Chemical & Petroleum Industries Division

Newsletter
In This Issue:
Directors Message............................... 1
ISA Calendar of Events......................... 1
Why should you consider a Career in
Automation....................................... 1
Upstream Oil & Gas Market Expected
to Increase Automation Investments
despite Challenges............................ 2
Recommended Reading....................... 2
ISA ChemPID Scholarship Flyer............ 3
ISA Symposia Flyer............................... 4
2015 PCS Call for Papers...................... 5
How to Identify and Reduce Risk in your
next Automation Project.................... 6
Integrating Multigenerational
Automation Systems ......................... 7
ChemPID Board of Officers.............. 10
New Members of ChemPID................ 11
Summer 2015

Directors Message ISA Calendar of Events

By Matthew Conklin, 2015 Water Wastewater and Automatic Controls Symposium
Chemical & Petroleum Industries Division Director
Monday, 03 August - Thursday, 06 August, 2015
Delta V Technology Leader
1850 Hotel Plaza Blvd Lake Buena Vista, FL 32830-8406
MAVERICK Technologies

ISA and Beamex 2015 -

Less Risk, More Performance: Best Calibration Practices
ISA ChemPID Matthew Conklin addresses safety Thursday, 24 September 2015
at work, announcement of new ChemPID leaders, 67 TW Alexander Dr, Research Triangle Park, NC 27709
upcoming ISA symposiums, and scholarship news. Read
an excerpt from the message. ISA Fall Leaders Meeting 2015
Saturday, 10 October - Tuesday,13 October, 2015
In ChemPID, everything we do starts with safety, as Louisville Marriott Downtown
well as we hope you do at your work. Before we get 280 W Jefferson St, Louisville, KY 40202
started I want to ask everyone a question. What are you
most afraid of at work? What puts fear in you when 2015 Process Control and Safety Symposium
you go to work? What do you think your biggest risk Monday, 09 Nov - Thursday, 12 Nov, 2015
of death and injury is? So, there are a lot of things 2900 Briarpark Dr Houston, TX 77042-3704
people fear, but you should see what the statistics are.
For more information go to:
https://www.isa.org/events-conferences/

Why should You Consider a Career in

Automation?
According to an article
published in Fortune
magazine, Automation
Engineering is one of the
happiest jobs in the U.S.A
The total deaths in 2012 and 2013 were 4,628 survey conducted by jobs site
and 4,405, respectively. Notice the percentage that CareerBliss released a list of
contributes to accidental deaths. The largest one is the top 10 happiest careers
transportation, close to 40%. Every time you step in based on their users job
a vehicle, if you want to be afraid of something, you satisfaction in the
should be afraid of that car. Im addressing this because following categories: management, peers, support,
fear could be a great motivator to cause you to be rewards, growth potential, company culture, and daily
aware of things, to take measures to reduce that risks. structure. Automation Engineering placed fourth on this
list of middle-market positions.
To listen to the entire message, go to ISA ChemPID page.
Read the article for more details:
http://fortune.com/2015/03/09/happiest-jobs/
 Upstream Oil & Gas Market Expected to
Increase Automation Investments despite
Challenges
By Stephen Las Marias
Published in Control Engineering Asia, March 2015
Owner-operators and independent exploration &
production (E&P) companies in upstream oil and gas face
increasingly difficult operational, environmental, and
regulatory challenges as they strive to bring natural gas
and other hydrocarbons to market safely, efficiently, and
profitably.
The recent phenomenon of declining oil prices only adds
to these challenges. Advances in drilling technology
such as fracking, micro seismic imaging, and horizontal
wells led to the successful development of onshore
unconventionals. Major operating companies expect to
drill tens of thousands of new wells in the next decade
to reach these unconventional formations. To achieve
such large well numbers and cope with the workload and
expected future manpower shortages, well production
operations will have to automate wherever possible.
ARC sees the upstream market offering the greatest
growth opportunity for automation going forward.
There is a lot of room for improvement in automation
in this industry, much of which will be driven by a lack
of qualified personnel, said analyst Alex Chatha, the
principal author of ARCs Automation and Software
Expenditures in the Oil & Gas Upstream & Midstream
Industry Global Market Research Study.
Reducing cost and risk
The oil and gas industry places a premium on reducing
cost and risk. Here, the Industrial Internet of Things
(IIoT) offer substantial potential for performance
improvements based on the ability of IIoT-enabled
connected devices and big data analytics to predict and
avoid equipment failures.
The Value of Automation: The Best
Investment an Industrial Company Can Make
By Peter G. Martin, Ph.D.
Peter G. Martin, Ph.D., is a world-
renowned and acclaimed expert in
automation and control, having held
executive and technical positions in
engineering, product and strategic
planning, marketing and training
throughout his career. An ISA
Fellow, he is a recipient of the ISA
Life Achievement Award, and has
been named as one of the 50 most
influential innovators of all time in
instrumentation and controls.
Industrial automation systems have the potential to be one
of the most value-generating vehicles available to industrial
companies. Unfortunately, not all managers of industrial
companies perceive automation systems that way and few
industrial automation systems actually provide the value they
could and should. There are a number of reasons for this such
as:
The value provided by automation systems is not
well-measured;
The value provided by automation systems is not visible;
The capital budgeting process of most industrial compa
nies is flawed; and
Project engineering teams are typically not measured on
the incremental business value of their projects.
See more at: https://www.isa.org/store/products/product-detail/
?productId=34651281#sthash.5pzvbguT.dpuf

Automation critical to subsea factory of the future

Offshore upstream operations are moving toward
operations on the ocean floor as companies seek to
extract hydrocarbons closer to the source and reduce
the significant transportation costs and safety and
environmental risks associated with fixed or floating
exploration and production platforms. Several industry
sources forecast global subsea oil and gas expenditures
will exceed $100 billion by 2020.

Technology advancements such as subsea control systems,

blowout preventer (BOP) control systems, advanced
communication networks, multiphase flow metering, and
safety instrumented systems (SIS) are providing operators
with the tools necessary for near real-time operational
visibility, agility, and flexibility while improving recovery.
Based on these and other developments, its likely that
the subsea factory of the future will be a reality by
2020. More mature fields and even smaller fields can
benefit materially from subsea operations, thereby
maximizing recovery economically.

2
3
 2015 ISA Division
Symposia
ISAs unbiased symposia and technical conferences provide automation
professionals across the world with the latest technologies, trends, real-world
examples, tutorials, and updates needed to remain competitive in todays
and tomorrows markets.

Mark your calendars and make plans to attend an ISA symposium

or technical conference in 2015!
2015 Food and Pharmaceutical
Industries Division (FPID)
911 February 2015
Siemens Training Center
Philadelphia, Pennsylvania
60th ISA Analysis Division
Symposium (AD)
2630 April 2015
Galveston Convention Center
Galveston, Texas
61st International Instrumentation
Symposium (IIS)
Co-Sponsored by MFPT
1114 May 2015
Westin Hotel
Huntsville, Alabama
15th ISA LDAR-Fugitive
Emissions Symposium (LDAR)
1921 May 2015
Astor Crowne Plaza
New Orleans, Louisiana
2015 Water/Wastewater and
Automatic Controls (WWAC)
46 August 2015
Wyndham Lake Buena Vista Resort
Orlando, Florida
2015 Process Control and
Safety Symposia (PCS)
912 November 2015
Houston Marriott Westchase
Houston, Texas

58th Power Industry Division

Symposium (POWID)
711 June 2015
Kansas City Marriott
Kansas City, Missouri

Great
topics!
Awesome
locations!

Find out more at

www.isa.org/events

50-3864-1014

4
 E
v

Process Control & Safety S

in
Symposium2015 E
912 November in
Houston, Texas USA
s
s

T
Dont miss e
this opportunity
U

Call for Papers

to contribute fo
to ISAs newest
Division
Process Control
The International Society of Automation invites you to present Symposium!

& Safety
your work at the 2015 Process Control & Safety Symposium.
Papers will be considered for publication in ISAs technical journal,
ISA Transactions. Submit your abstract via email to techconf@isa.org.
Symposium2015
912 November
Program Highlights: Suggested Topics:
Houston, Texas USA
Workshops, tutorials, exhibition, keynote speakers, paper presentations, Instrumentation
and exhibits include input from ISAs Chemical & Petroleum Industries Division, Variability, Instrument Calibration
Communications Division, Education Division, and Pulp and Paper Division. Automation and Control Systems
Flow Measurement Technology
Guidelines for Submission:
Field Calibration Technology
Authors and speakers in attendance must pay registration fee
500-word (max) abstract in English shall be submitted by email or online
Communications
Final presentations must be on the official ISA Symposium template
Papers accepted for publication and presentation will require completion of the Communications in SIL, ISA100
ISAs Rights and Responsibilities form Wireless Technology in the Plant Floor
Field Instrumentations: Wireless,
Important Deadline Dates: Foundation Fieldbus, and Other Smart
Abstracts ..............21 July 2015 Technologies
Draft Papers ..........25 August 2015 Bridging Prices Between SCADA and DCS
Final Papers...........20 September 2015
The lead author is the main contact. Submit your abstract via email to: Control Systems
kbehdinan@bkppi.com and techconf@isa.org. Process Optimization
Fieldbus Control Systems with Focus on
Symposium Committee Higher SIL
Control System Strategies, Advanced
Ardis Bartle Paul Gruhn Rodney Jones Program Chair
Apex Measurement Rockwell Automation ISA Kash Behdinan Control
PLC Plus International Instrumentation for Floating LNG Facilities
Ken Belteau Chad Harper Edward Naranjo
+1 661-654-7196 Automation and Control in Petroleum and
Spectra Energy Maverick Technologies General Monitors
kbehdinan@bkppi.com
Brad Carlberg Michael Hilton Rhonda Pelton Petrochemical Terminals
BSC Engineering Precision Valves Dow Chemical General Chair System Integrations
Fateh (T.J.) Tajani Advanced HMI and Alarm Management
Penny Chen Mike Huereca Nikesh Regmi
Universal Ensco
Yokogawa Rawson Burns & McDonnell Data and Document Storage in EDMS and
+1 713-354-6522
Kelvin Erickson Sohail Iftikhar Michael Scott tajani@uei-houston.com Asset Management
Missouri University of Intech Process AE Solutions Troubleshooting, Optimization, and
Science and Technology Automation
Bryan Singer Application in Petroleum and Chemical
Murtaza Ghandi Jennifer Infantino Kenexis
Process Industries
Baker Risk ISA
Safety Instrumented Systems
Cybersecurity

EP55-3962-1014

5
 How to Identify and Reduce Risk in Your
Next Automation Project
By Ryan Hildebrandt
Published on Automation.com, January 2015
Several years back I was alone onsite shortly after
finishing university, tasked with making what I thought
was a relatively simple modification to a conveying
system. I had never used the technology before and
there was nobody else with these skills available at the
office. So, it was up to me to learn the technology, in
this instance it was a Modicon Concept PLC. Thankfully
one of my colleagues had prepared an analysis of what
had to be done, so I set out to complete what I assumed
would be a relatively straight-forward task.
As it turned out, this couldnt have been farther from
the truth. The system was very old, and many people
over the years had modified the program. The resulting
system was much more complicated than anticipated.
The change that I had originally thought would take a
few hours ended up taking several days.
Ultimately, it was a disaster. I remember the plant
manager asking me politely when I thought things
were going to get running again. Add to this it
was Easter weekend and everyone was cranky and
just wanted to get home. The real problem though
-- the product produced on the line was one of the
flagship products of a multi-billion dollar confectionary
companyand theyve stopped producing because of
me. In the end everything started up, but it certainly
wasnt pretty.
We have all experienced situations such as these. Maybe
a simple modification takes days longer than planned,
maybe two components you assume can communicate
with each other simply dont, or maybe your coworkers
are a bit disconnected from each other and there are
miscommunications about each others responsibilities
for the project. Either way this results in additional
time spent, missed production targets, and costs lots of
money.
How do you identify and reduce risk in an automation
project so this doesnt happen to you? At each stage
of the project lifecycle, and for every party involved,
risk can be introduced (and subsequently identified,
assessed, and mitigated). Lets look at how these
uncertainties come into play and how to reduce the
effects on your overall schedule and budget. Read
on, or if youd like to download a checklist of risk
identification/reduction questions and action steps, get
it here:
www.ryanhildebrandt.com/automation-risk.
Identifying Risk due to The Factory
This is your experience with the factory, the extent to
which you have worked with your coworkers and the
other stakeholders, and how often you have all done
work in this particular factory.
An inexperienced project team (or a team inexperienced
with each other) is a much different project to run than
an experienced team. This shows itself in different ways.
6
When the integration team arrives onsite to start
commissioning, some tasks are still to be done that
slow down progress (electrical installation, deciding
on IP addresses, equipment delivery, coordination
of operators for training sessions etc.)
Nobody really gets a chance to thoroughly review
the projects requirements so when the system is
demonstrated many of the stakeholders request
additional functionality that they assumed would
already be in place.
Commissioning takes longer than planned because
parts arrive late, electrical/mechanical/IT teams are
not synchronized, and everyone has a different
understanding of what complete means
While the project team is onsite for commissioning
and support, the operations staff dont get ad
equate time to trial the system, so nagging issues
continue to affect production rates for years to
come
Last minute changes, imperfections, and unintended
bureaucracy cannot be eliminated entirely, but at least
by understanding the degree to which these risks are
present you can budget effectively and add contingency
as needed considering these factors. The downloadable
checklist available at the end of this article addresses
how to identify these risks in your project.
Identifying Risk due to Suppliers
The suppliers you work with all bring some degree of
risk to the project, since there is always a chance that
they wont perform their duties to your expectations.
Electrical installation, mechanical installation, panel
build, new computers, network experts, software
vendors, OEMs and integrators all play an integral part
in the success of your project.
How does this risk come into play?
You assume that they will build things in a certain
way because thats how other similar systems work.
With-out being documented in the design or
requirements stage, your vendor cannot know this
requirement but a supplier familiar with your busi
ness would have assumed this.
Some parts of the software (e.g.: alarms) were not
tested to the degree that you expected, so there are
software/hardware issues during startup
Electrical/mechanical vendors are brought in for
the installation to finish before the software check
out starts, but the installation is late so the software
checkout cannot be completed on time.
The definition of done is ambiguous, so when
each of your vendors is told to be done by a
certain date, this means something different to all
of them.
How do you reduce these risks? Remove as much
ambiguity from your requests to your suppliers as
possible. Solidify requirements and any confusion
about what you need is drastically reduced. Ensure you
clarify what you mean in your schedule (e.g.: what does
it mean when electrical install is complete?), and youll
be able
to coordinate teams much easier.
The downloadable checklist available at the end of this
article addresses how to bring your suppliers together
at a lower risk time in the project to ensure as many of
these risks are mitigated as possible.
Identifying Potentially Risky Business Needs
Of course, you can spend all the time you like on
design and requirements, but if the business needs
are particularly complex this will introduce some risk.
Although you cant change business requirements, you
can identify where these risks are so that they are easily
quantified with, or using different communication
protocols may cause technology-related issues and
included in your budge. For example:
Modifying the functionality of an old system, or
a system that many people have modified over
the years (e.g.: a control system upgrade on a
30+ year old PLC system) means that all of the
existing issues will come to light as part of the
project
Integrating components that typically dont com
municate with each other, or that you have little
experience
Anything with a large number of components
could cause problems during commissioning, as
the load on the large system is increased (e.g.:
many network devices, I/O points on a single PLC,
screens in an application etc.)
Risk Impact and Probability
Of course, not all risks are created equally. Each has
a different impact on your project and likelihood of
occurring, which drives how they should be budgeted
for, planned for, and mitigated if possible. Here are
some questions to ask:
How critical is the production schedule for this
system at the time of commissioning?
How critical is this feature (e.g.: if component X
can not talk to Y, is this feature necessary at all, or
is it just nice to have)?
Is there a contingency plan in place if the worst
happens? (e.g.: if the chosen flow meter doesnt
work, can you implement a different device until
a suitable replacement is delivered?)
All projects have some risk and by bringing them to
light and minimizing them as much as possible, you can
budget accurately and avoid surprises.
What can you do now?
We agreed at the beginning of the article to take action.
Dont let another project be compromised by risking
identification and leaving assessment up to chance (or
gut feel). You can download a worksheet to use with
clients and modify to your suiting that details some risk
identification and reduction action steps you can take
on your next project here:
www.ryanhildebrandt.com/automation-risk
Ryan Hildebrandt is a licensed professional engineer (P.Eng) and
self-employed controls engineer based in the United Kingdom;
he creates useful tools and guides for other control engineers
be they based in factories or integration firms.
Integrating Multigenerational Automation
Systems
Creating automation systems that include elements
from different eras and vendors can result in problems,
but that approach may be your only choice
By Chad Harper
Process manufacturing plants are famous, some would
say notorious, for their tendency to keep automation
systems and associated networks up and running for
decades. Some estimates suggest that easily half of the
automation systems controlling plants in North America
have parts that are at least 20 years old, and 30-year old
systems are not rare.
Those systems do not look like they did when they were
initially installed. Hard drives, monitors, and keyboards
that receive constant use simply do not survive over
decades, and that old equipment is not available.
If you ask your local computer store for an IBM XT
motherboard and a 20-MB hard drive, you will get
some puzzled looks. So unless your automation systems
are brand new, they will be multigenerational due to
obsolescence and devices wearing out.
In some cases, old subsystems and components may
be replaced with newer equipment, such as with the
human-machine interface (HMI) subsystem that has
higher functionality. That kind of upgrade will probably
include new PCs, with operating systems capable of
supporting functionality that was not available when
the original HMI was installed.
With the long operating history of many automation
systems, you may be experiencing problems due
to system providers going out of business or being
acquired by other companies. If you think back to
the 1980s or even 1990s, the landscape of companies
providing control systems was different than it is now.
If you are working with an automation system from
one of those more or less extinct companies, you are
probably very aware of this reality.
Getting the multigenerational and multivendor
components of an automation system to work together
can be difficult. But that approach may be the only
option when there are not any practical alternatives,
and end users must be prepared to deal with the
inherent challenges.
7
 Limping along versus appropriate upgrades
At some point, an old automation system that has
not been upgraded will become a serious threat to
production. As printed circuit boards and network
devices get older, individual components begin to fail,
and systems fault more often. These cause unscheduled
shutdowns and outages that are especially disruptive
when replacement parts are not available.
Companies still specialize in recycling parts for these
old systems, and there is always eBay, but over time
supplies get tighter and tighter. Individual components,
especially the chips, are long out of production and
cannot be replaced. The automation vendor may try
to create some sort of functional replacement, but
redesigning an old board with new components is
expensive, which will be reflected in the price.
If you know your plant is going to be shut down or go
through a major redesign for some specific period of
time in the near future, you can limp along with the old
system until that date. But that is not an appropriate
long-term strategy, and eventually you will have to
upgrade or migrate. For purposes of this discussion, in
an upgrade you add newer elements but stick for the
most part with the same automation system vendor and
platform. In a migration you make a major platform
change, typically involving a different vendor, but
sometimes sticking with the same company.
Two patterns for projects
Replacing some part of an automation system with
something newer typically follows one of two patterns.
In one, companies use multigenerational systems,
which some automation vendors have done a good job
creating. This approach typically happens when the
original company is still in business and has created
upgrade strategies for users to add new parts to an old
platform, gradually bringing up the whole system on a
modular basis and without any major disruptions. This is
not easy for the vendor to do and requires a conscious
effort to make it happen.
Although improvements may have to be bolted on to
older systems, usually that is not so literal. When older
equipment is no longer available, there is often no other
choice.
It is really a good way to update your automation
system, but it is not possible in every case. Even if
you are remaining with the original vendor, it is
still important to be aware of the support dates for
each piece of the automation system. Often, certain
8
controllers or nodes lose support before others, so you
have to plan the timing of the upgrades.
In the other pattern, new elements from a different
vendor can be bolted on to an existing automation
system. This is a difficult thing to pull off in the real
world. Such a system can be buggy, and it will not have
the greatest vendor support. Based on our companys
experience working with many different types of
automation platforms, these bolt-on solutions are rarely
successful over the long term. We view bolt-on solutions
as temporary Band-Aids, either to add a few years to the
older system, or as a part of a larger phased migration
plan that will change the bolt-on components to an
integral part of an entirely new automation system.
Of course, bolt-on solutions may be necessary for
discontinued legacy systems, but instead we often
see them as the result of a vendors aggressive cross-
platform competitive attack. In our experience, one
supplier trying to dislodge another often uses a
bolt-on solution as a means to get in the plant and
establish a position for getting deeper into the system.
Unfortunately, we have seen too many situations where
the effectiveness of these solutions was overpromised in
the sales and marketing process.
So if you find yourself needing to make an upgrade,
but you are not ready for a rip and replace, you
may have to follow the path of a cross-platform,
multigenerational upgrade or migration to your
automation system. There will be complications, but
they can be managed if you develop a comprehensive
project plan ahead of time.
Evaluating an upgrade project
Why do people upgrade or migrate? Today, the biggest
drivers are life-cycle issues. Adding functionality is
usually a distant second, unfortunately. We show
customers where there can be improvements, but
adoption of those recommendations during a migration
project is pretty rare. The justifications for adding
improvements do not often make it into the business-
case argument in a compelling manner, or there may be
other corporate financial issues that preclude all but the
essential expenditures.
This control room is making use of a modern HMI
system, one that will be fully supported by vendors for
years to come, as well as offering superior performance
as compared to older vintage HMIs.
Years ago (prerecession), companies might have gone
to management asking to begin migrating before a
complete collapse of the old system. They would point
out how the new capabilities they were getting would
improve production and cut operating costs. That sort of
thing does not happen as much today. Companies will
rarely even discuss an upgrade or migration until the old
system is coughing up blood.
If you have a plant that you want to run reliably
and safely for years to come, you have to think of
any solution you consider as permanent and act
appropriately. That is one reason why bolt-on solutions
disappoint, because they often become permanent.
Once word gets out that you are considering
automation improvements, vendors will come with sales
pitches, simulations, and lots of promises. An integrator
can help sort through the hype and determine what
is actually possible with unbiased assessments of what
products and migration paths actually work. Cross-
platform, multigenerational projects are not easy, and
you will need all the help you can get. All vendors can
show you good projects, but each one has also had
disasters, which they of course do not mention. On the
other hand, an independent system integrator can speak
freely with you about both the successes and failures of
a particular vendor.
As you consider launching a project, there are a few
basic questions:
FunctionalityWhat do you expect from your new
system at the completion of a successful transition?
What new capabilities do you expect to add? Smart
input/output (I/O)? Advanced process control?
Better enterprise connections?
CostIs your company willing to spend some
money to achieve production improvements, or is
this a quick and dirty, lowest possible cost venture?
OperatorsWhat will the operators see? New, more
modern HMIs, improved alarm management, or the
same old thing?
ScheduleIs there time to plan, or is this an emer
gency project due to major plant failures? Can the
project be timed to accompany a shutdown, or will
everything need to be cut over?
Some suppliers can and have oversold the capabilities
of bolt-on approaches, so sometimes an integrator has
to come in and be the voice of reason. That can mean
dumping cold water on some of the sales pitches, a
necessary if often unpleasant task.
What should a project deliver?
Do not underestimate the value of having equipment
that is still being manufactured. You might have
forgotten how nice it is to be able to buy spare parts off
the shelf. With that in mind, you need to think about
what you are buying in the context of a 15- to 20-year
lifespan and associated total cost-of-ownership issues.
Does the platform have a guaranteed support date?
Does the vendor have a solid record of supporting its
platforms for as long as planned? Is this a newer model
automation system, or does the vendor have another
automation system already in development that will
soon replace the current offering in both support and
focus?
New equipment will bring new functionality. Things will
not be exactly as they were, nor should they be. There
will typically be many opportunities for improvements
when obsolete components are replaced with newer
offerings.
We often bring in operators early in a project to educate
them about how a new system can be used to improve
operations. This typically includes better graphics,
improved techniques for interacting with the HMIs, and
simpler alarm management. We explain the concepts of
high-performance graphics, supported by findings from
the Abnormal Situations Management Consortium, and
show what they should expect to see when the new
automation system is running.
While it is OK to keep your basic control strategies,
I/O, and field devices constant for the most part, you
do not want to replicate all of the old functionality
in the new automation system. Trying to make a new
system behave like an old one ignores many useful
improvements, can create a maintenance nightmare,
and usually requires going to great lengths just to make
everything work.
Even so, we sometimes have to preach to our customers
and convince them to use the built-in capabilities in the
new automation system. We need to make a convincing
argument about why each benefit is better for their
specific situation, show them where the technology
is going, and explain why deviating from a vendors
preferred path can be very expensive.
Taking your first steps
Before you begin to explore available solutions or listen
to the first vendor presentation, you have to dig deep
in the planning process by answering these and other
questions:
How does the plant run in terms of continuous
versus batch, manual versus automatic, and in other
areas?
What is the type of production? Long product runs?
Short ones? Lots of variations?
How much money is available for the project?
What is the condition of the existing automation
system infrastructure?
Does the scope consider immediate needs and fu
ture expectations?
If you put new controllers in one part of the plant,
will those talk to the old controllers?
Are there supervisory controls that need to talk to
both generations of controllers?
Companies frequently get in trouble right out of the
gate, because they do not evaluate their controllers and
networks adequately. New systems invariably create
more network traffic and require more processing
power, and not all existing systems can handle the extra
load.
Here is an example of what can happen if a proper up-
front evaluation has not been completed:
A plant or process unit wants to install a new HMI
to work with existing controllers.
9
 The plant does not study network traffic and con ChemPID Board of Officers
troller loading, because everything works fine right
now. It does not realize it is already on the edge of
capacity.
Taking a leap of faith that everything will work just
like the snazzy simulation shown by the new
supplier, the plant takes out all the old equipment
and installs the new HMIs.
The system crashes during the cutover. DIRECTOR STANDARDS & PRACTICES
Matthew Conklin David Lee
Realizing that might be a possible outcome, another Delta V Technology Leader Human Factors Consultant
company decides to have both HMI systems work in MAVERICK Technologies User Centered Design Services
parallel, so that the old one can serve as a temporary
backup. However, both crash because having both
systems requires even more network resources. There is
no substitute for proper planning and testing up front,
as a relatively small amount of time and money spent on
these tasks can prevent disastrous results down the road.

No easy answers
There is no universal best platform or solution, because
each one has its particular strengths for specific types of DIRECTOR-ELECT NEWSLETTER EDITOR
applications. There is also no single leading automation Rhonda Pelton Rafia Noor
system or migration path, as many factors lead to the Process Automation Manager Automation System Specialist
best choice for each project. The Dow Chemical Company Occidental Petroleum Corp

There is much at stake in such projects, because the

loss of a week or even a couple days of production
can be worth far more than the cost of the project. In
fact, downtime costs often make a true rip-and-replace
approach infeasible due to the economics of lost
production, forcing a phased upgrade or migration.

Every situation is different, and what works in one

facility may not work for you. Success comes from a ASSOCIATE DIRECTOR &
combination of a deep understanding of the process SYMPOSIUM CONTACT EDUCATION CHAIR
and control strategy, the shape your controllers and Alan Bryant Fares Karadsheh
networks are in now, and what functionality you need Senior Engineering Advisor Account Manager
to add. You may need to work with an integrator or Occidental Petroleum Corp Process Solutions Corporation
other unbiased advisor who can give straight answers
for your specific situation. All this needs to be done very
early in your planning process, so that the projects can
be scoped, scheduled, and budgeted correctly.

See more at: https://www.isa.org/standards-and-

publications/isa-publications/intech-magazine/2014/
may-jun/features/system-integration-integrating-
multigenerational-sutomation-systems/#sthash.
hSPKZ0qO.dpuf

WEBMASTER SECTION-DIVISION LIAISON

George Robertson Greg Lehmann
Facilities Engineering Advisor Process Automation Technical
Chevron Manager
AECOM

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