IM Experts in E&P

Why is it hard to improve information management with some upstream disciplines?

Date: 17/6/2010

Despite improvements in information systems, definition of detailed standards and procedures by owner-operators, regulatory pressures and a "back to engineering" move by EPCs we still routinely encounter failures to deliver complete, correct information on time from Major Capital Projects to support a safe, profitable operation.

A recent presentation I attended suggested that less than 20% of required engineering documentation and data is routinely available at the start of operations, and of that only around 20% is actually correct and complete. This opens up the risk of operational failure (some were quoted, it's not just academic) which are potentially catastrophic in the worst case and at least unprofitable in the best.

I wonder why it is so much harder to improve information management, and hence business decisions and performance, with some upstream disciplines and teams than it is with others involved in the same business?

Is it in the nature of engineers and well engineers to focus on the tangible results and not "the paperwork"?

Is it about delivery deadlines, and perhaps the autonomy in meeting them that can come with huge capital budgets?

Maybe the "improved" information systems still fall short of the mark, or just aren't deployed and used effectively?

Keith Glllett

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