEC with complete visibility of where goods are at
any time, and when they are due at any location. Potential delays can
be identified early and corrected before they become a problem. Where
delays cannot be recovered, this clear visibility of the entire supply
chain enables AMEC to take informed action to reduce any impact on
operations.
Maintenance
Continual maintenance and repair is a necessary element of operations
but shutdowns are costly. Planning and preparing for an optimised
planned shutdown is a highly complex process; as many tasks as
possible must be carefully coordinated to minimise its duration and
the resulting loss of revenue. AVEVA WorkMate is designed to ease this
process, integrating with other systems to ensure sufficient and reliable
information is used to plan and prepare for each shutdown. It also
enables the advanced planning and preparation of tasks that can take
advantage of any unplanned downtime.
WorkMate is absolutely
critical for a well-planned and
prepared shutdown. In years
gone by we used spreadsheets,
which worked, but WorkMate
is so much more effective.
Planning and preparation has
moved into a new era...
AMECs Shutdown Coordinator, Jim Barber, explained: WorkMate is
absolutely critical for a well-planned and prepared shutdown. In years
gone by we used spreadsheets, which worked, but WorkMate is so much
more effective. Planning and preparation has moved into a new era. The
benefits from using WorkMate are quite important as we have everything
in one place. We have the task details and the resources and the maths
behind that, that actually tells us the duration of the shutdown in terms
of planning. We can export these Task and Work Order details straight
from WorkMate across to P6 for planning; thats absolutely perfect in
terms of scheduling.
Planning maintenance effectively and executing it on schedule is vital
also because of the requirement for materials. Not only is materials
provisioning to remote offshore locations time consuming and costly,
there is also very limited storage space on site. Efficient task coordination
must be accompanied by equally efficient scheduling of materials
deliveries.
13
About AVEVA WorkMate

AVEVA WorkMate is a modular, integrated EAM solution
that supports every type of maintenance strategy, whether
planned, condition- or reliability-based. Its integrated Work
Management and Safe Job Analysis functions help operators to
take full advantage of both planned and unplanned downtime
through the automatic allocation and efficient coordination of
planned and pending work.
AVEVA WorkMate is a feature-rich solution that supports
effective control of work through integrated management
of Work Permits, preparing isolation plans and tag-out and
lock-out procedures. Plotting of scheduled activities on a plan
of the asset enables rapid identification of task clashes and
rescheduling requirements. WorkMate increases productivity
and quality on a wide range of routine asset management
tasks through such features as the use of templates,
information sharing and electronic processing of Safe Job
Analyses and Work Orders.
As AMECs experience demonstrates, AVEVA WorkMate is an
effective Enterprise Asset Management solution, proven on
some of the worlds most challenging facilities. For more
information, visit www.aveva.com/AVEVA_WorkMate.
Shaune Burdon, Maintenance Team Lead at AMEC, explained: WorkMate

is very important to maintenance planning on Dunlin. When we are
planning maintenance, we need to know that we are executing work at
the right time, when we have equipment outages, to avoid impacting
production. We need to make sure we have the right people in place at the
right time and that the work is ready to execute. WorkMates very good at
that. Ive got all the information I need at my fingertips to be sure that
the jobs work together, and that the right materials are in place ready
for people with the right qualifications and skills for each particular job.
Without an integrated CMM system such as WorkMate the work would be a
lot slower.
Safety and compliance
Risk management is a fact of life in the oil & gas industry and made all
the more essential for the increased risks inherent in maintenance work.
AVEVA WorkMate is designed to help manage such risks effectively and
maximise operational safety by enabling team managers to monitor the
status of all pending and in-progress work and to maximise their teams
productivity.
As Maintenance Team Leader on Dunlin I have to monitor all on-going
work, Shaune explained. Using WorkMate I can find out which tasks are
over-running and are a threat to the work not being completed on time.
I can make sure that all safety-critical work is closed out on time, that we
fulfil our HSE responsibilities, and that the integrity of the platform is
maintained.
In 2010 AMEC commissioned an independent review of their maintenance

strategy for electrical equipment in potentially explosive atmospheres
their EX strategy. EX strategy is a critical safety issue that is subject to
regulatory control, so a robust and well-executed EX strategy is essential.
The review recommended that AMEC adopt a risk-based assessment
methodology, which could also be supported by WorkMate.
Grace Baxter, Maintenance Manager at AMEC, explained: We would no
longer need to use spreadsheets; we could use WorkMate to produce
reports and we could manage the data within WorkMate. That reduces the
potential for errors outside of WorkMate and means that we have more
accurate reporting and better coverage. By using WorkMate to manage
the data more efficiently we have been able to make a considerable
reduction in our offshore man-hours commitment to the EX strategy,
along with reducing the clerical effort onshore.
Conclusion
AMEC has long been a leading user of AVEVA technology, gaining
valuable business benefits from it and providing equally valuable
real-world feedback to AVEVA on practical issues concerning its use.
We are particularly grateful to the operations team at their Aberdeen
headquarters for sharing their experiences of different aspects of
their use of AVEVA WorkMate, and their continuing support in its future
development.
Ive got all the information I need at my fingertips to be sure that the jobs
work together, and that the right materials are in place ready for people with
the right qualifications and skills for each particular job...
14
Authoritative
Insights on
Shift
Handover
Camille Nedelec-Lucas
Editor and PR Specialist, AVEVA
An interview with Dr Sam

Mannan, Director, The Mary
Kay OConnor Process Safety
Center (MKOPSC)
Here, Dr Mannan is speaking to AVEVA

about MKOPSCs latest research, sponsored
by AVEVA, Development of an Effective
Framework for Shift Handover.
Q: Based on your research, which key aspects of shift
handover stand out as potentially benefitting from
technology?
A: The key factors include ambiguity of language, the time
available for shift handover, the nature and complexity of
tasks, the behaviour of the engineers and the quality of the
information. Of these, the most important is the quality of
information its detail, context and accuracy and how it is
communicated. That is where, in our opinion, technology can
make the biggest improvement.
Q: ISO 55000 recommends the use of technology to support
safety standards. To what extent do you think this is
currently achieved?
A: Our survey showed that handover information is
communicated face to face about 95% of the time. Written
notes, recordings and electronic logging systems are also
used. However, we feel that current communication methods
result in information gaps. If computerised systems,
including logging systems, were more widely adopted, there
would be significant improvement in the safety standards
of shift handover. However, such systems cannot function
as disconnected silos of information; there needs to be a
much wider, integrated infrastructure that manages asset
information. This information should be readily accessible at
all times, not just during shift handover.
Q: Do you think that shift handover is likely to become
subject to specific regulations?
A: It will be hard to make an impact on safety culture if shift
handover procedures are not addressed within a regulatory
framework. But the industry has an opportunity now to get
ahead of the curve; increasingly, companies are already
automating procedures. This indicates heightened awareness
of the need for a standardised way of integrating Information
Management technologies into operations. I think that, at the
least, database logbooks will become the norm in the future.
15
Q: Do you think there are sufficient incentives for adopting Information

Management systems, or are there still business or cultural barriers?
A: Often, when you investigate an accident, it emerges that the shift
handover was not properly handled; problems with shift handover are
increasingly being recognised as a leading indicator of underlying issues
with a facilitys safety culture. The development of a best-practice safety
culture in an organisation can require a paradigm shift in a companys
operations and outlook; such fundamental change is always met with a
certain level of apprehension.
Dr Sam Mannan, Director, The Mary Kay OConnor Process Safety Center (MKOPSC).
Photograph courtesy of MKOPSC.
A commitment to best-practice
safety culture must begin
with leadership and a clear,
consistent safety message that is
implemented from the top down.
The manager on site cannot
preach about safety matters one
minute and then urge engineers
to cut corners for speed the
next; this simply undermines
the message. For safety to be
fostered as a core value, safety
tasks must not be seen as
separate from operational tasks;
they are interrelated...
16
An additional barrier is the perception that Enterprise Asset Management

(EAM) systems increase complexity in a time-pressured environment
in which downtime is costly and engineers must get the job done. As
a result, operational discipline needs to be well designed, without
shortcuts, embellishments or deviations. Contractor payment structure
must not be linked to production without also being linked to safety
performance. Absence of a safety culture can be self-perpetuating;
without an effective EAM infrastructure, establishing and sustaining
safety-oriented procedures can be very difficult.
The cost of EAM implementation also remains a major consideration. It
is difficult to compile a business case in a situation where the benefits
in risk avoidance are unquantifiable; you have to look at the potential
economic benefits across all aspects of the business.
Q: If additional cost is an issue, what about the financial benefit
offered by EAM, for example with process optimisation?
A: Yes; such systems will pay for themselves through a reduction in Lost
Time Incidents and more efficient operation, but more awareness is
needed and the potential savings must be demonstrated in literature
and publications. But if you consider an incidents potential impact on
a business and it can be more than just on profitability the industry
must recognise that a lack of Information Management systems is going
to cost them a lot more money in the long run.
Q: You have said that there is still no clear definition of what a safety
culture is or of its exact elements. What does safety culture mean to
you and how can those ideas be best applied to the process industries?
A: A commitment to best-practice safety culture must begin with
leadership and a clear, consistent safety message that is implemented
from the top down. The manager on site cannot preach about safety
matters one minute and then urge engineers to cut corners for speed the
next; this simply undermines the message. For safety to be fostered as
a core value, safety tasks must not be seen as separate from operational
tasks; they are interrelated.
AVEVAs point of view

MKOPSCs research has amply confirmed AVEVAs view, backed by considerable anecdotal
evidence, that the biggest single improvement in shift handover can be achieved by
the use of a formal communications framework such as Crew Resource Management,
supported by effective Information Management technology. While much of the
information required at shift handover can be provided by existing systems such as DCS,
the disparate nature of the vast and complex information asset embodied by a physical
plant often makes it difficult to access important supporting materials.
Photograph courtesy of MKOPSC.
Appropriate feedback loops must also be

put in place, enabling workers to support
organisational goals and policies in a culture
that actively encourages accurate safety
reporting. Reporters of hazards or incidents
must neither be punished (resulting in a
drop of reported incidents) nor rewarded
(resulting in false positives). Incentives for
sustaining a certain level of safety compliance
have a tendency to work better and offer a
more accurate view of the facilitys safety
levels. Continual workforce training also plays
a key role, and should include simulation
and attention to both lagging and leading
indicators.
Q: Lastly, what is your vision for a future
perfect shift handover scenario?
A: I think a perfect shift handover scenario
would transmit 100% of the information from
one shift to the next. Any environment that
can achieve that will rely heavily on a softwarebased system, because it is impossible to
achieve with face-to-face communication only.
You need a system where communication uses
software tools, and that also provides enough
overlap between the two shifts. The facility
must be well informed about what is going on
at any given time.
About MKOPSC
Part of Texas A&M University, MKOPSC was
established in 1995 in memory of Mary Kay
OConnor, an operations superintendent killed
in 1989 in an explosion at a petrochemical
facility in Pasadena, Texas. MKOPSC carries out
world-leading research on safety in the power,
plant and process industries. Its director, Dr
Mannan, speaks widely on safety issues and has
given congressional testimony several times
including testimony to the Senate Environment
and Public Works Committee hearings on the
explosions in Texas and Louisiana.
Information Management technology is now available to support every aspect of

enterprise-wide asset management, validating, integrating, collating and presenting
different types of information drawn from many different sources. It offers considerable
potential for developing and supporting best practice in shift handover and across the
entire lifecycle of the asset.
In addition to identifying opportunities for using Information Technology to develop
more effective shift handover practice, the research also found encouragingly
widespread recognition of its potential. Development of effective solutions is both
desirable and feasible, and can be expected to gain rapid acceptance by plant operators.
About AVEVAs Information Management approach
AVEVA has developed a broad Information Management strategy for asset operation that
can support important business processes such as shift handover. Based on applicationagnostic technology, the AVEVA Digital Information Hub integrates information from
existing systems to form an overarching Information Management layer presented
through intuitive, web-browser-style dashboards. This enables solutions that add value
to existing data assets by making trustworthy information easily accessible to support a
wide variety of business processes.
What makes the Digital Information Hub so powerful is its ability to acquire,
contextualise, validate, store and provide easy access to vital asset information.
It supports a digital asset that is in a constant state of change, creating a living
environment that directly reflects the evolution of the physical asset. This trustworthy
information can be used by any critical application, including those that specialise in
shift handover, improving the quality of the process and reducing many of the common
risks identified by the MKOPSC research.
The role of trusted information
In a typical operations scenario, the criticality of an unfamiliar alert can be quickly
assessed for its importance, for example by calling up a P&ID schematic in a dashboard
view. The operations team can then locate the tagged item concerned and navigate to
its maintenance history and relevant procedures. Any necessary corrective actions can
be initiated, based on a clear understanding of the alerts significance, and all relevant
information can be communicated effectively to the incoming shift.
The MKOPSC research identified a number of areas where the efficiency and safety of
the shift handover process could be improved; the effective use of trusted information
is a key enabler in optimising this process. We have seen among our own customers
how AVEVAs asset Information Management solutions can play a role in supporting
operational best practice in combination with other critical information systems. AVEVA
believes strongly that the creation of a living digital asset is fundamental to safer, more
efficient operations for increasingly complex plant assets.
To read MKOPSCs full research report and AVEVAs response in

more depth, visit: www.aveva.com/shift-handover-survey
17
Playing
It Safe
How video game technology is
transforming operator training
in the plant industries
Dave Coppin
Executive Vice President, AVEVA
18
Driven by insatiable demand for ever more realistic and engaging

virtual world gaming experiences, and supported by continuous
increases in the power of computing hardware, hyper-realistic video
games are now commonplace. Meanwhile, in the plant industries,
increasing regulatory and economic pressures are putting a premium
on more effective operator training. The time is ripe to harness
gaming technology for real-world asset operations.
Where immersive applications such as flight simulation once required
costly, high-power processors, now even entry-level hardware enables
video game players to move around in convincingly immersive 3D
environments and interact in complex ways with them. Powerful graphics
and physics engines accurately replicate the real-world appearance and
behaviour of virtual objects and materials. The technology has already
been used for practical simulation tasks; now it can be applied to the
needs of plant operations industrial gaming.
So why would an Owner Operator be interested in industrial gaming?
The question answers itself as soon as one sees a demonstration of
AVEVA Activity Visualisation Platform (AVEVA AVP). Instead of the
fictitious environment of a spaceship or battlefield, AVEVA AVP puts the
player inside an interactive 3D model of a real plant. Objects can be
animated to behave just like their physical counterparts: valves turn and
switches switch; bolts can be removed and equipment replaced. And just
as in multi-player games, the individual can work with the avatars of
colleagues to perform team activities. Most importantly, of course, users
can practise potentially hazardous procedures in perfect safety, without
risk to themselves or to the physical plant.
A new approach to training
Such capability has benefits comparable to those of flight simulation.
Whether in video gaming for pleasure, flying an airliner or operating a
complex plant, practice makes perfect. And immersive, hands-on training
is by far the most effective.1 Traditional classroom training led, at best,
to a 50% retention rate, while simulator-based training, where trainees
performed actions themselves, lifted that to 75%.2
Clearly, industrial gaming can make better use of training budgets,

but the ability to make training more flexible and more effective
brings benefits in day-to-day operations. For example, when planning
a shutdown for maintenance, it is essential to perform the maximum
amount of work in the minimum amount of time. Some tasks may be
performed so infrequently that they take longer than necessary; by being
able to practise them beforehand in the virtual plant, a maintenance
team can refresh and refine its skills ready for the real task.
But perhaps the biggest potential impact is on operational safety in highrisk environments where a mistake really could mean game over. Human
error is widely recognised as a major cause of incidents; Dr Michael Platt,
a Human Performance Engineer at Lockheed Martin, has said that we
shouldnt train people until they get it right, we need to train them until
they dont get it wrong.
Across all the engineering industries there is a shortage of experienced
engineers. The combination of less-experienced personnel and more
complex, highly automated assets introduces new risks into safe and
effective operations. This is where the use of 3D industrial gaming
technology provides vital new capabilities. Costly on-the-job training,
with its inherent practical and safety limitations, can be reinforced and
extended by far less costly, risk-free training that can cover an almost
unlimited range of routine and emergency scenarios.
AVEVA AVP puts the player inside an

interactive 3D model of a real plant.
Objects can be animated to behave just
like their physical counterparts: valves
turn and switches switch; bolts can be
removed and equipment replaced...
G. Hofstede, J. de Caluwe, V. Peters. Why Simulation Games Work In Search of the Active Substance: A Synthesis. Simulation & Gaming, Vol. 41, Number 6, 2010.
New South Wales Mines Rescue Services: Application of Virtual Reality Training for the Mining Industry Training for Tomorrow. Bruce Dowsett, Manager VR
Services, Regulation & Compliance, Coal Services Pty Limited. Mechanical Engineering Seminar, 5th August, 2009.
1
2
19
Structured training exercises can be created in which, just as in video

games, trainees are only allowed to progress when they have achieved a
specified level of competence and no longer make errors. Unstructured
training can also be provided, for example enabling a new recruit to walk
around a virtual plant to become familiar with it before being assigned
to the physical plant, or for a maintenance engineer to quickly remind
himself of the locations of the isolation switches for a particular Work
Order.
Creating the virtual plant
The virtual plant is only useful if it accurately mirrors the environment
and characteristics of the real plant in which the employee will be
working. One reason for the slow adoption of industrial gaming has been
the cost and limitations of creating sufficiently realistic virtual plants.
In AVEVA AVP, simulations are created directly from the plants 3D model
and information in the Digital Information Hub, even before the physical
plant has been built. Not only does this dramatically reduce the cost and
time required to build the model, it also builds in the information that
makes the model a convincing and usable simulation.
An AVEVA AVP model is quite different from the conventional 3D review
model commonly used for performing design reviews. Although both
offer walk-through navigation and the ability to measure and interrogate
the model, this is where the similarity ends.
An important feature is the use of a sophisticated physics engine to
simulate the behaviour of objects. For example, objects have a solidity
and a mass that makes them react as they would in the real world:
dislodged barrels bounce and roll, dropped tools fall from gantries, and
heavy objects can block access points.
20
The AVP virtual plant has a much more realistic look and feel than
an idealised review model. Lighting can be accurately simulated
through the 24-hour cycle of daylight and artificial lighting. Objects
can be realistically hidden by shadows either from the sun or from
luminaires to show potential practical hazards that might otherwise
go unrecognised. Non-designed objects such as ladders, tools or moving
vehicles can be used in the simulation.
The need for more effective training

is widely understood throughout the
industry...
The AVP model offers many other features required of an effective
training simulator. An in-game web browser can be opened, linked to
available information sources, to simulate the use of mobile devices to
call up procedures, documents or other information when working on
site. Of even greater potential benefit is the ability to provide streaming
data, such as real-time or pre-recorded SCADA information from the
physical plant itself, enabling the most realistic training or the analysis
of real incidents.
Using the virtual plant
The highly accurate nature of an AVEVA AVP simulation provides almost
unlimited opportunities for optimising asset management from the
earliest stages of its creation. In the design stage, conventional 3D walkthrough design reviews can be followed, as the design matures, by more
detailed reviews that look for emergent hazards such as those caused
by poor light positioning, or restricted visibility between operators.
Operating and emergency procedures can be drafted early and tested in
a realistic manner while there is still time to make design improvements,
for example by repositioning emergency alarms, eye baths and showers.

Approaching handover, the commissioning team can begin training and
rehearsal of the sequence of events required, while operations staff
can begin familiarisation and training ready to take over the plant.
Once in service, a wide variety of training needs can be efficiently
met, for the induction of new staff, refresher training and competency
monitoring of existing staff, rehearsal of routine maintenance or major
repair tasks, incident analysis and so on. Trainees can be provided with
structured levels of on-screen prompts, beginning with full instructions,
progressively reducing to hints, then to no-help modes for formal
competency testing.
The need for more effective training is widely understood throughout the
industry. Incident investigations have identified many common humanfactor-based causes, such as:
z
z
z
z
z
Limited awareness of operating procedures

Improper identification of safety hazards and hazardous processes
Inadequate inspection
Inadequately trained workers
The development of informal working practices.
The forthcoming ISO 55000 regulations will make safety training a central
pillar of operational readiness and Process Safety Management (PSM),
while the OSHA 1910.119(g)(1) regulation lists the following training
topics as a minimum:
z Lock-out/tag-out
z Hot work
z Line and equipment opening
z Confined space entry
z Emergency response
z Operating procedures.
All these can be trained for, rehearsed and evaluated effectively within a
safe and lifelike environment, using the capabilities of AVEVA AVP.
Widening the use cases
Like any enabling technology, AVEVA AVP fosters creativity in finding
further ways to exploit it. For example, we can expect to see it also being
used in:
z Control of Work activities visualising and analysing hazards as part
of Safe Job Analysis, visualising work permit locations and equipment
associated with permits.
z Construction simulation and management testing proposed new
working methods.
z Remote problem solving enabling teams to review and rehearse
scenarios before arrival at a remote site.
z Enabling certification authorities to undertake virtual plant walkthroughs, view punch-lists and compare against the design intent well
before going to site.
z Complex storytelling create a sequence of individually-driven,
interactive, animated environments or videos to demonstrate
particular activities associated with field operations or maintenance,
such as for safety incident review or executive project concept review.
The need is clear and real. Ever more stringent regulatory requirements
and the need to continually improve operational efficiency and safety
will make industrial gaming an essential tool for the plant and offshore
industries. The technology now exists; it is not only practical and
affordable to use, but also offers considerable potential for the long-term
development of more efficient working methods.
To find out more about AVEVA AVP, visit www.aveva.com/aveva_avp.
21
An Ice-breaking Innovation:
Arctech builds
Baltika
Camille Nedelec-Lucas
Editor and PR Specialist, AVEVA
How AVEVA Marine has helped to create the worlds first oblique icebreaker
Helsinki shipbuilders have built 60% of the worlds
icebreakers currently in operation. Three years ago Arctech,
one of the most innovative of this community of specialists,
took the far-sighted decision to focus purely on icebreaking
technology at a time when other shipyards were diversifying.
It was a strategic decision, recognising that growth in Arctic
oil & gas production would create increased demand for
high-tech, multi-purpose vessels to open up these remote
locations.
AVEVA met Tapani Skarp, Vice President of Arctech, in charge
of design and project design, in his Helsinki office to learn
more about this shipyards big vision, how AVEVA technology
is helping to make it a reality, and Arctechs latest innovation
the oblique ice-breaker.
The oblique icebreaker

The concept of the oblique icebreaker addresses the problem of opening
wide channels in shallow passages. For a large tanker, the 25m channel
created by a conventional icebreaker is too narrow, so the tanker must
be accompanied by two icebreakers, increasing cost. The vessel features
a patented oblique design with asymmetric hull and three azimuthing
propellers, which allow the vessel to operate efficiently ahead, astern
and obliquely. Crucially, as the oblique icebreaker can break ice sideways,
it clears a channel almost as wide as its length. Baltika, the worlds first
oblique icebreaker, has a length of over 76m and will be delivered by
Arctech in 2014.
The history of the oblique icebreaker is actually very long, explained
Skarp. Its design went through many stages of evolution until the
innovative idea was ordered by a client. The original design was more
triangular in shape. Gradually, the design shifted towards a more
conventional shape because it was found that a more limited asymmetry
was not only best for overall performance, but would also be more readily
accepted by the market.
Skarp went on to describe how first model tests on the highly asymmetric
design had revealed excessive pitching in high seas, resulting in
slamming and air leaks in the forward propeller. The design evolution
that led to Baltika has solved this problem while retaining the original
22
The icebreaking rescue and emergency vessel NB 508. Photo courtesy of Arctech.
benefits of an asymmetric hull. As a result of

this extensive development, Baltika can be
operated either bow first, able to continuously
break up to one metre of ice, or obliquely,
cutting a wide channel through ice up to 0.6m
thick at a minimum speed of two knots.
More with less
Baltika will essentially do more with less. In
her final form, she will halve the number of
icebreakers required and her small size will
also save fuel. With a beam of only 20.5m, she
will cut a 50m channel through the ice, while
her draught of just 6.3m makes her extremely
versatile. Her small size also requires only 7MW
of propulsion power, compared to the 1720MW
required by a conventional icebreaker.
Baltikas versatility makes her an all-season,
multi-functional ship, ideally suited to the
diverse needs of Arctic oil production. In
addition to icebreaking, she will be able
respond to emergencies and provide prompt oil
recovery capabilities in the event of spillages.
This block clearly shows the asymetrical profile of the hull. Photo courtesy of Arctech.
23
Baltikas sideways operating mode enables her to act like a broom, said
Skarp. She has a collection capacity of 750m3 and in the event of a spill
she can be deployed quickly because she will already be present assisting
the tankers.
How to develop a world first: migration to AVEVA Marine
Not surprisingly, developing such an innovative vessel brought many
challenges, not least its asymmetry, which took Arctechs designers into
quite unfamiliar territory. She is also a very crowded vessel, making 3D
design the only practical solution.
Class design was carried out creating a 3D model of the ship using
Tribon at that time then the model was further refined by the
subcontractors, for whom a 3D product model is far more effective than
drawings, for detail design of the hull.
Arctech migrated to AVEVA Marine in June 2012 and the rest of the vessel
was designed in AVEVA Marine. We found that the hull design was very
easy to migrate into AVEVA Marine, said Skarp. We chose AVEVA Marine
because of the design network in Finland and Russia. AVEVA Marine is
very widely used and for liaising on projects it is easier to adopt the same
software that contractors and partners are using.
Construction of the icebreaking rescue and emergency vessel NB 508.

Photo courtesy of Arctech.
What I like about AVEVA Marine is that all the design disciplines are
on the same level, so you can manage HVAC, cabling and machinery all
within one database. This is of huge benefit because you dont have to
translate data; in the past we had to create a lot of interface modules to
achieve this. For example, with materials handling, the new ERM system,
AVEVA Mars, is compatible with AVEVA Marine. Arctech is not currently a
user of AVEVA ERM, but we are investigating the option. It would give the
possibility to achieve complete material handling, from design through
to procurement and production, in the same database. When I joined
the industry in the 1970s this was only a dream; now it is reality, he
concluded.
While the adoption of AVEVA Marine went smoothly, the biggest challenge
for Arctech has been introducing the software to people who have only
ever used either AutoCAD or 3D mechanical CAD systems, without risking
delays to other, more urgent, projects. The design capabilities of the
organisation had to be redeveloped after a period of design outsourcing,
during a lull in activity at the shipyard.
Skarp explained that Arctech regards training as a continuing, long-term
commitment towards achieving its vision.
Towards Lean Construction
Skarp has a very clear vision of the way in which he wants the shipyard to
be managed. As in many industries, design and production are more and
more made of interconnected and parallel tasks. The yard must adapt its
operations accordingly.
The time between design and delivery is becoming ever tighter and our
internal processes must reflect this, said Skarp. The production team
want to start production as soon as possible to meet the delivery date,
but clients want to delay their order until the last minute. So the concept
must be ready and waiting in AVEVA Marine well before the contract
for the ship is signed, and we must achieve more overlap in the project
schedule.
Tapani Skarp, Vice President of Arctech.
24
Lifting the main engines. Photo courtesy of Arctech.
3D design enables the overall process to become a lot more streamlined,

particularly in its ability to support late changes in specification, Skarp
continued. But we find the biggest benefit of AVEVA Marine is in time
saving. Because we buy hull blocks from Russia, we need the structural
information as early as possible. By designing in a 3D environment in
advance of contract signing, the first material list can be issued to the
procurement department within a few weeks, enabling us to place early
orders with the steel mills and ensure timely and sufficient steel supply.
Compressing timescales is challenging, he explained, but AVEVA Marine
enables hull and outfitting design to be carried out in parallel, as well
as more concurrent construction work. It has also taken pressure off the
procurement process. By getting equipment data earlier we can avoid a
lot of costly design updates. Without AVEVA software, we wouldnt be able
to meet these challenges.
A promising future
Arctech has had a lot of interest from Russia in the oblique icebreaker;
once the success of Baltika has been proven, it will be interesting to see
how the maritime sector reacts to this innovation. In the meantime,
AVEVA and Arctech continue to be at the forefront of their respective
industries by developing and delivering world firsts.
About Arctech
The Helsinki shipyard has been in operation since 1865, and has
been operating under its current name, Arctech, since 2011. It is a
joint venture between STX Finland and Russias United Shipbuilding
Corporation. With a great deal of untapped Arctic oil & gas within Russian
waters, Arctech is set to be a leading supplier to a growing industry. To
find out more, please visit www.arctech.fi.
Compressing timescales is challenging, but AVEVA Marine enables hull and

outfitting design to be carried out in parallel, as well as more concurrent
construction work. It has also taken pressure off the procurement process...
25
Embracing
Change
How effective control of iterative change is the key

to engineering and design for Lean Construction
When letting a contract for a new plant, an Owner Operator has a
clear financial objective, comprising its nameplate output, project
cost and delivery time. But the way in which we create any kind of
complex entity necessarily creates considerable business risk in
executing the project. In this article we discuss the iterative nature
of engineering design and explain how, by bringing the design
spiral under control, AVEVA technology enables the plant industries
to develop Lean Construction methodologies that reduce business
risk both for EPCs and their clients.
26
Capital projects are notorious for cost and

delivery overruns. Engineers, designers and
project managers spend a disproportionate
amount of time on what often feels like
crisis management in continually making or
accommodating changes. It is only natural
to exclaim in frustration: Why cant it just be
right the first time?
There are three fundamental reasons why plant
projects are so change-intensive:
Natural design evolution There are many
inherent uncertainties in creating anything
new. The creative process starts with outline
ideas and rough approximations that are
progressively refined. In the case of highly
complex, multi-discipline plant projects,
this refinement process is also complex,
with many interdependencies between
process engineering, instrumentation &
control, piping, structural design, electrical
engineering and so on.
Unforeseen problems Even the best-managed
project can be disrupted by external factors,
such as supplier defaults or a client being
acquired by an organisation that retrospectively
imposes a different set of engineering
standards and policies.
Changes of scope The customer is always
right! Contract variations are a fact of life, but
are invariably imposed late in the programme
and require significant rework in design, if not
also in fabrication and construction.
Engineers, designers and project managers spend

a disproportionate amount of time on what often
feels like crisis management in continually making
or accommodating changes...
Compounded problems the highly interdependent nature of plant design creates vulnerability to
a small error propagating like a chain reaction across many other areas and disciplines, making its
recovery a disproportionately laborious task. Compound this further with poor quality information
and the overall impact can be considerable.
Poor communication Lack of clarity and/or poor communication of requirements to suppliers or
subcontractors can lead to lengthy and costly programme delays, redesign or re-procurement.
Such issues are an everyday reality in project execution, yet we still yearn after right-first-time
design! Our true objective should be engineering and design for lean construction; efficient design
and engineering processes that eliminate the avoidable problems and can effectively handle the
unavoidable ones.
The design spiral
The iterative, multi-discipline process of plant design is most usefully illustrated as a spiral. The
design evolves from the outside of the spiral, where information is necessarily provisional and
incomplete, repeatedly passing between the various disciplines which each contribute successively
smaller refinements to the whole.
The design spiral more truly reflects the reality of iterative, highly concurrent design. However,
achieving a well-managed iterative process in practice relies on a critical prerequisite: controlled
information sharing. This is what holds the spiral in shape, rather as the radial lines of a spiders
web do. It also reduces the number of design iterations loops around the spiral by highlighting
errors and inconsistencies to enable them to be eliminated, in a well-controlled manner, long
before the creation of production deliverables is required.
In addition, the very complexity of a project can

create avoidable change requirements:
Decisions based on deficient information
If information is not up to date, complete and
readily accessible, poor decisions can be made,
the results of which may not become apparent
until late in the programme.
Poorly controlled design information
Because design information is used by different
disciplines and functional groups, as well as by
fabricators and site teams, poor control and
issuing of deliverables can lead to work being
carried out using out-of-date information.
The later such errors are discovered, the more
severe is their impact on the project.
Expediency Often, it may be necessary to
commit to a course of action, such as preparing
the site or ordering particularly long-lead
equipment or materials, before sufficiently
reliable information is available. Even such
calculated risks can have a downside.
27
Compare and Update between the 3D model and the P&ID. Checking design in this way
reduces the number of change/revision iterations, ensures consistency before issuing
fabrication deliverables and increases the consistency of information at handover.
Managing change
Projects involve a hierarchy of change, from major contract-level changes
right down to the huge numbers of incremental adjustments negotiated
continually between engineers and designers. Controlling all these
changes and enabling every project participant to work with information
of known quality and status requires tight integration between all the
various engineering and design applications used. It is precisely such
integration underpinning AVEVA Plant that achieves this and, in turn,
enables the design spiral to be realised as a robust and efficient business
model.
AVEVAs Integrated Engineering & Design solution is built on the solid
foundation of a coherent dataset that integrates all engineering
and design data, from the moment of its creation, into a definitive
and change-managed description of the project that is shared by all
participants. The practical effect of this is that a process engineer, piping
layout designer and structural designer can collaborate in real time to
efficiently create a clash-free overall design.
This information integration also underpins AVEVAs powerful Compare &
Update capability, enabling the various disciplines to work efficiently at
their own pace while frequently reconciling their work with each others
to implement well-controlled design updates and keep the different
sectors of the design spiral in step. This is in marked contrast to trying to
achieve right-first-time design at a single pass.
To understand why, consider a typical scenario. A process engineer
working on the FEED of a new plant provisionally estimates flow rates
through the system. A mechanical engineer uses this information to
identify suitable pumps and makes a provisional selection. A piping layout
designer and a structural engineer collaborate to create a provisional
layout. First steps around the design spiral have been taken.
Other disciplines make their contributions, any of which may require
others to revise their initial work. For example, a reliability engineer
carries out an initial Failure Mode Analysis and requires one particular
pump to be replaced by two in a dual-redundant configuration. Evidently,
this has an impact on the P&ID, the piping layout, the structural design
and the Electrical & Instrumentation system. A second iteration around
the spiral begins.
28
Creating new design in context within a laser scan of an existing plant.
Clearly, in the early stages of design evolution, no designer wants to carry

out any more detail design than is necessary. But if the provisional status
of the pump definition were not apparent or, worse, if the software rigidly
enforced compliance with design rules at every step, other disciplines
could waste effort detailing pipe runs, foundations, access platforms,
electrical systems and so on that would later have to be reworked
when the pump definition changed. Compound this one example by all
the many other elements in the design and the inefficiencies become
considerable.
AVEVA technology supports the reality of plant design. Engineers and
designers can create objects knowing that they do not at first comply
with all applicable rules, but having their maturity status made visible
to all other disciplines and any non-compliances highlighted until finally
corrected. This is exactly what is necessary to make the design spiral work
in practice; because all participants can see and understand each others
work, they can collaborate efficiently to develop the complete design
definition and eliminate deficiencies in a progressive, orderly manner.
Reducing the iterations
Because Integrated Engineering & Design makes successive iterations
around the spiral more efficient it also reduces the number of iterations
the number of attempts to get something right, in effect. This is a
huge benefit to every stage of the project. If a design development that
previously took six changes now takes only four, say, significant savings
in design cost are achieved. But fewer changes do not only enable earlier
release to fabrication; they reflect more efficient creation of compliant
design so that fabrication and construction can be right first time. This
enables much larger savings by speeding up construction and reducing
costly materials wastage and on-site rework.
Onward to Lean Construction
Integrated Engineering & Design certainly enables the more efficient and
rapid arrival at a finished design but, to a large extent, the design office
still pushes the design out to the construction teams in the expectation
that it will be accurately complied with. This was never a realistic
expectation in practice and non-compliances can often go undetected
until late in the programme. The potential benefits of increasingly
concurrent project phases are eroded by poor integration between them,
which increases the scope for costly errors and delays.
Change highlighting and ease of comparison and updating keep disciplines in step while permitting freedom of each to work in an efficient manner.
AVEVA Everything3D (AVEVA E3D) now addresses this problem by

the integration of 3D laser scan data into the design environment. The
ability to quickly return accurate as-fabricated and as-constructed scans
into AVEVA E3D to compare the physical objects with the design intent
extends Lean methodologies throughout the entire project. Any errors
or inconsistencies in fabrication or construction can be quickly identified
and assessed, enabling effective corrective actions to be taken at the
earliest possible stage. A closed loop is thus created that integrates
design, fabrication and construction to unlock the full benefits of highly
concurrent project phases.
It is easy to see that, properly enabled by technology, the design spiral

can be an inherently Lean process. But with the advent of AVEVA E3D, this
spiral can now also embrace the fabrication and construction stages. By
using laser scanning to feed back the as-built to design and engineering,
more and shorter lines of communication tie the spiral together even
more securely. As-built information, either generated in the fabrication
and construction of a new build, or scanned from the existing plant in a
revamp project, can be almost immediately integrated into the 3D design
environment, making it accessible to all the business processes that the
model supports, and to all project participants.
The Lean Manufacturing revolution was a challenge because it required

a radically new approach and most of the tools and techniques had to
be developed from scratch. Lean Construction has the advantage of
wide awareness of the Lean philosophy but has until now lacked the
catalyst to trigger its development. AVEVA E3D provides that catalyst.
The engineering industry can now begin developing its own particular
implementations of the three key elements of the Lean philosophy:
The big picture

Just as Lean Manufacturing started with purely technical innovations
and expanded to become an enterprise-wide philosophy, so too will Lean
Construction. AVEVA now provides the key technologies to enable this. Its
Integrated Engineering & Design solution supports the technical aspects
of a Lean project, while its Information Management technologies
support an Integrated Project Execution strategy that embraces all the
information-intensive aspects, such as materials management, Workface
Planning and 4D Construction Management.
Respect for people This translates into empowerment of people;

providing them with the tools and feedback to enable them to contribute
effectively to the overall object. The ability for engineers and designers
to see the overall design and to collaborate efficiently on its development
provides this empowerment.
Eliminate waste This embraces waste in every form. The scenario
outlined above illustrates how design man-hours can be wasted by
inefficient working methods, but the greater costs of waste in plant
projects arise from fabrication rework and, worst of all, in on-site
construction. Integrated Engineering & Design processes eliminate
many of the causes of such waste.
Make value-adding more efficient If, at every stage of a project, every
individual contribution genuinely moves the project forward, the overall
project becomes more efficient. This is not to imply that every individual
task must be fully completed in one go; as described above, efficient
working will most often involve successive refinements of a particular
contribution in a controlled, stepwise manner. Fewer, better-controlled
steps save time and effort.
First movers into Lean Manufacturing came to dominate their industries;

we can expect to see a similar transformation in the capital projects
sectors.
This topic is discussed further in Engineering & Design for Lean
Construction, an AVEVA Business Paper that may be downloaded from
www.aveva.com/publications
First movers into Lean Manufacturing

came to dominate their industries;
we can expect to see a similar
transformation in the capital
projects sectors...
29
Creative Engineering Dramatically

Reduces Reactor Outage Time at OKG
AVEVA Everything3D, combined with laser
scanning and innovative prefabrication methods,
increases plant availability and profitability
Oskarshamns Nuclear Power Plant, OKG, a company in the
E.ON group, owns and operates three boiling water reactors,
Oskarshamn 1, 2 and 3, often referred to as O1, O2 and O3.
The nuclear power plant is located on the Swedish east coast,
30km north of Oskarshamn. The three reactors, with a net
capacity of 2,511 MW, produce 10% of Swedens electricity and
went into commercial operation between 1972 and 1985. OKG
needs to invest constantly in safety and modernisation in order
to ensure that the plants can continue to operate for their
planned 60-year lifetime.
A day-long outage of a reactor would cost an estimated 1 million EUR in

production losses; it is therefore of utmost importance to the profitability
of the facility to keep outage time as short as possible. By using 3D
modelling combined with laser scanning, and further developing
prefabrication methods, OKG is expecting to dramatically reduce the
outage time for the next modernisation project for O3, scheduled for
June 2014. To find out more about the role AVEVA Everything3D
(AVEVA E3D) plays in this project, AVEVA visited OKG in November 2013,
meeting Claes-Gran Wrmke, Project Manager, and Project Leader for
the O3 modernisation project, and Peter Karlsson, Part-project Leader
for electrical design, ONE Nordic.
Magnus Feldt
Editor, AVEVA World Magazine
Safety first
OKGs aim is that the reactors should operate at the highest possible
safety level for at least 60 years, and each reactor is shut down every
year for three to six weeks for maintenance, safety system control
and replacement of 20% of the fuel elements. These planned outages
normally occur between May and September.
Jan Backlund
Account Manager, AVEVA
Oskarshamns Nuclear Power Plant. OKG, a company in the E.ON group, owns and operates three boiling water reactors, Oskarshamn 1, 2 and 3. The nuclear power plant is located on the
Swedish east coast, 30km north of Oskarshamn. Photograph courtesy of OKG.
30
When AVEVA E3D was

launched, OKG realised that
they could use it to further
improve the efficiency of the
design work and to cause the
photorealistic installation
images and printouts used
by the installation teams to
be of an even higher quality
and more intuitive...
From left, Peter Karlsson, Part-project Leader for electrical design, ONE Nordic, and Claes-Gran
Wrmke, Project Manager at OKG, and project leader for the O3 modernisation project.
Photograph courtesy of OKG.
When AVEVA visited OKG, the O2 plant had been shut down for a huge,
complex modernisation project to upgrade the turbine plant, installing
many heavy items of equipment and involving demanding installation
activities for vital safety systems.
O3 modernisation project
The O3 plant is due to be modernised in June 2014. One of the key aspects
of this modernisation will be the replacement of the electrical cabling
that passes through the concrete containment walls and connects to
equipment inside the containment area. The modernisation includes, not
only the cables themselves, but also the penetration assemblies that fit
into the wall. These penetration assemblies are important to the overall
safety of the reactor as they must prevent radiation and radioactive
materials from passing through the penetrations in the wall in any
emergency situation.
Conventional design and installation of cables and electrical components
would take between 120 and 150 days, causing a long outage and
significant loss in production. When similar modernisation programmes
were performed for the O1 and O2 plants a few years ago, OKG succeeded
in reducing the outage to 80 days by partially prefabricating the electric
cables and connectors.
Based on their experiences from the O1 and O2 projects, E.ON IT and OKG
have found areas which could enable the installation to be achieved even
more efficiently. OKGs goal for the O3 project is now to further reduce the
outage to 58 days.
Planning for the O3 project started in 2012, and OKG expects nearly 300
electrical fitters to be working in parallel in the containment areas at
peak times.
The extent of prefabrication will be even greater than for the equivalent
O1 and O2 projects. All electrical cables and connectors will be
prefabricated externally, similar to the way in which they are made in
modern automobile manufacturing processes. This offers an opportunity
to cut on-site work, which will considerably reduce outage time. The
cables will be prefabricated at both ends, with their connectors, and
pretested in a radiation-free area, so that it will be possible to install the
whole cabling system in a single step.
The quality and accuracy required is very high, with the tolerance in cable
lengths to within a few centimetres. In total there are 36 penetrations
for the electrical cables and 1,800 cables with a total length of 30,000
metres. These cables connect to almost 2,000 items including electrical
cabinets, contact and magnetic breakers, limit switches, temperature and
pressure switches.
OKG decided to model the new cables, penetration assemblies and
electric components in a 3D system, and to laser scan the inside of the
reactor containment. The laser data will then be integrated with the 3D
model to enable highly accurate design work and to allow views to be
prepared showing exactly how the fitting task should be performed.
After a thorough evaluation, AVEVA PDMS combined with AVEVA Laser
Model Interface was chosen in 2012 as the system that best met
OKGs requirements. A highly-photorealistic resolution 3D laser scan of
the inside of the reactor containment was carried out from about 150
measurement locations, during the normal outage in 2012.
When AVEVA E3D was launched, OKG realised that they could use it
to further improve the efficiency of the design work and to cause the
photorealistic installation images and printouts used by the installation
teams to be of an even higher quality and more intuitive. Having
implemented AVEVA E3D, and after a short training course, they were
able to continue with the modelling tasks. The 3D model in AVEVA PDMS
was easily reusable with AVEVA E3D, as the two applications are fully
interoperable.
A significant feature of AVEVA E3D is the seamless integration of design
and real-world conditions, through the fusion of laser scan data into the
design environment. This is enabled by allowing engineers to work within
the laser data BubbleView. BubbleView technology is unique to LFM
Software Ltd, an AVEVA Group company. It produces a high-resolution,
photorealistic 3D image in a lightweight usable format whilst connecting
back to the massively rich dataset.
When the BubbleView data was integrated in the AVEVA E3D model
the results proved to be excellent, with high-quality photorealistic
installation printouts. In total, OKG plans to generate at least 4,000
installation printouts.
31
The use of laser scanning technology to

automatically build an accurate laser model of
the reactor building, combined with AVEVA E3D,
enables 3D design work to take place within the
laser model, allowing a high degree of accuracy
to be achieved for the design of the cables
and connectors. Generating the fabrication
drawings directly from the 3D model created
using AVEVA E3D ensures that the accuracy of
the design is conveyed to the fabricators.
This innovative approach also extends to
the installation process. OKG estimates that
a traditional, paper-based workflow would
require the handling of about 20,000 design
documents within the containment building.
Replacing the paper documents with tablet
computers will transform the efficiency of the
installation.
25 tablet computers, connected to a wireless
network inside the containment areas, will
give the fitters access to the photorealistic
installation images and assembly information
prepared using AVEVA E3D, showing both the
new design and the photorealistic laser scan
data.
OKGs creative engineering process produces
photorealistic installation images for viewing
on tablets and as printouts. This will mean a
more efficient installation, with the outage
time reduced to only about half that of similar
projects at other nuclear plants. Innovative
solutions, including the further development of
prefabrication methods, and the introduction
of 3D modelling combined with laser scanning,
lead OKG to view this creative engineering as
the model for future modernisation projects.
Top and above: high-quality photorealistic printouts. Images courtesy of OKG.
About OKG
OKG was founded in 1965 and has
approximately 850 employees and an annual
turnover of around SEK 3 billion.
OKG is owned by E.ON, one of the worlds most
geographically diversified power producers,
with major asset positions in Germany, the
United Kingdom, Sweden, Russia, the US, Italy,
Spain, France and the Benelux countries. Visit
www.okg.se for more information.
OKGs creative engineering process produces photorealistic installation

images for viewing on tablets and as printouts. This will mean a more efficient
installation, with the outage time reduced to only about half that of similar
projects at other nuclear plants...
32
AVEVA World
Summit 2013
Hits a Home
Run in Boston!
When we scheduled 2013s AVEVA World Summit in
Boston, we had no idea that the Boston Red Sox baseball
team would win the final game of the World Series while
we were in the city. The exuberant victory celebrations in
the streets certainly gave Boston an exciting atmosphere.
While our Summit could not compete with that, all agreed
that the event did hit a home run for delegates, sponsors
and speakers alike.
Highlights of the Summit included the launch of several exciting new

AVEVA products, three dedicated agendas for different audiences, and 20
customer speakers sharing their experiences and insights. This packed
and engaging programme was accompanied by an interesting sponsor
exhibition area, networking sessions, special demonstrations, and a
gala dinner at Bostons world-famous Museum of Science. However,
the true success of such an event is measured by the business benefit
that it delivers to those who attend. The post-event response from the
Summit delegates was outstandingly positive; 96% said that they would
recommend the Summit to a colleague.
Steve Tongish
VP of Marketing, AVEVA
This was the second year that AVEVA has held a single global Summit,
attracting project managers, senior management and decision makers
from around the world and across a range of industries.
33
The Summit provides a dedicated forum, both for the exchange of ideas and for sharing
AVEVAs latest product and solution strategies. Its programme remains focused on a mid-level
management audience, providing them with strategies and insights that help to optimise their
companies projects and improve the efficiency of asset operations.
New product launches
Readers who attended the 2012 Summit in Paris will recall the exciting world debut of AVEVA Everything3D
(AVEVA E3D). That is a hard act to follow, but the Summits high standard was definitely maintained with the launch
of the visually stunning AVEVA Activity Visualisation Platform (AVEVA AVP) and AVEVA E3D Insight products, along
with the equally important AVEVA Information Standards Manager.
AVEVA Information Standards Manager is a web-based tool that enables the management of a set of information standards that
consistently describe the information needed to execute any project. Importantly, it also enables those information standards to be
shared with third parties so that everyone involved in a project operates to a common set of standards. It meets a widely expressed
need to increase project efficiency through the more rigorous management and efficient sharing of information.
The second launch was of AVEVA AVP, which enables the creation and use of a fully interactive, multi-user virtual plant
environment in which workers can practise tasks either alone or as a team in perfect safety. The plant industrys
equivalent of a flight simulator, AVEVA AVP applies video gaming technology to create visually and functionally
realistic virtual environments in which every type of routine or unusual maintenance task, from the simplest
to the most complex, can be communicated and rehearsed. Industrial gaming using AVEVA AVP improves
understanding, enables operators to quickly reach and maintain high levels of competence, and provides a
tool for evaluating and practising activities that would be prohibitively costly or hazardous to perform on
a real plant. AVEVA AVP is such a visual and engaging application that when delegates were invited to
play an AVEVA AVP game against each other during breaks in the programme, it was hard to drag
some of them away!
But the new product that really stole the show in Boston was AVEVA E3D Insight. This is
AVEVAs first Windows 8.1 app and is designed to help decision makers in the power,
process plant and mining industries to view and approve AVEVA E3D designs from
a mobile tablet device. For the first time ever, it is possible for someone on
a construction site to contribute directly to an evolving 3D plant design.
AVEVA E3D Insight anticipates changing customer needs by offering
the ability to inspect, comment upon, and approve designs at any
time, from anywhere around the world. The launch was followed
by a series of demonstrations that gave everyone a hands-on
experience of this impressive new app. (Read more about
AVEVA E3D Insight on page 8.)
Delegates from
20
3
countries
Customer speakers
Agenda
streams
96%
34
27
Product
launches
of delegates
would recommend
the Summit
98%
NEW!
agreed it was
valuable to their
business priorities
Customer presentations
One of the most important and popular aspects of the Summit is the
customer presentations: this year, 20 companies generously gave their
time to prepare presentations and share their experiences with the wider
AVEVA World Community. The sheer diversity of these excellent presentations
makes them difficult to summarise, coming from the process plant, power, mining,
oil & gas, marine, and offshore industries, and covering topics ranging from adoption
strategies for new technologies to managing megaprojects and improving operation
efficiency. The speakers made an impressive contribution to making the AVEVA World Summit
such a unique and high-value event.
Dedicated agendas
The Summit programme continues to evolve to meet the changing needs and interests of delegates. To
offer the most appropriate content for each individual, the Boston programme was divided into three separate
agendas for the respective needs of Owner Operators, EPCs and shipbuilders. Each agenda covered a range of
topics, comprising presentations both from senior AVEVA specialists and from customers, who provided relevant
real-world experiences. Although the agendas were designed for particular audiences, it was pleasing to see how
many delegates moved between them to learn from these different industry sectors. Enabling such cross-fertilisation
between industries was a key objective of the single Summit format; judging by observation and the positive
comments from delegates, this clearly works well. We plan to make the multi-track agenda a key feature of future
AVEVA World Summits.
Summary
If you had to summarise the theme of the Summit in a single word, it would be visualisation. It began with the
keynote speaker, Dan Roam, who provided inspiration on how to communicate complex concepts through simple
drawings. Visualisation is at the heart of AVEVA AVPs and AVEVA E3D Insights technology. It was also the primary
theme both for CEO Richard Longdons business overview and CTO Dave Wheeldons view into the future.
As our world becomes increasingly complex, we need new strategies to manage the information around us; AVEVA
believes that visualisation technology will play a strategic role in achieving this. The 2013 Summit in Boston
opened a window into this exciting new world which will continue to evolve over the years ahead. This is
what AVEVA World Summits are all about: a fusion of vision, strategy, technology and meeting real-world
challenges.
Just like the Boston Red Sox at the beginning of last season, we all have a challenging year
ahead. But we are sure that, with the vision and experience that was shared at the Summit,
we will all be knocking balls out of the park in 2014! We look forward to seeing you at this
years AVEVA World Summit.
Lengiproneftechim
MAN Diesel & Turbo
www.avevaworld.com
MILPO
Mitsui Engineering and
Shipbuilding
Pacific Rubiales
Promon
Sembawang Shipyard
Customer Speakers at the

2013 AVEVA World Summit
Siemens
Abu Dhabi Marine Operating

Company
Sredne-Nevsky
Daewoo Shipbuilding & Marine

Engineering
Suncor
EDC Consulting Pty Ltd
Wood Group PSN
Korea Southern Power
WorleyParsons
SINOPEC
SPK ERA Sdn BhD
Statoil
Technip
35
DSME and AVEVA

Celebrate Decades
of Collaboration
At this years AVEVA World Summit in Boston,
AVEVA was pleased to present Daewoo Shipbuilding
and Marine Engineering Co., Ltd with an Award
of Recognition to commemorate a long-standing,
fruitful synergy between the two companies.
HeungWon Suh, Director, DSME, receives the Award of Recognition from Richard
Longdon, CEO, AVEVA.
The Korean shipbuilder, incorporated in 1973, has used AVEVA software

since the 1980s. Tribon, the predecessor of todays AVEVA Marine, had
been used in the construction of over 1,000 vessels at the DSME shipyard
before DSME upgraded to AVEVA Marine.
In the same year, DSME delivered the worlds biggest offshore plant, BP
Thunder Horse. Its most recent claim to fame has been the delivery of the
worlds largest ship, the Maersk Triple E fleet of vessels.
The history of our relationship with DSME runs in parallel to DSMEs long
history of highly innovative projects that have created the shipyard as it
is known today, said Richard Longdon, CEO of AVEVA. AVEVA is proud to
have provided the design tools and Information Management systems that
made those kinds of projects possible.
To continue this legacy of success, DSME migrated to AVEVA Marine, the

latest generation in world-class 3D design software. Carrying forward
its illustrious history of record-breaking projects, this year has also seen
DSME reach the total of USD 10 billion in offshore plant orders for the first
time in the world shipbuilding industry. Meanwhile, work has begun on an
order for an 8,000 unit RORO, the biggest car carrier in the world.
DSMEs ground-breaking projects include a number of world firsts. In 2005,

DSME constructed and delivered the worlds first LNG-RV and became the
first shipbuilder to have an annual production capacity of 14 LNGCs.
After celebrating 25 years of innovation and success facilitated by the

partnership with the Recognition award, AVEVA and DSME look forward to
the next 25 years worth of ground-breaking projects.
From left to right: SangWook Ham, Vice President, AVEVA; EunJoo Park, Senior Vice President, AVEVA; HeungWon Suh, Director, DSME; Richard Longdon, CEO, AVEVA; Paul Eveleigh,
Executive Vice President, AVEVA; Dave Wheeldon, CTO, AVEVA.
36
Unlocking the Full Potential

of Your Operations
Gary Farrow
VP, 3D Data Capture
Business Management, AVEVA
Why 3D data capture

should become the keystone of
your asset operations strategy
When asked Do you think that laser scanning should form the
keystone of a digital asset strategy? 92% of EPC and Owner Operator
delegates who expressed an opinion at the 2013 AVEVA World Summit
in Boston agreed. In this article we explain why laser scanning is so
potentially valuable, and how 3D data capture should become the
keystone element of your asset operations strategy.
AVEVAs belief, clearly now shared by many Owner Operators, is that for
every physical asset there should exist a digital asset. Furthermore this
digital plant information model should be kept evergreen throughout
the entire asset life cycle. Seamlessly integrated, information should
flow from as-designed, to as-built, to as-operated. This information
model concept forms the basis of AVEVAs Integrated Project Execution
and Operations Integrity Management strategies. These enable Owner

Operators to improve efficiency and reduce risk in both the project
execution and asset performance aspects of their operations and, by
controlling information, design and engineering resources, also enable
EPCs and OOs to improve quality, cut costs and shorten project schedules.
The digital plant can be used throughout the physical plants life cycle,
from the earliest stages of FEED, through design, construction and
commissioning, and throughout the assets working life. Because its
integrity and value are maintained through the assets entire lifec ycle,
the digital plant not only supports efficient operations but also facilitates
efficient upgrades and revamps.
37
Turning strategy into reality

For many Owner Operators, however, the biggest challenge in developing
a digital asset strategy is that digital information for existing plants
is either completely absent or of uncertain quality. Many plants still
in operation were designed and built before computers even existed,
so existing engineering and design information is very often in paper
format. Newer plants may have some digital information, perhaps
even a 3D model, but in either situation changes are continually made
to the plant, for maintenance, upgrades and expansion, to meet new
legislation, for changes in the process and so on.
In practice therefore, there is an information gap between the physical
and digital assets. Unless bridged, this gap will continue to widen. This
is where laser scanning fits into an asset operations strategy, and where
AVEVA technology bridges the gap by enabling the digital plant to exist as
a coherent, trustworthy and accessible dataset.
3D laser scanning has become both affordable and powerful, and is
now proven to be the most efficient method for capturing the existing
conditions. Portable, easy-to-use hardware and powerful software
technology enable the true as-is condition of a plant to be delivered to
the desktop of an engineer or operator quickly, cost-effectively and with
minimum exposure to site hazards. The technology has evolved such that
Owner Operators are now in a position to take ownership of the as-is data
and benefit from the fusion of data from terrestrial, handheld and mobile
scanning devices.
AVEVA had already created market-leading products for exploiting the

value in laser scans when, in 2011, it extended its offering with the LFM
range of technologies. These embody two key principles:
First, a uniquely open and intelligent ability to work with laser scan data
from all of the leading scanner vendors, in addition to industry-standard
neutral formats. LFMs InfiniteCore technology enables multiple scans
to be processed into a single point cloud dataset of unlimited size, with
no need to shed valuable data when doing so.
Second, LFM uses an integrated high-resolution BubbleView in which
each individual image intelligently knows the 3D data from which it is
derived and vice-versa. This creates the flexibility to work with either
the point cloud or the BubbleView, while the dataset is still lightweight
enough to be used efficiently via the Internet.
Having captured such a rich data set, the next important step is to enable
it to be fully exploited by integrating laser scans and 3D design.
Intelligent engineering
AVEVA Everything3D (AVEVA E3D) achieves seamless integration of the
laser scan data into the design environment. Enabling the real world to
be referenced in this way AVEVA is eliminating rework, increasing safety
by ensuring less time is spent on site, and reducing project timescales
during design and construction. Seamless automatic clash detection and
the ability to extract critical tie-ins contribute significantly to this.
AVEVA E3D achieves seamless integration of the

laser scan data into the design environment.
38
Similarly by allowing for modelling within

the BubbleView environment, as is possible
in AVEVA E3D and AVEVA Laser Modeller,
we are delivering the ability to create an
intelligent as-built model. Once created, this
intelligent and accurate model becomes a
valuable information asset that supports an
effective overall asset management strategy.
Information sharing
The lightweight technology behind the
LFM BubbleViews also enables them to link
directly with AVEVA NET, providing an
intuitive way for operators to visualise and
walk through their asset. Using AVEVA NET
IntelliLaser, objects in 3D BubbleViews
can be hot-spotted, linking them to various
associated data sources such as operations
and maintenance information. In addition,
simply by keying in an objects tag reference,
a user can view, measure and annotate the
object in a realistic virtual model of the real
plant. This capability is unique to AVEVA
technology.
Imagine perfect as-built 3D data
During project execution, AVEVA E3D
provides the possibility to continually
verify the as-fabricated and as-constructed
against the as-designed model and to update
the design model to reflect the true state
of the delivered plant. In addition to the
many benefits this provides to the EPC in
eliminating or mitigating non-compliances
with the design intent, a significant benefit
for an Owner Operator is the high quality
of as-built 3D information at handover.
Now asset management can begin with an
accurate, complete and intelligent model
of the physical asset; a sound basis for
safe, efficient and compliant life cycle
management.
The use of 3D laser scan data is a key
element in AVEVAs vision of Plant Design
for Lean Construction which, by using
continual feedback of laser data to close
the loop between design, fabrication and
construction, enables a transformation
in capital project execution. But this also
stands to transform asset ownership, by
enabling the earlier delivery of higher quality
physical assets accompanied by accurate
digital plant information assets. AVEVA
continues to lead the way in providing
solutions that maximise capabilities through
every stage of the asset life cycle.
Burgasnefteproekt Reduces Design

Time by 80% Using AVEVA Technologies
Russias buoyant oil & gas industry is the worlds largest oil producer. With both
domestic and global energy demand continuing to increase, Russias EPCs are in high
demand, both for new-build projects and for revamping many elderly facilities. One of
these EPCs, Burgasnefteproekt, specialises in petrochemicals projects and has achieved
significant cost savings using AVEVA Laser Modeller on revamp projects.
Working with Italian company, Technip, Burgasnefteproekt recently undertook a project
to upgrade the flaring system on a heavy residues (H-Oil) processing facility for Lukoil
Neftochim Burgas. The work entailed checking the capacity of the existing flaring system
taking into account new loads, and providing up-to-date, accurate project documentation
to facilitate future refurbishments. Now more than 30 years old, the asset had accumulated
many divergences between the as-designed and as-built states. Faced with this challenge,
Burgasnefteproekt turned to AVEVA Laser Modeller to capture the as-built asset and create
a 3D model of the flaring system.
3D laser scan data captured from the facility was imported into AVEVA Laser Modeller, which
uses a high resolution, photo-realistic BubbleView rendering of the scan and extensively
automates the 3D modelling process. On completion, the new model was transferred to
AVEVA PDMS. The result was an accurate 3D as-built model which Burgasnefteproekt
could use for the revamp project, and which also provided a valuable digital asset for future
design and maintenance activities. Any future plant modifications can be easily compared
with the as-built 3D model by using the LFM Server technology to reference the laser scan
data directly inside AVEVA PDMS. Using these technologies, Burgasnefteproekt achieved an
impressive 80% saving in design man-hours.
The use of laser scanning technology on this project had a significant impact on the overall
labour costs by making the process faster and more efficient, explained Rosen Spasov
Kutiev, Head of Technical Department, Burgasnefteproekt. Using AVEVA technologies we
were able to complete the documentation in only 136 man-hours. Using traditional ways of
working, the same task would have taken us between 700 and 900 man-hours. As a result,
we rapidly gained an accurate as-built 3D model which we can use for redesign.
Above: 3D laser scan data from the flaring system on a heavy residues (H-Oil) processing facility for Lukoil
Neftochim Burgas. Image courtesy of Burgasnefteproekt.
About Burgasnefteproekt
LUKOIL-Nizhegorodniinefteproekt was established in 1951. It owns several design
branches, including Burgasnefteproekt, which was established in 2010. The company
focuses on engineering and design in the oil & gas and petrochemical industries and is
involved in many projects across Bulgaria and Russia. For more information visit
www.nneft.lukoil.ru.
39
How Oil Field Development

Engineering is Driving Down
Rework Time
Tracey Nabe
Regional Marketing Lead, North America, AVEVA
Founded in 2002, Houston-based Oil Field Development Engineering,

LLC (OFD) is an enterprising provider of high-quality engineering
services. Its expertise includes:
z
z
z
z
z
z
Concept Development and Selection

Front End Engineering Design
Detailed Engineering Design
Construction and Installation Support
Operation Support
Brownfield Modification
The Castor Gas Storage Facility, an offshore gas storage

facility off the coast of Spain. Photograph courtesy of OFD.
These skills, together with a strong team culture, have enabled the
business to grow steadily. Today, its 80-strong team can handle
every project task and responsibility, including project management,
engineering, project controls, design, drafting and procurement. AVEVA
software has been a key enabler of this success.
Choosing AVEVA PDMS
Recognising the need for powerful, industry-standard engineering design
tools, OFD implemented AVEVA PDMS almost from the outset. From
experience at previous companies, OFDs founder and President, Mr Jay
Chen and the OFD team knew that PDMS would save time and energy in
training staff, as the tool is used by all disciplines for design and drawing
generation.
Since the purchase of its first seat of PDMS, OFD has had an outstanding
relationship with AVEVA. AVEVA has provided training and support to
OFD on several projects, has assisted with customised programming to
help OFD meet specific client requirements and continues to assist OFD
whenever the need arises.
40
OFD has found that the most significant savings from the use of PDMS are made during
fabrication and construction, where the highest proportion of a projects cost is typically
incurred. Rework during the fabrication and construction phase of a project is generally
estimated to cost ten times more than during the initial design phase...
Early success
In 2003, OFD delivered its first PDMS project: a check model for a
Launcher/Receiver Skid. PDMS enabled the design team to work out
space issues in 3D to create a clash-free design that required no rework
in fabrication and which was delivered on schedule for a problem-free
installation.
Since then, the OFD team have used AVEVA PDMS on a wide variety of
projects, including the preliminary concept for the Texas Offshore Port
System (TOPS), a Tank Farm and Distribution system for TEPPCO, Helix
Producer I FPU, the Castor Gas Storage Facility, and a number of multi-leg
platform jackets for water depths ranging from 200 feet to over 1,150 feet.
Meeting the challenge
The Castor Gas Storage Facility, an offshore gas storage facility off the
coast of Spain, was a particularly noteworthy project, for which OFD was
the Engineering & Procurement (E&P) contractor. It comprised a 7,000ton main platform and associated wellhead platform. The facility is used
to store natural gas purchased during low-demand periods, for sale and
delivery during high-demand periods.
As E&P contractor, OFD partnered with fabrication contractor Kiewit
Offshore Services to execute the project. The platform is very large;
its engineering design included over 3,200 isometrics and around the
same number of individual pipe supports. OFD was in continuous direct
communication with Kiewit Offshore Services, sending over review models,
isometrics and pipe support drawings to Kiewit Offshore Services for
fabrication.
AVEVA played a key role in establishing this efficient process, working with
OFD to develop a database interrogation system which fed the required
design drawings and information direct to Kiewit Offshore Services. This
ensured that the fabricator had a complete materials database and could
review the 3D model in real time to verify that drawings were clash-free.
This proved of considerable value, enabling them to adhere closely to the
construction schedule.
Successful collaboration on this project led to OFD and Kiewit Offshore
Services partnering on the Helix Producer 1 project, which was of
significant importance during the clean-up of the Macondo oil spill in the
Gulf of Mexico. Also designed in PDMS, the main production unit of this
facility was used to process some of the oil and flare off gas during the
clean-up.
Today, OFD has several service contracts with Owner Operators to modify,
update and maintain the PDMS models of their various assets. These
3D models and associated databases are contract deliverables that are
handed over to the client at the end of each project.
Benefits from AVEVA PDMS
As an agile E&P service contractor with a philosophy of running Lean and
Mean OFD has gained considerable value from integrating AVEVA PDMS
into its operations.
PDMS is OFDs preferred 3D design environment as it enables rapid project

start-up and the implementation is very straightforward. It enables OFD
to quickly assess alternative design options to ensure that they provide
clients with an optimum design, accurate and fully detailed to meet their
requirements. The ability for all design disciplines to work interactively on
a common project model not only supports OFDs strong teamwork culture,
but also enables it to deliver consistent, high-quality end results.
The use of review models provides many further practical benefits. They
enable OFDs clients to be engaged early in the project design process and
to have their comments easily and quickly incorporated into the evolving
design. The engineering team use review models to answer questions
that may arise about the design and construction, or in discussion with
vendors. The project management, engineering and design teams can
also see the true current status of the design, instead of having to rely on
drawings that could be out of date. This leads to efficient communication
within the entire project team.
The construction phases also benefit. Most fabrication and construction
drawings are produced direct from the PDMS model, ensuring their
accuracy. Materials information from the PDMS databases enables the
fabricators to track material requirements and helps them to schedule
project construction. OFD exports review models from PDMS and provides
them on a continual basis to the fabrication and construction contractors,
who use them to clarify details that could be misinterpreted on a drawing,
avoiding the risk of errors and costly rework.
OFD has found that the most significant savings from the use of PDMS are
made during fabrication and construction, where the highest proportion
of a projects cost is typically incurred. Rework during the fabrication and
construction phase of a project is generally estimated to cost ten times
more than during the initial design phase. This is because inaccurate or
incomplete detailed information can result in re-fabrication, delays to
the project schedule and increased materials costs through scrap and
wastage. The accuracy of the information produced from the PDMS design
model enables fabrication and construction to proceed confidently, with
little or no rework due to design errors or clashes, leading to a truly lean
construction project.
About OFD
As a service organisation, OFD must be flexible and responsive to its
clients diverse needs. AVEVA PDMS has enabled it to continually meet and
exceed those needs and expectations, delivering engineering design of
world-class quality, on time and in a cost-effective way. OFDs business
model of partnering with high-quality fabrication contractors has proved
particularly successful for all parties. Of significant importance is this agile
teams ability to deliver projects that are both innovative and practical,
with high quality and safety as a priority. By continuing to employ the best
resources and tools, OFD aims to achieve its goal of being the first-choice
E&P services provider for both onshore and offshore oil & gas projects,
upstream as well as midstream.
41
AVEVA Marine Supports ICE in

Complex and Demanding Projects
International Contract Engineering, ICE, is one of Europes largest independent naval architecture and
marine engineering consultants, offering a complete range of engineering, project management and
consulting services to the marine, offshore and energy-related industries worldwide. The AVEVA Marine
solution, combining hull and outfitting design modules with AVEVA Global, has enabled ICE to handle
much more complex and advanced projects, often executed globally with many parties involved.
ICE is an amalgamation of the former UK-based Sutton Engineering
Limited and Icepronav Engineering SRL, based in Romania. Both
companies are highly respected within the marine and offshore
industries, each benefitting from a track record of nearly 50 years,
explained Nicu Crapcenco, ICE Group Business Development Director.
Magnus Feldt
Editor, AVEVA World Magazine
42
ICE has substantially refocused its business towards international clients,

particularly in the offshore energy market, which now represents about
80% of its revenue. Since mid-2012, ICE has been able to increase the
level of contracts and its workload, enabling it to expand again.
At the beginning of 2014, ICEs total employment level stood at

approximately 400 people, including more than 300 professional
engineers and naval architects.
Nicu Crapcenco told us, Due to the tough price competition between
the commercial shipyards and offshore yards worldwide, many yards,
especially in Europe, have outsourced much of their engineering work
and associated services to subcontractors. As a result, the shipyards are
now much more flexible, with slimmer organisations, but much of the
know-how has been transferred from these yards to external design and
engineering companies.
This means that ICEs role has changed from primarily providing basic
design and detailed engineering to also performing feasibility studies,
project studies, procurement, project management, yard planning
and supervision work. Many of the offshore projects are complex and
often executed globally with many parties involved. Following the first
requirement from a client that a vessel should be designed with AVEVA
Marine, ICE re-examined its working methods and the supporting
software tools for its engineering work.
Evaluation of engineering tools
The evaluation process in the search for new software focused on issues
such as client needs, and support for concurrent engineering to allow
engineers and designers in all design and production disciplines and on
multiple sites to work concurrently on the same ship model database.
It was also important that the new system should be in wide use and
supported worldwide. Other key issues were that the hull and outfitting
disciplines should be fully integrated, and that engineers should be easily
able to adapt to the new software package.
Nicu Crapcenco continued, The AVEVA Marine solution, combining hull
and outfitting design modules with AVEVA Global, was selected after a
thorough evaluation. Not only does this solution incorporate many of the
valuable former Tribon features, especially for the hull design disciplines,
it also supports efficient multi-site engineering and design processes.
With this solution we can support early and basic design, through
detailed hull and outfitting design, to the creation of manufacturing
data and drawing documents.
Migrating to AVEVA Marine
AVEVA Marine was implemented at ICE in the spring of 2012, Nicu
Crapcenco told us. The migration training started in the second week
of March in the ICE offices, with a five-day project set-up and a basic
administration course. Over the following month, a three-day AVEVA
Hull upgrade course and a three-week course in AVEVA Outfitting
were held. All the training courses were carried out by AVEVA consultants.
It was particularly helpful that local AVEVA support consultants were
located close to us. We had regular meetings with them to exchange
information on the status of the project.
The AVEVA Marine

solution, combining
hull and outfitting
design modules with
AVEVA Global, has
enabled ICE to handle
much more complex
and advanced projects,
often executed
globally with
many parties
involved...
ICE is currently using

AVEVA Marine for the
detailed design of a drilling
vessel based on a Gusto
MSC basic design. Image
courtesy of Gusto MSC.
AVEVA Marine model from

the drilling vessel project.
Image courtesy of ICE.
43
AVEVA Marine models from the drilling

vessel project. Images courtesy of ICE.
More than 250 ICE engineers have been trained in AVEVA Marine, and
an additional 25 in AVEVA PDMS, which is used for stationary power
generation, chemical plants and related industries.
First project with AVEVA Marine delivered on time
ICEs first project using AVEVA Marine was for the design of a selfpropelled jack-up vessel (NG 2500X). The engineering contract was signed
in August 2012 and finalised on June 19, 2013. The vessel (Seajacks
Hydra) is currently under construction in one of offshore fabrication
specialist, Lamprell Energys yards in the United Arab Emirates, and will
be delivered to its owner, Seajacks UK Ltd, in Q3 of 2014. Seajacks is a
leading Owner Operator of purpose-built, self-propelled jack-up vessels.
The Seajacks vessels are designed specifically for year-round operation
in harsh environments and in full compliance with UK, Dutch and Danish
operating regulations. Seajacks Hydra is a wind turbine installation
vessel, capable of transporting offshore wind turbines and pylons to the
wind-farm site from shore under its own power, then quickly jacking itself
out of the water to provide a stable platform for installing the turbine
structure with a huge on-board crane. These operations will be carried
out without assistance from other vessels.
More than 250 ICE engineers have

been trained in AVEVA Marine, and
an additional 25 in AVEVA PDMS...
44
The basic design was developed by Gusto MSC in the Netherlands and ICE
has updated the package with information received from other vendors.
AVEVA Marine was used for the complete detailed design, in line with the
yards construction philosophy, to a level of detail that allowed ICE to
automatically extract production information for all disciplines down to
NC cutting and pipe bending. It is interesting to note that Lamprell built
another NG 2500 vessel a couple of years earlier, using less developed
drawings and, based on that experience, Lamprell found it worthwhile
to rework the 3D model for the entire vessel, using AVEVA Marine to save
time in production and overall project costs.
It was a challenge to shift from one software environment to the other
and to be able to deliver the design on time, said Nicu Crapcenco, but all
deliveries were made on schedule.
Current projects
There are currently two projects in progress in ICEs Romanian office
where AVEVA Marine is used. Both projects are for the offshore market;
the first is a large Norwegian Continental Shelf (NCS) project and the
second is a drilling vessel for a Brazilian owner. Based on the engineering
package developed by ICE, six of these sister vessels will be built by
Estaleiro Enseada do Paraguau S.A. (EEP), which is going to be one of
the largest shipyards in Brazil.
These vessels are designed for worldwide operations and are able to
perform drilling operations in water depths of up to 3,000 metres.
Nicu Crapcenco, ICE Group Business Development

Director. Photograph courtesy of ICE.
ICE office building in Galati, Romania. Photograph courtesy of ICE.
In the end its all about using AVEVA Marine in every

step: planning, modelling and delivery; its all a matter of
experience and finding out new things about the software
package and its capabilities...
ICE started the development of the engineering package in May 2012,
based on a Gusto MSC basic design in Tribon. The basic design data was
smoothly converted to AVEVA Marine. The whole package, which involves
updating the basic design with vendor-furnished information (VFI), the
detailed design work and the creation of all production information, is
being developed in parallel with production activities and is expected to
be completed in Q4, 2014 for the first ship.
ICE has also provided technical support for the procurement activity in
the selection of packages, equipment and materials suppliers, and is the
engineering office responsible for the integration of all these and for
developing the AVEVA Marine 3D model as detailed above.
The design of the drilling ships is being coordinated with AVEVA Global to
link project databases at EEPs Rio project office in Brazil, Kawasaki Heavy
Industries in Japan, drill package designer, KCA Deutag (RDS) in the
USA and ICE in Romania. AVEVA Global is AVEVAs solution for multi-site
concurrent working, enabling ICE and its partners to work concurrently
towards the same ship model. Global provides concurrent, distributed 3D
plant design with central project administration; it allows for flexibility
with control, and offers high-speed performance whilst being fault
tolerant.
Conclusion
Nicu Crapcenco concluded, We found the hull application in AVEVA
Marine easy to start working with, as many features were similar to the
Tribon hull application. The outfitting application in AVEVA Marine was
a new application for us but, thanks to effective training, the outfitting
design work could begin only a couple of weeks after the hull design
started.
The benefits gained from using the AVEVA Global application include
ensuring data integrity and efficiency when working with partners in
large complex projects, particularly with engineering teams located in
different parts of the world and different time zones.
One of the big gains weve found in moving to AVEVA Marine is its
comprehensive and powerful capability for customisation through the
PML scripting language. This facility is accessible even to those who do
not have a professional programming background. This means that we
were able to add specifically-built applications (plug-ins) to meet our
needs. Additionally, AVEVA Marines well-organised project structure
offers a very flexible way to set up a project.
In the end its all about using AVEVA Marine in every step: planning,
modelling and delivery; its all a matter of experience and finding out new
things about the software package and its capabilities, Nicu Crapcenco
concluded.
About ICE
With its head office on the Isle of Man, ICE has subsidiaries in Romania,
Cyprus, the UK and Norway. ICEs modern office complex in Galati, by
the river Danube, is today the companys main design and engineering
facility. Icepronav, a unique design, research and hydrodynamic test
facility, founded in 1966, played a key role in Romanias success in
entering the world business market in shipbuilding in the 1990s, after
the end of the communist era. They began to use the Tribon shipbuilding
system in 1993, while the Sutton Group independently implemented
Tribon in 1996 at their Newcastle office.
To find out more, please visit www.icedesign.info.
45
AVEVA Welcomes Our

New Customers in 2013
AVEVA enables our customers
to engineer, design and
manage increasing complex
projects and assets for the
process plant, power, mining
and marine industries.
We aspire to build longterm relationships with the
companies we serve and are
proud to add the following
new customers to the AVEVA
community in 2013.
3Deling Sp. z o.o., Poland
Al Khaleej Sugar, UAE

Alion Science and Technology Corporation, USA
Alpetros Engineering Solutions, Australia
Andritz Technologies Ltd., China
ARIANE RESEAU, France
Ariosh Ltd, USA
Astilleros Armn Gijn, Spain
Astrolabe Engineering Pto, Greece
Atkins Ltd, UK
Ausenco, Australia
Ausenco, USA
Auxitec le havre, France
Ayesa MDE, Spain
Bilfinger Industrial Services UK Limited, UK

BMT Defence Services, UK
Bouygues Congo, Congo
Braskem SA, Brazil
Brion Energy, Canada
CDE Process (Pty) Ltd, South Africa

CGC Converse Technologies Pvt. Ltd., India
Chantiers Davie Canada Inc., Canada
Chemgineering Technology AG, Switzerland
Chemtech, Brazil
Cimati, Mexico
Citec Engineering (I) Pvt. Ltd., India
CNOOC & Shell Petrochemicals Company
Limited., China
Cofely Fabricom S.A., Belgium
Complete Fire Design, Australia
ConocoPhillips, UK
ConPackSys b.v., Netherlands
Consorcio SPS, Brazil
Construtora Andrade Gutierrez, Brazil
Control Point Design, USA
COWI A/S, Denmark
46
D.K.L. Drafting, Australia

Damodar Valley Corporation, India
Degremont Water Treatment Systems (Beijing)
Co., Ltd, China
Demuth Maquinas Industriais Ltda, Brazil
Det Norske Oljeselskap ASA, Norway
Development Consultants Pvt Ltd, India
Dex Engenharia e Consultoria Ltda, Brazil
Dieffenbacher Panelboard Oy, Finland
DKT Co., Ltd., Korea
DM Ingenieros S.A. de C.V., Mexico
DMAR Engineering, USA
Doosan Skoda Power s.r.o, Czech Republic
Doris USA Inc., USA
Drr Dach + Wand GmbH, Germany
DP Clean Tech Poland Sp. z o.o., Poland
DPS Process System Integrator Pte Ltd,
Singapore
Dragon Oil, UAE
Eci ingenierie, France

EDOXX Engineering S.A.S., Colombia
Elecnor, Spain
Eni Norge AS, Norway
Estaleiro do Brasil Ltda, Brazil
EUROPOLIS S.A., Romania
Euxin Marine Design, Romania
EXTIA, France
Fabtech Projects and Engineers Limited, India

Fichtner GmbH & Co. KG, Germany
Forus Energy Services, Norway
Fox Solutions, India
Furmanite, USA
GAS Entec Co., Ltd. (TAEWON Engineering Co.,

Ltd.), Korea
GDK S.A., Brazil
GE Engineering Design Center Oil & Gas, Poland
GEOSEL MANOSQUE, France
GL Noble Denton AS, Norway
GMI S.A. Ingenieros Consultores, Peru
Gold Coast Drafting, Australia
Grandee Automacao de Engenharia Ltda, Brazil
GS Caltex Corporation, Korea
Hanil Heavy Industries Co., Ltd., Korea

Hensel Phelps Construction Co., USA
Hess, USA
Holcim Technology Ltd, Switzerland
Hwee Metal Works Pte Ltd, Singapore
I.A Naman & Associates, USA

IES Engineering, USA
IHI E&C International Corporation, USA
I-Max Pte Ltd, Singapore
Indorama Holdings Rotterdam B.V, Netherlands
Ingenieria Strycon S.A.S., Colombia
Intermetric GmbH, Germany
International Paper, USA
Inter RAO Engineering, Russia
Italian-Thai Development Public Company
Limited, Thailand
JD, Irving Limited, St-John, Canada

JEONGWON Engineering, Korea
Jingding Engineering Co., China
Jobson Italiana s.r.l, Italy
Jord Oil & Gas Systems B.V., Netherlands
Junglim Tech Co., Ltd., Korea
K + S Potash Canada, Canada

Keystone Engineering, Inc, USA
KFS Pfitzer, Germany
KH Engineering B.V., Netherlands
KH Engineering N.V., Belgium
KKMSoft (P) Ltd, India
Korea South-East Power Co., Ltd., Korea
Korea Zinc Co., Ltd., Korea
KSP HUTH e.K., Germany
Kuhnhausen Dubbert Semler, Germany
Kwanglim Engineering & Construction Co., Ltd.,
Korea
L & T Limited, Construction, India

Lai Yew Seng Pte Ltd, Singapore
Land Air Survey, USA
L-Con Engineers & Constructors Inc, USA
Lead Engineering, Korea
Levingston Group LLC, USA
LKS Ingeniera, Spain
Lonadek Nigeria Ltd, Nigeria
LyondellBasell - USA HQ, USA
MAN Diesel & Turbo India Ltd., India

March Consulting, USA
Massia Ingenieria S.A.S., Peru
MCL, France
MECACONCEPT, France
Mendes Junior Trading e Engenharia, Brazil
Micro CADD Services W.L.L., Bahrain
MIM GmbH, Germany
Mirante Topografia, Brazil
Moco Steel, South Africa
Montcalm Montagens Industriais SA, Brazil
MSFPA, SA, Spain
MTU Friedrichshafen GmbH, Germany
NEM Energy BV, Netherlands

NGLTech Sdn Bhd, Malaysia
NIAEP, Russia
Nova Chemicals Corporatation, Canada
OBrien & Cardinal UHP - AMETEK Process &

Analytical Instruments, USA
Odfjell Drilling (UK) Ltd., UK
Odfjell Drilling Philippines Corp., Philippines
Oil & Gas Solutions Pte Ltd, Singapore
Optimus (Aberdeen) Ltd, UK
Orion Engineering, Inc, USA
Overflow Industrial, Australia
Ozone Plant Design Services Pvt. Ltd, India
Paul Wurth IHI Co., Ltd., Japan

Pegasus TSI, Inc, USA
Penglai Zhongbai Jinglu Shipping Industry
Co.,Ltd., China
Perenco Oil & Gas Gabon, Gabon
PFEIL & PFEIL Stahlbau GmbH, Germany
Pields Engineering Co., Ltd., Korea
Pieters Engineering, France
Planerkon GmbH, Germany
plantIng GmbH, Germany
POSCO E&C Co., Ltd., Korea
Power Engineering Consulting JSC 1, Vietnam
Powers Engineers, USA
Poznan University of Technology, Poland
PPG Industrial do Brasil-Tintas e Vernizes, Brazil
PRC Engineering AB, Sweden
Projeflex Engenharia Ltda, Brazil
PSE Kinsale Energy, Ireland
Quanta Point, Nigeria
R.K.M Powergen, India

R.O.T. GmbH & Co. KG, Germany
RAB Hydraulics Ltd, UK
Rally Engineering Inc., Canada
Rapp Infra AG, Switzerland
Richard Industrial Group, USA
Rico GmbH & Co. KG, Germany
RIG Engineering Co. Ltd, UK
Ritaj Engineers and Consultants, Oman
Rhrs AG, Germany
Sacmag de Mexico S.A. de C.V., Mexico

Samsung Thai Engineering Co. Ltd, Thailand
Samsung Total Petrochemicals Co., Ltd., Korea
Sance Sandelin Consulting and Engineering Oy,
Finland
SAV Oy, Finland
Schaefer Systems International Pte Ltd,
Singapore
Schahin Engenharia SA, Brazil, Brazil
SEJIN Plant Engineering Co., Ltd., Korea
SEWHA E&T Co., Ltd., Korea
Shanghai Electric-SPX Engineering &
Technologies Co., Ltd., China
Shanghai Morimatsu Pharmaceutical Equipment
Engineering Co., Ltd., China
Silesian University of Technology, Poland

Smart Design 2006 Ltd., Bulgaria
SNC Lavalin Engineering India Pvt. Ltd., India
SNF SAS, France
Solaris Energy, Canada
South West University of Science & Technology,
Canada
Stahl & Metallbau Bergmann GmbH & Co. KG,
Germany
Stahlhallenbau P. Marwinski GmbH, Germany
Studi Tecnologie Progetti S.p.A, Italy
Sumitomo Chemical Engineering Singapore Pte
Ltd, Singapore
Summit Engineering & Design, LLC, USA
Surveying Systems S.r.l., Italy
Tecdata Engenharia e Servicos Ltda, Brazil

Technical Services & Maintenance Inc, USA
Technisches Zeichenbro Fatuly, Germany
Technodyne, UK
The CQ Group, LLC, USA
The Hakodate Dock Co., Ltd., Japan
The Korea Offshore & Shipbuilding Association,
Korea
Tome Engenharia SA, Brazil
TOTAL E&P Nigeria, Nigeria
Transfield Worley, Australia
TriGeo Technologies Private Limited, India
Trinity Consultants, USA
Truth Design, LLC, USA
Tully Welding Works, Australia
Turner & Townsend, Netherlands
Tucson Electric Power, USA
Ultra Ingenieria SA DE CV, Mexico

Universal Pegasus International, USA
UOP LLC, USA
Urbica Ingenierie, France
Vard Promar S.A., Brazil

Venezolana de Proyectos Integrados Vepica, CA,
Venezuela
VolgaNIPITEK, Russia
W. u. W. Staab GmbH, Germany

WEGRA Anlagenbau GmbH, Germany
Western Refining, USA
Westlake Petrochemicals LLC, USA
Williamson Technical Services Ltd, UK
WLT Liquid & Gas Loading Technology BV,
Netherlands
WW-IMT SARL, France
WYG, UK
Young, Stuart & Associates Inc., South Africa
Zeppelin Reimelt GmbH, Germany
47
AVEVA Group plc

High Cross
Madingley Road
Cambridge
CB3 0HB
UK
Tel +44 (0)1223 556655
Fax +44 (0)1223 556666
Headquartered in Cambridge, England, AVEVA Group plc and its operating

subsidiaries currently employ staff worldwide in Australia, Austria, Belgium,
Brazil, Canada, Chile, China, Columbia, Denmark, Finland, France, Germany,
Hong Kong, Hungary, India, Italy, Japan, Malaysia, Mexico, Norway, Poland,
Russia, Saudi Arabia, Singapore, Spain, Sweden, South Korea, the United Arab
Emirates, the United Kingdom and the United States of America. AVEVA also has
representatives in additional countries around the world.
For more details on AVEVA Worldwide Offices, visit www.aveva.com/offices
www.aveva.com
AVEVAbelieves the information in this publication is correct as of its publication date. As part of continued product development, such information is subject to change without prior
notice and is related to the current software release. AVEVAis not responsible for any inadvertent errors. All product names mentioned are the trademarks of their respective holders.
Copyright 2014 AVEVASolutions Limited and its subsidiaries. All rights reserved. AWM/14/1

AVEVA World Magazine 2014

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Powering the future

Also featured in this issue:

AVEVA Wins UK tech award for Tech Innovation of the Year

Authoritative Insights on Shift Handover 15

Playing it Safe: AVEVA AVP 18

Offshore Asset Management at AMEC 12

AVEVA World Magazine 2014| Issue 1

To me, the fact that we can

Another way in which AVEVA is exploiting consumer-oriented technology

AVEVA World Magazine 2014|Issue 1

About the project

AVEVA World Magazine 2014| Issue 1

Mr HeeJong Kim, presenting at the AVEVA World Summit 2013 in Boston.

In the facilitys first phase, it will generate up to 2,000 MW using the

Mr KeeSoo Kang (standing), president of POMIT. Photo courtesy of POMIT.

AVEVA World Magazine 2014|Issue 1

Mr Kim explained, Using IT and 3D technology

AVEVA NET is now supporting the phased

AVEVA World Magazine 2014| Issue 1

POMIT and KOSPO named the implementation

AVEVA NET Portals flexible

For further information, visit www.kospo.co.kr/ENGLISH.

AVEVA Wins UK tech award for

AVEVA World Magazine 2014|Issue 1

The capital engineering

AVEVA World Magazine 2014| Issue 1

AVEVA E3D Insight was formally

AVEVA World Magazine 2014|Issue 1

Analyst insights into

Tony Christian, Cambashi

Clear visualisation of your live design model.

Making the vision a reality

Monica Schnitger, Schnitger Corporation

Measure and inspect the live design model.

AVEVA World Magazine 2014| Issue 1

AVEVA E3D Insight in action.

Further, information is contextualised so that the user viewing the 3D

To find out more about AVEVA E3D Insight, visit:

Add comments to objects within the live design model.

AVEVA World Magazine 2014|Issue 1

The Dunlin A platform. Photo courtesy of AMEC.

AVEVA World Magazine 2014| Issue 1

Lying in one of the most challenging

In 2008, AMEC, one of the worlds leading engineering, project

The Dunlin A platform. Photo courtesy of AMEC.

AVEVA World Magazine 2014|Issue 1

About AVEVA WorkMate

Shaune Burdon, Maintenance Team Lead at AMEC, explained: WorkMate

In 2010 AMEC commissioned an independent review of their maintenance

AVEVA World Magazine 2014| Issue 1

An interview with Dr Sam

Here, Dr Mannan is speaking to AVEVA

AVEVA World Magazine 2014|Issue 1

Q: Do you think there are sufficient incentives for adopting Information

AVEVA World Magazine 2014| Issue 1

An additional barrier is the perception that Enterprise Asset Management

AVEVAs point of view

Appropriate feedback loops must also be

Information Management technology is now available to support every aspect of

To read MKOPSCs full research report and AVEVAs response in

AVEVA World Magazine 2014|Issue 1

AVEVA World Magazine 2014| Issue 1