nsight

A publication of Intergraph Process, Power & Marine Issue 19 May 2007

Enabling Interoperability
Everything has now come together

Tiers of Integration
Taking a modular approach

Odense Steel Shipyard Group PM Group

Speeds to success Grows in biopharma
 nsight
A publication of Intergraph Process, Power & Marine n Issue 19 n May 2007

Contents
Page 4
From the Top Accelerating
Enabling Pragmatic Interoperability 2 interoperability
Viewpoint
Promoting Interoperability 4
Page 6
Perspective
Taking steps
Tiers of Integration 6
to integrate
the enterprise
Technology at Work
Odense Steel Shipyard Group 10

Events and Announcements

Intergraph 2007 12 Page 10
Asia-Pacific P2C2s 14 Designing the
worlds largest
Great Minds Through Time container ship
PM Group 16

Industry Newsbytes 18
Page 16
Industry Outlook Leading the
Work Process Interoperability 20 biopharma
industry

Page 20
Defining the
playbook to
work together

Insight is published by Intergraph Process, Power & Marine Editor Patrick Holcomb
Intergraph Corporation, Huntsville, Alabama USA 35824 1-256-730-3707 n

Managing Editors John Deaver

To submit materials, write: Insight, Intergraph Process, Power & Marine, 300 Intergraph Way,
Madison, Alabama USA 35758 or e-mail insight@intergraph.com LeGay Nakamura
Insight is published quarterly by Intergraph Process, Power & Marine, Intergraph Corporation, Huntsville AL 35894-0001. For a complimentary subscription, call 1-800-260-0246
Contributing Editors Julie Herron Carson
or e-mail insight@intergraph.com. Insight is published to inform and educate professionals about technology and issues pertaining to the process, power, offshore and shipbuilding
industries. Insight accepts ideas for articles but reserves the right not to publish them for any reason. The contents of this publication may not be reproduced in whole or in part
Alex Crane
without the consent of the copyright owner. Images submitted for Insight articles are the property of and published with the permission of their respective owners. Eskil Srensen
Intergraph, the Intergraph logo, PDS, SmartSketch, SmartPlant, INtools, MARIAN, IntelliShip and FrameWorks are registered trademarks and SupportModeler,
SupportManager, I-Sketch and I-Configure are trademarks of Intergraph Corporation. SPOOLGEN is a registered trademark and I-Sketch is a trademark of Alias Ltd.
Microsoft is a registered trademark of Microsoft Corporation. Other brands and product names are trademarks of their respective organizations.
Editorial Director Jana Miller
Intergraph believes the information in this publication is accurate as of its publication date. Such information is subject to change without notice and is subject to applicable
technical product descriptions. Intergraph is not responsible for inadvertent errors. 2007 Intergraph Corporation, Huntsville AL 35824. All rights reserved. Printed in USA. Graphic Designer Joey Russell
 19

Letter from the Editor

A
t Intergraph, we see interoperability as an ongoing opportunity for us to better serve our customers.
We have been architecting our solutions to support the plant life cycle for many years now, even when
it wasnt such a popular topic. The fact that we have, over the last few decades, based our software
approach on integrating engineering data throughout the enterprise and the life cycle of a
project is an enormous advantage now that interoperability has become such a hot topic, particularly
for owner/operators.
For the operations and maintenance of plants, we strongly contend that failure to maintain the engineering

Interoperability
design basis of plants over time is a root-cause for many interoperability problems that are now identified. We
see an enormous opportunity for clients and ourselves by making this easier and cheaper, and have been work-
ing aggressively to partner with other industry providers to do that. For example, we think upcoming portal
technologies are key to better disseminating engineering information, and we are working with vendors like
SAP on their NETWeaver technology. Using this, we can make engineering information much more available to
non-engineer users and better interact with the owner/operator (O/O) IT architecture.
Another example is our work with DCS vendors. We want to make it easier and more straightforward for clients
to keep their engineering design basis updated and credible within their engineering department, but at the
same time make that information easily available to the DCS and users.
Weve also realized that the business model of the companies who create the engineering design basis, the engi-
neering, procurement, and construction firms (EPCs), must be improved in the process. Beyond the basic busi-
ness of providing automation tools to EPCs, we will create a path for EPCs to begin packaging their intellectual
property and realizing value from it. EPCs have tremendous intellectual property internally but have difficulty
in packaging and protecting it, which contributes to low overall margins relative to the complexity and risk
inherent in their business. We can help EPCs by allowing them and O/Os alike to create and own automation
rules on top of our software. This serves all parties in the value chain. It means that EPCs can realize increas-
ing margins, O/Os can realize decreasing project costs, and we can realize increasing revenue as we bring more
value. The business of packaging engineering rules for automation is complex, but we know its possible from
our past experience, and believe its the right way to move forward.
After decades of enabling interoperability, we generally find that interoperability is foremost a business
challenge, not a technology challenge. Weve found that once work process and commercial arrangements are
agreed upon by all parties, the actual integration technology can be accomplished relatively quickly. We all need
to be cognizant that integrations have incremental cost, and balance our desires with the cost to implement it.
Support costs for integration can be higher than for standalone product functionality due to the multiple
vendors involved. To ensure such interoperability points are built and maintained appropriately, they must also
bring incremental value significantly in excess of the cost.
We see interoperability not as a single opportunity, but as a large class of opportunities that will bear fruit for
many years to come just as it always has.

Patrick Holcomb
Insight Editor
Executive Vice President,
Global Business Development
Intergraph Process, Power & Marine
 From the Top
Enabling Pragmatic Interoperability
Intergraph builds on strong history to deliver even better solutions for the future
n By Jana Miller
F
or this issue of Insight, Gerhard Sallinger, president
of Intergraph Process, Power & Marine, discusses
his perspective on what Intergraph is doing to enable
pragmatic interoperability.
Insight: What has Intergraph done to
promote interoperability?
Sallinger: First, our philosophy of man-
aging and sharing engineering design
and instrument data as an enterprise as-
set is at the core of everything we do and
makes for a natural platform for interop-
erability. Interoperability comes in many
forms, from the simplistic, such as visual-
ization, to the complex, such as data and
work process integration. Intergraph has
a history of interoperability, integration
and openness, beginning long before this
was a popular topic. For example:
Embracing the CIMSteel (CIS/2) stan-
n 
dard to enable interoperability of 3D
modeling systems with detailing and
fabrication systems
 Insight
Adopting the Alias-built PCF format to
n 
interface between 3D modeling systems
with automatic isometric creation and
pipe stress systems even though we
now own Alias, we keep it as an open
standard with fair access to competitors
Offering an interface between PDS
n 
and laser scanning systems, with the
same interface planned for Smart-
Plant 3D in 2008
Providing a widely deployed SAP in-
n 
terface with SmartPlant Instrumenta-
tion to solve the interoperability prob-
lem that owner/operators experience
between core operations systems and
instrumentation engineering.
There are many other examples I could go
into, but these are just a couple of them.
Issue 19
Insight: How does interoperability
affect Intergraphs technology efforts?
Sallinger: Intergraph has a culture
of pursuing interoperability, which is
evidenced in several ways. For example,
Intergraph solutions are based upon
standard technologies like Microsoft
Windows, Oracle or SQL Server. This al-
lows open access to all data. Interoper-
ability and integration of our solutions
are not exclusive to our own products,
but open to others as well.
Insight: How can interoperability
improve the handover process between
the EPC and the O/O?
Sallinger: This is one of the points of
interoperability that we see as a really
big opportunity in the future. We want
to automate the processes that current-
ly exist between the project phase and
the operations and maintenance phase
of a plant.
People have always called that
handover. Handover carries a conno-
tation of being a very manual process.
We dont expect it to continue that way
in the future. We believe that theres an
opportunity for people to automate this
process dramatically.
One of the root causes of owner/op-
erator interoperability problems is deg-
radation in engineering design basis
information. Were making substantial
investments in our solution SmartPlant
Enterprise for Owner Operators to offer
an automated, effective and complete
handover process, to the point that the
manual handover process disappears
and the engineering design basis can be
used easily for the life of the plant by
non-engineers.
Insight: How can Intergraph protect
the design- and engineering-specific in-
tellectual property during handover?
Sallinger: This is an important con-
sideration. We have to be careful about
the protection of intellectual property
of the clients who design the plants. Its
become evident to us that engineering
firms have sensitivity around the con-
cept of handing over their intellectual
property as an automated process.
We believe that the inability to pro-
tect intellectual property has been one of
the key inhibitors of our vision of a truly
free handover. As a result, weve put into
our SmartPlant 3D product roadmap the
ability to create rules and automations
and let our clients own those rules and
automations, giving them a competitive
advantage. In other words, our software
enables people to package and own their
intellectual property.
Insight: How are you addressing the
needs of owner/operators?
Sallinger: We see a lot of interoperabil-
ity opportunities in the O/O space that
we have missed in the past. Significantly,
O/Os have the most to gain from improved
interoperability, because research has
shown that they bear the largest share
of costs resulting from efficiency losses
attributable to inadequate handover.
Traditionally, the integrations be-
tween the engineering design basis and
the DCS, ERP and document manage-
ment systems have been problematic,
and led to loss of information. We be-
lieve that theres an opportunity to bet-
ter support the engineering design basis
or technical asset content of a plant by
better integrating into the IT architec-
ture plans of owner/operators.
We realize that Intergraph will
never be the center of the world in plant
operations and maintenance we cre-
ate engineering content. However, we do
think that we can serve operations and
maintenance much better by improving
these interoperability points.
Insight: How are you supporting engi-
neering firms?
Sallinger: Interoperability opportunities
are not isolated to handover or the owner/
operator space. Where we have made the
most progress is actually the engineering
side with respect to interoperability.
One of the investments weve made
CNRL has almost
zero errors in
materials coming
back, because
all of the mate-
rial specifications
were coordi-
nated through
SmartPlant Ref-
erence Data.
just recently was highlighted by our re-
brand of some of our SmartPlant Materi-
als into SmartPlant Reference Data. We
believe that by enabling a good interop-
erability point between a system that
manages your material specifications
and your procurement and engineering
systems, we can dramatically reduce
errors in projects and increase quality,
which are the things people really like
to see.
We saw a great example of this being
worked at CNRL. They are doing a mag-
nificent job of managing a mega-project
and ensuring high-quality deliverables
while using multiple engineering firms to
do the work. CNRL has almost zero errors
in materials coming back, because all of
the material specifications were coordinat-
ed through SmartPlant Reference Data.
A very interesting interoperability
point thats really starting to take off
May 2007
now is with the use of SPOOLGEN,
a product that we acquired from Alias.
SPOOLGEN enables a very tight inte-
gration between the 3D modeling sys-
tems used by engineers, and the spool
fabrication systems used by pipe fabri-
cators. As a result, we can eliminate the
double modeling that was happening in
the fabrication world.
Insight: How do you envision the future
of Intergraphs interoperability efforts?
Sallinger: When I look forward to what
will happen next, I am very excited
about the possibilities of interoperabil-
ity. I think people have just begun to un-
derstand what this really means.
We believe that our two efforts for
O/Os and EPCs hold tremendous oppor-
tunity for our clients. The opportunities
to improve interoperability points in the
O/O side are right and timely for strong
investment. Were very pleased with
our interoperability progress in the en-
gineering side, and see significant op-
portunities for the future, including the
possibility for EPCs to create and own
intellectual property for automation of
their critical engineering content.
One of the advantages we have
as the largest vendor in the industry
and the largest R&D investor is
that we have the people, customer feed-
back and financial strength to make
these things happen, and make them
happen much faster, than anyone else.
Jana Miller is editorial director of Insight.
www.intergraph.com
Insight 
 Viewpoint
Promoting Interoperability
Everything has now come together lets get moving
n By Dr. Richard H. F. Jackson
A
s director of FIATECH, an
Austin, Texas-based not-for-
profit consortium, I am focused
on finding ways to accelerate
development and deployment
of technologies to improve substantially
how capital projects are designed, engi-
neered, built and maintained.
I regularly sit at the table with some
of the finest minds from the construction
and buildings industry, including EPC
companies, O/O companies, hardware
and software developers, universities and
research organizations like the National
Institute of Standards and Technology
(NIST), to identify industry challenges
and work on solutions. One of the key is-
sues we discuss is interoperability.
Coming to the forefront
Although the concept of software interop-
erability has been around for quite a while,
its only in recent years that things have
changed in a way that gives us greater
confidence we will achieve it soon.
The first is that interoperability
has become a topic of discussion in the
boardroom and at the highest manage-
 Insight
ment level in our industry. Top execu-
tives understand that interoperability
is an opportunity for vendors and users
alike, and that we can work together to
develop new business models to achieve
it. Software vendors will have to invest
to create more interoperability capa-
bilities in their software, and users will
have to invest to implement new work
processes that take advantage of that.
The second major change is that the
technology of software interoperation
has improved with the widespread use
of XML as a tool for sharing informa-
tion. More and more software develop-
ers can share information this way, and
more and more users are developing
XML files to be shared in this way.
Costs of inadequate
interoperability
What we dont know is what the shift to
interoperability will cost. Obviously, we
need new technology and staff training,
as well as a new focus on how we do busi-
ness. What we can demonstrate, howev-
er, is how much money and productivity
are currently being lost because most
Issue 19
systems are not interoperable.
Some years ago, while I was a se-
nior executive at NIST, I commissioned
a study of the US automobile manufac-
turing industry supply chain. We discov-
ered that more than US$1 billion were
wasted each year due to poor data com-
munications, miscommunications, data
duplication and the cost of recovering
from errors due to bad or inaccurate in-
formation. This was (and still is) a huge
number and it got peoples attention.
Not long after I moved from NIST to
FIATECH, we worked with NIST to do a
similar study for the construction indus-
try. That study showed that the losses
due to inadequate interoperability were
conservatively placed at US$15.8 billion
in 2002. Among industry stakeholders,
O/Os bore the highest share of these
costs, and 85 percent of their expens-
es were incurred during operations
and maintenance due to time spent
finding and verifying facility and
project information.
Working together on solutions
O/Os understand what interoperability
is and what its costing them not to fix it.
A common myth in the interoperability
debate is that O/Os must take the leader-
ship role, or else the problem will never be
adequately addressed. Thats not entirely
true anymore. While O/Os are certainly
vested in the success of this issue, they do
not have exclusivity over the vision, nor
the sole means to achieve it.
Another common myth is that EPCs
will only do what owners tell them to do,
and then only if owners pay for it. Weve
already seen EPCs streamlining their own
work processes and creating interopera-
bility inside their own companies, because
they see the value in it and need solutions
today, to run projects today.
A third myth is that software de-
velopers cant lead, wont work together,
and want to slow down interoperability
to protect captive markets. In truth, the
real leaders and visionaries in the soft-
ware industry (most of whom are mem-
 About FIATECH

FIATECH provides global leadership in identifying and accelerating the development, demonstration and deployment
of fully integrated and automated technologies to deliver the highest business value throughout the life cycle of all
types of capital projects.

FIATECH envisions a future in which capital projects are executed in a highly automated and seamlessly integrated
environment across all phases and processes of the capital project life cycle.

Membership in FIATECH offers the opportunity to be in the drivers seat, identifying critical technologies to improve the
operations and bottom-line results for capital facilities. FIATECH delivers the following benefits to all of its members:
n  Program management experience Leveraged funding
n 

Technology needs identification

n Knowledge base of technical experts
n 

Industry partnerships n Networking

n  and team building
n Anti-trust
 protection n Widespread implementation and accessibility.

Members of the FIATECH board of directors include representatives from:
n  Bechtel Corporation n  Fluor Corporation
n Burns
 and Roe n  Intergraph Corporation
Center for Housing and Urban Development,
n n KBR


Texas A&M University n Peter

 Kiewit Institute, University of Nebraska
CH2M HILL
n n Procter
 & Gamble
Consolidated Contractors Group
n n Smithsonian
 Institution
n The Dow Chemical Company n Target Corporation

n DuPont
 n Zachry Construction Corporation.

bers of FIATECH) understand that in-
teroperability is a train whose progress
may be slowed, but whose eventual des-
tination is unmistakable. They want to
satisfy their customers and remain prof-
itable, and they understand that those
who embrace change and adjust their
corporate strategy will thrive in the new
interoperable world of the future.
The big challenge is finding
incrementally profitable steps to
take toward our longer term vision.
All parties have to come together
to determine these steps and drive
us forward.
Navigating change
Despite the community of professionals
who are ready to take action, industry
experts agree that a lot of hard work
and troubled waters lie ahead. Its not
yet known what the total costs will be,
what the most immediate opportunities
are, nor the long-term return on invest-
ment. But were getting a lot closer to
understanding all of this.
Change is often challenging, and it
doesnt just happen overnight. It takes
hard work and perseverance from ev-
eryone involved. Users will need to be
realistic when it comes to implementa-
tion. They must ensure that their in-
teroperability is built for a purpose, and
that they expect to gain profit from it.
EPCs and O/Os will certainly face
some confusion in dealing with differ-
ent vendors and working out system in-
teroperation issues. The act of creating
standards requires having agreement
on the common work processes, rules
and data ownership. It also means real-
izing what is not common and treating
that as customization.
Technically, it requires writing que-
ries, which is difficult, and data mapping,
which is also difficult. Staff training will
be required, and productivity may tem-
porarily decrease while the new systems
are put into place. This new business
model also represents a tremendous
change in how we think about and pro-
tect intellectual property.
Captain the ship
FIATECH members are pooling re-
sources, knowledge and experience with
the goal of accelerating the achievement
of interoperability. We hope to make
the journey toward our goal as smooth
as possible for all concerned, and were
working in all parts of the industry to
produce the tools, mechanisms and jus-
tifications for the process.
I believe the day is coming when
O/Os will be ready to demand interoper-
ability, the EPCs will say they can make it
happen and the vendors will be prepared
to provide the necessary tools. As we look
to that day, we can imagine a perfect world
where all project information will be avail-
able to those who need it, when they need
it, where they need it, in the form the need
it and at an affordable price.
Its as if all of us together are captain-
ing a battleship. Its a lot easier to change
direction or correct course once the ship
is in motion, but impossible to do so while
the ship is dead in the water. To make the
vision of interoperability a reality, weve
got to get this ship moving. We can make
adjustments along the way.
Ric Jackson is director of
FIATECH and is based
in Austin, Texas US.
www.fiatech.com

May 2007 Insight 

 Perspective
Tiers of Integration
Taking steps to integrate the enterprise
n By Ewan Botterill
Diagram 1.
I
ntegration and Interoperability (I&I)
are recurring themes for business
improvement. Indeed, research proj-
ects have indicated that benefits
accrued from I&I can yield up to an
8x benefit to that derived from automa-
tion alone.
But many organizations find it diffi-
cult to describe what I&I actually means
to them. This makes it hard for these or-
ganizations to describe to an IT vendor
what they want or for them to under-
stand what the IT vendor is offering.
This is not surprising, since the pre-
dominant engineering IT focus in recent
history has been applied to automation.
Automation can be defined as the opti-
mization of productivity from an applica-
tion by reducing the time it takes to ac-
complish a specific task.
Its also a general truism that I&I
are more about the boundaries between
disciplines and business functions (the
automation tasks), and so the very trans-
ference and management of information
are affected by things that are not direct-
ly functions of I&I themselves, such as:
Ownership (of the information and the
n 
integration task)
Cost
n 
 Insight
n  Timeliness
n  Quality
n Status

Change
n 
n  Milestones
Contracts.
n 
Effectively, I&I are as much concerned
with information management as with
business process automation.
Intergraph identifies five different
forms of integration referred to as tiers to
indicate increasing levels or steps of capa-
bility evolving as suits the business (Dia-
gram 1). While the following solutions are
situation-dependent, the product platform,
tools and architecture deployed support a
wide range and mix of these options. This is
a requirement if they are to address more
than one problem in a given business.
Effectively, an enterprise strategy
needs to embrace several or all of these op-
tions. Selecting a common technology plat-
form, such as Intergraphs SmartPlant En-
terprise, solves the issues of how the tiers
inter-relate or evolve from one to another.
Variety is the spice of life
Its a given today that any two products
Issue 19
can be integrated together using any
one of a wide variety of technologies and
techniques to deliver equally varied levels
of interoperability. Software vendors, as
a cost of doing business, expend signifi-
cant resources to support a wide range of
integration technologies and standards,
both de facto and international, and In-
tergraph is no exception.
It is also important that one should
define the integration in the context of the
work process that is being undertaken to
select the most appropriate technical ap-
proach. Focusing on one methodology to
the exclusion of all others can not only
have a detrimental effect on the bottom
line of the business, but can equally blind
one to the opportunities of the quick win
that could potentially fund the next in-
tegration goal. The remainder of this ar-
ticle will describe some basic integration
concepts in terms of tiers so that these
descriptions can be used in subsequent
business discussions.
Step up
One of Intergraphs goals has been to
establish a framework and methodology
for I&I. There are two primary reasons.
First, hundreds of applications are used
during the life of a process plant. Inte-
grating all of these and managing the
resulting information in a point-to-point
fashion would not only be daunting, but
also would be a costly and never-ending
task. Secondly, process plant data are
highly inter-related and inter-dependent,
and as such, a common language for ex-
change and sharing is clearly advanta-
geous between data-centric applications.
Presentation integration
The simplest tier of integration is presen-
tation integration. Data from multiple
sources are accessible and provided side-
by-side within a single interface, such
as that of a Web portal, e.g. Microsoft
SharePoint Portal or SAP NetWeaver,
though this is not the only technology to
provide this capability.
SmartPlant Explorer is one such
example of presentation integration,
presenting information from the Smart-
Plant Enterprise engineering tools.
SmartPlant Foundation can also be used
in this context. For example, a user could
navigate from data within SmartPlant
Foundation, such as a plant tag, to cor-
responding data in other systems e.g.
to a maintenance procedure in SAP, to
associated records in Documentum, or to
real-time data in OSI-PI and have it all
presented in the same client interface to
promote the decision support process.
Diagram 2.
Data from two source applications
are presented side-by-side within the
same interface (Diagram 2). An action or
selection of data in one system view may
trigger a pre-determined response from
the other system view. To the end-user,
it appears that the data may in fact be
integrated (supplied by one integrated
system), when in reality it is not.
This type of integration is most ben-
eficial to users for whom information
creation is not their primary role, such
as the managerial, clerical and manu-
al workforce. In this illustration, SAP
NetWeaver is providing the portal tech-
nology. The next version of SmartPlant
Foundation will offer generalized portal
capabilities and will supply Web parts
for inclusion in a project portal. As we
will see, this portal technology also pro-
vides vital underpinnings for deploying
composite applets.
Data integration
The second tier, data integration, is pri-
marily about aggregating and consolidat-
ing information from different sources
together into a single common storage
mechanism. Applications provide the
data as exports, either with the content
already mapped to the receiving systems
data model during export, or via an exter-
nal transformation mechanism to then be
loaded into the target system, a process
of Export/Transform/Load (ETL). In this
environment, the applications providing
the data do not care, nor do they need to
know, that the data integration (receiv-
ing) system exists.
A classic example of a data integra-
tion environment is document manage-
ment. Documents, drawings, models, files
and containers of all sorts are brought
together and loaded into a common clas-
sification indexing or librarian system
for storage and retrieval. Intergraphs
solution for document management is
SmartPlant Foundation.
Another more granular form of data
integration is that of the engineering
data warehouse (EDW), also supported
by SmartPlant Foundation. Content
from multiple disparate applications
is brought together and harmonized to
form a single uniform view of the truth.
This more granular data integration also
forms the foundation of the other tiers
of integration. It supports the uni-direc-
tional movement of data between sys-
tems and requires the data to be mapped
to the data model of the target system.
In point-to-point integrations, this is
invariably a direct translation. But when
multiple systems are required to share the
same common data, pressures, tempera-
tures, units of measure, etc., it is more ad-
May 2007
vantageous to translate/map this data to a
common intermediate application, agnostic
and neutral in form, such as Intergraphs
SmartPlant Schema, thereby reducing the
number of transformations required to
support enterprise integration.
SmartPlant Foundation manages
these two different levels of data granular-
ity containers and contents simultaneously:
documents (containers) define the boundary
condition/scope for exchanges and provide
the deliverable record, while the data (con-
tent) is extracted and aggregated together
with that from other exchanges.
Clearly, if data are being brought to-
gether from multiple sources, it is possible
that some duplications exist. If they dont
have information management capabili-
ties, most tools importing data simply
overwrite the existing data. Some may
have revision management capabilities
for this new data, but it is not common.
Therefore, as well as providing a
common language for the exchange, the
information management capability as-
sociated with data integration must also
deal with this duplication consider it
a process of enforcing consistency on a
project correlation, aggregation, con-
solidation, etc.
Additionally, data integration should
also deal with the provenance, status and
security of the data. It is for these reasons
that such capabilities are considered es-
sential for the project data handover ap-
plication of a data warehouse.
The benefits of data integration include
the same benefits as presentation inte-
gration, plus the abilities to:
Aggregate/consolidate the data such
n 
that overlaps are removed, providing a
cleansed, high-integrity exchange/store
of data
Neutralize the data to a common form
n 
for ease of access, such that the source/
originating applications (which could
be many) are not required for the infor-
mation consumer to install, learn or in-
deed pay for and support, and the data
appears as a seamless whole.
Application integration
Application integration extends the data
integration capabilities by adding trans-
portation of the data to the correct loca-
tion for the receiving application, and
then importing it via an application-spe-
cific protocol.
This is different from data inte-
gration, because the data integration
mechanism does not assume that any-
Insight 
 Perspective
thing more than a file parser/loader
capability exists for the receiving system
which results in reduced time and cost
of deployment, but requires that the tool
supports some form of validation (cor-
rectness) of the data.
Many tools today provide sophisti-
cated Application Programmatic Inter-
faces (APIs) or other methodologies for
data acquisition which ensure quality
and integrity of the resulting data. But
they do require more effort to deploy
(Diagram 1). Typically, this route is
chosen if the applications are going
to exchange data bi-directionally, on a
frequent basis, and the user is engaged
in the export and import process. Such
examples include high-value, high-
frequency point-to-point exchanges
for example, between a 3D design tool
and a stress analysis program.
Another key difference is in the scope
of the content being exchanged as repre-
sented by the data overlaps (Diagram 3).
The circles represent the content of data
within three different applications. The
primary goal for data integration is to re-
move the overlaps so that the receiving
system has the total sum of the data or,
in other words, to enforce consistency.
Conversely, the primary goal for ap-
plication integration is to exchange only
the common/shared data between the
Diagram 3.
 Insight
applications. So the goal is to manage
the data overlaps or, in other words,
to manage inconsistency. This latter
aspect of application integration is pro-
vided in the SmartPlant Enterprise via
SmartPlant Foundation and SmartPlant
Adaptors to the tools.
Why are these two methodologies
different or required? To answer that
question, one needs to look at the busi-
ness process being executed. Consider
two examples:
1. The engineering data about an in-
strument have been checked and ap-
proved. The data are pushed to the
procurement system for purchasing.
2. A dialogue is going on between a process
engineer and an instrument engineer
during the definition of an instrument.
In the first example, there is no dialog
it is non-negotiable. In the second,
there is a back-and-forth exchange of
evolving data. It is this negotiation, the
iterative refinement process, which is the
substance of engineering the essence of
SmartPlant Enterprise.
Business process integration
But application integration on its own
takes no account of the business process
involved application integration can be
set up, the user can push the integration
Issue 19
button and data flows from application A
to application B. It can be executed in a
point-to-point fashion. This works fine if
one of the following apply:
There are only two applications involved.
n 
Integration occurs in a small work-
n 
group where interpersonal communica-
tion is good.
Milestones between disciplines can be
n 
aligned for the exchange to occur.
But a business process integration is
normally required when one of the
following occurs:
The user has to interact with the data
n 
externally to their working applica-
tion to decide what to accept or reject.
This would be a negotiated transaction
engineers want to be notified of
change, but may decide not to accept
for many reasons.
The projects extend beyond a workgroup
n 
(enterprise or extended-enterprise).
Milestones between disciplines or part-
n 
ners do not neatly align. For example,
engineering is not a real-time activity.
There has to be some control, distribu-
n 
tion, notification and management of
the integration.
This requires an electronic workflow
execution, involving the actions to notify,
store, deliver, consume and move on.
Therefore, you need to establish
business process integration when you:
Cannot determine or predict the syn-
n 
chronicity of processes, exchanges and
tasks between business functions
Need to control the flow of the data be-
n 
tween these functions and understand
progress
Need to notify and warn of change, but
n 
allow the process to continue unabated.
For this to be successful, not only are
data integration and application integra-
tion required, but you also require:
Modeling and execution of the work-
n 
flow processes between disparate busi-
ness functions
Identifying the timing and scope of the
n 
handover/exchange tasks
Interjecting into the application itself
n 
or providing a notification mechanism
to warn the user of potential change

Diagram 4.
Diagram 5.
n Storing
 the change until the user is ready
to receive and absorb the change (an in-
formation messaging bus for real-time
data exchange is a distinct liability here)
Delivering the change (after apply-
n 
ing data and application integration,
of course).
Optionally, you could enable the user to
choose what to retrieve now, what to re-
trieve at a later date, and what to reject.
This may sound like a lot of effort, but it
is necessary to provide true concurrency
of project execution tasks without the an-
archy of data changing under the feet of
the end-user (a recipe for disaster).
Composite applet
implementation
By this point, we have understood the data
flowing through our business, presented
the data where appropriate, consolidated
the data to remove/manage duplication,
and harmonized language for portabil-
ity. We have also provided mechanisms to
transport the data between applications,
as well as to control the route and timing
May 2007
of distribution. Now we know enough to
go to the next integration tier.
The final tier of integration offers
the ability to create entirely new appli-
cations (or applets) that may or may not
have a data store of their own, and that
utilize the high-quality, high-integrity
data stores that have been integrated to-
gether in the previous tiers.
For example, a SAP NetWeaver por-
tal can host Web parts (iViews) from
Intergraph, Meridium and SAP simulta-
neously all communicating with each
other as part of a role-based applica-
tion (Diagram 4). In this example, a reli-
ability engineer is browsing engineering
data, maintenance data and failure data
simultaneously, querying each applica-
tion as if they were one, and then execut-
ing a new task which is not part of the
three integrated systems, but of the new
composite applet.
Evolutionary change
Some of you may be asking why you
should make all of this effort to segre-
gate out integration techniques, method-
ologies, approaches and implementation
strategies. The answer is simple cost
of ownership. When considering the
methodology for I&I, one should think
beyond the cost of initial development
of the integration to the whole life
cost (Diagram 5).
Theres a lot of theory out in the
industry today. Going from a document-
centric world to a data-centric world
represents a huge jump for many people.
Most of the old ideas dont translate.
We realize that you have a job to do
and cant wait for technology to catch up
with theory, which is why we offer prag-
matic change. That is the benefit of the
SmartPlant Enterprise approach. It is
flexible and offers many ways to inte-
grate data.
Ultimately, where youre going to
be is revolutionary. But you cant put
revolution into a project thats executing.
It just wont happen, due to both cultural
and contractual issues.
So change has to be evolutionary.
Thats why Intergraph offers prag-
matic steps along the way to achieve
this change.
Ewan Botterill is director of global business
development for information management at
Intergraph Process, Power & Marine and is
based in Houston, Texas US.
www.intergraph.com
Insight 
 Technology at Work
Odense Steel Shipyard Group Designs the
Worlds Largest Container Ship with IntelliShip
Shipyard reduces engineering changes by 66 percent
n By Eskil Srensen
I
ntelliShip, Intergraphs next gen-
eration 3D shipbuilding software,
showed its strength at the Odense
Steel Shipyard Group. Intelli-
Ship helped to reduce engineering
changes by 66 percent during con-
struction of the worlds biggest container
ship, the Emma Mrsk.
The longest and largest container ship
on the seas at a breathtaking 397 m and
156,907 DWT, the Emma Mrsk can ac-
commodate approximately 11,000 twenty-
foot equivalent units (TEUs), about 1,400
more containers than any other ship. She
was launched in August 2006, testimony
to the error reduction and resulting time
savings afforded by IntelliShip.
The software proved its capability,
said Jens Viggers, a project manager
who heads IntelliShip implementation
at the Odense Steel Shipyard Groups
Lind shipyard in Denmark.
Quantifiable benefits
Because it is easier for shipbuilding en-
gineers to design ships with IntelliShip,
they can take advantage of faster design
and greater accuracy.
The team also benefits from fewer
errors, because IntelliShip has an in-
ner logic, and is built up around a set
of rules decided upon by the individual
shipyard. Odenses number of engineer-
ing changes was reduced by two-thirds,
which is very important, because elimi-
nating errors prior to production can
tremendously reduce costs.
IntelliShip history
Four of the largest, most world-re-
nowned shipbuilding yards joined forces
10 years ago to create a new, intelligent
solution for shipbuilding design. Odense
Steel Shipyard Group, Samsung Heavy
Industries (Korea), Newport News Ship-
building (US) and Hitachi Zosen, which
later changed its name to Universal
10 Insight
Shipbuilding (Japan), chose Intergraph ager and head of development at Odense
to address their common challenge. Steel Shipyard Group.
The shipyards asked Intergraph to Intergraph developed IntelliShip
develop a solution to reduce the amount with the help of the shipyards continu-
of drawing time by 30 percent. By auto- ously providing input to create a solu-
mating routine tasks, shipbuilding engi- tion that met their real-world needs.
neers and construction designers would Where time and knowledge are con-
be able to focus their energy on develop- cerned, we have made significant contri-
ing better shipbuilding designs. butions to the product, said Andersen.
If a reasonable
He worked for 10 years to make
IntelliShip a reality at Lind, which
earned him the nickname Mr. Intelli-
Ship at the shipyard. He is still chair-
solution is found
person of the association formed by the
four shipbuilding yards.
Today, IntelliShip is regarded
for constructing at Odense as the most powerful
and advanced shipbuilding design
a certain part, software in the world. To my
knowledge, there are no compa-
rable CAD programs with the same
then IntelliShip amount of built-in intelligence,
said Andersen.
ensures that Design rules
the solution is The setup of rules to determine design
details is unique to this software.
implemented If a reasonable solution is found for
constructing a certain part, then Intelli-
Ship ensures that the solution is imple-
throughout the mented throughout the vessel. That is
what makes the software very, very at-
vessel. That is tractive, said Andersen.
It also enables a very rational ap-
what makes the proach. For example, if we change the
thickness of a unit of deck plating, then all
of the interior dimensions are changed ac-
software very, cordingly, said Viggers. There is no need
to go and change all of the dimensions
very attractive. manually. IntelliShip ensures that the
components fit in a topological manner.
We can also inform IntelliShip
that a certain tank should contain wa-
Mr. IntelliShip ter, and then the software knows how to
equip the tank and which paint should
Intergraph devoted more than 1,000
be used. That information is part of the
software development man-years to de-
properties for tanks, he said.
velop the software, said Torben Ander-
sen, an engineer who is a former man-
Issue 19
 About Odense-Lind Steel Shipyard

Odense Steel Shipyard Ltd., part of the A.P. Mller-Mrsk Group, operates the Odense-Lind shipyard, the largest single
unit in the Odense Steel Shipyard Groups global operations. The yard is known for designing and building vessels that
expand the envelope within their particular category or class.
Because of the ways of working developed here, the company has become widely recognized as an influential voice in the
shipbuilding community, and is the driving force behind the management, design and technology activities of the entire group.
From the beginning, the yard was situated in Odense at Odense Canal, and had a capacity of vessels up to 40,000 tonnes
deadweight. In 1959, a larger shipyard was built with a maximum capacity of vessels of up to 200,000 tonnes deadweight.
However, as time passed, a much larger drydock was needed to accommodate supertankers. In 1969, maximum capacity
was increased to 650,000 tonnes deadweight.

About Emma Mrsk

Emma Mrsk is a container ship owned by the A.P. Mller-Mrsk Group. The ship was built at the Lind Yard in Denmark.
She was named in a ceremony on August 12, 2006. The ship is named after Emma Mrsk, Mrsk Mc-Kinney Mllers late wife.
The ship made headlines last December when she was dubbed SS Santa because she was bound for the United Kingdom
from China loaded with holiday merchandise. Emma Mrsks regular round trip involves Ningbo, Xiamen, Hong Kong
(westbound), Yantian (westbound), Tanjung Pelepas (westbound), Algeciras (westbound), Rotterdam, Bremerhaven,
Algeciras (eastbound), Tanjung Pelepas (eastbound), Yantian (eastbound), Hong Kong (eastbound) and Ningbo.
The Emma Mrsk has several features to protect the environment. The exhaust is recycled, mixed with fresh air, back
into the engine for re-use. This not only increases efficiency by as much as 12 percent, but also reduces engine emissions.
Instead of biocides, used by much of the industry to keep barnacles off of the hull, a special silicon-based paint is used.
This increases the ships efficiency by decreasing drag while also protecting the ocean from biocides that may leak into the
ocean. The silicon paint covering the part of the hull below the waterline is credited for lowering the water drag enough
to save 1,200 tonnes of fuel annually.

Construction
Changes can also be made according to
the construction method. For example, if
the user chooses to construct one block
upside-down or right-side-up, the soft-
ware can then change the production
information to fit the new position,
such as changing the weld side, which
eliminates the need to go back to the
drawing board.
IntelliShip can also adapt the con-
struction of the ship to one of the Odense
Steel Shipyard Groups other shipbuild-
ing yards. For example, the Stralsund
shipbuilding yard in Germany uses dif-
ferent tools, so individual parts of the
construction can be carried out accord-
ing to other construction methods.
Single database
Older design software packages are not
capable of handling the same amount
of data and cant deliver the same de-
gree of real-time capabilities as Intel-
liShip. For example, 60 construction
designers were working concurrently
on IntelliShip with the design of
Emma Mrsk.
It would not have been possible to
work as fast with the old software, said
Jrgen Haastrup, who is on the team of
engineers working with IntelliShip de-
velopment and adaptation at Odense.
With Hicadec, the software Odense
previously used, the data would have
been spread across 60 different databas-
es. IntelliShip has just one large data-
base, which speeds the design process.
A good investment
Odense construction designers are con-
fident that their original goal to reduce
drawing time by 30 percent will be
reached. Andersen is convinced that In-
telliShip will prove to be a good invest-
ment for Odense Steel Shipyard Group.
Our return on investment will
be paid back in full, just by consider-
ing the reduced amount of errors,
said Andersen. The Emma Mrsk range
is a technical success and a fantastic
result, which is ahead of the other ship-
building yards.
If anything can ensure the exis-
tence of Odense Steel Shipyard Group
in the future, then it is the ability to
launch products which are significantly
better than what already exists in the
marketplace, said Andersen. I am cer-
tain that Odense Steel Shipyard Group
can produce such products with contri-
butions from IntelliShip.
Eskil Srensen is an Insight contributing
editor based in Denmark.
www.oss.dk

May 2007 Insight 11

 Events and Announcements

Intergraph 2007 Encourages Users to

Realize Their Vision
n By Jana Miller

R
ight now, the halls of the Gay-
lord Opryland Resort are bus-
tling with Intergraph 2007
customers, staff and activities.
At this exciting event, our cus-
tomers are finding everything they want
to know about their industry and Inter-
graph under one roof.
Our customers are busy shaping their
vision for the future and planning their
journey to get there before the competition
does. Intergraph 2007 is helping them re-
fine their companys strategy for success.
At Intergraph 2007, attendees are:

12 Insight Issue 19
 Gaining a perspective on what is
n 
happening globally
Learning about new industry trends
n 
Discovering how Intergraphs Smart-
n 
Plant Enterprise can help bring their
vision into reality.
Opening day a rousing success
The program for Intergraph 2007 opens
on Tuesday morning, May 22, with the
Intergraph keynote address given by
Halsey Wise, president and CEO of In-
tergraph, and Reid French, executive
vice president and chief operating of-
ficer of Intergraph. This session high-
lights Intergraphs strategy, direction
and continued commitment to providing
value to Intergraph customers now and
into the future.
Neil Armstrong gives
featured keynote
Conference attendees are inspired by
Neil Armstrong, a 20th century icon and
the first man on the moon, as the fea-
tured keynote speaker for Intergraph
2007. As spacecraft commander for
NASAs Apollo 11 mission, Neil Arm-
strong enabled the world to realize its
vision, successfully landing man on the
moon. His first step onto the moons
surface and quote that followed, Thats
one small step for (a) man, one giant
leap for mankind, would forever change
history, and still serves as a symbol
for those who dare to dream of what
is possible.
Armstrong brings unique insight
into surmounting economic and opera-
tional challenges driving an organiza-
tion to realize its vision. Drawing upon
his wide range of engineering, military,
aeronautical and academic experience,
Armstrong explores the emerging tech-
nology and trends impacting Inter-
graphs markets and customers around
the world. He illustrates how leadership
and creative strategy enable organi-
zations to adapt and excel in times of
change, and how a well-defined vision
can become a tangible reality.
Industry leaders
share viewpoints
The Intergraph Process, Power & Ma-
rine Management Roundtable Discus-
sion led by Gerhard Sallinger, president
of Intergraph Process, Power & Marine,
features a panel of top executives in-
cluding Maurice Tayeh of Technip and
Jim Early from Washington Group In-
ternational, with Ric Jackson of FIA-
TECH moderating.
The Wednesday morning session
Global Leaders Collaborate on Interop-
erability Problems for Owner-Operators
features a panel of industry leaders
from ABB, CSC, Meridium, SAP and In-
tergraph. They are discussing current
market trends and the growing demand
for commodities, energy and chemical
materials. Sid Snitkin, Ph.D., vice-presi-
dent and general manager of Enterprise
Services at ARC Advisory Group, is serv-
ing as facilitator.
Discover new approaches
Intergraph 2007 conference attendees
are finding answers to their questions,
discovering new ideas and strategies,
and seeing how others are using In-
tergraph solutions to streamline their
workflows. They are taking advantage
of the many sessions and workshops
being offered in the conferences three-
day program. Attendees are learning
directly from Intergraph professionals
and taking those skills with them back
to the office.
This program focuses on how In-
tergraphs technology and engineering
solutions are being applied from an in-
ternational user, partner and Intergraph
The Intergraph 2007 TechExpo is show-
perspective and from the straightfor-
ward to the more complex.
Take the next step in
engineering tasks
Attendees are learning how their peers
are implementing the newest 3D mod-
eling innovation, SmartPlant 3D, with
specific status updates. Product strat-
egy updates are being given, with user
feedback encouraged.
During Intergraph 2007, clients are:
n Seeing
 first-hand how Intergraphs
SmartPlant Enterprise technology
builds bridges between different func-
tions and departments
n  Discovering the optimal balance be-
tween work process requirements,
technology options and change man-
agement needs
Learning how Intergraph helps its cli-
n 
ents and partners to successfully align
business drivers, work processes and
technology needs.
May 2007
Improve your business with
innovative solutions
Organizations can succeed in a competi-
tive environment by taking advantage of
project optimization. Intergraph makes
a real difference by generating more
value from clients engineering dollars.
Intergraph can help users dramatically
improve their business:
EPCs Complete projects more quick-
n 
ly and take advantage of their data to
design and build more efficiently with
innovative solutions
O/Os Improve return on assets and
n 
ensure operational-critical processes
to operate their plants more profitably
and reliably.
Attendees are learning how SmartPlant
Enterprise solutions can grow their
profits by increasing productivity in ev-
ery phase of the plant life cycle. They
are discussing the high-level benefits of
SmartPlant Engineering products how
they offer more than significant produc-
tivity gains, but also data quality and
consistency across their organizations
engineering tasks, which could result in
substantial manpower and cost savings.
TechExpo showcases
Intergraph solutions
casing and demonstrating products,
projects, services and solutions from
Intergraph and its international part-
ners for the process, power, shipbuilding
and offshore industries. Attendees have
plenty of time to view solution demon-
strations, talk with Intergraph experts
and meet with vendors.
Golden Valve Award Winners
Some of our customers most talented
designers are being recognized for their
achievements in the 2007 Golden Valve
Awards Competition. This years win-
ners are being announced for their win-
ning entries in the following categories:
Working Views, Visually Complex, Ren-
dering and Ray Traces, and Animation.
Winners were chosen based on most in-
novative and well-executed uses of soft-
ware supported by Intergraph Process,
Power & Marine.
Jana Miller is editorial director
of Insight.
www.intergraph2007.com
Insight 13
 Events and Announcements

Asia-Pacific P2C2s Draw More than 1,000

Engineering Executives
n By Alex Crane

In 2006, more than 1,000 Intergraph n  Pattaya, Thailand July 26-27 ICCAS 2007 International
PP&M customers attended Intergraphs n Seoul,
 Korea September 13-14 Conference on Computer
Asia-Pacific P2C2 user conferences in: Applications in Shipbuilding
n  Perth, Australia September 18-19. Portsmouth, UK
n  Yokohama, Japan
September 18-20
n Sanya,
 China www.iccas-conferences.com
Upcoming events
n  Pattaya, Thailand Nor-Shipping 2007 NEVA 2007 International
n  Perth, Australia Oslo, Norway Shipbuilding, Shipping, Ports &
June 12-15 Offshore Energy Conference
n Seoul,
 Korea.
www.messe.no St. Petersburg, Russia
The Asia-Pacific conferences were Electricity Engineers Association September 24-27
attended by both senior managers and Conference 2007 www.setcorp.ru
engineers from engineering and con- Auckland, New Zealand IUGI Italian Intergraph User
struction firms, and plant owner/opera- June 15-16 Group Meeting
tors and supply chain vendors who use a www.eea.co.nz Italy
variety of Intergraphs SmartPlant En-
International Conference on October 25-26
terprise software solutions.
Knowledge Management in www.iugi.it
The region has a dynamic and grow-
ing customer base in the process, power Nuclear Facilities Ship Repair & Conversion
and marine industries. There is a signifi- Vienna, Austria Conference
cant amount of new capital investment in June 18-21 London, UK
Asia-Pacific, and we are committed to sup- www.iaea.org October 10-11
port our growing user base and connect European Power Generation www.shiprepairex.com
them with each other, said Tom Doran, Strategy Conference World Energy Congress
senior vice president for Intergraph Pro- Monaco Rome, Italy
cess, Power & Marine, Asia Pacific. We June 19-22 November 11-15
were very pleased at the strong turnout www.wbr.co.uk www.rome2007.it
for the conferences and look forward to
the 2007 P2C2s later this year. ANIMP IT Section Conference
National Association of
The Asia-Pacific 2007 P2C2 conferences Industrial Systems Alex Crane is a contributing editor
are scheduled for the following dates: Italy for Insight and is based in
September Melbourne, Australia.
n  Yokohama, Japan June 28-29
www.animp.it
n  Dalian, China July 2-4 www.intergraph.com/events

14 Insight Issue 19
 Take Advantage of Intergraphs
Marine Enterprise.
Gain project, schedule and cost benefits
through your complete life cycle
Choose a solution that supports concept
design through operations. Intergraph offers
best-in-class, standalone applications for
materials management and project controls;
3D modeling and visualization; and infor-
mation management. Take advantage of
integrating these applications to gain even
greater benefits.

Optimize and streamline your workflows

Reach project completions more quickly and
more accurately at less cost. The seamless
integration between Intergraphs software
solutions helps you achieve data integrity
while improving work processes. Take advan-
tage of the newest technology in 30 years,
built in response to the needs of end users
like you.

Share your data with project stakeholders

Benefit from clear, concise and complete
data that you can communicate to managers,
vendors, suppliers and operators as part of an
integrated value system. Enhance data sharing
of the physical interface and promote change
management between contractors, especially
between hull and topsides contractors. Take
advantage of our integrated data model and
materials optimization to build bigger, better
offshore facilities more quickly and easily than
ever before.

The New Wave in Offshore Design,

Construction & Operation

For more information, please visit

www.intergraph.com/promo/insight
or call 1-800-260-0246 or 1-256-730-3040.

Intergraph, the Intergraph logo, and IntelliShip are registered

trademarks of Intergraph Corporation. 2007 Intergraph
Corporation, Huntsville, AL 35824.
 Great Minds Through Time
A Tradition of Excellence
PM Group grows to become leading biopharma A&E firm
n By Ken Kenny and Colum Lynch
P
M Group delivers services
in project and construction
management, architectural
and engineering design and a
range of technical and consult-
ing services. Headquartered
in Ireland, PM Groups success has been
driven both by the companys expertise
in handling large-scale, fast-track capital
projects ranging from technologically
sophisticated biopharmaceutical plants
to large infrastructural ventures and by
1973 Company founded 1976 PM supports Marathon Petroleum natural gas field
in Ireland
1975
16 Insight
the development of a series of global alli-
ances that complement and build on the
companys proven strengths.
Founding principles
PM was founded in 1973 in Dublin, Ire-
land. Since then, the company has grown
steadily with its blue-chip client base.
Multinational clients make up a
large proportion of PMs business. Having
worked with these companies in Ireland,
PM has increasingly gone on to work with
1980
Issue 19
them on projects in other countries. This
demonstrates both the internationaliza-
tion of the A&E services sector, and the
value of building strong working relation-
ships involving an in-depth understand-
ing of the clients business and needs.
Moving abroad with its clients has been
an essential element in PMs internation-
al expansion.
Within the past five years, the com-
pany has brought its capabilities across
Europe and further afield to Asia. In ad-
dition to its bases in Dublin and Cork,
1985 1990
 PMs client list includes:
n  Abbott n  Elan n  Intel n  Pfizer n  Xerox.
n Amgen
 n Genzyme n
n Boston
 Scientific n GlaxoSmithKline n
Dell IBM
n n
PM now has significant multi-discipline
offices in the UK and Poland.
Natural gas
The company has been involved in the oil
and gas industry since its early days. One
of PMs first projects was to support Mar-
athon Petroleum when it discovered the
first commercially viable deposits of natu-
ral gas off Irelands southern coast. Since
then, PM has provided a range of services
to Marathon. PM is currently working for
Shell on a new gas handling terminal on
Irelands western coast.
Building a biopharma foundation
Headquartered at the heart of Europes
biopharma industry, PM has developed
extensive experience in stringent FDA
and EU-regulated environments. Among
the large number of pharmaceutical com-
panies to establish significant operations
in Ireland was Pfizer, which was the first
major manufacturing company to locate
in Cork in the early 1970s. Its original
facility comprised an organic synthesis
plant (OSP), with three more added later.
It was on the last of these projects that
PM first used Intergraph PDS software.
Because of the complexity of Active Phar-
maceutical Ingredients (API) plants, the
software helped to reduce rework on-site
and assisted with multi-discipline design
coordination.
Making alliances
In 2003, PM formed an alliance with
Clark, Richardson, Biskup (CRB), an en-
gineering leader in the US biopharma sec-
tor. CRB specializes in the front-end de-
sign of biotechnology manufacturing and
R&D facilities. With combined resources
1995 Pat McGrath named 1998 Company first uses
Group Managing Director Intergraph software for Pfizer
OSP4 project
1995
Johnson
 & Johnson n
Merck
 n
n Novartis
 n
of 1,800 people, the PM-CRB alliance has
gone on to deliver large-scale biopharma-
ceutical projects in Europe, and is now
among the market leaders in global bio-
pharma engineering.
Meanwhile, in Asia, PM Group and
M&W Zander have recently formed a
strategic alliance to deliver a full range
of project management, A&E and con-
tracting services. This new alliance, head-
quartered in Singapore, will integrate
PMs world-class process capabilities with
M&W Zanders proven capability in the
design and construction of high-tech Good
Manufacturing Practices (GMP) biophar-
ma facilities throughout the region.
Janssens API facility
In 2003, PM supported Janssen, a fully
owned subsidiary of Johnson & Johnson,
in the development of a bulk sterile API
manufacturing facility at its site in Cork.
This project is an example of how PM de-
veloped its 3D capability incorporating
additional 3D packages to allow the ex-
ecution of highly complex, sterile design
for all architectural, civil/structural and
process disciplines. This project was exe-
cuted using best of breed 3D design tools
from Intergraph (FrameWorks Plus,
Raceways, Piping Design) and other 3D
design packages (for HVAC and architec-
tural design). An additional complicating
factor was the integration of 3D design
from subcontractors for areas such as
clean rooms. All of these were integrated
into a single overall 3D model.
Global worksharing for Centocor
and Genzyme
Centocor, a subsidiary of Johnson & John-
son, is developing a new state-of-the-art
biomedicines manufacturing facility in
2003 PM forms 2005 Centocor project
alliance with CRB uses global worksharing
(intelligent P&IDs)
2000 2005
May 2007
Procter
 & Gamble
Shell

Wyeth
Cork. Acting as an A/E consultant, PM
and alliance partner CRB completed the
basis of design in Philadelphia, prior to
transferring the project to Cork for com-
pletion of detailed design. In this project,
PM introduced the use of SmartPlant In-
strumentation and specifically the DDP
module.
In 2006, PM used worksharing be-
tween Ireland and Belgium to design
a major biopharma expansion in Geel,
Belgium for Genzyme Flanders NV, a
subsidiary of US biotechnology company
Genzyme. PM is also managing the con-
struction of this facility, which will pro-
duce treatments for leukemia and muscle
disorders. Meanwhile in Waterford, Ire-
land, the company is working on another
large expansion project for Genzyme.
PM is currently implementing Smart-
Plant 3D and the SmartPlant Enterprise
family to achieve even greater project pro-
ductivity and success.
Award-winning team
With 1,600 employees, PM Group was
recently recognized as one of Irelands
leading employers in the 2007 Best Com-
panies to Work For awards. Seventy-five
percent of the company is owned by senior
management and more than 350 em-
ployees participate in ownership through
employee shares. PM looks forward to a
promising future.
Ken Kenny is a senior project manager at
PM Group. Colum Lynch is an engineer-
ing systems coordinator at PM Group.
Both are based in Cork, Ireland.
www.pmg.ie
2006 Company performs 2007 PM named one of
project for Genzyme Belgium the Best Companies to
using PDS Work For in Ireland
2007
Insight 17
 Industry Newsbytes
News
INDUSTRY
bytes
Grenland Group Selects
SmartPlant Enterprise
Grenland Group ASA has selected Inter-
graphs SmartPlant Enterprise suite of
plant design and information management
solutions. Norway-based Grenland Group
provides engineering, procurement and
construction services to offshore marine
oil operators and shipyards, specializing
in drill ship, floating production, storage
and offloading, and process plant design
and construction.
SmartPlant Enterprise will be de-
ployed enterprise-wide, across Grenland
Group locations in Norway, the United
States, and Malaysia. The applications
will be employed in the execution of a
range of oil and gas projects, for both
onshore and offshore operations. As a
result, Grenland Group will be empowered
to execute projects more quickly and
with improved data quality.
After careful evaluation, we
concluded that the integrated
SmartPlant Enterprise suite is un-
matched by any other offering in
the industry, said Bjrn C. Anker, exec-
utive vice president of Grenland Technol-
ogy AS. Grenland Group is going through
a rapid growth and we have a continued
focus on improving our inter-discipline
work processes. The tools we are now li-
censing from Intergraph will help us and
our clients reach our targets for reducing
project execution time and ultimately total
installed cost.
Grenland Group has worked with
Intergraph for several years, and we are
pleased that the organization has chosen
to take the next step with SmartPlant En-
terprise, stated Phillippe Marceau, execu-
tive vice president of Intergraph Process,
Power & Marine EMEA.
www.grenlandgroup.com
18 Insight
Hatch Ltd. Adopts SmartPlant
Materials
Hatch Ltd., a global provider of consult-
ing and technology services in the energy,
mining and metals, and infrastructure
industries, will standardize on Inter-
graphs SmartPlant Materials, powered
by MARIAN. As Hatch realizes growth
in its global engagements, SmartPlant
Materials will provide an integrated
materials management for its engineer-
ing, procurement, construction activities
within the organizations overall project
delivery suite. This will empower Hatch
to drive internal global standardiza-
tion initiatives and enhance the link
between its highly dynamic 3D design
environment and the purchasing and
logistics operations.
Hatch is increasingly becoming in-
volved in projects that are international
in scope, and we are confident that
Intergraphs technology will meet
our needs and help us support our
clients on a global level, said Daryl
Ofstie, global practice director, Hatch
Ltd. Intergraph has been a key resource
for our operations in Australia for more
than a decade. Because of our positive
experiences with SmartPlant Materials
in Perth, we will commence the global de-
ployment of the solution within our Aus-
tralian offices, rolling it out to our other
global locations thereafter.
Intergraphs SmartPlant Materi-
als is the trusted solution for optimizing
management and control of materials
management and controls on process,
power and maritime projects, stated Pat-
rick Holcomb, executive vice president
of Intergraph Process, Power & Marine.
By leveraging this materials manage-
ment technology, Hatch can look forward
to increasing productivity through stan-
dardization, saving time and money, and
reducing risk across the organization.
SmartPlant Materials, as part of
Intergraphs SmartPlant Enterprise, is
a scaleable, Web-enabled offering that
lowers total project and installed costs,
drives standardization, mitigates risk,
facilitates global project worksharing,
and enables data re-use throughout the
plant life cycle.
www.hatch.ca
Issue 19
ABB Joins Intergraph SmartPlant
Alliance Program
ABB Inc., a leader in power and automa-
tion technologies, has joined the Inter-
graph SmartPlant Enterprise Alliance
Program. The alliance extends integra-
tion capabilities from initial control sys-
tem design to plant handover for EPCs
and O/Os using ABBs IndustrialIT Ex-
tended Automation System 800xA and
SmartPlant Enterprise suite, assuring
ongoing support for the life cycles of their
plants and assets.
The enhanced relationship will
bring integration benefits for users of the
Industrial IT enabled Intergraph Smart-
Plant Enterprise suite and ABB System
800xA including: initial configuration of
the control system; updates to the control
system during design changes; documen-
tation of control system configuration;
consistent as-built documentation dur-
ing plant handover; and improved deci-
sion making during critical maintenance
and operations events.
The increased integration of
two of the industrys most widely
used systems resulting from this al-
liance will provide even more ways
to improve overall engineering effi-
ciency and productivity for our cus-
tomers, said ABB Group Vice President
Mark Taft. This alliance exemplifies
ABBs ongoing strategy to complement
System 800xA through the integration
of best-in-class products and capabilities
to reduce life cycle costs of our custom-
ers automation investments and provide
them with the tools and technologies they
need to get the most value out of that in-
vestment.
ABB is the largest distributed con-
trol system supplier to join the Smart-
Plant Alliance Program, said Patrick
Holcomb, executive vice president, In-
tergraph Process, Power & Marine. The
addition of ABB to the Alliance Program
underscores the widespread acceptance
of SmartPlant Enterprise and its open,
integrated platform to extend value
across the engineering enterprise.
www.abb.com
COSCO Shipyard Group Selects
Marine Enterprise
COSCO Shipyard Group, a joint venture
comprising five shipyards operated by
China Ocean Shipping Company (COS-
CO) and Singapores SembCorp Marine,
will deploy the integrated Intergraph
Marine Enterprise portfolio.
COSCO Shipyard Group is initially
using the IntelliShip solution for outfit-
ting a Floating Storage & Offloading
(FSO) vessel. This offshore engineering
project is the first of its type to be built
at the companys Zhoushan Shipyard.
IntelliShip is a next generation, data-cen-
tric, rule-driven solution for streamlining
shipbuilding design processes while pre-
serving existing data and making it more
usable/re-usable. The foundation of In-
tergraph Marine Enterprise, IntelliShip
enables optimized design, increases pro-
ductivity and shortens project schedules.
Zhu Qingshuang, general manager,
Offshore Engineering Headquarters/Tech-
nical Center, COSCO Shipyard Group
said, After just two weeks of outfit-
ting training we were impressed
with the capabilities of the Inter-
graph Marine Enterprise and began
to move forward with deployment
of IntelliShip. Intergraph technologies
meet COSCO Shipyard Groups require-
ments for an enterprise solution for both
shipbuilding and offshore.
The partnership between COSCO
Shipyard Group and Intergraph will be
instrumental in strengthening our pro-
ductivity and competitiveness, added
Zheng He, manager, Strategic Depart-
ment, COSCO Shipyard Group.
Our Marine Enterprise solution was
developed to address the specific needs
and requirements of the marine indus-
try, added Gerhard Sallinger, president,
Process, Power & Marine, Intergraph
Corporation. IntelliShip is revolutioniz-
ing the way ships are engineered, and we
are looking forward to empowering the
success of COSCO Shipyard Group.
COSCO Shipyard Group consists
of five main subsidiary shipyards and
other relative memberships, which are
strategically located in Dalian, Nantong,
Zhoushan, Guangzhou and Shanghai.
www.cosco-shipyard.com
Intergraph Powers Eskom
with SmartPlant Enterprise
Do you
Eskom Holdings Ltd. has selected Smart-
Plant Enterprise as the core software
suite to support its development of new
power plant facilities. Working with In-
have a
tergraph Systems South Africa, Eskom
is implementing SmartPlant, including
SmartPlant 3D, to facilitate the building
of new electricity capacity to meet the in-
story to
creasing demands on South Africas na-
tional power grid.
With more than 3.3 million custom-
ers, Eskom generates, transmits and dis-
tributes electricity to industrial, mining,
commercial, agricultural, redistributors
and residential customers; it also manages
the purchase and sale of electricity to and
tell?
from the Southern African Development
Community Countries. SmartPlant En-
terprise will provide Eskom with a com-
We want to hear it!
prehensive, customized offering, including
tools for plant engineering, electrical, pip-
ing and instrumentation diagramming. Share your best practices for suc-
SmartPlant will enable Eskom to respond cess, discuss your ideas on industry
quickly to demand, efficiently supplying trends, and gain recognition for you
power to its growing consumer base.
and your company.
Intergraphs SmartPlant solu-
tion, particularly SmartPlant 3D, will Insight readers from around the
allow us to increase our productivity
through greater efficiencies among world will learn about your success
our internal and external engineer- and how they can improve their
ing teams, commented Clive le Roux, own workflows.
General Manager Engineering, Eskom En-
terprises Division. As our engineering or-
ganization is more nimble, we may rapidly Think you have a good story to tell?
move to build South Africas powerbase Here are some questions to help you
for suitable growth and development. get started:
Eskom will benefit from access to
What project has been your
n 
high quality and consistent engineering
data, stated Gerhard Sallinger, president biggest success with SmartPlant
of Intergraph Process, Power & Marine. Enterprise solutions?
Eskom is one of the first African utili- What productivity gains, benefits
n 
ties to adopt Intergraphs world-class ca-
pabilities and solutions, and it is counted and return on investment have you
among the leading global organizations experienced?
that have adopted our technology. We are
pleased SmartPlant Enterprise was se-
To submit an idea for an article in a
lected as the standard solution facilitating
the building of new capacity for Eskom. future issue of Insight, please e-mail
Eskom has embarked on a massive insight@intergraph.com.
five-year rolling capacity expansion pro-
gram to meet an increase in demand and
to confront the challenges of an aging
transmission and generation system.
nsight
www.eskom.co.za
A publication of Intergraph Process, Power & Marine
May 2007 Insight 19
 Industry Outlook

Work Process
Interoperability
n By Joe Morray

A
s Ric Jackson mentioned in
his article, the NIST study
released a few years ago doc-
umented the cost associated
with a lack of interoperability
in the engineering-construction indus-
tries at more than US$15 billion annu-
ally. The follow-up studies by FIATECH
brought a broad understanding of the
technical dimensions of interoperability
and the potential costs and benefits of
various solution strategies.
There is yet another issue which we
need to consider in this area. The ability
to define workflows (the way work gets
done) to make use of the cross-functional
information flows is very important. Our
experience has shown that unless the of steps to deliver the information to a the value that can be delivered or re-
business processes drive an individual set of targeted systems in a plant (main- ceived from another group or company.
to access and deliver information across tenance, control systems, warehousing, n Are simple The simpler the process,

functions, the value of technical interop-
erability will be significantly reduced.
Using a sports analogy, I have come
to think of workflows as the playbook.
If workflows are not defined, all of the
talent that has been assembled will not
work together. Essentially, the processes
need to be documented to define the in-
formation needs for delivery and receipt
to each department, business area or
even company.
Some examples in which cross-busi-
ness flows are important include:
n Information
 exchanges between
disciplines that use specialized
modeling or computational appli-
cations This also applies to work-
flows which require upstream informa-
tion, or the delivery of information to
downstream activities.
n Work
 processes that use the same
information, but for different busi-
ness applications These include the
sharing of information between finance,
procurement, engineering, project man-
agement, etc.
n Collaboration between home office
etc.). Generally, the workflows today
stop at the door to the home office.
n Vendor/subcontractor
 information
delivery processes These processes
are focused on delivery to a client/prime.
How often do we create turn-over
packages by dumbing down the infor-
mation? I suggest that this frequently
happens because we do not have the
insight, or perceived value, of a linked
cross-company information delivery.
This brings up an interesting question.
On which work processes should a com-
pany initially focus to achieve the benefits
of interoperability? Beyond the obvious, a
number of factors can be used to target
those interoperability workflows which:
n Are invoked often Clearly, value is
directly related to the number of times
the business process is used.
n Hold responsibility for distribut-
ing or receiving information that
may change often The ability to
codify the delivery of fresh information
is a key aspect to many processes and
their value.
the better. Find those workflows that
create interoperability value on a re-
peatable basis, without requiring a com-
plex set of steps to achieve it. As one of
my college professors used to say, if you
cant make it simple, you probably dont
understand it well enough!
Interoperability requires technology, busi-
ness processes and people (the Trinity for
Innovation) to succeed. Lets make sure
we keep our eyes on the business process-
es and people as we move forward with
an ever-expanding technology palette.
Joe Morray is presi-
dent of Trinity Tech-
nologies Corp., a
process and power
industries consult-
ing firm that helps
O/Os and EPC firms
succeed in the use of
information systems.
The company specializes in driving
companies to align work processes,

n Normally
technology, and organizational change
and plants The information being cre-  dont work together on a
requirements for the plant environment.
ated is of value, but possibly in a differ- day-to-day basis, but require each
ent form. Consider what could happen if others information In these situa-
www.trinitytechnologies.com
every business process had a defined set tions, we may not intuitively understand

20 Insight Issue 19
 SmartPlant 3D is todays new
standard in plant design.
If youre trying to find creative ways to do
more projects with your existing personnel,
its time you checked out the new Intergraph
SmartPlant 3D.

The first new plant design technology

in 20 years, SmartPlant 3D dramatically
surpasses outdated plant design
software, providing a more productive solution
to design plants. See how your organization
can achieve 20 to 35 percent productivity
time savings and improve the quality of your
deliverables when you compare SmartPlant 3D
with other plant design software.

And as part of the integrated SmartPlant

Enterprise, information created in
SmartPlant 3D is leveraged throughout
the project to improve the productivity
of other disciplines.

Todays new standard in plant design

SmartPlant 3D.

Interested in learning more? Download

our SmartPlant 3D Productivity White
Paper at www.smartplant.com/productivity
or call 1-800-260-0246.

Out with the old

in with the new.

2006 Intergraph Corporation. Intergraph and SmartPlant are registered

trademarks of Intergraph Corporation.
For more information about Intergraph
Process, Power & Marine, call:
Americas
U.S. 1-800-260-0246
Canada 1-800-661-8134
Venezuela 58-212-959-5344
Mexico 52-55-5525-5594
Asia-Pacific 61-2-9929-2888
Europe
Central 49-89-96106-0
Eastern 48-22-495-88-20
Northern 47-66-98-58-58
Southern 33-1-45-60-31-71
Western & Africa 44-1793-492500
Middle East 971-4-3367555
Other areas 1-256-730-3707

Or contact your local Intergraph representative.

www.intergraph.com

PPM088A0