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Akili Data Integration using PPDM

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Akili's Data Integration Service Offering using PPDM Model Best Practices

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Akili Data Integration using PPDM

  1. 1. DATA INTEGRATION AND FOUNDATION Leveraging Existing Assets and PPDM Best Practices
  2. 2. ABOUT AKILI O&G DATA PRACTICE 2
  3. 3. COMPETELIKENEVERBEFORE Akili O&G Information Management Practice Practice Highlights Why Akili? • Proven Experience o Consultants > 5yrs o Solution Architects > 10 yrs. o Senior Leadership > 25 yrs. • Experience with SAP and Non SAP BI Platforms • Microsoft Silver Partner • SAP Gold Partner • Sponsor Member of PPDM.org • Financial Systems – SAP Business Planning and Consolidation • Data Management & Strategy • Information Acquisition • Master Data • Reporting, Self Service, Mobility • Knowledge of core legacy systems for Oil & Gas • Successful at achieving Value from the solutions built • Experienced with uniqueness and complexities of Oil & Gas data • Leveraging industry best practices (e.g. Professional Petroleum Data Model) • Have predefined services and solutions with accelerators from experience and methodology Customer and Execution Highlights 3
  4. 4. COMPETELIKENEVERBEFORE Upstream Oil & Gas Information Challenges Business Challenges • Well Lifecycle Mgmt. • Well Header Master Data Management • Streamlined Processes • Departmentalized Organization • Business Visibility • Frequency of Updates Technical Challenges • Quality of Information • Reliability of Information • Disparate Systems • Single Version of the Truth • Data Management • Ease of Use • Self Service • Speed to Market • Cross functional analysis Well Master Production Land 4
  5. 5. Akili Leverages PPDM For Data Management Best Practices PPDM In a Box COMPETELIKENEVERBEFORE How Does Akili Leverage PPDM? About PPDM The Professional Petroleum Data Management (PPDM) Association is a global, not-for-profit society within the petroleum industry that provides leadership for the professionalization of petroleum data management through the development and dissemination of best practices and standards, education programs, certification programs and professional development opportunities. For 22 years, PPDM has represented and supported the needs of operating companies, regulators, software vendors, data vendors, consulting companies and management professionals around the globe. Through the PPDM Association, petroleum data experts gather together worldwide in a collaborative, round table approach to engineer business driven, pragmatic data management standards that meet industry needs. Key standards include the Public Petroleum Data Model, What is a Well, Well Status and Classification, Well Identification best practices, data rules and more. PPDM now owns API Numbers 5
  6. 6. Akili Leverages PPDM For Data Management Best Practices PPDM In a Box COMPETELIKENEVERBEFORE What Is PPDM in a Box • Embedded Industry Best Practices • Reduction of Implementation Risk • Reduction of Implementation Time • Integration with Legacy Systems • Sustainable Solution • Data Management Processes • Governance • Well Master Data Management • API Number Management • Data Integration • Data Lineage • Dashboards • Mobile Applications • Training &Certification • 360 View of Wells, Land & Production Data How Akili leverages PPDM 6
  7. 7. COMPETELIKENEVERBEFORE Other Akili Oil & Gas Solutions & Services Data Governance The management and controls on data. Having the right structure in place. Data Integration Integrating data from multiple sources. Well Header Master Data Harmonizing data from multiple sources regarding a well. Decomposition of a well. Providence Tracking For legal disputes you must prove the validity and accuracy of data – tracking the sources of data can improve your position legally. Acquiring data for proper forecasting. Measure both daily and monthly volumes. O&G Data Strategy Establishing the right controls, structure, organization, processes, training, communica- tions & technologies to derive additional value. Production Management Value of Services 7
  8. 8. DATA INTEGRATION COMPONENTS 8
  9. 9. Enterprise Data Integration Strategy Enterprise Data Model Data Management Organization & Governance Metadata Plan & Implementation Information Quality Management COMPETELIKENEVERBEFORE 9 Data Foundation Initiatives Information Quality Management • Leverage SAP Data Services and Information Steward Modules • Leverage PPDM for Well Header Master Data • Leverage Akili Experience with O&G Data
  10. 10. Planning •Seismic Analysis •Site Evaluation •Land Surveying •Water Sourcing •Materials and Services Permitting •Environmental Assessment •Water Allocation, Sampling •Land use and disturbance •Air Emissions •Permit Verification Drilling •Well-pad preparation •Stormwater management •Waste handling system •Erosion Control •Well design •Drilling •Casing and Cementing Completion •The well is enabled to produce oil & gas •Flow Paths Creation •Completion and Testing •Fracture Simulation •Artificial Lift methods Operation & Production •Well Rod-up •Pump Installation •Gathering System •Tankage and Permanent Onsite structures •Regulatory reporting •Pad reduction and reclamation Abandonment •When production rate does not cover the operating expenses, well is abandoned •Pit Closure •Monitoring •Post-completion water sampling •Site is reclaimed to its natural state Data Lifecycle Data is entered in to multiple systems: internal, 3rd party and regulatory. The challenge is reconciliation of this disparate data into meaningful information resulting in business insight and better management. COMPETELIKENEVERBEFORE Well Lifecycle – Well Master Data Management 10
  11. 11. COMPETELIKENEVERBEFORE Where to Start – Analysis of Enterprise Data Maturity Level V Data Self Services Level IV Data Steamline Level III Integrated Data Level II Data Governance Level I Disparate Data Characteristics • System data is in conflict, • No single version of the truth with no validation • No master data • No governance • Spreadsheet managed • Data Quality is an issue Characteristics • Data is managed • Single version of the truth has to be reconciled or validated • No master data • Governance • Spreadsheet managed Characteristics • Data is managed • Single version of the truth established • Major master data elements defined and managed • Governance • Minimizing spreadsheets • Data Visualization • Best Practices / Models (e.g. PPDM) Characteristics • Data is managed • Single version of the truth established • Major master data elements defined and managed • Governance • Write Back of Reconciled Master Data • Minimizing spreadsheets • Data Visualization • Best Practices / Models (e.g. PPDM) Characteristics • Data is managed • Single version of the truth established • Major master data elements defined and managed • Governance • Minimizing spreadsheets • Data Visualization • Best Practices / Models (e.g. PPDM) • User Enabled Visualization • Mobility Most Companies Minimum Desired State Technology Integration Governance Industry Standards Master Data Not everything has to be done at once…. 11
  12. 12. O&G DATA INTEGRATION APPROACH 12
  13. 13. COMPETELIKENEVERBEFORE 13 Data Integration Strategy Components Information Architecture Data Sources: Legacy, ERP, Finance etc. Data Preparation (gathering, reformatting, consolidating, transforming, cleansing and storage) Data Franchising: Aggregation, summarization and calculation Meta data: data lineage, tracking, data about data Data management: processes around data The processes to determine your data requirements and solution, and the processes used to physically gather data from its sources and transform it into information that businesspeople can use to analyze and make decisions. Project Management: Methodology, status, controls, scope Software development: Tools, techniques, documentation Architecture: The blueprint of what you are going to build. Data: Standards help ensure that data is governed Data modeling: Erwin, Power designer etc. Data profiling: source system data definition and condition Data preparation: Business Objects Data Services Meta data management: Business Objects Information Steward People: experienced people who understand data. business intelligence, and the complete business process. Roles: Define roles of data stewards (Insight, meta data, data quality package development etc.) Processes Standards Tools Human Resources
  14. 14. COMPETELIKENEVERBEFORE Data Integration Strategy Approach Governing Philosophy • Create a roadmap of data integration by source or subject area. • First implementation will establish processes and standards • Don’t take on too much at once • Avoid disruption of operations • Identify data stewards early in the process Identify • Source Systems (roadmap, prioritization) • Systems of record • Subject areas • Quality issues • Data rules • Data standards* • Data roles* • Data management processes* • Training* • Communication channels* • Human resources* Design/Define • Transformations • Quality packages • Quality thresholds • Data standards* • Data roles* • Data management processes* • Training* • Test Plan • Communication plan* • Human resources* Develop/Test • Transformations • Quality packages • Data standards* • Data roles* • Data management processes* • Training* • Beta test & UAT • Communication plan execution* Implement Design/Document • Train users: (tools, processes, data) • Pilot integration * Foundation for all future integration efforts (required once) 14
  15. 15. COMPETELIKENEVERBEFORE Leveraging AGILE for Data Integration BI Strategy Scoping Identification Design Develop Reference Architecture Architecture Review/Design Test Implement RAD AGILEEach Sprint Iteration by Source Or Subject RAD – Rapid Application Development is leveraged to establish an enterprise direction and implement technology AGILE – is leveraged to integrate each source system or subject area depending on the business needs. 15
  16. 16. COMPETELIKENEVERBEFORE System Integration Leveraging AGILE Sp1 Sp2 Sp3 Sp4 Sp5 Sp6 Sp14 ….. Sp1 Sp2 Sp3 Sp4 Sp5 Sp6 Integration Sprints Modeling/Visualization Sprints • Modeling and Visualization Sprints may begin after multiple source systems have been integrated depending on data needed. • This highlights the need for a clear data integration roadmap Based on Akili Approach with an Oil & Gas Client 16
  17. 17. COMPETELIKENEVERBEFORE Data Integration Agile Team Structure Collaborative & Empowered Agile Team Agile Team Characteristics Executive Sponsors Engagement Sponsor Business Team Support Review & Approve Guidance & Review Inputs Project Manager System or Subject SME Data Steward DQ Architect ETL Developer LEGEND Support Akili Support Decisions, Gates, Reviews • Establish Cross Organizational Teams / Focus Groups • Enable them to make decisions and provision • Provide decision gates and approvals from IT & Business • Provide low level functions that can be achieved in 2-4 weeks • Expect changes as additional functionality as added • Set guidelines and standards for leveraging existing assets, meta data, infrastructure that are already established but empower the team to be innovative EP Energy * Note number of resources will depend on # of systems, skill sets, level of integration and tables Integration Architect IT Support 17
  18. 18. COMPETELIKENEVERBEFORE Challenges with O&G Data Quality and Integration O&G systems have different definitions and necessary attributes for the same data. Production systems focus at the completion level because each reservoir is different. Drilling systems focus on the bores. Exploration systems focus on the surface location. Legal and financial systems also have different definitions. Facilities, equipment, owner systems affect different parts of the well lifecycle causing discrepancies in expenses vs revenue, ownership percentages etc. Owners are handled differently across systems and dependent upon where they are associated in the well life cycle Note: Systems, processes and users must be harmonized as part of the integration process. Long established processes OCM (Organizational Change Management) is a big part of integration. many people have been doing things in a certain way for so long and have no idea why. Once the systems are integrated… …they can’t do things the old way …they can’t operate in silos. They will have to work departments and systems they might not even know existed before this initiative …Data may no longer be updated in the system they use as it isn’t the system of record for that data. Communicating expectations Users will assume that data will “automatically” (“automagic”) go completely from one system to the next rather than understand phases of integration. Therefore it’s important to… …manage the business expectation of integration. This requires an effective means of communication. …proper training and certification on tools, processes and data 18
  19. 19. COMPETELIKENEVERBEFORE Other Challenges to O&G Data Integration Source System Maintenance Source System Data Quality Tracing Data Lineage from External Sources Source Data Harmonization System of Record System Synchronization (Write Back) Data Standards (e.g. API) New Roles 19
  20. 20. INTEGRATION REFERENCE ARCHITECTURE LEVERAGING PPDM 20
  21. 21. COMPETELIKENEVERBEFORE PPDM Model Areas – Focus is Upstream Industry Software • Seismic • Geology & Geophysics • Reserves • Economics • Budget • AFE • Accounting • Contracts • Mineral Land • Surface Land • License / Permit • Regulatory Compliance • Drilling & Completion • Construction • Field Data Capture • Production Accounting • Operational Systems • Merger & Acquisition • Abandonment • Reclamation Data Files • Spreadsheets • XML Files • Manual Data • Data Centers • Purchased Data Data PPDM Model Governance Sustainable Structure Leveraging PPDM to Deliver Value 21
  22. 22. HR Technical Framework Leveraging PPDM COMPETE LIKE NEVER BEFORE DataGovernance Aries AFE / Asset Management Production Environme nt, Health & Safety Finance Custom Adaptors Quroum Sales / Marketing Kingdom Studio SDERecall Segy EPOS OpenWorks / Seisworks GeoFrame IESX / Charisma Petra Finder Rig Scheduling & Tracking ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS ODS PPDM Custom Adaptors Enterprise Data WarehouseData Mart Data Mart Data Mart Data Mart Data Mart Data Mart Tools for Presentation Layer 22
  23. 23. BUSINESS USE CASE 23
  24. 24. 24 Challenges & Opportunities • Client did not have a proper BI strategy, plan or roadmap and the information project was falling behind schedule. • Client is implementing SAP ERP and needed to build a data integration strategy for systems that were being turned off • No BI Program was defined even though there was work being done. • Well – Master Data was not developed – data out of sync in multiple systems Objectives • Manage deliverables to produce results on time, on budget, and communicate progress • Determine proper BI tools. • Establish Information Delivery Plan • Create Overall BI Strategy for communication, governance, prioritization, and demand management • Leverage PPDM and industry best practices Mid-Tier Oil and Gas company leverages PPDM in their BI & Data Strategy Why Akili/SAP • Akili BI Strategy experience with fortune 500 enterprise strategy • Akili Business Objects Skills Implementation Highlights • Tool and process strategy delivered. • Information project plan built based on demand, ERP needs, business needs. • Delivered on time under budget. • Leveraged the Well Portion of PPDM for the Well master data Client Profile • Location: Tulsa, OK • Industry: Energy • Products and Services: O&G Production • Revenue: ~1.5B • SAP Solution: SAP, Microsoft 2012 • Implementation Partner: Akili Benefits • Clear project controls • AGILE Methodology Leveraged • Communication Strategy • Governance Strategy • Demand Management Strategy • Tool Pattern Defined for reporting • Data warehouse and data visualization approach leveraging PPDM
  25. 25. 25 Challenges & Opportunities • Client is implementing SAP ERP and needed to build a data integration strategy for systems • More than 50 applications and processes identified as necessary • Some applications are out-of-the-box and other applications are home-grown. • Different technologies, levels of standardization, amount of integration required. Objectives • Review and prioritization of applications • Determine the level of integrations needed • Facilitate remediation for applications that will not be integrated at Go Live • Identify skill sets needed for integrations • Gather detailed requirements to develop integrations Mid-Tier Oil and Gas company Provide integration between SAP and multiple applications Why Akili/SAP • Akili BI Strategy experience with fortune 500 enterprise strategy • Akili Business Objects Skills Implementation Highlights • Determined which applications needed real integration, a business process, or integration no longer needed • Delivered list of prioritized applications • Delivered early and on budget • Able to include some priority 2 applications by Go Live • Included some enhancements and bug fixes as a part of the integration efforts Client Profile • Location: Tulsa, OK • Industry: Energy • Products and Services: O&G Production • Revenue: ~1.5B • SAP Solution: SAP, Microsoft 2012 • Implementation Partner: Akili Benefits • Ensure critical processes addressed by Go Live to support business as usual • Allow business to fully benefit from the implementation of SAP • Reduce manual intervention which reduces errors • Ensure the business has a complete understanding of how the applications work together
  26. 26. Contacts Akili Inc. sales@akili.com www.akili.com Dallas 400 Las Colinas Blvd. East, Suite 450 Irving, TX 75039 972.210.3200 Denver 999 18th Street, Suite 3000 Denver, CO 80202 303.357.2397 Houston 3200 Southwest Freeway, Suite 3300 Houston, TX 77027 713.840.6016 COMPETELIKENEVERBEFORE 26 Contacts Brad Clark VP of Sales bclark@akili.com Office: 972.210.3218 Cell: 972.768.1044 Michelle Latta Sales Executive mlatta@akili.com Office: 972.210.3217 Cell: 254.855.8589 Kyle Johnstone Business Intelligence Practice Director kjohnstone@akili.com Office: 972.210.3225 Cell: 214.727.9100

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