When Data Worlds Collide: E&P Content Management in the

When Data WorldsCollide: E&P ContentManagement in the DigitalOilfield

Point of View by Mary Adams and Harry Coppoolse

Energy, Utilities & Chemicals the way we see it

Different Data Worlds –Inhibitors to ValueCompanies tend to segregate theircontent into different data worlds thatdo not necessarily interact with oneanother and therefore fail to achieveintegrity and maximum businessvalue. Consider the distinctly differentusers and uses of data across a typicalcompany:

� Enterprise data is owned andmaintained by the organization.Applications and systems areversion-controlled, consistent, stableand maintained by IT departments.This can include ERP systemspertaining to finance, purchasingand accounting, human resource,email, HSE systems, Intranets andInternets. Typically, this data isowned by departments, projectteams or individuals and duplicatedmultiple times.

� Documents can vary from reports,forecasting spreadsheets,presentations, physical paper,meeting minutes, R&D, todocuments associated with majorcapital projects and engineering.Users comply with company-selected application suites such asMicrosoft® Office Suite and Adobe®,although individual anddepartmental customization is possiblethrough templates, macros, etc.

� Exploration data is geological andgeophysical information. This datais the basis for making decisions

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In today’s competitive exploration andproduction (E&P) atmosphere, theability to exploit E&P data is key tomake informed, actionable decisionsthat support the vision and businessstrategy. How a company uses its E&Pdata can be the difference betweenaverage performance and competitiveadvantage. Good data enablesconsistent processes; deeper levels ofcollaboration; faster, better decisions.It is the ability to link strategicportfolio decisions to tacticaloptimization decisions. Moreimportantly, data is rapidly becomingthe pivot point for environmental andsafety actions. But just howdependable is the “data” cornerstoneat most E&P companies?

Many oil and gas companies segregatedata management initiatives into datalayers or “worlds” and fail to see thebig picture. E&P data is in sight, butout of governance scope. What is thebusiness impact? Is the industrylooking at its data through the wrongend of the telescope?

Just as astronomers have discovered new planets, black holes and cosmic events in ourcelestial universe – the oil and gas industry has discovered the data that forms the center of

their universe has expanded, exploded, and parts have even imploded. Data can now beconsidered content that takes various shapes and forms: paper, electronic, 2D, 3D and 4D

models, documents, spreadsheets, web content, messaging, photographs, video, and sound.Statistically, this universe of data is not really helping companies to explore and produce on anew scale that is safer, more efficient and strategic. It is in fact a costly, time-consuming datamanagement nightmare to access, use and trust data. So why is finding a trusted version of

data as hazardous as navigating through an asteroid storm?

about acquisition, evaluation anddrilling programs. It can be definedas well information such as headers,positional data, logs, reservoirpressures, well tests, time-depthdata, casing, core, stratigraphic,petrophysical and other interpreteddata such as reservoir simulationmodels. Typically, this data is ownedby engineering functions, projectteams or individuals.

�Production operation data is acontinuous stream of measurementsfrom the monitoring of equipment,fluid flows, distributed temperatureand parameters at a plant or drillingsite. Often there is a direct link intoERP via CMMS1 systems, toincorporate the flow of data. Real-time drilling includes software toremote monitoring, modeling, andcontrolling processes to optimizedrilling while increasing safety andreducing risk.

Each of these data worlds comes withits own unique managementchallenges. Each has its own intricatesubsystems and plays an importantrole in an organizationalinfrastructure. The content each worldproduces is used for differentpurposes, in different formats, withdifferent life spans. This createsdisconnected informationmanagement silos comprised ofmultiple versions of content dedicatedto different organizational groups.

How can a company ensurecompliance, integrity and accessibilityfrom one data solar system toanother? Continually evolvingtechnology will continually increasethe amount of data at every levelwithin a company. If contentmanagement processes are not alignedand governed, this data explosion willeventually expose companies togreater risk, higher cost anddiminished data integrity. Whathappens in the digital oilfield whenthe worlds collide?


1 Computerized Maintenance Management System

When Data Worlds Collide: E&P Content Management in the Digital Oilfield 3

Future World – Continuous DataIntegrityData integrity can enhance the valueof E&P data to gain efficiencies,reduce cost and make betterdecisions. Imagine a new datalandscape based on content ratherthan data silos. Maximum value isderived from information connectivityusing integrated tools that stretchacross all data worlds.

The figure below shows the conceptof the information connectivitylandscape, supported by anunderlying pillar of data integrity.

The figure shows that the rightinformation can be connected at theright time to the right users via role-based interfaces that are based onrelevant information and accesscontrol. Value driver toolsets can thenhelp users maximize data mining,manipulation and decision-making.

Information Connectivity

LandmarkOpenWorks

SchlumbergerEconomics

SchlumbergerFinder/Petrel

AvevaPDMS

IntergraphSPF

Data Stores

National Repository Data Partner Data Purchased Online Data Offline Data

Applications

Value Driver Toolsets

User Interfaces

Other

Oracle

SAP

EMCDocumentum

Open TextLivelink

MicrosoftSharePoint

Financial Data, HR Data, HSSE Data, Reporting Data, EmailReservoir Data, Well Data, Engineering Data, EquipmentOperation Data, Field Data, Production Data, Economics Data

Geology &Geophysics Petrophysics Reservoir

EngineeringDrilling &

CompletionsFacility

Engineering Production Enterprise CorporateSupport

Search / Navigate/ Retrieve / View

Connectivity

Portals Dashboards Cubes

Collaboration BusinessIntelligence

Source: Capgemini

4

A New Concept of ContentManagementData can now be considered contentthat takes various shapes and forms.For years, the marketplace has offeredmany types of innovative electronicdocument management systems(EDMS). However, there are very fewproducts that include E&P datamanagement, which pushes the threedata worlds further apart. But what ifthe best practices from the EDMSsystems could be applied and adaptedfor E&P content management?

This paper proposes that oil and gascompanies should embrace a newconcept of global contentmanagement to develop a vision andgovernance structure that can extractthe most value from their E&P datafor today and into the future.

Data Integrity Factors – BuildingValueA critical success factor in the FutureWorld scenarios is the underlying dataintegrity that enables multi-functionalconnectivity. Quality management,assurance policies and procedures arecrucial, but improved contentmanagement can also play a vital role.Four key factors can form theintegrity foundation:

� User Interfaces based on establishedand integrated roles, businessprocess management and data flows

� Information lifecycle managementto maintain quality and integrity

� Records management that includesdata capture, storage and retrievalfor interpreted data, documents andother relevant information uponwhich key business decisions arebased

�An information governanceframework geared towardsflexibility between the data worldsthat enables growth and balance inboth content and technology andassigns clear data ownership,responsibility and accountability.This will form a strong foundationfrom which consistent dataspecifications can be built thatenable collaboration and integritycontrol.

The drivers can be defined as:

� Accessibility; the ability to performglobal view/search/navigate/retrievefunctions based on roles. This canprovide significant productivity.

� Collaboration; based on teams beingable to see the same data anddocuments in real-time to makebetter, faster decisions as a collectivegroup –on surface and subsurfacedata and co-authored documents. Thiscollaborative platform can includesoftware, hardware, processes andfacilities.

� Connectivity; integrated processesand data sharing between databasesand applications, based on businessprocess management.

� Business intelligence tools; thesecan be applied to rapidly analyzecontent, collaborate and developdata warehouses when all data isaccessible, shared and connected.

Imagine a company that views its datalandscape through this new connectedlandscape. A typical work day mightinclude the following activities:

A team meets to discuss a drillingprogram. They open a production cubeand are able to view the licenseinformation, pertinent emailcommunications and information fromthe legal and finance departments, andtrusted versions of well logs and othersubsurface data concerning the area.

An engineer sits at a workstation to considerthe best way to do a work-over. Usingbusiness intelligence tools, the engineer hasaccess to the financial data from the corporatefinancial system and operational data comingfrom production monitoring systems.

A petroleum engineer needs to dofracturing optimization. The job isperformed efficiently through the abilityto search and access data from differentdatabases without the need to openapplications, export and load data.



User InterfaceInterfaces are the primary navigationdevice for users. Effective userinterfaces are based on rethinking andredesigning the way people work, andaligning their roles with key processesto capture and apply high-valuebusiness information. Manycompanies already use portals,dashboards and applications. Probablythe least used interface is the datacube. This is a relatively new conceptfor the oil and gas industry based onmulti-dimensional data relationships.Whereas portals create doorwaysbased on user functions; a cube couldprovide the content based onrelationships. Data cubes are popularin Online Analytical Processing(OLAP) because they provide anintuitive way to navigate various levelsof summary information in thedatabase.2 This makes it possible tolaunch users directly into a view ofthe data geared specifically aroundtheir requirements based on theirspecific role. The following diagramapplies the cube logic to theengineering role.

The following example applies thecube logic. Suppose an Engineer cubewas created to enable a user workingon a P&ID drawing to jump to a datasheet, dynamically generated formsproviding process and engineeringdata. Business process managementcan provide a clear understanding ofthe data required for departmentaland individual usage that is aligned tobusiness objectives and workflows.Once that is achieved, the appropriateuser interfaces can be designed andprocesses can be automated.

Information Lifecycle ManagementFor the context of this paper, ILMshould include a comprehensiveapproach to managing the flow of aninformation system's data andassociated metadata3 from creationand initial storage to the time when itbecomes obsolete and is deleted.

The diagram on next page shows thegeneric lifecycle phases usuallyapplied to documents, but should beapplied to all content. Metadata canbe included in the classification orindexing phase.

These points should be consideredwhen contemplating ILM across thedata worlds:

� The content life span is different ineach data world. Operational data,transactional content, businesscontrol documents vary in retentionfrom three years to indefinite,depending upon global andcountry-specific legislation andregulations. Surface data is oftenasset-related and has a lifeexpectancy between 10-50 years.Subsurface data has an indefiniteretention span, since geological data

2 Mumick, I., D. Quass, B. Mumick, Maintenance of Data Cubes and Summary Tables in a Warehouse, In Proc. ACM SIGMOD Conf. on Management of Data, Tuscon, Arizona, 1997, pages100-111.

3 The common definition for metadata is “data about data.” Metadata documents data elements or attributes, (name, size, data type, etc) and information about records or data structures(length, fields, columns, etc) and information about the data (where it is located, how it is associated, ownership, etc.). Metadata also includes descriptive information about the context,quality and condition, or characteristics of the data and keywords.

Engineering cube example

GeographicalMap Asset

EngineeringSpecifications

Real-timeoperational data

Block # License P&ID Symbol Set

Source: Capgemini

Records ManagementRecords are the data and content thatcompanies need/want to keep anddispose under strict control. A recordserves as evidence of an activity ortransaction performed by theorganization that requires retentionfor an established period of time.

Note: The key difference in records anddocument management is the act ofmanagement: a record never changes(although its properties might).

Records straddle the different dataworlds and can be data, documents,electronic (email4) or physical entities.Once role-based interfaces andlifecycle rules are established, a robustrecords management plan can bemade that addresses life span. Forexample, 5% of documents will beconsidered records and 80% ofsubsurface data may be considered asrecords. Records management isbecoming an automated process.

It is important to note that recordsmanagement is becoming an automatedprocess. This means that procedurescan include automated captures basedon specific events or triggers inembedded in the process. For example,when a contract is approved, it isautomatically declared a record.

Information GovernanceFrameworkGovernance must be established inhow data is created, manipulated,stored, made available for use, (re-used) and retired. This meanscompany-wide standards, procedures

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can be of value for decades. If datais deemed long-term, the issue offormat and/or application and/orsystem obsolescence must beconsidered.

� To enable global collaboration,technical and infrastructurechallenges must be considered. Forexample, does a company haveenough network bandwidth forexploration data?

� One of the most important featuresin ILM is the assignation ofownership, accountability andpolicy for confidentiality.

� ILM struggles with businesscontinuity and backup/recovery. Itneeds to support the disposalrequirements from recordsmanagement as well as thee-discovery requirements (in case oflitigation or M&A).

Information Lifecycle phases

CreateCapture Classify Store Revise

DeclareRecord

(RE)Use Archive Dispose

Source: Capgemini

4 In a recent survey, Osterman Research found that email is now accepted as written confirmation of approvals or ordersin 79% of organizations. Since emails have become the electronic substitutes of legal business documentation, theinformation being passed on through this electronic correspondence constitutes a record and therefore must be treatedas such.


and processes that can include acombination of supportinginformation technologies.

The starting place is not the softwaremarketplace, but developing thestrategy and vision through thefollowing steps:

� Vision of the future organization� Organizational changes andgovernance structures required

� New business processes and ways ofworking (collaboration)

� Services or outsourcing required formaximum business processmanagement

� Future architecture; ITinfrastructure, applications, tools,etc.

� Policies; information specification,email, retention and disposal,export control, messaging, Intranetpublishing (e.g. Wiki), security, etc.

�Business case; to identify andmeasure the benefits.

Once the strategy is selected, anequilibrium must be establishedbetween cost, risk, resources,organizational changes, IM/ITarchitectures and designs, etc. Acontent management interwoven intooverall data management governancecan enable a company to dominatethe digital oilfield and create a newcompany culture of cross-communication and fertilization ofbusiness built on a solid foundation oftrusted data.


Demonstrating Value Based onIntegrityLet’s take a closer look at how thematurity level of the integrity factorsin each data world impact the valuedrivers. The figure above wasdesigned to demonstrate that bestpractices do exist at certain levelswithin a company that can be adaptedand used for E&P contentmanagement in the governancemodel.

Companies seem to forget thatcolleagues in other departments arealso working in different data worldsfor a successful business model.Companies can counteract E&P dataintegrity degradation by consideringhow the sister data worlds haveresolved the issues. In other words,which lessons learned from theenterprise and document worlds canbe re-used at the E&P level?

Enterprise WorldThis data world contains visible,business-critical data that is legislated,regulated, standardized and audited.Vendors serving this world haveconsolidated into single-sourcesystems such as SAP and Oracle forERP with customized dashboards andportals. For Intranets and emails, userinterfaces are structured portalsdesigned and maintained for theorganization as a whole. Software andtechnology purchases at this level areusually board decisions that includeglobal roll-out blueprints forarchitecture, infrastructure, process

Information Lifecycle phases

E&P Data

Document

Enterprise

Level Integrity Factors Value Drivers

UserInterface

Lifecycle RecordsMgmt

Governance Access Collaboration Connectivity BusinessIntelligence

Enterprise = ERP systems, HSE systems, IntranetDocument = Office suites, email, drawingsE&P Data = Well data, seismic data, simulation models, measurements, etc.Diagram based on expected usage per level (not user performance). • = full

Source: Capgemini

management, formalized ITmaintenance support and changemanagement. This corporateownership ensures consistency,stability and embedsversion/migration control. Forexample, the IT department willprovide Intranet upgrades, dataarchiving and storage services.

Lifecycle is the weakest link, mainlydue to overloaded email and Intranetsystems, which has a pull-throughimpact on records management. Mostcompanies have established clearpolicies, procedures, roles andresponsibilities for enterprise contentto ensure integrity. The governance atthis level prepares the data for thefuture by enabling migration andstorage solutions ready for dynamicre-organization. Enterprise data mustbe refreshed and updated to continuebusiness transactions with the outsideworld of suppliers, partners,customers, etc. Lack of efficiency atthis level has dire consequences in theability to conduct businesstransactions.

The powerful combination of theseintegrity factors, especially prevalentin the ERP system, drives value acrossthe toolsets. ERP systems use modulesthat provide interconnectivity androle-based portals to collect, process,and present information. The oneversion of data is accessible, modulesare linked to data stores, collaborationis enabled across departments, inter-company and with third parties.

document world residents do not useEDMS to manage theirdocumentation. Integrity starts to slipin lifecycle, records management andgovernance via data overload andduplication. This is reflected in thevalue drivers through reducedaccessibility and lack of informationconnectivity as documents becomeburied or orphaned in team rooms ornetwork and private drives. At thislevel, Business Intelligence tools areextremely limited.

Collaboration shines brightest in thisdata world. Forrester Research7

published a study showing 65% ofcompanies surveyed planned to investin software to enable collaborativeteamwork. Collaboration was definedas document repository, teamworkspace, basic library services, andad-hoc workflows. For documentworld residents, the structure ispresent, but the problems withintegrity and cultural changes (mydata – your data – our data) stillrepresent challenges inimplementation. The document worldsuffers from duplication of documentsand email andownership/accountability is unclear.The lessons of the document worldare based on structured lifecyclephases that automated software canprovide, collaboration software andmethodology, and associated culturalchanges.

Business intelligence is becoming anindustry standard.

The E&P data world can adaptapplicable governance and datamanagement. E&P roles, process andwork flows will most likely need to becreated based on current companypolicies.

Some major ERP vendors have alreadydeveloped modular interconnectivityfrom key enterprise modules to E&Pcontent. For example, Oracle5 bringsoil companies an integrated view ofoperations, using a data managementand business intelligence solution forthe exploration and productionbusiness. SAP for Oil & Gas6 is a setof solutions that supportsfundamental business requirementswhile providing end-to-end solutionsthat cover upstream, midstream,downstream, and marketing processesfrom wellhead to retail outlet.

Document WorldMany of the applications running inthe document world shareinfrastructure, IT maintenance andcompliance with the enterprise world.This provides stability in theapplications but not the content. Mostcompanies use a combination ofstandalone automated softwaresystems and methods to addressissues for document, record, andcontent management. This resolvesissues such as version control,confidentiality, compliance andaccessibility of various types ofstructured and unstructured electronicinformation to improve searchcapacities.

Most companies have some form ofelectronic document management; butoften each system is implementeddifferently with a general lack ofoverall information governance. Whatwe find is that the majority of

8

5 Oracle Corporation website6 SAP website7 © 2008 Forrester Research, Inc. All rights reserved. Enterprise And SMB Software Survey, North America And Europe,

Q32007. The purpose of this study was to analyze adoption trends in Software technology for companies in NorthAmerica (US and Canada) and Europe (UK, France, and Germany). Forrester surveyed 1,017 Software IT decision-makers at North American and European Enterprise companies. In terms of geography, 701 are from North Americancompanies and 316 are from European companies. Out of all respondents, 82% are considered an "Executive." Allrespondents were screened for significant involvement in IT decision-making, as well as IT purchasing processes andauthorization.

Head-Sector/Discipline/Alliance the way we see it

E&P Data WorldE&P data is vastly different fromEnterprise and Document data, whichnegatively impacts the ability toleverage the integrity factors toachieve quality assurance and trustthat drive value. The E&P data worldis divided into functions that make ita complicated technical ecosystemwith specialized technology needs.

The integrity factors that mostcompanies are starting to addressinclude user interfaces to createfunctional portals, data governance litebased on IT rules and engineeringdata warehouses. Since most of theseinitiatives are immature, theycurrently have little effect onincreasing overall data integrity.

It is the unique nature of the dataitself that provides the biggestchallenges to data integrity. Unlike theother data worlds, E&P data can becreated in-house or purchased fromexternal sources such as national datarepositories or vendors8 or acquiredfrom other oil companies. As digitaloilfield technology moves towardsreal-time data frontiers it creates aproliferation of digital data. Today,approximately 75% of new dataarrives in a digital format ... but whatto do with over a century’s worth oftons of drawings and maps andpetabytes of information alreadylocked away in private offices, datawarehouses and hard drives?

The global trend is towards digitaldocumentation and integrated suitesof processes that can draw specificdata from a variety of application anddatabase sources. If we apply thistrend to the oil and gas industry, theE&P data world immediately wobblesoff course at both ends of thespectrum. A significant amount ofsubsurface content is still physical.Many companies have scanningprojects underway to convert paper toelectronic format. This can be a time-consuming and costly chore.


Information

ElectronicData

Maximum humaninformation consumption

Maximumamount of paper

PaperDocuments

ElectronicDocuments

Trend development t

Source: Capgemini

8 Digital Earth10 is building the first online directory where oil & gas professionals can search for energy information,suppliers, and people around the world. Digital Earth is going through public sources of oil and gas information andindexing documents according to oil and gas terminology. (well numbers, geographic locations, types of drilling, etc.)Product launch is proposed in 2009. Some companies are already involved as well as national data repositories.

Electronic conversion is a necessarystep, but it only represents a shift indata format. Most geoscientistscontinue to rely on drawings anddocuments because they don’t trustdigital data. This move fromdocument-centric to data-centricthinking can be easily confused withgood data management, i.e. all thedata is digital, therefore it is correct.

Another important aspect of goodsubsurface data management is havingconsistent and reliable metadata.Metadata is important to distinguishthe quality and utility of data sets.Lack of metadata management meansthat more time must be spent inchecking the quality of data. Based onthe longevity of content, the risingvolume of data in its different formats,and the super user data caches,lifecycle management is a difficulttask.

No lifecycle management translatesinto poor records management. Formany companies, Microsoft®

PowerPoint has become the de factorecords manager – documenting datasnapshots frozen in time, not the data

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Can You Change the World?How dependable is the “data”cornerstone at most E&P companies?We have shown that each data worldis profoundly different, but they allwork together to create the bottomline. The current model of isolatedcontent management at the Enterpriselevel will not increase competitiveadvantage in the marketplace.

Plotting a course of continuous dataintegrity for the E&P businessplatform is a daunting task. If yourcompany has already started a datamanagement project, there are bestpractices to be shared between dataworlds that will boost the integritymaturity levels in E&P. It meansengineering a vision with acomprehensive strategy and thatincludes all data worlds’ users and IT.It means refocusing your telescopefrom a single data world to the entireuniverse of data that forms acompany’s most valuable asset:content.

Can you change the world? Can youafford not to? Charles Darwin noted,“It is not the strongest of the species thatsurvives, nor the most intelligent, but theone most responsive to change.”

Some companies are already changingtheir worlds by creating engineeringdata warehouses (EDWs). An EDWcan provide critical data validationand integration capabilities for assetcreation, maintenance and operationsrelated work processes to provideoperational staff with immediateaccess to accurate information aboutthe plant. This concept is shown inthe following diagram.

Note that the system is designed tovalidate and consolidate informationhanded over from contractors, whichcan then be integrated withapplications and ERP maintenancesystems.

9 Landmark – Orchestrating Production, Digital Energy Journal – January 2008

itself. No clearly documented audittrail of the decision-making elementson interpreted data results in a loss ofboth user efficiency and data valuethrough re-interpretations andreiterations. For explorationists, theintegrity of historical data is key inmaking good business decisions.Missing or incomplete data used todevelop a well planning program cancost up to $23 million for a dry holeor drilling outside a concessionaryboundary.

This overall lack of data integritydramatically influences the E&P dataworld’s ability to leverage the valuedrivers. On average, geoscientistsspend approximately 30% of theirtime searching for data. Petroleumengineers may spend up to 70% oftheir time opening softwareapplications to find data.9 Byremoving the need for individualsearches to find reliable data, acompany can expect approximately15% increase in productivity.

Collaboration has become the oil andgas industry buzzword for the virtualworkplace. The E&P data world hasheavily invested in building facilitieswith hardware, software and camerasto connect onshore to offshorepersonnel and control rooms withfield personnel. The biggest limitingfactor is that true collaboration canonly happen if you have your ownhouse in order. So on top of thedocument data world’s collaborationproblems, significant problems existwith the sharing of real-time E&Pdata because most E&P data worldresidents do not trust their owncompany data. However, the industryis rapidly maturing in this area andthe use of functional collaboration forupfront planning of wells usingadvanced visualization tools canincrease the pace of real-time welldelivery and planning scenarios.



6. Develop a master metadatamanagement framework tostandardize metadata as acorporate reference set.

7. Once the master metadatareference set is defined, then thesubordinate documentmanagement software can use it asa key building block forcollaboration, document creationand records management.

8. Develop an E&P recordsmanagement program thatincludes data capture, storage andretrieval for interpreted data,documents and other relevantinformation upon which keybusiness decisions are based.

9. Clean house – enforce the disposalof content that is ready to beretired.

10.Launch change management tostart changing the user culture toembrace a new connected datalandscape…after all, they are theones that will need to trust thecontent to squeeze out the value.

Top 10 Integrity TipsContent management may seeminsurmountable – but the payoffcomes in sensible project chunks thatincrease integrity and move closertowards information connectivity.Here are 10 tips to consider to startconstructing an informationgovernance framework:

1. Adapt Enterprise worldgovernance policies and practicesto the E&P world.

2. Adapt IT group best practices tothe E&P world (data storage,application version control, etc.).

3. Perform role-based analysis tounderstand business managementprocesses and data flow across thedata worlds.

4. Recognize which content shouldbe linked to enable informationconnectivity across all data worlds.

5. Assign data ownership to specifywho within an organization isresponsible for various aspects ofthe data, including accuracy,accessibility, consistency,completeness and updatingfrequency.

EDW Concept

Owner / OperatorMaintain & Operate

MaintenanceManagement Build

ContractorEngineering

Modify engineeringdata & documents.

EngineeringToolset•

3D Modeling•

Engineering DataWarehouseProvide fast access totrustworthy engineeringinformation to differentdisciplines

Control consistency,completeness ofinformation acrossbusiness repositories.

Engineering archive foractual (as-built), future(as-designed) andhistoric data anddocuments

•

MaintenanceManagementSystem

Maintenance•

Operating SystemsProcess monitoring andcontrol systems

•

Inspection•

•

•

Documentsents

Equipmentments

Tags

nt CMSSAP

Portal

Source: Capgemini

www.capgemini.com/energy

©2009 Capgemini. No part of this document may be modified,deleted or expanded by any process or means without prior written permission from Capgemini.

Rightshore ® is a trademark belonging to Capgemini.

SSC-ST2009

May

Capgemini, one of theworld's foremost providers of

consulting, technology and outsourcingservices, enables its clients to transformand perform through technologies.

Capgemini provides its clients withinsights and capabilities that boost theirfreedom to achieve superior resultsthrough a unique way of working, theCollaborative Business Experience™.The Group relies on its global deliverymodel called Rightshore®, which aimsto get the right balance of the best talentfrom multiple locations, working as oneteam to create and deliver the optimumsolution for clients. Present in more than30 countries, Capgemini reported 2008

global revenues of EUR 8.7 billion andemploys over 90,000 people worldwide.

With 1.2 billion euros revenue in 2008and 12,000+ dedicated consultantsengaged in Energy, Utilities andChemicals projects across Europe, NorthAmerica and Asia Pacific, Capgemini'sEnergy, Utilities & Chemicals GlobalSector serves the business consultingand information technology needs ofmany of the world’s largest players ofthis industry.

More information about our services,offices and research is available atwww.capgemini.com/energy

About Capgemini and theCollaborative Business Experience™

For more information, please contact:

Mary Adams,[email protected]

Harry Coppoolse,[email protected]