CEO and Founder
The start of the modern history of the oil and gas industry is generally attributed to Scottish chemist James Young back in 1847. But few would argue that our industry is currently facing its most challenging times in nearly 200 years.
To understand fully the problems the Oil &Gas industry is facing you have to have lived and breathed it for decades. Viewed it from all angles; everything from behind a desk to in front of a screen and under a hardhat. While budgets are immense so are the crippling costs of over runs and things MUST change.
I have worked in the Oil & Gas industry for over 30 years. During this time, I have acquired a unique combination of wisdom and hands-on experience while working for key global Operator, Consultancy and Management Contracting companies. I have strong analytical, project management, project controls & systems expertise obtained whilst working on major global capital programs ($100MM to $23 Billion) in Europe, Asia and the Middle East.
Initially, I successfully designed and implemented key construction control systems for a major global management contracting company. By adopting these systems, the company was able to monitor performance of their projects in a consistent way, using its own internal benchmarks. Most management contracting companies have now developed their own bespoke integrated project management systems, which are used to track functional performance during detailed engineering, procurement and construction phases.
However, even with these systems in place, we know achieving capital project execution excellence, remains a major challenge in the infrastructure industry.
What's happening now
In February 2018, a research initiative was launched to develop CPEC.ai core engines. CPEC.ai alpha version successfully demonstrated core analytics capabilities (2019) and is currently undergoing further enhancements.
Where it all began
CPEC.ai methodology is based on proven track record
CPEC.ai journey started in 1994 on Troll phase1 gas processing plant, one of the largest
capital projects ever. With complex operator and EPCs joint ventures, it soon became evident that ability to ‘control’ the project was impossible due to several factors, such as:
multiple EPCs, contractors, fabrication yards operating at various locations
utilising global supply market, where each supplier was using a different production systems
disconnected and inconsistent data, systems using various data structures and models
inconsistent reporting formats, structures, templates
siloed functional approach to engineering design, procurement and construction
geographical barriers between project teams
top down planning, lacking the ability to understand the impact of supply performance until it was too late; always leading to a reactive response.
It quickly became evident that the ability to ‘control’ the project was diminishing fast, and that the current control systems were totally inadequate. A new solution had to be found to understand ‘exactly what was going on with the project’. Management were looking for a way to unravel this complexity to enable them to make proactive ‘decisions’.
Having developed most of the key global contractors’ integrated construction control systems, a new analytics algorithm was designed to import specific data from all the systems involved. This data was then cleansed, reformatted and was fed into newly written core analytics software to create a unified and single version of the project performance.
The effectiveness of the system and the extraordinary insights it provided allowed the project management team to make pro-active decisions, which ultimately allowed the project to be delivered on time and within budget.
With excellent results, this methodology was further tested on two other major projects with even better results.