CIP Journal 2

1
nº 02 / 2009www.labceo.uff.br/cip

02
Conselho Editorial
O CIP Journal tem como proposta a
publicação de Resumos Executivos de
artigos científicos pesquisados pelo
grupo de pesquisadores do Projeto
CIP E&P, de Textos para Discussão da
Comunidade Científica e empresarial e
artigos científicos inéditos ou não de
articulistasconvidadosquerepresentem
um avanço efetivo à inovação,
produtividade gestão do conhecimento
e avaliação de desempenho. Está
aberta a trabalhos de áreas afins,
embora priorize, em sua política
editorial, os seguintes temas, que
constituem os núcleos principais de sua
abordagem: Inovação, Produtividade,
Gestão do Conhecimento e Avaliação
de Desempenho. As opiniões expressas
nos textos para discussão e nos artigos
são de responsabilidade exclusiva
do(s) autor(es) que, ao submeterem
artigo para publicação do CIP Journal,
concordam que o CIP Journal passe a
ter os direitos de publicação do artigo,
por mídia impressa ou eletrônica.
O idioma oficial deste periódico é o
Português. No entanto, serão também
considerados artigos escritos em Inglês
e Espanhol.
EDITOR
José Rodrigues de Farias Filho
Coordenador do Projeto CIP E&P / UFF (TEP)
CONSELHO EDITORIAL
José Rodrigues de Farias Filho
Coordenador do Projeto CIP E&P UFF (TEP)
Gilson Brito Alves Lima
Coordenador do Projeto CIP E&P UFF (TEP)
Luiz Antonio Campagnac
Assessoria Internacional - UFF
Moacyr Figueiredo
UFF (TEP - Rio das Ostras)
Ruben H. Gutierrez
UFF (TEP)
Fernando Vieira
UFF (STA)
Sergio Mecena
UFF (TEP)
Débora Herkenhoff
Mestranda em Engenharia de Produção UFF
Lúcia Rabelo
Doutoranda em Engenharia de Produção UFF
Nissia Bergiante
Doutoranda em Engenharia de Produção UFF
Fernanda Treinta
Mestranda em Engenharia de Produção UFF
Rodrigo Caiado
Graduando em Engenharia de Produção UFF
Sandro Lordelo
Graduando em Engenharia de Produção UFF
Fernanda Elvas
Graduanda em Engenharia de Produção UFF
Felipe Gramacho
Graduando em Engenharia Mecânica UFF
Política Editorial
Realização:

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O Centro de Inovação e Produtividade - CIP tem a satisfação de apresentar para
a sociedade o CIP Journal, que tem como foco principal veicular pesquisas sobre
Inovação e Produtividade dentro de um contexto de Exploração & Produção. A
idéia central deste veículo é possibilitar aos pesquisadores nacionais o acesso
a um instrumento científico ancorado nas boas práticas da condução de jornais
científicos. O CIP Journal se subdivide nas seguintes partes: 1) Resumos Executivos
dos Artigos científicos selecionados na fase de exploração bibliográfica; 2) Textos
elaborados pelos pesquisadores do CIP com o intuito de provocar a discussão sobre
um determinado assunto; e 3) Artigos científicos elaborados por pesquisadores
brasileiros, já publicados ou não em congressos, simpósios e demais eventos de
cunho técnico e científico.
O lançamento do CIP Journal no momento atual de consolidação do Centro de
Inovação e Produtividade se faz muito oportuno. Sua importância justifica-se,
principalmente, pela ratificação do papel do CIP como um instrumento de reflexão
sobre os possíveis caminhos, dentro de um ambiente organizacional, para se
promover níveis mais elevados de produtividade atrelados a um controle efetivo
dos custos permitindo ganhos significativos de competitividade. Acreditamos
que, desta forma, parte deste acréscimo de competitividade se dará pelo foco
na Inovação de Valor e esta, sendo praticada pela integração harmônica entre
a Universidade e a Empresa. Desta feita, várias ações estão sendo tomadas
com este intuito, dentre elas, a de lançar e gerenciar um Jornal científico que
acreditamos que seja uma das ações mais relevantes. Assim, ficaremos um pouco
mais tranqüilos em sabermos que estamos conseguindo realizar algo em prol do
sucesso empresarial brasileiro no sentido de verter, de forma organizada para a
sociedade, conhecimento que vise fazer a diferença para os profissionais e, em
conseqüência, para as empresas.
Conclamamos assim, que os Pesquisadores e os demais Profissionais da indústria
encaminhem artigos e textos para a discussão a fim de possibilitarmos um fluxo
contínuo de conhecimento para todos. Outro fato da mesma relevância é a garantia
do acesso de toda a sociedade aos conteúdos produzidos. Isso será possível em
função do CIP Journal ter caráter eletrônico, ser divulgado para todos que se
cadastrarem na página eletrônica do CIP, podendo ficar disponível para download
na referida página. Enfim, espero que aproveitem a nossa iniciativa e tenham boas
experiências a partir da leitura e que esta frutifique com retorno de sugestões para
a melhoria do nosso CIP Journal.
Boa Leitura!
Editorial
Sumário
02 ............... Conselho Editorial
02 ............... Política Editorial
03 ............... Editorial
04 ............... Resumos Executivos
23 ............... Artigos Científicos
Contatos
Centro de Inovação e Produtividade em E&P
Praça Nilo Peçanha, 15 - São Domingos - Niterói - Rio
de Janeiro - CEP 24.210-260
Tel: 3027-2301
www.labceo.uff.br/cip
cip@labceo.uff.br

05
Knowledge Management and Process Improvement: A
union of two disciplines
Autores
BURKE, G. D.; HOWARD, W. H.
Journal
Cross Talk: The journal of defense software
engineering
Ano
2005
Proposta Central do Artigo:
O artigo se propõe a apresentar de que forma a
melhoria de processos e a gestão de conhecimento
podem ser integradas na busca de um melhor
desempenho organizacional.
Modelo e/ou Metodologia e/ou Enfoque
Desenvolvido no Artigo:
Para atingir o objetivo do artigo, os autores
apresentam um estudo de caso na Federal Aviation
Administration (FAA) dos Estados Unidos. Dentro
desse estudo detalham as práticas construídas
dentro da organização de modo a unir o projeto
de melhoria de processos, já implementado, com
uma metodologia de gestão do conhecimento.
Na intenção de fundamentar a importância dessas
duas metodologias, unidas em um só projeto, os
autores realizam uma breve revisão de literatura,
abordandoosconceitosdeGestãodoConhecimento
e Melhoria de Processos, focando, principalmente,
os principais motivos que determinam a adoção
dessas práticas pelas organizações.
Achados ou resultados descobertos pelo
processo de pesquisa:
Sob o ponto de vista da segurança nacional e
economia, os Estados Unidos têm enfrentado uma
série de desafios. Como a FAA controla o espaço
aéreo americano através do National Airspace
System (NAS), essas questões nacionais o afetam
diretamente. Dessa forma, para eles, ser uma
organização eficiente e voltada para o futuro,
tornou-se essencial. Seus principais desafios
eram:
• Mercado altamente competitivo;
• Reduções nas equipes que geraram a
necessidade de substituir o conhecimento informal
por métodos formais;
• Diminuição do tempo disponível para
experimentar e adquirir conhecimento;
• Aposentadorias e grande mobilidade da
força de trabalho levando a perda de conhecimento
organizacional;
• Poucosucessonacaptaçãodeconhecimento
tácito dos funcionários atuais.
Abstract
The experience at the Federal Aviation
Administration (FAA) shows that process
improvement and knowledge management
complement each other well. Process improvement
helps the organization increase its effectiveness
through continuous examination with a view
to doing things better. Once processes are
documented, roles and responsibilities are readily
identified and associated activities are performed.
Legacy processes are modified to reflect
organizational changes. Knowledge management
facilitates communication among organizations,
increasing information sharing and utilizing
process documentation. This information sharing
promotes organizational unity and allows FAA
headquarters and regional operations to function
efficiently.
Palavras-chave
(o artigo não possui palavras-chave)
PESQUISADOR RESPONSÁVEL PELA RESENHA:
PROFESSOR RESPONSÁVEL PELA RESENHA:
REVISÃO DA RESENHA:
Nissia Bergiante
(LabCEO)
Fernando Vieira
(STA/UFF)
CÓDIGO DO PROJETO:
CIP E&P
CIP Journal nº 02 / 2009
Núcleo Gestão do Conhecimento: Fernando Vieira,
Nissia Bergiante e Sandro Lordelo
Moacyr
(LabCEO)

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Estes desafios despertaram a necessidade de
desenvolvimento de uma abordagem sistemática
para tratamento de dados e informação.Para
implementar a Gestão do Conhecimento, a FAA
criou uma organização baseada em desempenho,
a Air Traffic Organization (ATO). Os diretores dessa
organização tinham por objetivo principal definir
claramente as necessidades dos clientes, seus
serviços e produtos.
Para alcançar este objetivo, era preciso quebrar as
barreiras de comunicação e compartilhamento de
conhecimento. Neste sentido, passou a fazer uso de
web sites e portais de modo a manter as informações
sempre disponíveis e atualizadas. Além disso,
perceberam a necessidade de desenvolver em seus
funcionários uma consciência sobre a importância de
discutir e comunicar questões concernentes as mais
diversas diretorias. Para atender a essa necessidade
foram criadas diversas comunidades de prática de
melhoria de processos, que buscavam o aumento do
desempenho dos processos e o desenvolvimento de
mecanismos de compartilhamento de conhecimento
entre organizações. Seus principais objetivos eram:
• Identificação dos processos que precisavam
melhorar custos, cronogramas, e desempenho
técnico dentro da FAA;
• Identificação e implementação das melhores
práticas;
• Aceleração de aprendizado;
• Compartilhamento das lições aprendidas;
• Manutenção e compartilhamento de
experiências;
• Facilitação da colaboração nas/entre as
equipes.
As equipes que compunham essas comunidades
encontravam-se regularmente para desenvolver
planos e definir abordagens para melhoria de
processos do projetos que faziam parte.
A FAA percebeu que, enquanto a metodologia de
melhoria de processos era boa para o planejamento
e documentação de processos, a gestão do
conhecimento seria essencial para a quebra de
barreiras de comunicação e remoção de todo tipo de
funil de informação. Isso era importante, na medida
em que se notou que, em muitos projetos da FAA,
não se conseguia manter todos os benefícios gerados
pelas metodologias de melhoria de processos,
mesmo quando se alcançava o seu objetivo principal.
Com isso, a gestão do conhecimento passou a
ocupar posição de destaque quando se buscava a
melhoria de processos.
Foi então implantado um software colaborativo,
ATO-EM Route and Oceanic service unit para
armazenar informações e conduzir reuniões de
redes. Atualmente, esse espaço virtual possui
mais de 8000 membros, incluindo funcionários,
empreiteiros e parceiros. Esse número, segundo os
autores, tem crescido a uma taxa de 500 usuários/
mês.
Na FAA, a união da GC com a melhoria de Processos
produziu uma grande mudança cultural. Na tentativa
de melhorar seus processos internos, e empregar os
conceitos de gestão do conhecimento, a mudança
cultural se deu da seguinte forma:
Figura 1: Gráfico Melhoria de Processos x Gestão do Conhecimento
Essa percepção do impacto da implementação de
uma metodologia de GC e Melhoria de Processos na
cultura da organização é fundamental para o sucesso
do projeto. Uma vez que estas disciplinas dependem,
diretamente, da participação ativa dos indivíduos,
entendê-los significa combinar suas necessidades
às necessidades da organização promovendo,
portanto, um ambiente propício às mudanças de
ambas as partes. E a essência dessa transformação
é sustentada pela cultura organizacional.
Limitações e/ou Implicações no Âmbito
Científico e Metodológico da Pesquisa
O estudo de caso apresentado foi realizado dentro
da FAA – Federal Aviation Administration, nos
EUA, e os seus dois autores são membros dessa
organização. Essa proximidade entre os autores e
o caso apresentado pode trazer certo enviesamento
dos resultados discutidos no artigo. A questão
dos resultados seria melhor demonstrada se o
embasamento teórico, construído na revisão de
literatura,estivessemelhordesenvolvido.Entretanto,
ao descrever a aplicação prática, com os exemplos
dos projetos implementados pela organização, o
artigo traz a luz importantes conceitos e aplicações,
que, de fato, contribuem para a pesquisa científica
sobre os temas abordados.
Implicações Práticas Advindas da Pesquisa
Uma das aplicações mais interessantes que se
pode comentar da pesquisa ora apresentada, é o
uso das comunidades de prática, não apenas como
instrumentos de compartilhamento de experiência,

07
mas como um local propício à discussão da melhoria
dos processos internos da organização. Isso é
importante porque traz para esta ferramenta de
GC, um olhar diferenciado, no qual, os indivíduos
que dela fazem parte tornam-se participantes das
ações de melhoria dos processos nos quais atuam,
construindo nesses profissionais, uma postura crítica
diante de sua própria atividade. Para os autores,
esse ambiente deve ser utilizado como alavanca
para a excelência organizacional, gerando um
compromisso entre seus participantes, no sentido
de alcançar melhoras significativas em seu trabalho,
atingindo, portanto, os objetivos da empresa de
maneira mais eficiente.
Originalidade e/ou Valor da Pesquisa
Realizada
A pesquisa é interessante sob o ponto de vista da
percepção do nível de mudança cultural face à união
da gestão do conhecimento às metodologias de
melhoria de processo. Além disso, ao observar que a
proposta foi construída dentro de uma organização
militar, geralmente muito hierarquizada e avessa às
mudanças, percebe-se uma grande originalidade no
estudo. Torna-se ainda mais interessante quando
se percebe que a decisão pela aplicação dessa
metodologia partiu de uma preocupação com a
segurança nacional e a necessidade de maior
efetividade nas atividades realizadas pela agência,
diferentemente da maioria das empresas que se
dispõe a buscar a GC e a melhoria de processos
devido aos possíveis ganhos financeiros (ou
minimização das perdas já existentes).
Entretanto, a respeito da discussão do uso da GC
como ferramenta na melhoria de processos, pode-
se dizer também, que não é inédita, sendo já
pesquisada por diversos autores, tais como Kock<
McQueen e Corner (1997), Armistead (1999),
Malhotra e Segars (2001), Hallora (2003), Marques
e Simon (2006) e Kalpic e Bernus (2006), por
exemplo.
Conceitos-chaves Adotados pelos Autores
na Pesquisa
Neste artigo os autores abordam os conceitos de
gestão do conhecimento, melhoria de processos,
indústria aérea, mudança cultural e pessoas.
Qual a Tipologia do Artigo?
O artigo é um estudo de caso.

08
The application of knowledge and continuous learning to
the implementation of collaborative work environments at
Shell
Autores
KNOPPE, R.; HOLLOWAY, S.
Journal
Society of Petroleum Engineers
Ano
2008
Proposta Central do Artigo
O artigo se propõe a apresentar a implementação
um ambiente colaborativo para facilitação do
aprendizado contínuo na Shell. Preocupa-se
também em descrever as principais características
do modelo apresentado, bem como os principais
resultados alcançados por essa implementação.
Desenvolvido no Artigo
É possível afirmar que não há uma metodologia
científica na apresentação do artigo. O que se
encontra é a observação direta dos resultados
produzidos pela implementação (ainda que de
forma inicial) desses ambientes de colaboração.
Não há uma preocupação com a revisão de
literatura tornando o artigo uma descrição direta
do que tem sido feito na organização. Obviamente,
do ponto de vista prático, há um grande mérito
do modelo apresentado, porém o leitor ressente-
se de uma discussão acadêmica sobre a proposta
exposta no trabalho.
Achados ou Resultados Descobertos pelo
Processo de Pesquisa
Abstract
Broadindustrytrendsthatarereshapingexploration
and production (E&P) operations warrant a
rethinking of traditional operating models as part
of strategies designed to optimize the development
and production of oil and gas assets. Shell E&P is
introducing a new collaborative operating model
as part of its global digital oilfield strategy. The
collaborative model leverages the expertise of its
global workforce through redesigned business
processes and specially designed collaborative
facilities to capture maximum benefits from its
investment in smart digital oilfield technologies.
Each collaborative environment shares a common,
standards-based information technology (IT)
architecture that can enable the linking of offices,
platforms, and remote operation sites into a
single global network providing real-time access
to Shell E&P’s community of expert practitioners
and a common, shared institutional knowledge
base. An important contributing factor to Shell
Palavras-chave
(O artigo não possui palavras-chave)
Nissia Bergiante
(LabCEO)
Fernando Vieira
(STA/UFF)
CÓDIGO DO PROJETO:
CIP E&P
Moacyr
(LabCEO)
Núcleo Gestão do Conhecimento: Fernando Vieira,
Nissia Bergiante e Sandro Lordelo
E&P’s success in introducing collaboration has
been its ability to effectively shape a culture
of collaboration and teamwork through trust,
knowledge sharing, and continuous institutional
learning. This paper examines one key element
in the success of these collaborative centres by
adopting innovative methods that Shell E&P is
using to more effectively capture and share its
institutional knowledge and experience through a
culture of continuous enterprise learning. While
this organizational transformation remains work
in process, initial findings confirm the initiative
is delivering tangible results towards the goal of
optimizing production and recovery from assets.

09
A pesquisa aponta para os grandes desafios da
indústria de Óleo e Gás, principalmente para a
área do E&P – Exploração e Produção. Segundo os
autores, as empresas perceberam que não há mais
“óleo fácil” sendo então, extremamente importante
a criação de tecnologias mais sofisticadas para
uma maior recuperação dos ativos já existentes.
Citam também os seguintes aspectos da realidade
atual:
1. Empresas globais, com plantas localizadas
em áreas remotas do planeta;
2. Poucas oportunidades para novos
empreendimentos, gerando aumento de
competição nas empresas já estabelecidas;
3. As novas tecnologias necessárias para o
atendimento a essa demanda crescente implica
em maiores custos operacionais e àqueles
relacionados às questões de meio ambiente;
4. Envelhecimento da mão de obra
aumentando o risco de perda do conhecimento e
experiência (que não foram traduzidos do tácito
para o explícito) fundamentais para superar esses
desafios.
Para dar conta dessas novas demandas, a Shell
tem utilizado uma iniciativa chamada de Smart
Fields (algo como campos inteligentes), que
tem por objetivo transformar os ativos globais
em smart assets (ativos inteligentes) através do
estabelecimento de tecnologias essenciais (core
tecnologies) e da implementação de ambientes
colaborativos de trabalho (collaborative work
environments – CWE), que permitem que
profissionais, onshore e offshore, e peritos de todo
o mundo, trabalhem em conjunto para aumentar
o desempenho da produção e recuperação de
hidrocarbonetos através do value loop (ciclo
composto de quatro etapas – aquisição de dados,
interpretação e modelagem, geração de opções e
tomada de decisão e por fim, execução.).
Os Smart Fields têm por objetivo principal
fornecer aos seus colaboradores, as competências
essenciais, para alcançar e manter otimizações
necessárias, não apenas no curto prazo mas por
todo o ciclo de vida do ativo.
Na implementação desses ambientes colaborativos
(CWE), a Shell percebeu que a maior dificuldade
residia no indivíduo, que não estava acostumado
a trabalhar em um ambiente multidisciplinar,
colaborativo, onde o compartilhamento de
conhecimento e experiência é fundamental.
Então, para construir uma metodologia
integrada, adaptada a realidade da organização,
a Shell contratou consultores experientes. Como
resultado dessa metodologia alguns benefícios
foram encontrados:
• Melhoria da comunicação entre funções e
disciplinas, bem como entre parceiros;
• Aumento da transparência nas análises,
avaliações e tomada de decisão;
• Ganho de produtividade e moral através do
alinhamento dos objetivos compartilhados;
• Projetos terminados mais rapidamente, com
um custo menor, e com menor impacto nos recursos
das unidades de negócio;
• Padrões técnicos que reduzem os custos
de integração e garantem a interoperabilidade dos
CWE globais;
• Melhoria contínua na velocidade e sucesso
das implementações dos CWE’s.
• Aumento do compartilhamento e reuso de
soluções comuns para problemas relacionados às
implementações comuns na Shell E&P;
• Aumento da comunidade de profissionais
experientes e praticantes da CWE dentro da Shell
E&P;
• Aumento da habilidade de resolver problemas
através da participação de clientes e parceiros;
• Inovação como ferramenta de melhoria
contínua para futuras implementações de CWE.
Os autores consideram que, embora muitos desses
benefícios tenham sido alcançados por outras
unidades de E&P, dois elementos do programa
utilizado pela Shell o diferenciam dos demais:
• Melhoria e Aprendizado contínuo;
• Melhores Práticas da Indústria.
Dentro deste programa de CWE está o CWE
Blueprint, que é o repositório compartilhado de
conhecimento e experiência adquiridos e refinados
durante a implementação dos projetos da Shell E&P.
Este repositório também conta com a experiência
de parceiros, fornecedores e a indústria de E&P.
Durante o desenvolvimento dessa abordagem
da CWE’s, a Shell E&P percebeu que possibilitar
a mudança organizacional como instrumento de
transformação do elemento humano requereria
confiança e suporte às unidades de negócio. Para isso,
era preciso demonstrar que o uso de metodologia e
abordagem comuns ofereceria benefícios tangíveis
para a implementação do Programa Global de CWE.
Como parte desses esforços de implementação, foi
lançada a iniciativa de Gestão do Conhecimento
e Aprendizado Contínuo (KMCL), que tinha por
objetivos principais
• Tornar a gestão do conhecimento e o
aprendizado contínuo elementos essenciais para
acelerar a captura, a aplicação e o compartilhamento
de conhecimento e experiência;
• Melhorar e acelerar futuras implementações
de CWE;
• Eliminar a reinvenção de soluções para
problemas comuns, cujas respostas já foram
encontradas por outras áreas;
• Reduzir erros relativos a problemas

10
recorrentes; e
• Melhorar a capacidade dos SmartFields.
Cinco elementos compuseram a abordagem de
Aprendizado contínuo:
• Aprendizado baseado em equipes – através
de um grupo de atividades distintas: Peer Assist
(Aprender Antes), Action Review (Aprender Durante)
e Retrospect (Aprender Depois);
• Comunidade de Práticas – na qual se busca
a participação, não apenas dos times do CWE,
mas também parceiros estratégicos e membros de
outros CWE´s.
• Ativos de Conhecimento – composto pelo
portifólio de know-how e melhores práticas do
programa de Blueprint, além do conhecimento
tácito dos indivíduos e da comunidade global que
faz parte dos SmartFields e CWE´s.
• Governança – sustentada por quatro
prioridades: Alinhamento, Direção, Habilitação e
Controle.
• Tecnologia – criação da Shell Wide Web, web
links, Wikis e Weblogs, Metadata e Procura, etc.
Para os autores, este aprendizado contínuo
permitiria:
• Implementação mais rápida dos CWE;
• Rápida orientação para novos membros das
equipes de implementação;
• Compartilhamento de Conhecimento dentro
da Shell E&P;
• Padronização;
• Arquitetura comum e plataforma técnica;
• Gerenciamento efetivo dos recursos;
• Eficiente alocação de capital;
• Entrega Integrada.
Científico e Metodológico de Pesquisa
Quando o artigo foi publicado, a metodologia
proposta pela Shell E&P estava em estágio inicial de
implementação. Por conta disso, não há uma visão
crítica sobre os resultados alcançados e se, de fato,
os ganhos esperados ocorreram. Também não são
encontrados testes ou análises mais aprofundadas
dos impactos dessas mudanças pelos respectivos
usuários, transformando o estudo um uma breve
apresentação do modelo, sem uma avaliação crítica
de suas possibilidades.
Primeiramente, por se tratar de um estudo de caso
de uma empresa da indústria de Óleo e Gás, permite
o levantamento de importantes demandas para essa
indústria, e em particular, necessidades da área de
Exploração e Produção, que é objeto de estudo dos
autores desse resumo. A partir do entendimento
desse ambiente no qual essa empresa se insere, é
proposto um modelo de trabalho colaborativo e sua
respectiva metodologia de implementação. Neste
sentido, a pesquisa então, preocupa-se em apontar
os resultados positivos encontrados na utilização
de um ambiente de trabalho colaborativo e uso
de tecnologias essenciais à sustentação desses
ambientes.
Assim, no caso específico tratado pelo artigo,
pode-se inferir que a gestão do conhecimento e o
aprendizado contínuo devem fazer parte de uma
iniciativa maior. Trata-se de um escopo praticado
por toda a organização, orientada por sua diretoria,
e sustentada por uma mudança cultural voltada
para a colaboração. Essa iniciativa deve ter como
objetivo principal a integração do conhecimento e
experiência existente em suas mais diversas áreas
através da aplicação de tecnologias, redesenho dos
processos de negócio e construção de instalações
que possibilitem o trabalho colaborativo. Outro
ponto que merece destaque é a idéia de envolver
nos ambientes colaborativos, não apenas os
funcionários, mas equipes de outras redes, clientes,
parceiros e fornecedores.
Realizada
O artigo é bem interessante por apresentar o
que está sendo feito, na área do conhecimento e
aprendizado, dentro de uma grande empresa como
a Shell. Mais importante ainda, do ponto de vista
do projeto CIP, por ter o estudo de caso dentro
da área do E&P, retratando suas especificidades e
necessidades.
na Pesquisa
Os conceitos mais utilizados pelos autores são
Conhecimento, Aprendizado Contínuo, Ambientes
Colaborativos de Trabalho.
Tipologia do Artigo
O artigo é um estudo de caso.

11
Application of Lean Six Sigma in Oilfield Operations
Autores
BUELL, R. S.;TUMIPSEED, S. P.
Journal
Society of Petroleum Engineers - Production
Facilities (2004)
Ano
2004
O artigo resume a experiência e os resultados
obtidos através da aplicação do Lean Six Sigma
em operações de uma empresa de petróleo.
Além disso, os autores buscam fazer uma breve
apresentação do Lean, Six Sigma, e sistema ISO
da Organização Internacional de Normatização,
que conforme exposto no artigo, fornece suporte
para implementação do Lean e Six Sigma.
O artigo apresenta estudos de caso sobre as
operações de upstream de uma grande produtora
de petróleo que utilizando os conceitos de Lean
Six Sigma e da ISO 9001 conseguiu implementar
a melhoria contínua de forma sustentável.
Os autores conseguiram atestar a sinergia entre os
conceitos do Lean Six Sigma e do sistema ISO nas
operações de exploração e produção de petróleo.
Eles verificaram que a aplicação destes sistemas
oferece uma estrutura disciplinada que permite a
obtenção de resultados mais rápidos, melhores,
com menor custo e com mais segurança; no
entanto esclarecem que todos estes resultados são
fruto de um incentivo contínuo dado pela gerencia
aos colaboradores à mudança dado, e ainda de
visão, liderança, comprometimento, trabalho
árduo, e aplicação sistemática das ferramentas
estatísticas e de qualidade. Os benefícios podem
ser obtidos em apenas um ano, mas para isso os
conceitos devem estar ligados à rotina de melhoria
de processos (não apenas os de engenharia) e
solução de problemas.
Apesar de não apresentar a metodologia clara,
os autores afirmam que todos os resultados
financeiros foram auditados e verificados por
profissionais de contabilidade e finanças que não
Abstract
This paper summarizes the experiences and results
that improve business performance using Lean Six
Sigma in North American and Asian upstream oil
and gas operations. The background and history
on Lean, Six Sigma, and Intl. Standardization
Organization (ISO) systems are also provided. The
role ISO-quality systems can play in supporting
Lean and Six Sigma is explained and demonstrated
with examples. The overviews of completed Lean
Six Sigma projects are provided for well testing,
rod-pump repair, water treatment, oil treatment,
well stimulation, and production logging
Palavras-chave
CÓDIGO DO PROJETO:
CIP E&P
Núcleo Produtividade: Ruben H. Gutierrez,
Lúcia Rabelo e Felipe Gramacho
Lúcia Rabelo
(LabCEO)
Ruben Gutierrez
(TEP/UFF)
Luiz Antônio Campagnac
(LabCEO)

12
estavam envolvidos nos projetos de melhoria.
Outras empresas de petróleo podem utilizar os
casos estudados como benchmark e buscar os
mesmos benefícios obtidos, e ainda, utilizando
o conhecimento desenvolvido pelos autores com
a experiência em melhoria de processos, podem
buscar melhorias em novos processos.
Realizada
O artigo é de grande valia para empresas que
tentaram aplicar um ou mais conceitos expostos
pelos autores, mas não conseguiram resultados
significativos.
na Pesquisa
Os conceitos chave adotados foram: Lean, Six
Sigma, ISO 9001:2000.
Tipologia do Artigo
O artigo é uma pesquisa teórica com estudos de
caso.

13
Best Practices in Process Improvement
Autores
DOLAN, T.
Journal
Quality Progress, August 2003
Ano
2005
O artigo tem como proposta realizar uma
explanação geral das boas práticas em melhoria
de processos. Apresentando os fatores críticos
de sucesso para um projeto de melhoria de
processos, abordando desde o planejamento, a
utilização das diversas ferramentas e a análise
de resultados.
O artigo tem como base uma pesquisa online
realizada com um grupo de profissionais
regularmente envolvidos em projetos de
melhoria de processos. Através do resultado
dessa pesquisa o autor definiu alguns fatores
de sucesso e erros que devem ser evitados num
projeto de melhoria de processos.
Na pesquisa realizada, foram levantados os
seguintes fatores que devem ser considerados
num projeto de melhoria de processos:
• Estabelecer a necessidade de melhoria
– Identificar o problema, o processo que está
causando o problema e identificar as melhorias;
• Escolha da equipe – Os membros da
equipe devem estar diretamente relacionados
com o processo e serem os melhores em suas
áreas;
• Definição da estratégia e visão – É muito
importante que a equipe tenha as metas bem
definidas no início do projeto;
• Comunicação – A comunicação entre
todos os envolvidos no projeto e essencial para o
sucesso do mesmo;
• Escolha da ferramenta – Dentre as
diferentes ferramentas de melhoria de processos,
a equipe deve escolher a que mais se adapta
para as necessidades da empresa;
• Comemoração de resultados obtidos –
O reconhecimento e comemoração das etapas
vencidas ajudam na motivação dos envolvidos no
projeto;
• Construir para o futuro – Toda mudança
Abstract
(O artigo não possui abstract)
Palavras-chave
Felipe Gramacho
(LabCEO)
Ruben H. Gutierrez
(TEP/UFF)
CÓDIGO DO PROJETO:
CIP E&P
Luiz Antonio Campagnac
(LabCEO)
Núcleo Produtividade: Ruben H. Gutierrez,
Lúcia Rabelo e Felipe Gramacho

14
é difícil de ser implementada e gera gastos para
empresa. A equipe de melhoria de processos deve
garantir o funcionamento das melhorias realizadas
e na medida do possível fazer criar uma cultura
organizacional para que todos na empresa tenham
o compromisso com a melhoria contínua.
O artigo abrange todas as áreas de um projeto de
melhoria de processos, mas não se aprofunda em
nenhuma. Apenas faz uma visão geral dos fatores
de sucesso num projeto de melhoria de processos.
O autor apresenta uma metodologia muito
consistente e elaborada para melhoria de processos,
podendo ser seguida como um guia para realização
de um projeto de melhoria de processos. Realizada
através de uma pesquisa com profissionais da área,
a metodologia desenvolvida apresenta os fatores
positivos e negativos vivenciados pelos profissionais
do mercado. O que acrescenta um grande valor a
seu conteúdo e validação para uso no mercado.
Realizada
A pesquisa foca o lado humano da melhoria de
processos. Foca a importância e a necessidade da
aceitação e participação de todos no projeto de
melhoria de processos, desde a alta gerência até
os mais operacionais. Ressalta que a melhoria
de processos deve ser uma ação integrada, com
todos os que de alguma forma estão envolvidos no
processo e não uma ação isolada dentro da empresa.
na Pesquisa
Melhoria de Processos e Melhoria Contínua
Tipologia do Artigo
Artigo Científico.

15
Business process design by view integration
Autores
MENDLING, J.; SIMON, C.
Journal
Vienna University of Economics and Business
Administration
Ano
2006
A proposta central do artigo é apresentar um
modelo de desenho de processos de negócio
através de uma analogia entre modelo de
engenharia de base de dados por uma visão
integrada e modelagem de processos. É
apresentado também um estudo de caso com
dois modelos de processos de negócio EPC -
Event-driven Process Chain (cadeia de processos
de eventos direcionados).
É desenvolvido pelo autor um modelo com base
na reengenharia de processos de negócio com a
idéia de identificar os diferentes pontos de vista
de cada pessoa que trabalha com uma base de
dados. Cada pessoa é entrevistada e seu ponto
de vista é documentado separadamente em um
dos chamados esquemas de entrada.
No estudo de caso EPC, que corresponde a
uma linguagem de modelagem de processos
empresariais representativas de tempo e
dependências lógicas entre as atividades de um
processo, foi apresentado o processo antes e
após a melhoria proposta pelo modelo onde é
possível analisar através de uma visão integrada
da empresa.
O modelo de desenho de processos apresentado
pelo autor tem como foco a união entre a
engenharia de bases de dados e o desenho
de processos de negócio. Como diferencial do
estudo, são considerados os diferentes pontos
de vista na modelagem dos processos das partes
interessadas e pessoas que estão envolvidas
diretamente com o processo.
O trabalho apresenta duas limitações, a primeira é
a diferença conceitual entre modelo de processos
Abstract
Even though the design of business processes most
often has to consolidate the knowledge of several
process stakeholders, this fact is utilized only to a
limited extent by existing modeling methodologies.
We address this shortcoming in this paper by
building an analogy between database schema
design by view integration on the one hand and
process modeling on the other hand. In particular,
we specify a method for business process design
by view integration starting from two views of
a process as input. We identify formal semantic
relationships between elements of the two
process views which are then used to calculate
the integrated process model applying the merge
operator. Finally, the integrated model is optimized
using reduction rules. A case study with two EPC
business process models from the SAP reference
model demonstrates the applicability of our
approach.
Palavras-chave
Sérgio Mecena
(TEP/UFF)
CÓDIGO DO PROJETO:
CIP E&P
Núcleo de Inovação: Ségio Mecena
e Ana Carolina Olivé
Fernando Vieira
(STA/UFF)
Ana Carolina Olivé
(LabCEO)

16
e modelo de dados, o que dificulta uma aplicação
direta de
integração de dados para desenho de processos.
Segundo, foram utilizadas linguagens de
programação para a modelagem dos processos e
visto que é uma linguagem técnica, necessita de um
conhecimento inicial para a leitura e entendimento
do artigo.
A proposta do núcleo de inovação é otimizar os
processos da cadeia de valor da PETROBRAS através
a inserção de valor e redução de custos nestes (Blue
Ocean Strategy).
O artigo em questão tem sua aplicabilidade porque
apresenta um modelo de concepção de processos de
negócio e apresenta um estudo de caso mostrando
a aplicabilidade do que foi proposto.
Porém, por ser composta de linguagens de
programação de bases de dados sua aplicabilidade
no projeto em questão é reduzida visto que a
modelagem necessária é em processos da cadeia
de valor e não processos complexos do dia-a-dia.
Realizada
O trabalho apresenta valor porque expõe um
trabalho de modelagem de processos que considera
os pontos de vistas das pessoas envolvidas com
o processo em questão enquanto os modelos
estudados anteriormente pela equipe não possuía
esse atributo importante da reengenharia de
processos.
na Pesquisa
São utilizados os seguintes conceitos-chaves no
trabalho:
• Engenharia de processos de negócio;
• Partes interessadas;
• Bases de dados;
• Cadeia de processos de eventos direcionados
(EPC).
Tipologia do Artigo
O artigo se enquadra na seguinte modalidade:
Pesquisa Teórica metodológica com estudo de caso.

17
Value Innovation: The strategic logic of high growth
Autores
KIM, W. C.; MAUBORGNE, R.
Journal
Haward Business Review on breakthrough
thinking
Ano
1997
Os autores estudaram por cinco anos empresas
com elevado potencial de crescimento e suas
concorrentes com menos êxito a fim de descobrir
como o primeiro grupo de companhias consegue
alcançar um contínuo aumento sustentável de
suas receitas e lucros.
A diferença de abordagem não era uma questão
de como os gestores das empresas escolhem
uma ferramenta analítica ou um modelo de
planejamento em detrimento de outro, a
resposta está na forma que cada grupo abordou
estratégia.
As empresas que tiveram menos sucesso tinham
o seu pensamento estratégico em permanecer à
frente da concorrência enquanto que as empresas
com elevado potencial de crescimento tentam
tornar seus competidores irrelevantes através
de uma estratégia chamada pelos autores de
inovação de valor.
São apresentados também estudos de caso de
diversas empresas estudadas como Kinepolis,
uma companhia de cinema na Bélgica; Accor, um
hotel na França; Compaq, empresa de tecnologia
em informática, entre outras.
O artigo possui como enfoque principal apresentar
o estudo feito pelos autores em mais de trinta
organizações ao redor do mundo e explicar
porque algumas atingem níveis de crescimento
elevado enquanto outras não atingem o sucesso.
Compararam-se os dois grupos de empresas
através de dimensões relacionadas ao
potencial de crescimento de empresas. Foram
entrevistadas centenas de gestores, analistas e
pesquisadores com a finalidade de se construir
perfis de estratégia, organização e desempenho.
Foram avaliadas cinco dimensões de ponto de
vista estratégico:
1. Indústria;
2. Foco estratégico;
3. Clientes;
4. Recursos e capacidades;
5. Produtos e serviços.
Abstract
(O artigo não possui abstract)
Palavras-chave
Ana Carolina Olivé
(LabCEO)
Sérgio Mecena
(TEP/UFF)
CÓDIGO DO PROJETO:
CIP E&P
Fernando Vieira
(STA/UFF)
Núcleo de Inovação: Ségio Mecena
e Ana Carolina Olivé

18
O artigo se propõe a estudar inovações de
valor e apresenta como resultado principal uma
comparação entre a lógica convencional de
estratégia e a estratégia de inovação de valor. Essa
comparação foi gerada através de entrevistas a
gestores de empresa buscando identificar quais as
oportunidades eles visualizam ou possuem e como
eles entendem o risco.
A partir deste resultado, os autores apresentam
como é possível criar uma nova curva de valor
para a empresa buscando essa partir da lógica
convencional e alcançar a inovação de valor.
São apresentadas quatro questões que traduzem a
aplicação de inovação de valor:
• Quais fatores que nossa empresa assume
devem ser eliminados?
• Quais fatores devem ser reduzidos abaixo
dos padrões da indústria?
• Quais fatores devem ser elevados acima dos
padrões da indústria?
• Quais fatores devem ser criados que a
indústria nunca ofereceu?
Os executivos devem responder esse conjunto de
questões a fim de alcançarem um crescimento
rentável. Inovação de valor é simultaneamente
aumentar o valor para os compradores e minimizar
os custos para as empresas.
O artigo é de 1996, podendo estar defasado em
relação às necessidades atuais das empresas. Além
disso, os autores consideram a inovação de valor
apenas em produtos e serviços e não apresentam
como é possível inovar em processos.
O artigo em questão tem aplicabilidade prática
já que o método de desenho de processos que o
núcleo irá desenvolver tem como base a inovação de
valor. Outro fator relevante é que o artigo apresenta
diversos estudos de caso firmando a aplicabilidade
do modelo exposto.
Realizada
O valor agregado da pesquisa está na comparação
da estratégia de inovação de valor (criada pelos
autores) com a lógica convencional de estratégia
(competição acirrada por preço) que permite
que uma companhia identifique em que ponto de
maturidade está e alcance um crescimento elevado
e sustentável.
O estudo visa fornecer conhecimentos teóricos de
inovação de valor e apresenta diversos estudos de
caso de como as empresas que buscaram alcançar
a inovação de valor conseguiram alcançá-la através
da criação de uma nova curva de valor.
Além de o trabalho ter origem de um instituto
reconhecido mundialmente, este pode ser aplicável
ao nosso projeto.
na Pesquisa
São utilizados os seguintes conceitos-chaves no
trabalho:
• Inovação de valor;
• Estratégia;
• Curva de valor;
• Crescimento elevado;
• Competição de empresas.
O artigo se enquadra na seguinte modalidade:
Pesquisa Teórica Metodológica com utilização de
entrevistas e estudos de caso.

19
Business Process Management in a Brazilian public
research centre
Autores
SENTANIN, O. F.; et al
Journal
Business process management journal
Ano
2008
A proposta central do artigo é analisar como um
centro de pesquisa pública brasileiro implementou
o BPM (Business process management)
destacando os desafios encontrados na fase de
desenvolvimento. Considerando a impossibilidade
de uma empresa voltar a fases anteriores,
na sua trajetória rumo BPM, foi necessário o
envolvimento de todo o pessoal do centro de
pesquisa na busca da melhoria contínua, em
um processo onde a mentalidade funcional deve
ser quebrado e da visão baseada em processos
tem de ser construída. Sabendo que nessa
organização Esta organização fornece aos seus
colaboradores, oportunidades de partilha de
informação, avaliação e recompensas de acordo
com os resultados atingidos pelas equipes, o que
contribui para a motivação e determinação das
equipes.
Para suportar as discussão sobre o assunto e
análise da evolução do BPM na organização
foi realizada e apresentada uma pesquisa
bibliográfica.
O objetivo do artigo é analisar como o BPM
Abstract
Purpose – The purpose of this paper is to
analyse how a Brazilian public research centre
implemented business process management
(BPM) highlighting the challenges of change that
have to be dealt with in the stage developed by
this organisation.
Design/methodology/approach – The first author
of this paper accompanied the implementation
of BPM in the research centre for 33 months in
order to analyse documents and reports and have
interviews with various managers and employees.
Findings – The studied organisation developed an
intermediate stage towards BPM. The progressive
approach favours a better understanding of the
challenges that have to be overcome in order
to improve BPM in an organisation. Thus, the
BPM approach can be effectively assimilated and
practised by the centre’s staff.
Palavras-chave
Business process re-engineering, Corporate
strategy, Strategic planning, Organizational
structures, Organizational change, Brazil
Débora Herkenhoff
(LabCEO)
Moacyr Figueiredo
(TEP/UFF)
CÓDIGO DO PROJETO:
CIP E&P
(TEP/UFF)
Núcleo Avaliação de Desempenho: Moacyr Figueiredo,
Débora Herkenhoff e Fernanda Elvas
Research limitations/implications – The depth of
the analysis carried out in the case study make
more structured research possible.
Originality/value – The challenges of
implementing BPM in a Brazilian public research
centre are investigated. This case study is based
on a theoretical, empirical and maturity level
approach. Thus, a particular case of implementing
BPM which took place in a very specific context,
not explored in the literature, is presented to the
community interested in BPM.

20
foi implementado no centro de pesquisa pública
brasileira e qual nível de maturidade essa prática
possui. Para tanto, buscou-se realizar uma revisão
bibliográfica sobre o tema BPM, seus desafios e
alguns modelos de maturidade aplicados a BPM
a fim de suportar a investigação, identificando
parâmetros de pesquisa para estruturação das
questões fundamentais na abordagem. Em seguida,
buscou-se apresentar os esforços e os desafios
relativos à execução de BPM no Centro de pesquisa
pública brasileira e por último, analisar o progresso
do BPM no Centro de pesquisa, destacando melhorias
que podem ser feitas para alcançar estágios mais
avançados.
Um dos autores acompanhou a implementação do
estudo de caso durante 33 meses, contribuindo
para a identificação de aspectos relevantes do
BPM, relacionado a padrões e comportamento. Para
facilitar as observações, motivar o entendimento de
questões de BPM e facilitar a identificação de padrões,
foram realizadas entrevistas em profundidade com
um total de 13 respondentes, dentre supervisores e
responsáveis por projetos inovadores.
A abordagem progressiva favorece uma melhor
compreensão dos desafios inerentes no processo de
melhoria do BPM em uma organização, contribuindo
eficazmente para os funcionários do centro de
pesquisa e profissionais do ramo.
A pesquisa se limita, pois explora um contexto bem
específico, o setor de pesquisa pública.
Por outro lado, o estudo de caso em um ambiente
ainda pouco explorado, pode ser útil para
profissionais e pesquisadores da área. Através do
relato do estudo de caso, é possível realizar análise
da aplicação do BPM e consequentemente utilizar as
lições aprendidas desse projeto e definir estratégias
para lidar com os desafios existentes.
Realizada
O estudo de caso é baseado em teoria, pesquisa
empírica e na abordagem de níveis de maturidade.
Portanto, o caso de implementação de BPM num
centro de pesquisa pública brasileiro, está inserido
num contexto bem especifico, ainda não explorado
na literatura, podendo ser útil para os profissionais
e estudiosos da área de BPM. Além disso a
profundidade de análise da implementação do BPM
no estudo de caso apresentado contribui para a
uma abordagem de pesquisa de campo bastante
estruturada.
na Pesquisa
Reengenharia, estratégia coorporativa,
planejamento estratégico, estrutura organizacional,
mudança organizacional e Brasil.
A tipologia do artigo pode ser caracterizada por um
estudo de caso.

21
Evaluation of Metrics Framework for Product and Process
Integrity
Autores
MCKEOWN, K. A.; MCGUIRE, E. G.
Journal
The 33rd Hawaii International Conference on
System Sciences
Ano
2000
A proposta do artigo é apresentar um conjunto de
métricas que podem auxiliar as organizações que
se situam nos níveis 2 (dois) e 3 (três) do modelo
de maturidade de desenvolvimento de software,
CMM, assim como, pode ser de grande valia nos
esforços das empresas que possuem classificação
de nível 4. Essas métricas são caracterizadas por
estarem focadas na manutenção da satisfação
dos requisitos do cliente através de relatórios
que certificam o cumprimento dos contratos
entre provedor e cliente.
Em sua introdução o artigo mostra que a análise
de métricas pode ser um importante componente
de geração de feedback e no controle de
processos de desenvolvimento de software,
mantendo as organizações capazes de verificar
suas performances e mantê-las de acordo
com as expectativas dos clientes. Entretanto,
os programas de indicadores possuem uma
notória dificuldade de implantação em várias
organizações, em muitos casos, eles não
progridem, se restringindo a simples medidas de
cronogramas, custo e nível de esforço. Apesar
de esses indicadores gerarem um guia de
gerenciamento de projeto, eles freqüentemente
não oferecem fortes evidencias de satisfação dos
clientes.
O artigo mostra que dados coletados e analisados
por organizações que possuem alto nível de
maturidade, no modelo CMM, são usualmente
utilizados para informar os clientes sobre os
limites de controle e suas variações, além de
apresentar as atitudes realizadas quando as
variações ocorrem. Como resultado desses
indicadores, existe uma crescente influencia das
expectativas dos clientes na qualidade de várias
áreas das companhias.
Assim, o texto apresenta em 7 (sete) seções
os componentes de programas de indicadores
presentes em várias organizações que prestam
consultoria na área de Tecnologia da Informação
(TI). Esses componentes possuem como foco
as aspirações do cliente. Após a descrição de
Palavras-chave
Fernanda Elvas
(LabCEO)
Moacyr Figueiredo
(TEP/UFF)
CÓDIGO DO PROJETO:
CIP E&P
Núcleo Avaliação de Desempenho: Moacyr Figueiredo,
Débora Herkenhoff e Fernanda Elvas
(TEP/UFF)
Abstract
Althoughnearlyeveryoneagreesthatthecollection
and analysis of metrics is highly beneficial
to software development and maintenance
organizations, this process remains difficult for
many of those organizations. The purpose of this
paper is to describe a practical set of metrics
that are focused on customer satisfaction and
that are easily understood by both customer
and developer organizations. These metrics
are evaluated against a process improvement
framework that emphasizes business value and
compared to criteria for appropriate metrics that
have been established by leaders in the software
process improvement field. The goals and concepts
related to these metrics are in compliance with the
Software Engineering Institute’s (SEI) Capability
Maturity Model (CMM®) for software.

22
Quais são as Implicações Práticas
Advindas da Pesquisa?
O artigo mostra que as organizações que tentam
alcançar níveis de maturidades superiores no
modelo CMM devem elaborar métricas práticas e
analisá-las de forma consistente com objetivo de
elaborar ações que resultem na melhoria continua
da organização.
Qual é a Originalidade e/ou Valor da
Pesquisa Realizada?
O artigo mostra que os indicadores possuem
pequeno valor se não estiverem ligados com os
objetivos de negócio das empresas. Além disso,
apresenta a importância dos critérios de satisfação
do cliente na constituição dos indicadores.
Quais são os Conceitos-chaves Adotados
pelos Autores na Pesquisa?
Métricas, CMM, satisfação do cliente.
Pesquisa bibliográfica.
tais elementos o artigo é concluído com uma
avaliação desses indicadores com base em critérios
considerados como métricas efetivas.
Quais são os Achados ou Resultados
Descobertos pelo Processo de Pesquisa?
O modelo de métricas apresentadas no artigo
mostra como uma grande empresa de consultoria
de TI está usando métricas para obter feedbacks
dentro da própria organização e outros resultantes
de seus clientes. Com a apresentação dessas
métricas podemos observar a importância do
alinhamento dos indicadores com os objetivos de
negócio da organização e como é fundamental o
papel da satisfação do cliente na composição dos
indicadores.
Quais são as Limitações e/ou Implicações
no Âmbito Científico e Metodológico de
Pesquisa?
O artigo apresenta uma revisão teórica em relação
aos componentes que formam os programas de
métricas. Para isso o texto é dividido em partes
se propõem mostrar um resumo geral de cada um
desses componentes. Apesar de a descrição de cada
elemento ser bastante abrangente, o artigo não
expõe um estudo de caso que enriqueça a explicação
dos elementos com informações sobre as práticas
desses elementos nas organizações atualmente.

24
Turning Innovative Ideas Into Commercial Equipment: The
Approach at Petrobras
Paulo Sergio R. Alonso, Paulo Sergio Rovina, and Ronaldo Mascarenhas Lima Martins (Petrobras).
1. Introduction
PETROBRAS is a state owned company, normally referred as a government company, with shares traded
in stockmarkets in Brazil, Europe and United States. As a government-owned company, controlled by the
Brazilian federal government, it is subordinated to the laws and governmental controls that impose certain
particularities to its performance in the free market system.
The supply solutions, to be applied in a company of acknowledged leadership in deep waters, require
innovative actions of equipment development, articulated in cooperation with its main suppliers in order to
guarantee the availability of engineering solutions required to its complexity growing demands in a highly
competitive market.
Inside the PETROBRAS Procurement Department organizational structure, there is the EMAT, Materials
Engineering Management and, subordinated to it, the Sectorial Management of Materials Development
(DMT) which is responsible for the Technical Cooperation Agreement (TCA) established with equipment
manufacturers or research entities, aiming to developing equipment or technologies that will be applied in
the Company’s operational units.
DMT’s institutional mission is:
“TO LOOK FOR PETROBRAS’ OPERATIONAL COST REDUCTION THROUGH THE REDUCTION OF THE COST
OF MATERIALS’ LIFE CYCLE AND THE REDUCTION OF THE ENVIRONMENTAL RISKS BY MEANS OF THE
TECHNOLOGICAL DEVELOPMENT OF MATERIALS AND NEW SUPPLIERS.”
Fed by the demands of the business areas, as Exploration and Production, Refining, Gas & Energy, Research
Center (Cenpes), Transpetro1 (maritime and pipeline transportation) and BR Distributor2 , DMT basically
acts into two fronts: the development of new technologies (mainly the ones related to equipment) and the
development of new suppliers.
Usually the technological development process begins in one of the internal customers, with the identification
of the need to develop a new material. Reflection of the result of PETROBRAS operational pioneering in the
deep waters exploration, it is common that equipment for oil exploration and exploitation for the new borders
are not on the shelves and, normally, not even designed. The instrument of the technological development
through cooperation agreements with manufacturers has been largely applied in such circumstances. In
similar cases, TCAs are established with one or more manufacturers interested and deemed qualified to
develop the project engineering and to manufacture the desired equipment.
Abstract
This work presents the approach used at PETROBRAS to develop new suppliers in the local and international
market as to provide innovative equipments to the deep water exploration and production activities. The
task of pushing up the industry limits to foster the manufacturing of new prototype pieces of equipment at
a commercial scale has been addressed by PETROBRAS for more than 15 years in a join effort between the
Exploration and Production area and the Procurement Department. Significant results have been achieved
especially in the development of new local suppliers.
The paper presents a general overview of the PETROBRAS Technology Management Model and how the
process of developing a prototype equipment is inserted into it. The main challenges of such developments
and the solutions used to figure them out are discussed. The conceptual basis of the criteria and objective
approach used to select a particular manufacturer to a specific project named the Innovation Potential
Evaluation Index is presented also. At the end of the paper the results achieved so far in the increase of the
registered new suppliers and a portfolio of the equipment developed are presented as well as the perspectives
for the increase of local content due to future initiatives.
Disponível em www.labceo.uff.br/cip

25
On the other hand, a program for the development
of new suppliers normally starts within Procurement
area itself, when it is observed that the supplier
market of a certain item is not well regulated,
either due to inexistence of competition, or to the
low competitiveness of the registered suppliers. In
this case, TCAs are established into with potential
suppliers that might compose a portfolio of
suppliers with quality and competitiveness proper
to PETROBRAS.
In both cases suppliers’ participation is fundamental
in the engineering solution generation, sharing
knowledge, risks and results.
In the beginning of the negotiations with potential
cooperators, Intention Protocols are executed,
which establishes the materials that are the scope
of the developments and the general conditions on
which the TCAs shall be signed and directed.
Aiming at guaranteeing the intellectual property
of the information that shall be exchanged during
the negotiation phase of a TCA, it is common the
execution of a Confidentiality Agreement, where the
parties’ liabilities are clearly established regarding
the handling of the information received from the
other party.
2. History of the development of new
materials and suppliers in PETROBRAS
In a recent past, the technological development of
materials and new suppliers has adopted procedures
consistent with the applicable legislation and the
direction of PETROBRAS’ superior managements.
Thus, we can point out the following steps/facts:
• From 1989 to 1993 (Law 8666/93)3 – AFM (Material
Supply Authorization) pioneering contracts, with
experimental lots supplied for factory acceptance
tests and field tests;
• After 1993 – principle of isonomy, inferring that
the PCMs (Materials Purchase Orders) were bid in
competitive processes, imposing difficulties in its
use for the development of new suppliers/materials.
So, afterwards, there is the beginning of the use
of Technical Cooperation Agreements (TCAs) for the
commercial development of new equipment and
services, where the PETROBRAS and the Cooperator
have a common objective to develop and homologate
a new material;
• In 1995 it is published in the Official Gazette of the
Federal Government (DOU)4 a list of materials that
need to be field tested in order to be homologated
and included in the companies’ supply line;
• 2003 - the PROMINP is created (National Oil and
Gas Industry Mobilization Program), which is a
governmental program aiming at the promotion of
actions for the increase of the local content of goods
and services in the great enterprises of the oil and
gas industry in Brazil, levering competitiveness of
the national suppliers for the international market
standards;
• 2006 - IPINOVAÇÃO (Potential Index of
Innovation) is adopted as a decision supporting tool
when selecting a cooperator for the establishment
of a Technical Cooperation Agreements (TCAs).
Currently, under the support of Decree # 2745,
dated of 08/24/19985 , PETROBRAS gained greater
decision autonomy in the hiring processes, what
has also impacted in the technological development
hiring processes carried through the DMT, without
modifying, however, its central philosophy of
cooperating with the technically and industrially
qualified manufacturers and assuring the supply
of essential items for achieving PETROBRAS
objectives.
3. Current Modus operandi
The DMT approach focus on the equipment
throughout its life cycle, from its conception until
its demobilization, modifying the usual and little
efficient focus of considering only the purchase
price as a comparison parameter among suppliers.
According to J.M.Juran, “there is a rooted practice
to purchase based on the original price”, which we
can call “cultural resistance.”
DMT aims at valuing in its projects aspects such as
the increase of equipment availability through the
introduction of reliability concepts in the analysis and
execution stages of the development projects, as
well as in the cases where more than an alternative
is presented as a solution for the same problem.
Other factors, such as energy consumption, costs
associated to the non-availability, maintenance
costs, began to be weighed and to compose the
technical analyses of the development projects,
together with the traditional purchase and
development costs.
From the customers demand, DMT designs
strategies for assurance of the supply, either by
developing new materials, adjusted to the new
technological borders connected to the exploration
in progressive deeper waters, or by making new
suppliers available for items already existent in
the enrollment, where it can be noticed the high
complexity and/or low competitiveness of the
supplier market.
A simplified schematic picture can be noticed in
figure 1,comprising the main stages of a typical
process.
In short, when a demand is identified, DMT team
goes to the market to search for a ready solution
(or almost ready), and when it is not found, it
starts the second action, which is to search an
competence to develop. After identifying this ability,
it is established a TCA for the development of the
engineering, models are constructed for laboratorial

26
tests of developed concepts and, in case of success,
there is the development of the production line to
manufacture a prototype.
The prototype, which shall have all characteristics
of the final product (in its theoretical conception)
is manufactured, factory tested and taken to the
field for being tested under operational conditions.
An acceptance criterion predefined in the technical
Figure 1 – Flowchart of the business development process of new equipment or new
suppliers
Note: ASD - Alternative Supplier Development; TD – echnological Development
Source: ALONSO (2004)
specification is verified and, if it is accomplished, the
product is considered approved, or homologated,
starting to integrate PETROBRAS enrollment as an
item that can be supplied by that manufacturer.
A complete register of the development and
homologation process is filed on an information
system, for which DMT is responsible, and which is
accessible by all PETROBRAS’ technical team.
Figure 2 – New supplier development philosophy at PETROBRAS
Source: ALONSO (2004)
The involvement of the science and technology
institutions or universities is quite common in the
development processes, as a manner to lead scientific
and technical knowledge that are eventually lacking
in the companies identified as qualified only in the
industrial aspects of the equipment to be developed.
In this case, it is allowed the establishment of
specific Development Agreements, or, also, tripartite
TCAs, among PETROBRAS, the university and the
company which holds the industrial capacity. Figure
2 illustrates the philosophy of the process.
In the previous figure we can notice the roles that fit
each involved agent in the development process.
When the supplier holds its own technology or has
a research center, the role of the anchor university
is exempted, being the supplier itself responsible
for the development of the conceptual and basic
project of the new equipment, working jointly with
PETROBRAS’ technicians.
In general, the DTM projects aim at assuring the
supply of PETROBRAS’ essential items and look for
the optimization of the industrial processes costs
through the development of materials and suppliers.
Through the TCAs, the DMT intends to reach,
evidently, the following general results:
• Cost optimization of materials’ life cycle.
• Reduction of purchase cost
• Reduction of transportation costs
• Reduction of operational, installation and
maintenance costs
• Increase of technological autonomy
• Increase of competitiveness in supplier market
• Increase of the consumption of PETROBRAS’
products
PETROBRAS’ experience with TCAs shows that the
success in the qualification of new technologies is
intrinsically linked to two main factors:
• Integrated Planning among customers - functional
areas that benefit from the new technology - and
the qualification process manager;
• The technology delivering to all potentially
beneficiary assets, including planning, training, risk,
management and standardization. After the
qualification of the equipment it is necessary to
assist the operation, control the execution and
monitor the risks to register and widely disclose the
lessons learned.
To assure the increase of the technological
autonomy, the TCAs are based on guidelines about
information handling, intellectual and industrial
property and copyrights issued by PETROBRAS’
legal and information departments with competence
for this purpose,that means the Legal Department
and the Center of Research (Cenpes). CENPES,
besides being responsible for technical researches,
also manages PETROBRAS’ technological programs
and is the keeper of the intellectual property rules
and concepts.
Recently,newdemandsfromtheNaturalGasbusiness

27
area modified the focus of DTM developments. The
primordial objective, in these cases, became the
development of engineering solutions that would
implement the consumption of the natural gas
produced or imported by PETROBRAS focusing in
the relevance that is currently given to the this fuel
in the Brazilian Energy Matrix.
This new way to develop technology reached an
unknown path for the DMT, as until then it was
developed materials for application in PETROBRAS
operational units. The external user vision became
an integrant part of the assemblies of the strategies,
and also the business optics and external risks to
PETROBRAS, started to be incorporated.
In this field, co-generators, greenhouses, engines
and mobile devices for measuring the vehicular
naturalgasqualityaregoodexamplesofdevelopment
programs directed towards outer PETROBRAS 6,
aiming to lever the natural gas market.
The “necks” to solve
In general, the DMT actions aims at solving
two types of difficulties (or necks):
• the technological difficulties
• the market difficulties
In case of the technological difficulties, we have a
material that normally lines up to the technological
border, where there is no supplier in the market.
Normally this type of development is associated to
high operational and technical risks.
In such cases the identification of the development
need can originate itself in the operational business
unit, in Cenpes (Research Center) or even in
the supplier itself (that offers its innovation to
PETROBRAS).
But in the market difficulties, the action of DMT
occurs due to the low competitiveness of the
market (national and foreign targets), or to the
convenience of increasing the national content in
the new construction projects (exclusively focused
in national suppliers), as in refineries or platforms.
In this case, they usually are mature technology
equipment, associating low risk to the development
of the engineering solution. The identification of
the development need can originate itself in the
operational business unit, Petrobras’ supplying
team or even in the supplier (who offers its capacity
to PETROBRAS).
4. Adopted Tools
In order to make DMT’s activity feasible, some
contractual instruments proper to the developed
activities have been selected, each of them proper
to each stage of the development project and
supplementing themselves in its functions and
scope. Thus, we have:
• Confidentiality Agreement - executed in the initial
phase of information exchange, when there are
privileged information; it guarantees both parties’
information;
• Intention Protocol - executed when there is the
real interest of the parties to develop materials
jointly. It has a wide character, limiting the premises
and intentions of the parties in the potential
developments and establishes which family of
materials could be the target of future TCAs.
• Technical Cooperation Agreement - applied in the
final stage, when the specific interest of the parties
on a certain subject is clearly defined. It is used for
the development of new equipment or alternative
suppliers, for items already included in PETROBRAS’
portfolio.
• Technological Development Agreement - applied
in technological developments with ICTs (scientific
and technological institutions) in subjects whose
development is in the initial phase and did not reach,
in this phase the industry. It is used to develop new
equipment, generally with a change of the current
technological level (disruptive change). It requires,
in a subsequent phase, the establishment of a TCA
for the development of the product (prototype
manufacturing phase)
5. Assumptions of the Cooperation
Agreements
The success of a TCA is based on some assumptions,
from which it is almost impossible to deviate,
namely:
• PETROBRAS and manufacturer‘s common interest,
in this case a potential Cooperator on the scope of
development;
• the costs of research, information handling and
treatment, prototypes and tests must be shared
between PETROBRAS and Cooperator, in a clearly
established form;
• the opportunity to enter into a TCA must be opened
to those who evidence technical qualification to
perform the development of the scope;
• the prototypes for the field test has a definitive
character; in case they are approved, they will be
operating industrially during the projected useful
life cycle, after the qualification test period.
6. Content of Cooperation Agreements
The TCAs usually have their scope entailed to an
initial lot from where samples for laboratory (or
factory) tests are taken and to an experimental
lot, preferably not connected to the operational
needs, usually called field prototypes, which will be
taken to the selected location for the performance
of the installation and operation under real work
conditions.
In the TCAs the amount of samples and prototypes
must represent the minimum required to provide

28
statistical confidence to the bench and field test
results to be performed.
As a basic point that differentiates the TCAs from
the pioneer agreements (development contracts),
is the transference of resources, connected to the
approval by proper performance (project analysis,
bench and field tests, certification of third part) of
the Cooperator in each development stage.
To guide the development process there is a technical
annex that defines the characteristics of the material
to be developed, operational conditions, methods,
procedures and acceptance criteria of the assays to
be carried through
with the prototype.
7. Onus and bonus in the Cooperation
Agreements
The TCAs have the inherent and inalienable risk of the
technological development processes. PETROBRAS
usually bears the costs of the equipment that will
be taken to field test (prototype). In order to assure
the agreement cooperative nature, the cooperator
shall pay for the costs of its staff, physical facilities,
operational costs, depreciations and etc. In the
TCAs there shall not be forecasted any profit and
only the expenses incurred during the development
must be reimbursed.
In the future, when the prototype becomes a
product, the company shall be entitled to receive
profits derived from the commercialization of the
material (Martins 2003) that has been developed.
PETROBRAS shall undertake the assumption of the
risk resulting from the installation of the prototype
in its operating units and eventual risks associated
to the failure (material, human, environment, loss
of profits, etc).
8. Preliminary analysis of a project for
Cooperation Agreement
During a TCA negotiation phase, some points must
be focused in order to minimize the risks inherent to
any development process. Thus, it is primordial to
have a clear vision regarding the previous knowledge
accumulated by the parties about the technology
related to the scope of development, as well as the
parcel of knowledge to be added to the project by
each of the parties.
There must be developed a judicious analysis of
Cooperator’s industrial capacity and the same shall
occur with regard to the engineering and project
qualification aspects. The decision supporting tool
developed and used by PETROBRAS, named Potential
Innovation Index (IPINOVAÇÃO) raises industrial and
engineering qualifications, as well as the practice
and experience to handle technological innovation
subjects by the potential cooperator.
The IPINOVAÇÃO was developed in a partnership project
between PETROBRAS and the Federal University
of Rio de Janeiro (UFRJ). This systematic weighs
the scores provided to the supplier in different
aspects deemed important for the development of a
technological innovation.
During the process of validation of the IPINOVAÇÃO
systematic, a roll of about 50 suppliers, that have
already been successful in the development of
TCAs with PETROBRAS, were evaluated promoting
a sensitivity analysis of the computerized system,
which has provided to the system a history anchor
and credibility for future applications. It will be
further detailed in the following topic.
For the items developed for internal use in
PETROBRAS (productive processes), it is necessary
to have a clear notion of the product’s demand,
being convenient to evaluate the external market
in parallel, that means, other operators inside and
outside Brazil. Such aspects aim at subsidizing the
Cooperators in their decisions takings about the
convenience of the project, basing the decisions of
commercial nature, including ownership of results
and avoiding future surprises.
In the specific equipment developed to stimulate
the natural gas consumption, it is critical to have a
clear vision of the market and external customer’s
expectations.
In those processes that generate patentable
results, it is required to clearly verify what are the
rights intended on the results by Cooperator, by
PETROBRAS, and which implications such rights may
have to PETROBRAS’ operations and technological
autonomy, including the creation of a competitive
differential.
9. Decision supporting tool - IPINOVAÇÃO
The complexity of the conceptual models and the little
strength of the indexes that allow the evaluation of
the innovation intensity in a company are normally
pointed as difficulties to measure the aggregate
value to the business results deriving from a new
product or developed service, due to a change in
market’s technological trend. In order to better
ground the choice of suppliers to work in projects
that involve innovation aspects, PETROBRAS, jointly
with the Federal University of Rio de Janeiro,
developed the systematic of the Potential Innovation
Index (IP INOVAÇÃO) (Fonseca 2005).
The structure of the calculation formula of the
Potential Innovation Index (IPINOVAÇÃO) is based
on a questionnaire, developed from seven macro
indicators, to be answered by the companies
applicant to be PETROBRAS cooperators with the
objective of characterizing the innovative potential
of the contracted companies as partners through
TCAs. The objective is the elaboration of a referential
background for PETROBRAS strategic decisions in
the context of its integrated action of development
of goods and services for the oil and gas sector.

29
Table 1 shows the roll of macro indicators or
subindexes:
Organizational and Technological Management
People Management
Technological and Information Infrastructure
Engineering and Industrial Qualification
Infrastructure
Placement in the market
Results
Social Responsibility
Table 1 - IPINOVAÇÃO Sub-indexes
For each one of these sub-indexes it is adopted a
weight, which varies from 1 to 5, which will be used
in the IPINOVAÇÃO formation, aiming to evidencing the
induction, in the companies, of the development
of the value links of the innovation productive
chain, which is directly related to the generation of
competitiveness in PETROBRAS cooperators in the
development of goods and services. The definition
of the weights ascribed to each sub-index depends
on the particular question intended to be evaluated.
A high weight attributed to the Organizational and
Technological Management sub-index, for example,
favors the core of the innovation generation process
by potential collaborators and their partners, created
by the existing innovation structure.
On the other hand, the issue of Infrastructure in
Engineering and Industrial Qualification aims at
representing the vision that the market has of the
company, within the scope of the acknowledgment of
its function through the compliance of the demands
through innovation, as well as the qualification of
its professionals, which is critical for the inclusion of
competitiveness, and expertise in engineering and
industrial qualification.
The issues of Technological Infrastructure and of
Information and Social Responsibility – measure the
aspects highly dependent on modern means and
methods owned by the company.
The IPINOVAÇÃO calculation is made on the basis of
the combination of points gotten in the seven sub-
indexes, resulting a factor that varies in accordance
between 0 and 1 according to the following formula:
Thus, from the application of the questionnaires,
tabulation of answers and analysis of results there
shall be calculated the IPINOVAÇÃO, being possible to
visualize the dispersion of the companies applying
to be PETROBRAS cooperators, as exemplified in
figure 3.
10. Rights over the results of the
Cooperation Agreement
The definition of PETROBRAS interests over the
results occurs according to the applicability of the
developed material and its potential to generate
competitive differential for the company. Essential
items that can decide a bid for the exploration of a
field with the granting authority (in Brazil, the ANP
(National Oil Agency)), are usually target of retained
rights to PETROBRAS, or at least, rights over the
decision of to whom the cooperator is allowed to
commercialize the product of the development.
Figure 3 – IP INOVAÇÃO dispersion example
In a practical form, two alternatives are presented
as the most used in the rights on the TCAs results.
When there is total development of the technology
with the entity of pure and applied research,
just as it occurs with the excellence centers of
the universities, it is usual that the rights on the
results belong 100% to PETROBRAS and there is
an eventual licensing for the Cooperator/Developer
or for suppliers interested in manufacturing the
developed material.
When the development is characterized as an
improvement of a material already dominated and
developed by the Cooperator, in this in case normally
a manufacturer, the rights become owned jointly,
after definition of a proportionality according to the
amounts of resources invested, such as for example:
financing or knowledge added to the project. In this
case, it is normally assured to Cooperator the full
licensing, which gives it the freedom to trade the
TCA’s result with third parties, upon the payment of
royalties.
11. Results Obtained 1993-2006
Since it was organized in the beginning of the
90’s - the strategy of joint development between
PETROBRAS and its technological base main
suppliers - it has been already recorded more than
600 developments of materials and equipment, in its
great majority for offshore application, considering
the demands for the engineering solutions for
production in progressively deeper waters. About
400 new suppliers have been developed, being 60%

30
of the total national suppliers and the remaining,
foreign suppliers. The sum of investments applied
in Technical Cooperation Agreement in the period
reaches US$ 600 million.
It is also noteworthy the success rate reached
by this set of developments, which historically
surpasses the mark of 95% of successes in the
developments.
Some figures shown here can illustrate
DMT’s activity during the year of 2006, according to
update of Dec/06.
• Total of Cooperation Agreements executed: 60;
• Total of agreements executed in partnership with
universities: 40;
• Total of Cooperation Agreements in final negotiation
phase: 30;
• Technical Support/homologation, without requiring
a TCA: 150;
Within a varied set of projects, it must be pointed
out some examples of materials either developed or
under development:
• Subsea valves
• Submersible centrifugal pumping
• New flexible lines
• New umbilicals
• Shared Action Manifolds
• Wet Christmas Tree for 2500m
• Natural gas co-generators
• Automatic device for coke drum opening
• High and low temperature catalyzers
• Systems of intelligent industrial actuators
• Clays for QAV percolation
• Mobile system of natural gas measurement
• Industrial valves
• Coated pipelines
• Low cost intelligent well completion systems
• Adsorptive materials
During 2003 a new source of developments
occurred at PETROBRAS with the alignment to the
governmental program PROMINP, which, basing
itself on PETROBRAS’ action as a great national
operator and for being a controlled company by the
federal government, started to function as anchor
of the program, so that, under competitive bases
and with technological adherence, therecould be
developed suppliers of goods and services installed
in Brazil, with the objective of replacing importation
and generating job and income in the country.
The PROMINP does not only aim at meeting, through
national suppliers, the demands of the oil operators
installed in Brazil. It also targets to creating world
class suppliers that can export goods and services
to other markets linked to the Oil and Natural Gas
Industry.
12. Technological pull
Inside this scenery, another interesting figure is the
technological pull. This situation is characterized
when an excellence center develops an engineering
solution and transfers it to a manufacturer,
sponsored by a cooperation agreement. Knowing
the technology, the company qualifies itself to
industrialize such solution.
As a result of the qualification for manufacturing the
first solution and consolidation of the result as a
market product, the company horizons open in the
new scene and, from the domain of the engineering
and industrial processes of the original project, it
starts to develop new projects of same nature, with
a higher technological aggregate, unfeasible before
the first technological movement.
13. Conclusion
Being provided with a privileged market vision, the
area of Materials Engineering of PETROBRAS, at the
Procurement Department, has been acting from
long date in fine tune with the Research Center,
technological management of several business
areas and even operational teams, making the
connection among them, manufacturers, science
and technology institutions and universities,
qualified to face the challenges of the development
of new materials and technologies.
The Cooperation Agreements, Contracts of
Development and Intention Protocols are efficient
instruments for the achievement of the objectives
of the technical and commercial development of
new equipment and services, meeting PETROBRAS
needs. They allow that new manufacturers or
services providers are included in the suppliers
enrollment and that new technologies and/or
materials are incorporated to the ones currently
available for Company’s operational use, qualifying
it to fulfill its mission of technical pioneering and
respect for the environment.
14. References
1. Alonso, Paulo Sérgio R. – “Estratégias
Corporativas aplicadas ao Desenvolvimento do
Mercado de Bens e Serviços: uma nova abordagem
para o caso da indústria de gás natural no Brasi”l
- Doctorate Degree Thesis - Universidade Federal
do Rio de Janeiro, COPPE/UFRJ, Engenharia de
Produção, Março de 2004;
2. Fonseca, Marcus Vinícius de Araújo, et al –
“Desenvolvimento do Índice Potencial de Inovação
(IP INOVAÇÃO)” – Universidade Federal do Rio de
Janeiro, Technical Report– 2005;
3. Martins, Ronaldo M.L., article in magazine
PRODFOR, Federação das Indústrias do Estado do
Espírito Santo, FIEES, Vitória, September /2003.

31
The New Deepwater Oil and Gas Province in Brazil: Flow
Assurance and Artificial Lift: Innovations for Jubarte Heavy Oil
Giovani Colodette, Carlos A.G. Pereira, Cézar A.M. Siqueira, Geraldo A.S.M. Ribeiro, Roberto Rodrigues,
João S. de Matos, and Marcos P. Ribeiro (Petrobras)
1. Introduction
The Jubarte Field is located in the North part of the Campos Basin, about 80 km offshore from the State of
Espírito Santo, at a water depth between 1,000 and 1,500 m (Figure 1).
The field discovery occurred in January 2001, where an interval containing oil of 17 °API was identified in
sandstones from the Maastrichtian period.
During the evaluation phase, a study based on the concept of value information supported the decision to
drill a horizontal appraisal well. In February 2002, the well was drilled, having a horizontal length of 1,070
m, being completed with an open-hole gravel-pack. The result was a well productivity index 13 times higher
than the one obtained by the vertical well. An Extended Well Test (EWT) was proposed and approved which
allowed collecting complementary valuable information.
In the EWT, which started in October 2002, PETROBRAS made use of the FPSO Seillean, a dynamic positioning
vessel with a rig capable of performing light workover operations. The well was connected to the FPSO
through a 5.625 in ID drill pipe riser. Using an innovative solution, a 900 HP and 25,000 bpd capacity Electric
Submersible Pump (ESP) has been installed above the wet Xmas-Tree. In case of ESP failure, the drill pipe
riser should be recovered by the FPSO for pump retrieval and replacement. The good results obtained in the
EWT led to its continuation in a Pilot Phase, which lasted until January 2006.
After the Pilot Phase, PETROBRAS has now started the Jubarte Phase 1 production with the FPSO P-34.
This new development phase comprises four production wells and will provide an expected oil production
of 60.000 bpd. One of wells presents an innovative installation of the ESP on the seabed, another well has
a downhole ESP installed, and the remaining two wells produce with gas lift. Gas lift backup can be used in
the ESP wells in case of pump failure, while waiting repair.
The definitive Jubarte production system (Phase 2), to be implemented in 2011, will comprehend 11 new
wells plus the 4 wells from Phase1, and 7 water injection wells, connected to the FPSO P-57. During this
production phase, all production wells will run ESPs installed on the seabed as the main artificial lift method
and gas-lift as backup.
In summary, the strategy of development for the Jubarte Field foresees three distinct phases of production,
which are presented in Table 1.
Following, relevant aspects on artificial lift and flow assurance for all phases of the Jubarte project are
covered. Special attention is dedicated to the innovative aspects implemented throughout all phases of the
field development.
2. Jubarte Pilot Phase
In the year 2002, the Evaluation Plan for the Jubarte area was initiated. It comprehended the accomplishment
of a EWT to perform technical and economical analysis of the production.
The well 3-ESS-110HPA was then drilled with a horizontal extension of 1,070 m being completed with gravel
Abstract
The Jubarte field, in the Campos Basin, Brazil, was discovered in January 2001. It is located
about 80 km offshore from the State of Espírito Santo, under water depths between 1,000
and 1,500 m, containing oil of 17 °API and viscosity of 14 cP at reservoir conditions.
This work presents a review of the artificial lift and flow assurance aspects faced by
PETROBRAS in the exploitation of Jubarte heavy oil, starting from the features of the Pilot
Phase. It details all the challenges posed and innovations proposed and implemented for
Phase 1 field development, as well as expectations for the subsequent Phase 2.

32
Figure 1 – Jubarte Field Location
pack.
Because of the good results obtained, PETROBRAS
decided to declare the field’s commerciality and
convert the EWT into a Production Pilot in December
2002. A full review of this production phase can be
found in [1].
In the EWT and the Pilot Phase, PETROBRAS used
an FPSO (Seillean) with Dynamic Positioning (DP)
system. The ship was located just above the well
in a water depth of 1,300 m. The capacity of the
unit processing plant is approximately 3,500 Sm³/d
(22,000 bpd) of liquid. The production offloading
was done by shuttle tankers. Figure 2 shows the
production scheme during EWT and Pilot Phase.
For this production system, the main innovation was
the installation of an ESP above the X-mas Tree,
inside a 9.5/8” capsule (47 lb/ft, ID 8.681”, 40 m
long). The production flowed from the pump into a
column of Drill Pipe Riser of 6.5/8” (ID 5,625”). The
system had a security device used for emergency
disconnection (EDP - Emergency Disconnect
Package) in case the ship deviated from its original
position.
The pump system installed was composed by:
• two electric induction motors in series, each one
of 450 HP;
• two sections of mechanical protector, totalizing
six chambers, out of which four were of bag type
and two were of labyrinth type;
• one gas handler;
• one multi-stage centrifugal pump;
• electrical connector and surface and
subsurfacepower cable;
• Variable Speed Drive (VSD).
Table 1 – Development strategy for the Jubarte Field
The Pilot Phase was locked up on January 12th,
2006. The artificial lift method (ESP) improved
production to daily rates superior than 22,000
bpd. The gathered data became an important
factor to subsidize the development planning of the
subsequent phases, since it reduced uncertainties,
for instance, the one related to the efficiency of the
ESP installed above the Xmas-Tree. In this aspect,
it must be mentioned that the equipment operated
with free gas volume fractions at intake greater
than 22%.
Figure 2 –Production scheme during EWT and Pilot Phase (FPSO Seillean)
3. Phase 1 General Description
In Jubarte Phase 1, four (4) horizontal satellites
wells produce to the FPSO Juscelino Kubitschek
(P-34). This production phase does not comprise
water injection into the reservoir. P-34 is anchored

33
in the definitive location (Figure 3) with all the wells
connected to it.
Figure 3 – P-34 anchored in location
Reservoir Characteristics. The sandstones of the
Jubarte Field are characterized by their high values
of porosity and permeability. The petrophysical
porosity and the horizontal permeability reach
average values of 23% and 1,200 mD, respectively.
The viscosity of the oil in reservoir conditions is 14
cP and the reservoir temperature is 76 ºC. Such
characteristics had guaranteed a high Productivity
Index for the well that produced during the EWT/
Pilot, and for all other wells of Phase 1.
The extrapolated original static pressure was 289.9
kgf/cm2g. After one year of production in the Pilot
Phase, this value did not experience any significant
alteration. The bubble pressure of the fluid
determined in laboratory (PVT) is 183.7 kgf/cm2g.
The large difference between the static pressure
and bubble pressure opens the possibility of having
ESPs installed on the seabed.
Fluid Characteristics. The oil, formation water
and produced gas properties are shown in Table 2,
Table 3 and Table 4, respectively. The Jubarte fluid
can be considered as heavy-oil and presents low
gas-oil ratio. Such characteristics also favor the use
of ESPs.
Table 2 – Jubarte Oil Characteristics
Table 3 – Formation Water Properties
Table 4 – Gas Chromatography Analysis
Well Engineering. In Phase 1, the production wells
were made of a 7” production column (26 lb/ft, ID
6,276”). Long horizontal lengths, around 1,000m,
were targeted, in order to grant high productivity
indexes. Sand control was done using Open Hole
Gravel Pack (OHGP). This technology proved to be
effective during the Pilot Phase.
Subsea Layout. The subsea layout, shown in
Figure 4, was designed to avoid interference with
the installation of the definitive unit (Phase 2),
thus facilitating the future transition between
the two phases. This premise implied on having
Phase 1 flowlines following a downhill profile which
favors the occurrence of terrain induced slugs. All
production flowlines are insulated flexible pipes of
6 in. diameter, with Thermal Exchange Coefficient
(TEC) smaller than 6 W/mK. Service lines are
flexible pipes of 4 in. diameter.
For the wells using ESPs as lifting method, a special
umbilical integrated with power cable was developed.
Beyond its conventional functions as hydraulic
control, chemical injection and electric signal carrier,
the structure comprises the electrical supply cable.
This new concept allows to minimize the number of
risers in the FPSO, as well as to optimize the subsea
layout.
Artificial Lift. Generally speaking, ESPs present
higher production potential than the gas lift. Besides,
it also makes possible to accelerate production
and, consequently, profits. Another advantage
is that ESPs are usually indicated in applications
where it is needed to lift large amounts of water
and heavy viscous oils. Furthermore, the Jubarte
fluid characteristics favor ESP applications, as seen
before.

3438
Figure 4 – Phase 1 Subsea Layout (FPSO P-34)
However, the definition of the adequate artificial lift
method throughout all the field production life is
a complex task that involves a great amount of
associated variables and uncertainties. In this way,
Phase 1 was delineated to serve as intermediate
stage for data acquisition, with the purpose of
assisting the optimization of the concession definitive
development. Thus, among Phase 1 main objectives
is to evaluate uncertainties related to the reservoir
behavior and to the efficiency of the different
technologies available for artificial lift, namely, ESPs
and gas lift.
As for ESPs, the good results reached in the Pilot
Phase made PETROBRAS personnel confident to
look for alternatives that would make possible
technically and economically enable their use in the
Jubarte development. So, it was defined to evaluate
two distinct configurations in two Phase 1 wells:
a) an ESP outside the well, in a pumping module on
the sea bed; and
b) an ESP inside the production wellbore.
In both arrangements, it will be possible to operate
with gas lift (GL) as a backup while waiting the ESP
repair, in case of a pump failure. Then, both ESP
wells had been equipped with mandrels and orifice
gas lift valves. This redundancy intends to minimize
production losses, improving the operational factor
of the lifting system. Figures 5 and 6 illustrate the
two concepts for ESP installation.
A detailed discussion on the aspects of both ESP
configurations will follow. For the remaining two
wells of Phase 1, the artificial lift method used was
the gas lift.
ESP on the Seabed inside a Pumping Module. The
technology of the selected artificial lift system for
the well 7- JUB-02 HP was a 1200 HP ESP mounted
inside a pumping module, installed vertically in a
hollow pile, 30” diameter x 40 m length. Further
details in this ESP arrangement can be found in [2].
The well was equipped with a gas lift set to provide
Figure 5 – Production System for 7-JUB-02 HP – ESP on the seabed
a back-up lift method (Figure 5).
The pumping system is composed of an adaptive
base (PAB) and a recoverable pump module
mounted 200 m away from the well. The pumping
module was designed so as to allow a by-pass of
the ESP, if desired. Its parts, base and module, can
be installed separately or together. The developed
system also allows to perform pigging operations;
for such, it is necessary the use of the by-pass.
Figure 6 – Production System for 7-JUB-06 HA – Downhole ESP
The original conceptual design considers the
possibility of the module (ESP) to be recovered and/
or installed by cable, using a special boat. However,
studies are still being conducted in order to make
this flexibility possible. The main benefits brought by
the system are the reduction of the costs and times
of intervention, besides the elimination of workover
tasks in case of need of pump replacement. Another
advantage of the designed system is to make
it possible to use ESPs of greater power and lift
capacity (larger diameter), without increasing the
production well diameter.
The project was carried through a Technology

35 39
Cooperation Agreement (TCA), and the test of the
first prototype will occur during the production
period with P-34.
Figure 7 – ESP System installed in Pumping Module
Figure 7 illustrates the system. It consists of a
horizontal satellite well connected to P-34 through
flexible pipes and a recoverable module. The Figures
8 and 9 display pictures of the prototype taken
during plant integration tests. Figure 10 registers
the installation moment. Currently, the technology
is considered available for application in other
company projects.
Figure 8 – Pump Adapter Base (PAB)
Figure 9 – Integration Tests (stack-up)
Figure 11 shows some constructive details of the
system assembly. Looking at this figure, it is easy
to notice that this set of ESP components requires
the use of a shroud. The function of this accessory
is to promote motor cooling. The shroud consists
of covering pipes and a proper adapter (shroud
adapter).
Figure 10 – Pumping Module installation by SS-61 rig
Figure 11 – Details of Pumping Module Assembly
The amount of gas to be handled by the pump is
related to the admission pressure. As the intake
pressure increases, the density difference between
the gas and the liquid decreases, allowing lifting
greater gas percentages. In this aspect, the water
cut has a great influence in the intake pressure,
because of formation water specific gravity (Table
3). On the other hand, if the amount of water
increases, the admission pressure will decrease.
Figure 12 shows the results of the studies led by
Dunbar and Turpin related to this phenomenon. These
empirical correlations are based on homogeneous
models and allow evaluating whether the equipment
will operate in a steady and satisfactory form (region
above the curve) or not. In the

36
unstable operation zone (region below the curve),
the success probability becomes reduced, increasing
failure risks. Independently of which region the
system operates, in the Jubarte case the maximum
admissible amount of free gas at ESP intake was
limited to 35% in volume. This number considers
the use of a gas handler device and is in compliance
with the limits recommended by the manufacturers.
The gas handler is a piece of equipment designed
to homogenize the fluid before the pump intake,
compressing the free gas back into the liquid phase.
Figure 12 – Dunbar and Turpin Correlations
Due to the risks associated to gas locking, this ESP
configuration was also studied in a laboratory
scale model, and some design improvements
on the system were adopted as a result of these
experiments.
High Power and High Reliability ESP. Another
producer well (7-JUB-06 HA) was also equipped
with ESP. However, it was installed downhole. A
shroud device was used as well. The well was also
equipped with a gas lift back-up system composed
of a mandrel and an orifice valve.
Figure 13 illustrates the conception of this production
well, which consists of a horizontal satellite well
connected to P-34 through flexible pipes. A
horizontal Xmas-Tree proper for ESP installation
was used, developed on-purpose to be applied in
this project.
In summary, the ESP installed in this well is part of
a R&D project focused on the development of an
engine-pump set of high power (1,200 HP) and high
reliability, with capacity to lift great amounts of liquid
in deep and ultra-deep waters. The expectation is
that the equipment will operate without failure(s)
for at least four years, and maybe even six years. To
assure this performance and equipment lifetime, a
rigorous quality control program for the pumping
system has been prescribed, considering factory
acceptance tests (FAT), stackup tests and string
tests. A new methodology for testing, with rigorous
test conditions were specified, including vibration
analysis of the assembled equipment.
The tracking and performance analysis of the
downhole ESP during Phase 1 will be performed
by means of measured variables by the equipment
sensors and by the parameters of the variable speed
drive (VSD).
Figure 13 – ESP System of high power (1,200Hp) and high trustworthiness
In summary, the ESP installed in this well is part of
a R&D project focused on the development of an
engine-pump set of high power (1,200 HP) and high
reliability, with capacity to lift great amounts of liquid
in deep and ultra-deep waters. The expectation is
that the equipment will operate without failure(s)
for at least four years, and maybe even six years. To
assure this performance and equipment lifetime, a
rigorous quality control program for the pumping
system has been prescribed, considering factory
acceptance tests (FAT), stackup tests and string
tests. A new methodology for testing, with rigorous
test conditions were specified, including vibration

37
analysis of the assembled equipment.
The tracking and performance analysis of the
downhole ESP during Phase 1 will be performed
by means of measured variables by the equipment
sensors and by the parameters of the variable speed
drive (VSD).
An important particularity of the JUB-06 system is
the existence of a manifold for chemicals injection,
connected at the sensor base. This device makes
possible to inject chemical products upstream
the pump intake by means of a capillary tube,
incorporated to the power cable (Figure 14).
Currently, the use of a multiple purpose product
that accumulates the functions of demulsifier and
anti-scale is foreseen. To prevent risks of cable
damages, special completion accessories have been
used, among of which we can distinguish:
• special gas lift mandrel with protection for the
power cable and that allows orientation (Figure
15);
• adjustable union with function of swivel to allow
the necessary adjustments of extension and the
production column rotation with the set (ESP)
already installed in the column. In summary, the
device function is to make it possible to align the
power cable with the electric connector housing,
and also to allow absorbing cable recesses
(Figure 16);
• DHSV with protection for cable passing (Figure
17).
Currently, the ESP set is installed downhole waiting
the interconnection of the well to P-34. With the
intention of preserving the ESP downhole set, the
production column and the capsule have been
delivered filled with a fluid of oil base (n-paraffin)
with a density similar to diesel.
Figure 14 – Power Cable with Integrated Capillary for Chemical Products Injection
Flow Assurance. In Jubarte Phase 1, flow assurance
is obtained mainly by means of thermal insulation
of the flowlines. Facilities for fluids replacement and
pigging are also available.
The Jubarte oil is considered to be very stable
regarding precipitation of asphaltenes. Although the
fluid does not present paraffinic characteristics, the
production systems connected to P-34 have been
conceived in a way that pigging for organic deposits
removal was predicted. The insulation system
guarantees that the flowing temperature inside the
Figure 15 – Gas Lift Mandrel with Cable Protection
Figure 16 – Adjustable Union (swivel)
pipe and in its wall is always greater than the Wax
Appearance Temperature (WAT) plus 3 °C. This limit
value was established after analyzing the relation
between the enthalpy developed in the crystallization
process and the latent heat of paraffin.
Regarding hydrate formation, the Jubarte oil and its
emulsions have no tendency to form hydrate
blockages. Therefore, the standard PETROBRAS
procedures for hydrate prevention in start-up and
blow-down operations were implemented and no
major problems are expected involving hydrates.

38
Figure 17 – DHSV with Cable Protection
Some of the most relevant features regarding Flow
Assurance on Jubarte Phase 1 will be reviewed next.
Inorganic Deposition (Scale). When opening the
ESP that operated in the Jubarte Pilot Phase, it was
evidenced the occurrence of scale deposition on the
pump impellers and on the gas handler. Samples
of the deposition were collected and tests were
performed for characterization of the incrustation.
The scale deposition potential is increased
significantly by the pump conditions, which
accelerate the kinetic of sulphates precipitation. The
temperature and the largest available superficial
area at the pump impellers increase the precipitation
and facilitate the nucleation and the crystals growth.
The incrustation on the impellers causes a sensible
degradation in pump performance and increases the
risk of locking. To reduce the precipitation potential
in the production equipment of the wells with ESPs
connected to P-34, continuous injection of an anti-
scale chemical product through the umbilical and
the chemical injection manifold was prescribed. The
strategy is to use a multiple purpose product that
simultaneously performs the functions of demulsifier
and scale inhibitor.
To further prevent scale deposition, the impellers
and diffusers of the ESP have been supplied coated
with Teflon. The coating, besides making the
nucleation and the growth of scaling difficult, aims
at improving physical properties of the material,
such as reducing surface roughness and granting
better pump performance. The Teflon coating also
protects pump parts against aggressive chemical
agents and ambient factors.
Sand Production. The sand production must
be controlled in order to avoid the premature
consuming of the components and mobile parts of
the pump. Besides, high sand contents may cause
pump locking.
As mentioned before, Open Hole Gravel Pack (OHGP)
was used in all wells of Phase 1. Based on Pilot
Phase results, it is expected that this technology is
sufficiently effective for controlling sand production.
Independently, the installed pumps make use of
special shims of high resistance to the abrasion
(AIR), in tungsten carbide and zircon, used in a ratio
of 1:2 (Figure 18).
Emulsion Viscosity Effects. Experimental data of the
Jubarte fluid show an exponential increase in the
viscosity due to the effect of steady water-in-oil
emulsion formation. Next to the incorporation limit
(60% in volume), emulsion viscosity experience an
increase higher than seven times above the crude
viscosity. This expressive increase on viscosity
reflects directly in the power of the pumping
equipment.
Figure 18 – High Resistance Shims
Another important point to stress is that the
stability of water-in-oil (W/O) emulsions is directly
related to the physico-chemichal characteristics
of the oil, and Jubarte oil favors the formation of
stable emulsions. Also, the probability of stable W/O
emulsion formation, already higher for heavy oils,
can be higher in ESPs-equipped Jubarte because
of the elevated shear rates at the pumps. Because
of this, and also to comply with process (oil-water
separation) requirements, continuous injection of
demulsifier upstream of the ESP will occur, through
the specially designed umbilicals (Figure 14).

39
4. Artificial Lift Expectations for the
Definitive Production Phase (Phase 2)
As presented in Table 1, the definitive production
phase(Phase 2) comprises the use of a spread
mooring type FPSO, connected to 11 new satellite
producing wells, plus the 4 wells that will be
transferred from P-34. Phase 2 also comprises 7
injection wells, so to increase the field recovery
factor and to keep the pressure in the reservoir.
In Phase 2, all wells will operate with an ESP installed
on the sea bed as primary artificial lift method,
having the possibility of a back-up gas lift system
(a system similar to the one shown in Figure 7).
The nominal Brake Horse Power of the pumps was
specified in 1500 HP, and pumps of greater diameter
will be used. The lifting technology to be used is
equal to the one developed in Phase 1, except by
small modifications.
Since Phase 1 does not consider water injection in
the reservoir, Phase 1 accumulated production will
generate a significant reduction in the field pressure.
Therefore, the lifting configuration adopted for
Phase 2 requires a special attention in what refers
to the minimum requirements of intake pressure
and free gas fraction in ESP intake conditions.
5. Conclusions
The present work described the artificial lift and flow
assurance technologies that will be tested during the
Phase 1 development of the Jubarte field, specially
focusing on the wells that will have ESP as primary
lifting method.
The reservoir characteristics, confirmed by the
results acquired with the ESP in the Pilot Phase, have
motivated the efforts towards the use of ESPs for
artificial lift, and cost reduction arguments favored
the arrangement having the ESP installed inside a
pumping module on the seabed. This technology
is indicated to be the lifting method of definitive
development phase because of potential reduction of
costs related to the workover operations. In parallel,
the contingency back-up by gas lift increases the
project flexibility, as it minimizes eventual impacts
of ESP failures in produced volumes. As a result,
the solution proposed so far seems to be the most
robust, flexible and trustworthy.
Regarding Flow Assurance, the most relevant aspects
have been evaluated and preventive measures have
been adopted. Special focus was put on those Flow
Assurance issues that present greater interaction
with the ESPs. No evidence of potential major
problems was found, as long as these preventive
strategies were implemented.
6. Acknowledgments
The authors would like to thank PETROBRAS for the
permission to present these results in this work. Our
gratefulness is extended to all colleagues who,
directly or indirectly, have helped in the development
of solutions that made the exploitation of Jubarte
viable. The authors would also like to thank FMC
Technologies, Schlumberger and Baker Hughes
Centrilift for authorizing the use of some of the
figures displayed in this paper.
7. References
1. Bezerra, M.F., Pedroso Jr., C., Pinto, A.C.C. &
Bruhn C.H.L. “The Appraisal and Development Plan
for the Heavy Oil Jubarte Field, Deepwater Campos
Basin, Brazil. OTC 16301, 2004.
2. Rodrigues, R., Soares Jr, R., Siqueira, J. M.,
Giacomim, C. A. P. & Spinelli, G. R.: “A New
Approach for Subsea Boosting – Pumping Module
on the Seabed”, OTC17398, 2005.
SI Metric Conversion Factors
in x 2.54*E + 01 = mm
HP x 7.460 43*E – 01 = kW
kgf/cm2 x 98.0665*E + 00 = kPa

40
A Vessel Created for Innovations
Alberto Fukai, Carlos Alberto, F. Oliveira, Fernando Bortoli Machado, Marcos Antônio Dadalto, and Roseane
Barcelos Santos (Petrobras).
1. Introduction
The development plan for the exploitation of the Jubarte Oil Field, discovered in January 2001 and located
approximately 80 km off the Espirito Santo State coast, southeastern Brazil, will be made in 3 production
steps: Pilot Phase, Phase I and Phase II (see Figure 1) under water depths between 1,000 and 1,500 m.
This paper will focus on new concepts for process and oil production facilities installed on FPSO P-34 as well
as the condition to gather new technologies during operational lifetime.
2. Pilot Phase
The first step of production for Jubarte Field with a crude oil with 17 °API and 14.5 cP at reservoir condition at
1350 meters water depth is a challenge that PETROBRAS has overcome step-by-step using early production
concept to demonstrate the reliability of innovative solutions.
Abstract
Considering the challenges associated to the first development of a 17° API oil field in deep waters, Petrobras
has defined a strategy for the Jubarte Field Development Plan in 3 steps, in order to gather information
throughout each step with the view to reduce risks for the following ones.
The first step, called Production Pilot, produced a rate of 20.000 bbl/d from one well to FPSO Seillean, from
December 2002 to January 2006.
The second one, called Phase I, will produce four wells to FPSO P-34, which has been adapted to be installed
at 1000 - 1500 m water depth and to process 60.000 bbl/d of 17º API oil. The production is planned to start
by the end of 2006.
Phase II will be the final development project, including 15 production wells, 7 (previously estimated)
injection wells and FPSO P-57, which was designed to handle 300.000 bbl/d of
liquids and to process 180.000 bbl/d of oil. The production of Phase II is planned to start in the second
semester of 2010.
The main information Petrobras wants from Phase I is the aquifer strength, artificial lifting and heavy oil
offshore processing facilities.
FPSO P-34 has a long history as a pilot for many new offshore developments for E&P, so it was chosen to
attend the Jubarte field in Phase I.
The strategy was to adapt P-34, maximizing the use of the existing systems. The long lead items were
purchased during the bidding phase of the main adaptation contract, through PETROBRAS engineering and
procurement departments. This strategy aimed to reduce overall schedule, despite the creation of more
interfaces to be managed.
To test new technologies, an offshore full scale lab was foreseen to be operating for the next generation of
Process Plant technology. Application of high-power and high-rate ESP artificial lift devices, installed on the
sea bed, and inside the well, in-line electrostatic coalescer and specially designed vessels internals are just
few of the new concepts applied.
This paper describes the main modifications and adaptations made in P-34 in order for it to be prepared to
face the new challenge it was designated to deal with.
The process plant solution is presented considering free water knockout separator, oil stabilization on the oil
dehydrator, the FPSO arrangement and main utilized facilities. The technological solution for assuring the oil
quality is discussed.
This paper describes in details the technology gaps identified and the solutions on the works for making this
heavy oil production system, in deep to ultra-deep water, a successful business.

41
In this phase during 2002-2003 with the production
of the well 1-ESS-100 by the FPSO-Seillean the
following concepts were proven.
-Gravel pack for sand production control in a 1,075
m long horizontal well,
-High production rate of heavy and viscous oil with
high potentiality of foam production and it was
necessary to injection one more silicone product
-ESP powered by a 900 HP installed above a wet
Christmas tree connected to the FPSO via a drill
pipe riser.
The well production average rate of 20,000 bpd was
obtained during nine months with no failures.
Figure 1 – Jubarte Oil Field location map
3. Phase I - FPSO P-34
JUBARTE FIELD PRODUCTION
FPSO P-34 is a ship that was originally constructed
in 1959, named Juscelino Kubitschek ship,
33,000dwt, it was modified in 1972 for 52,000dwt.
It was renamed Presidente Prudente de Moraes (PP
Moraes) Ship in 1967 and it was being used as a ship
up to 1977 when it was converted into the second
FPSO in the world, with 60,000bpd process plant
capacity, after the first oil in February of 1979. P-34
was renamed Juscelino Kubitschek in 2006 and one
more time modified to produce in the Jubarte Field
a challenge for Petrobras. (Figure 2)
Main Characteristics of the vessel:
Length: 231.10m
Breadth: 26.00m
Depth: 16.87m
Draft: 12.81m
Class Notation: Maltese Cross 100 AT Mooring Crude
Oil Process & Storage Tanker - Maltese Cross LMC
Classification Society: Lloyd’s Register of Shipping.
Port of Register: Panama.
Flag: Panama
Figure 2 – FPSO Juscelino Kubitschek (P-34)
CONCEPTS ALREADY PROVEN ON PP MORAES
Tower-Yoke - Although conceptualized in 1975, the
system only began operating in February of 1979.
A Tower-Yoke consists of an anchor point, a tension
riser with a universal joint connection at bottom
and a rigid Yoke joining the tanker to the riser top.
The tanker is connected to the Yoke through hinges,
and connected to the rigid riser via an articulated
joint that allows relative pitch and roll motion. The
articulated joint is attached to the riser top by a
roller bearing that allows the yoke and the vessel to
weathervane.
The riser incorporates buoyancy chambers that
tend to maintain the riser in a vertical position and
thus provide the restoring force to keep the tanker
on station. The riser is connected via a universal
joint to an anchor base on the sea bed. The base is
secured by means of ballasting.
Its main characteristic was the technical complexity
and high technological conception. (Figure 3)
Figure 3 – Tower Yoke on FPSO P-34 (1975)
CALM System - This system operated during eight
months. The production wells flowed to the vessel
by floating hoses. The submarine manifold and well
control systems were hydraulically powered from

42
a special dynamically positioned boat. A radio link
between the boat and FPSO–PP Moraes operated
sub sea control valves on CALM system. During this
time the adaptation of a rigid yoke and a new CALM
was under construction.
The fixed platform (PGP-1) was ready to receive all
wells from the floating unit; therefore there was no
reason to keep this unit on location.
The principal disadvantage of this system was high
OPEX, despite low CAPEX.
CALM-Yoke - The main difference of this system was
the rigid Yoke connecting the Vessel to the CALM
buoy. Sub sea control changed to direct hydraulic
driven. Oil processed and stored inside tankers was
shipped to another CALM system where a shuttle
tanker was connected by conventional hawsers.
This system operated during 17 months (to June
of 1985), when it was moved to a shipyard at what
time the fixed platform (PGP-1) normalized its
production.
Early Production in the Albacora Field - CALM BUOY
- The same system redeployed to the Campos Basin
in 1987. A diesel engine driven compressor had
been installed for gas export.
The purpose was the exploitation of a giant oil field.
The target was the Pilot system for the Albacora
Field, located over an area with water depths ranging
from 600 ft up to 6,000 ft. P.P.Moraes was installed
at a water depth of 670 ft. A Submarine system
received the production from 14 wells connected to
two submarine production manifolds. Using flexible
lines, the production was directed to the CALM buoy
passing through a toroidal swivel to the process
plant. Separated gas was compressed to another
platform (PGP-1) 40 km away. The sub sea control
was multiplexed-hydraulic, to control the operation
of 168 submarine valves and 36 swivel paths.
Problems related to high friction at the Vessel/Yoke
connection were experienced. This condition caused
the main bearing to fail. An auxiliary bearing was
installed on site. This avoided docking for repair for
three years.
Early Production in the Barracuda Field - Turret
System - in 1996-1997 the same tanker vessel,
Presidente Prudente de Moraes Crude Oil Tanker
Ship, was converted to an internal Turret System
and renamed as Petrobras-34 (P-34).
Its main characteristics are the use of offloading
in tandem and break of many world records, like
the deepest anchored turret, the highest number of
rises direct connected to an FPSO, and the swivel
stack with the highest number of path. After the
successful operation of these new concepts on P-34
there was a boom of FPSO all around the world,
since first idealized in 1993.
The risers system comprises 34 flexible risers
individually connected to the FPSO: 11 for the
production, 11 for gas-lift, 11 for hydraulic control
and one for gas export. All risers were installed in a
free hanging catenary configuration.
The Process Plant had a capacity of processing
60,000 bpd of 27 °API crude designed for liquid-gas
separation, the whole produced water was exported
together with the stabilized oil, there was no
produced water facilities. There were 2 production
separators out of which one sized for 30,000 bpd, 1
test separator for 10,000 bpd and 1 atmospheric
separator. The heating system was able to raise
the temperature from 9.5°C up 40°C. The artificial
lift method used dehydrated gas to lift gas via
turbine driven compressor with nominal capacity of
600,000 m3/d (measured @ 20 °C & 1.033 kgf/
cm2 abs) with discharge pressure of 117 kgf/cm2
abs. The produced gas was exported via dedicated
gas engine driven compressor with 480,000 m3/d
(measured @ 20 °C & 1.033 kgf/cm2 abs). The
cooling medium system used was an open circuit
with sea water. The heating medium system was a
hot water closed circuit with a Waste Heat Recovery
Unit (WRHU) installed on the exhaust of the gas lift
turbo compressor and with a hot water furnace.
ADAPTATION FOR PHASE I
This production phase started by the end of 2006
and FPSO P-34 was refurbished in order to process
60,000 bpd of 17 °API crude oil. The design basis
for the process plant was:
• Four production wells, two with gas lift and two
with ESP
(Figure 4)
• Production fluid arriving temperature at FPSO is
25 ºC.
• Maximum liquid flow rate 60,000 bpd with
maximum
BSW = 50%
• Production separator operating condition = 7.5
kgf/cm² g
and 90 °C
• Electrostatic treater operating condition = 4.5 kgf/
cm² g
and 135 °C
• Gas lift flow rate = 600.000 m3/d @ 20 ºC e 1,03
kgf/cm2
abs
• Gas lift pressure = 150 kgf/cm² g
• Maximum produced water flow rate = 30,000 bpd
• There is no water injection
Figure 4 – Production Wells Configuration

43
4. Oil processing
In order to comply with the new requirements the
process plant has been modified. Two new first stage
separation trains had been installed, one for 40,000
bpd to receive up to three wells and the other to
receive one well with capacity of 20,000 bpd with
VIEC installed inside this vessel. The latter was a
revamped from the one the existing production
separator.
The crude stream is heating from 25°C to 90°C
using one produced water-crude oil heat exchanger
in series with one oil-oil heat exchanger for the
40,000 bpd and oil heater using hot water for the
20,000 bpd.
The oil-water emulsion stream from the production
separator is heated to 135 °C. The flashed gas (V-
TO) is separated at 4.5 kgf/cm2g in a degasser
vessel before being sent to the electrostatic treater
where the BSW is reduced to less than 0.5 % vol
and the salt content to less than 570 mg/l. The oil is
stabilized in order to avoid vaporization in the cargo
tanks. Some procedures were necessary to prevent
the steam explosion problem changing the control
process philosophy (Fail open to Fail close).
The specified oil from the electrostatic treater is sent
to an oiloil heat exchanger were it will be cooled
by the inlet feed to the separator passing by the
fiscal meter system, in accordance with Brazilian
Regulation Agency (ANP) and finally the oil is cooled
by seawater to 60 °C.
5. Produced Water Treatment
The produced water streams from the produced
separator and from the test separator are sent to
the hidrocyclones via differential pressure. The
produced water stream from the electrostatic
treater is pumped to hidrocyclones in order to avoid
vaporization to occur them.
The aqueous stream from the hidrocyclones is
combined to be sent to the produced water–oil
heat exchanger where it cools from 90°C to 66°C.,
afterwards it goes to the flotation unit, where the oil
content in the water is reduced to less than 20 ppm.
Before disposal overboard the stream is cooled by
seawater to 40 °C.
6. Gas compression and dehydration
The gas from the production separators is sent to
the existing Safety Gas K.O. Drum in order to retain
any liquid carry-over that could cause damage to
the compression and fuel gas system.
Due to the Jubarte field characteristics the existing
compressor has received one additional stage to
achieve a discharge pressure level of 150 kgf/cm2
g. The gas leaving the Safety Gas K.O. drum goes to
the compressor system and to the fuel gas system.
The excess is flared under pressure control.
The existing tri-ethylene-glycol dehydration system
was replaced by a new one in order to comply with
the gas dew point requirements.
7. Artificial Lift system
Two wells have gas lift technique. The other two
wells have ESP with high power motor (1200 HP).
One of the ESP is a conventional installation inside
the well; the second ESP was installed in a auxiliary
well adjacent to production well. The gas lift method
was kept only to minimize the required modification
on P-34. The Jubarte field exploitation studies have
demonstrated that the best method is the ESP. The
ESP for P-34 has chemical injection before each one,
that injects the chemical product with two chemical
functionality: demulsifier and anti-scale.
The power required by the two ESPs was supplied by
a new generator driven by gas engine with capacity
of 3000 kVA. The power cable passing through the
turret of the FPSO P-34 to feed the ESP will use a
Spool Drum Weatherfee (SDW) (Figure 5) instead of
an electrical swivel.
Figure 5 – Spool Drum Wheatherfree (SDW)
NEW CONCEPTS TO BE USED IN P-34
The production of heavy and viscous oil in ultra-
deep water offshore is a challenge under both
points of view technically and economically. Few
wells with high flow rates and compact equipment
for processing the oil at the top side are crucial to
obtain the feasibility for the exploitation of this type
of crude.
8. High Power Electrical Submarine Pumps
The well JUB-06 located at 1290 m water depth
with 6” x 1800 m long riser and 6” x 3065 m long
flow line will have an ESP installed inside the well.
The pump driver is an electric motor of 1200 HP to

44
provide a liquid pumping capacity up to 22,000 bpd,
BSW up to 48%, discharge pressure up 278 kgf/
cm2g considering 15 kgfcm2g as arriving pressure
at the FPSO.
The well JUB-02 located at 1357 m water depth with
6” x 1800 m long riser and 6” x 2050 m long flow
line will have an ESP installed inside of an auxiliary
well adjacent to the wet Christmas tree. The pump
driver is an electric motor of 1200 HP to provide a
pumping capacity up to 22,000 bpd BSW up to 46%,
discharge pressure up 278 kgf/cm2 g considering
15 kgf/cm2 g as arriving pressure at the FPSO
9. Oil-Water Separation and Treatment
Separation - Using conventional technology for the
Jubarte heavy oil (17 °API) the temperature for
the first stage separation is 90°C, with a residence
time of 10 minutes. P-34 is designed to comply
with these requirements, but it was installed an
innovative Vessel Internal Electrostatic Coalescer
(VIEC) inside the Test separator to be tested.
The main attributes of VIEC are: to improve level
control, to reduce fluid heating, to improve water
quality, to reduce chemical consumption, to make
better interface control for easier operation and to
improve oil quality (BS&W). (Figure 6)
Figure 6 – Vessel Internal Electrostatic Coalescer
Jubarte Oil Dehydration of will be a new configuration
with a Flash Vessel on top of the main vessel to
substitute the Atmospheric Separator to stabilize
the oil.
Flotation - On P-34 this conventional flotation unit
will be added to a second stage of flotation inside
the vessel. The flotation is designed to reduce the
oils content from 100 ppm to 20 ppm.
NEW TECHNOLOGIES WILL BE TESTED ON P-34
FPSO P-34 will have an infra structure to be used
by the Research Center of PETOBRAS to test new
technologies for offshore heavy oil processing with
live oil and submitted to the vessel motions. The
system will be installed an area of 13 m x 5 m on
the top of the first stage production separator. The
capacity of the system is 30 m3/h of liquid. (see
Figure 7)
Figure 7 – Test Skid
There will be inlet liquid-gas separator and liquid
shearing control in order to prepare the feed for the
equipment/technology to be tested.
The streams delivered to be tested may have: liquid
with BSW from 0% to 100%, temperature: 36°C
and 90°C and pressure: 0.5 kgf/cm2 to 7.5 kgf/cm2
g with flow measurement, temperature.
There will be a vessel to collect the liquid streams
and gas stream from the tested equipment. The
gas will be flared and the liquid will return to the
process.
A dedicated data acquisition system will be available
to operate, monitor and record the process variable
from the test facilities, such as flow, temperature,
pressure, BSW, oil content.
The technologies to be tested will be:
Compact Electrostatic Coalescer – Improve
the oil-water separation performance by means
an Electrostatic coalescer. The equipment brings
some advantages as: Low power consumption,
robustness, wide operation window, simplified
design and maintenance. (Figure 8)
Figure 8 – Compact Electrostatic Coalescer
Tri-Phase Rotary Separator Turbine – This
equipment has the function of improving the oil,
water and gas separation by means of centrifugal
force. (Figure 9)
Bulk Oil/Water and Pre-Deoiler Hydrocyclones
- Considering offshore production of heavy oils

45
there is a growing interest in compact separation
systems since conventional systems based on
gravity separators designed to handle these oils are
necessarily huge due to required the high retention
time required to accomplish acceptable quality oil
water separation.
Search for new technological approaches to perform
primary processing in such environment is still in
progress worldwide. Some process equipment
makers have developed new cyclonic devices to be
used in primary separation. The main concern is to
properly evaluate its performance when operating
with fluids of density around 20° API and below.
(Figure 10)
Figure 9 – Tri-Phase Rotary Separator Turbine
Figure 10 – Hidrocyclones
Centrifuge – Working in the area of emulsion of the
produced oil, the capacity of separation oil-water
will be evaluated through the force centrifuges
generated through one centrifuge of vertical axis.
(Figure 11)
ENGINEERING CHALLENGES ON P-34
To perform all the required modifications and
adaptations on a quay dotted with low infrastructure
and strong restrictions for performing specific works
such as: blasting, some equipment performing tests,
Figure 11 – Centrifuge
loading and unloading of heavy parts and so on;
To install by divers on a quay (where currents, water
transparence, HSE requirements, tolerances and
others effects grow in importance and difficulty) of
13 reinforcements (each one weighing 650 kg) on
the existent I-Tubes due to new risers configuration
and location depth;
To conceive a new Process plant installation at the
same area as it was before, but now with 1,200
mton heavier and fitted with new equipment and
accessories of greater capacity volume and area.
10. Phase II - FPSO P-57
Phase II will be one vessel with Spread Mooring
Anchoring System and including 15 production
wells, 7 (previously estimated) injection wells,
which was designed to handle 300.000 bbl/d of
liquid and to process 180.000 bbl/d of oil. The oil
separation process has two trains with 90.000 bpd
each one and the storage capacity of 1,800,000 bbl.
The production of Phase II is planned to start in the
second semester of 2010. The final development
project has been completed and it’s in bidding fase.
(Figure 12)
Figure 12 – FPSO P-57

46
11. Conclusion
P-34, a Vessel Created for Innovation, will have
adaptations to be used in the development of new
technologies to process heavy oil offshore.
The knowledge acquired from the new approved
technologies in P-34, will vield into larger reliability
and safety in the development of Phase II of the
Jubarte field, where an FPSO of great capacity
will be used - 300.000 bpd and 180.000 bpd, as
well as in other fields with oil presenting similar
characteristics. As a natural consequence, Petrobras
will be able to develop still even more its technology
for the production of offshore heavy and ultra-heavy
oils.
12. Acknowledgments
The authors would like to thank PETROBRAS for the
permission to publish this paper Special thanks to
our colleagues from Petrobras E&P Headquarters
(E&P-ENGP), Petrobras Research & Development
Center (CENPES), Petrobras E&P Espirito Santo
Business Unit (UN-ES) and Petrobras E&P Services
Unit (E&P-SERV).
13. References
- Nicodemos, J. F. et al: Exploitation of Heavy Oil
Fields in Deep Water – New Concepts 2003 DOT.
- Pinto, A. C. C. et al: Offshore Heavy Oil in Campos
Basin: The Petrobras Experience, 2003 Offshore
Technology Conference, Houston, Tx, (May, 2003)
- Vale, O.R.; Mastrangelo, C.F. and Nicodemos, J.F.
Heavy Oil Technology Development Supported by
Early Production Systems ( DOT 2005)

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