www.wspgroup.com


INDUSTRY


BP EXPLORATION, SOUTHERN ENGLAND


UK WSP CEL’S PROCESS ENGINEERING SPECIALISTS USED THE LATEST PROJECT MANAGEMENT AND TEAM-BUILDING TECHNIQUES TO MAKE THIS CHEMICALS PROJECT AN EXEMPLAR FOR THE INDUSTRY.


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WSP’s efforts and teamwork approach make us feel valued and are much appreciated. Ensuring clarity and good communications have been key to the project’s success.


Trevor Keep, Engineering Services and Reliability Maintenance Team Leader, BP


BP Exploration operated oil extraction facilities across the south of England before transferring operatorship in December 2011 to Perenco UK.This mixture of crude oil, gas and sea water is gathered and shipped to refineries for further processing. WSP CEL’s industrial experts were engaged by BP to investigate the replacement of one of its main production headers.


QUICKFACTS CLIENT BP Exploration


PROJECT TEAM WSP office: WSP CEL; Mechanical works: Redhall Engineering Solutions; Scaffolding, insulation and painting: Cape Industries


PROJECT VALUE £5.8m


SERVICES PROVIDED Project management, process, piping, mechanical, instrument control and electrical, CAD design, design review support


STATUS Completed in 2008


PROJECT SUMMARY Complex design and changeover programme at oil extraction facility to replace three worn production headers with one new production header system. Completed on time and 10% under budget


KEY CHALLENGE Setting up an integrated team and developing a ‘one team’ approach with common goals, objectives and culture


“They asked us to undertake a review of the system and determine how best to replace it without causing major downtime, while improving operability and maintainability,” says Kevin Doherty,Director of Chemicals and Energy at WSP CEL. “Due to the complex nature of the operation and the numerous parties involved, we decided that a truly integrated team would be required. As members of the European Construction Institute Projects best practice club, WSP CEL used the ACTIVE suite of tools to achieve both a well-controlled and delivered project with a high-performing team culture.”


From the initial concept and front-end study stages, a new design using an alternative header material, reduced intermediate headers and simplified layout was commissioned. The detailed design was undertaken using the latest 3D CAD modelling software and the integrated team was expanded to include the supply chain.


Indeed, what really set this project apart was the success of the “integrated team” principles that WSP and the client adopted.There were numerous events and sessions throughout the life of the project where some or all of the supply chain gathered to discuss how they would work together and agreed common goals, assessed at thorough monthly reviews to ensure both technical progress and team development and interaction remained optimal. As a result, the work was completed on time in September 2010 – and under budget. “We started this project with a mindset to do it in a very team-based way,” says Doherty, “using the latest tools and techniques, to ensure the client got the best results and the best value for money.”


WINNER


European Construction Institute’s Small Project of the Year Award for 2010


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