TECHNI P

DALI A FPSO and Feed bac k

November 8
t h
, 2006
Franck Rogez
2
AGENDA
1. I nt r oduc t i on
2. FPSO pr oj ec t s c hal l enges
3. DALI A FPSO Feed bac k
- Ar eas of i mpr ovement
- Ar eas of suc c ess
4. Conc l usi on
3
1 - I nt r oduc t i on
4
Tec hni p i n a snapshot
A leading provider of engineering, technologies and construction services
for the oil & gas, petrochemical and other industries
Listed on Euronext Paris and NYSE
Share of 2005 Revenues
OFFSHORE FACILITIES
Shallow water facilities
Deepwater platforms
(Spar, FPSO, semi)
INDUSTRIES
Life science / Chemicals
Metal & Mining
Power Plant / Infrastructures
OFFSHORE SURF
Subsea:
umbilicals
risers
flowlines
ONSHORE DOWNSTREAM
Refining / Hydrogen
Petrochemicals
Gas, LNG, GTL
Onshore Pipelines
5 %
5 % 19 %
19 %
43 %
43 %
33 %
33 %
5
A w or l dw i de pr esenc e
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DALI A FPSO Mai n par amet er s
Water depth: 1,400 m
Prod. capacity: 240,000 bpd
Gas production: 280 MMSCFD
Water injection: 405 000 bpd
Storage capacity: 2 MMb
Dimensions: 300mx59mx32m
Modules: 12+2+1
Topsides dry wt 28,000 t Dalia FPSO
Dalia
Angola
Cont r ac t det ai l s
Client: TOTAL
Contractor: DMP consortium
(TSS JV, Daewoo,Samsung)
Contract Value: about 800 MMUS$
Schedule: 40 months
7
2 FPSO pr oj ec t s c hal l enges
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How t o per f or m f r om a basi c engi neer i ng
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t he det ai l ed desi gn and pr oc ur ement
10
t o del i ver a FPSO on t i me ??
Tow out 34 mont hs af t er c ont r ac t aw ar d as pl anned
11
FPSO c hal l enges
FPSOs are offshore mega-projects
Large team to be managed
Construction requires world class yards
Engineering shall fit with an efficient construction (constructability)
Endorsment of FEED is critical
Very short review period at bid stage for a large installation with many interfaces
FEED contractor are generally not EPC contractor : no smooth transfer
Endorsement includes usually numerous bid bulletins ( FEED concurrent to bid
phase)
Numerous interfaces between hull, risers and topsides
Different contractual entities
Different priorities
The managing entity (usually topsides Contractor) has no contractual
relationship with the two others
Long Lead Items equipment
Fast track schedule for major equipment
Early start of LLI requires an early mobilisation of the contractor
Safety and environment design constraints to be right the first time
Safety studies are long lead studies compared to the engineering schedule
Noise studies are based on vendor data arriving late in the execution
Late impact on IFC design to be avoided
Weight control is always of essence
Modules weight not to exceed lifting capacity
Weight increase and COG elevation could affect FPSO stability
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3 - DALI A FPSO Feed bac k
- Ar eas of i mpr ovement
- Ar eas of suc c ess
13
FPSOs ar e of f shor e mega-pr oj ec t s
Large team to be managed
Task force organisation
High value engineering centers involved to cope with large mobilisation request
Quick mobilisation needed in Paris
Multi cultural team requires mutual understanding
Reliable communication systems settled at early stage and spread on all sites
One management system, one 3D model for two centers
Construction requires world class yards
Korean partners are leaders on New built
Specific training sessions organized (how to work with Koreans)
Lack of understanding of the blockfabrication (production line approach)
Engineering shall fit with an efficient construction (constructability)
Early mobilisation in Paris of Daewoo and Samsung rep. Achieved
Standards applied are yard ones, whichever fits the best to both
Poor input from Yard rep. during design reviews in Paris, good input at yard with
people in charge of integration
Late design of pipe supports incompatible with yards execution plan
MTOs definition and early bulk procurement incompatible with yards culture
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15
Numer ous i nt er f ac es bet w een hul l -H, r i ser s-U, SPS-S
and t opsi des-T
Different contractual entities
Contracting strategy, reducing the number of contract concentrates the
risks.
One common entity for all contracts : the Client. Involved in the resolution of
limits of scope
Different priorities
H wants the modules loads when T is optimising them
H wants riser loads when U is focusing on flowlines installation program
Each one focus on its own scope
But alternative solution has been used to compromise between late
engineering information and construction schedule (pipe supports avoiding
hull roof, glueing procedure,)
The managing entity (usually topsides Contractor) has no contractual
relationship with the other ones
Interface matrix settled at Contract stage
Vendor Documents dataBase (VDB) has been applied to Interface
document management to be customized and improved.
Interface documents dispatch settled quickly
16
Numer ous i nt er f ac es bet w een hul l -H, r i ser s-U, SPS-S
and t opsi des-T
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Long Lead I t ems equi pment
Fast track schedule for major equipment
LLI strong and dedicated management follow-up
One project engineer mobilized on the crude oil separation when
problems occured
Monitoring of progress with permanent inspector in major LLI plant:
slippage can be accepted but delivery after ROS date not permitted
Early start of LLI impose a corresponding early contractor mobilisation
VDB System quickly in operation
Requisition engineers, inspection coordinators early mobilisation
Other disciplines not sufficiently mobilized to cover vendor input review
Major Vendors are organized in a multi-center way. Slow reactivity and
comments late or unclear are time-consuming
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NUOVO-PIGNONE TURBO-GENERATEUR
NUOVO PIGNONE
MOTO-COMPRESSEUR
Long Lead I t ems equi pment
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Saf et y and envi r onment desi gn c onst r ai nt s t o be
r i ght t he f i r st t i me
Safety studies are long lead studies compared to the engineering
schedule
Anticipation required, define assumptions and validate them a posteriori
Involvement of blast expertise early in the project
Lengthy discussion with client on hypothesis selection
Noise studies are based on vendor data arriving late in the execution
Vendor inquiries with specific strategy on noise ( low noise value
requested as an option with commercial impact quantified for
management decision)
Issue of piping design guidelines versus noise aspects
Late impact on IFC design to be avoided
Iterations avoided on Dalia
Many calculations performed at the end of engineering to validate the
IFC design were not anticipated
Conventional design tools not adequate to treat dynamic problem
(CAESAR for piping stress)
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Wei ght c ont r ol i s al w ays of essenc e
Modules weight not to exceed lifting capacity
Dedicated weight control engineer mobilized early in the project
Focus of the project management and participation in weight optimisation
Powerful in-house weight control tool interface with Equipment List
database and 3D model/MMS
Weight increase and COG elevation could affect FPSO stability
Design of hull and design of topsides are concurrent: reserve of stability
carefully monitored and remedial actions launched
Realistic contingencies and validated layout at proposal stage are keys of
success for execution.
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Wei ght c ont r ol i s al w ays of essenc e
Tot al Topsi des Dry Wei ght
Excl udi ng Fut ure (Phase 3)
29 816
28 630 28 590
28 127 27 409
27 502
27 408 27 493
27 618
27 180
27 285
27 373
27 475
27 469
29 442
29 577
30 323
30 711
30 917
31 237
31 405
30 845
29 790
29 671
29 411
29 327
26 000
27 000
28 000
29 000
30 000
31 000
32 000
Rev
A
Rev
B
Rev
C
Rev
D
Rev
E
Rev
F
Rev
G
Rev
H
Rev
J
Rev
K
Rev
M
Rev
N
Rev
P
Rev ision
T
o
n
n
e
s
Nett Wt
Gross Wt
Original
Design
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4 - Conc l usi on
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Conc l usi ons
interfaces
H, U, T, S Interface managers should work as a team
Dedicated communication system between interface managers
Incentive on milestones achieved shared between contractors ?
FEED Endorsement
Endorsement after contract award by project mobilized personnel
Bad surprise or excessive contingencies to be avoided
Anticipation
Engineering iterations not permitted
Sponsoring of expert at the beginning of the project
Deterministic approach could increase the price but reduce risks ?
Additional and dedicated mobilisation to focus on a raising problem
Multi-centres projects
Learn from and understand each others
Good communication systems does not mean good communication
Training/information sessions to be organised
Weight control
Good start at proposal stage by a realistic weight and layout
Weight Statistics/information to be shared among basic engineering and EPC
contractors ?
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Thank You f or Your At t ent i on