|Publisher||Society of Petroleum Engineers||Language||English|
|Content Type||Conference Paper|
|Title||The Planning and Control of Offshore Hook-up and Commissioning|
European Petroleum Conference , 25-28 October 1982, London, United Kingdom
|Copyright||Copyright 1982, European Petroleum Conference|
Claridge, John PA Management Consultants Ltd.
Hook-up and commissioning is a critical phase in the successful development of an phase in the successful development of an offshore oil production problems of carrying out major works at a remote offshore location make good planning and control very difficult to achieve. This paper describes a general approach to planning and control which is aimed at overcoming these problems. How best to set up the organization and management is considered, a planning method is outlined, and the major factors which influence the control of cost and schedule are discussed.
The development of a typical offshore oil production platform has several distinct phases: conceptual design, detailed design, phases: conceptual design, detailed design, fabrication, installation, and the hook-up and commissioning of the topside facilities. Hook-up and commissioning begins immediately the facilities modules have been installed on the support structure, and ends when the working platform is transferred from the project team to the operating team. project team to the operating team. The volume of hook-up and commissioning work is influenced by decisions taken during the earlier project phases. For instance, the conceptual design decisions which determine the choice of platform type; steel jacket; will have a major impact on the amount of offshore work. Although a principal aim of project management is to minimise the extent of the offshore work because of its high cost, hook-up and commissioning has, nevertheless, often formed a significant part of the whole project. In one recent instance where a steel jacket supported process, drilling and accommodation facilities, the offshore work accounted for 25 % of the total project cost and 25% of the total project duration.
As well as being a major sub-project in terms of cost and time, the offshore phase has additional significance because, firstly, it is the "final hurdle" before obtaining a return on the total capital investment and, secondly, it is the most publicly visible and newsworthy part of the development. Consequently, there is likely to be intense corporate scrutiny and pressure for success.
In addition to all the usual difficulties inherent in the execution of major construction works, hook-up and commissioning encounters the further problems which arise from its remote offshore location. An effective approach to the planning and control of hookup and commissioning is essential if these problems are to be overcome, the "final hurdle" problems are to be overcome, the "final hurdle" cleared, and the project successfully concluded. This paper describes such an approach which, as well as incorporating the well established principles of project planning and control, principles of project planning and control, has been drawn from experience gained with several North Sea platform developments.
CONSTRAINTS AND PROBLEM AREAS
The particular constraints and problem areas which characterize offshore hook-up and commissioning work are described below.
The availability of beds offshore strictly limits the size of workforce which can be employed on hook-up work and, therefore, imposes a major constraint on the schedule. Hotel- ships can be used to supplement the number of permanent platform beds but will substantially increase the manpower cost.
In addition to bed limitations, manning levels are restricted by safety regulations and operating practice. The early commissioning of safety systems and equipment, such as the lifeboats, will be an important factor influencing the rate at which labour can be mobilized in the early stages.
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