Download DOT Pipeline Records Governance Structure

DOT Pipeline Records
Governance Structure
Jerome Themig (Ameren)
Curtis Williams (G2)
Agenda
2
- Introductions
- Regulatory Background
- Industry Response
- DOT Pipeline Records Program Assessment
 Process
 Findings
- DOT Pipeline Records Governance Structure
Regulatory Background
3
Several High-profile Pipeline Incidents
– PG&E’s San Bruno pipeline rupture.
– Pipeline leak spilling 20k barrels of oil
into Michigan’s Kalamazoo River.
– Incident findings: “relying on flawed
data/records in part to blame”.
Driving Pipeline Safety Legislation
– Records reflect the pipeline’s physical
and operational characteristics.
– Records should be traceable,
verifiable, and complete.
– Really, not new requirements…
Shale Oil &
Gas
Production
3
Regulatory Background
4
Regulatory Agencies
Goal Statement
Management Systems
“…to know the
physical and
operational
characteristics
of assets to
identify, manage
and mitigate
risks…”
API RP 1173
Federal Indictments
5
San Bruno Explosion
“A federal grand jury issued a new criminal
indictment against PG&E in connection
with the fatal 2010 gas pipeline
Explosion in San Bruno…”
“The 27 counts related to
violations of the pipeline safety
act allege that PG&E failed to address
record-keeping deficiencies, even while
knowing its records were inaccurate or
incomplete…”
Deepwater Horizon
“Mr. Vidrine, 65, of Lafayette, La., and
Mr. Kaluza, 62, of Henderson, Nev.,
were indicted on Thursday on
manslaughter charges in the
deaths of 11 fellow workers..…”
“Legal scholars said that by
charging individuals, the
government was signaling a
return to the practice of prosecuting
officers and managers, and not just
their companies, in industrial
accidents, which was more common
in the 1980s and 1990s.…”
5
Industry Response
6
Pipeline Industry Mobilized
– Records verification projects to confirm
MAOP/MOP determination.
– ILI data interpretation and integration.
– Billions will be spent over the coming years
to improve integrity management efforts.
DOT Pipeline Records Program
– Asset Management Systems integrating
geospatial, document and work
management data.
– Current records feeding Safety, Compliance
and Integrity business processes.
Project Description
7
Conduct evaluation of Ameren Illinois and
Missouri processes and programs directly
and indirectly contributing to DOT
Pipeline Records and supporting data and
how they impact risk and compare to the
industry. Develop roadmap to effectively
address key risks identified in the project.
Project Scope
Project Scope:
Processes Reviewed:
― Review existing policies, processes,
standards, governance structure, and
other management systems.
– Transmission Integrity Management
– Transmission & High Pressure
Distribution Mains
― Interview Stakeholders to:
– Distribution Integrity Management
 “As-Is” flow diagram
 Strengths, Weaknesses and
Improvement Opportunities (SWOT
analysis)
 Risk assessment
― Industry Benchmark Assessment
― Future-State Vision to mitigate risk, with
cost/benefit assessment.
– Material Procurement & Distribution
– Underground Storage Facilities
– Large Services & Mains (IL and MO)
– Simple Services
– Material Specifications
– MAOP Confirmation
– Gas Compliance
– Corporate Records Governance
9
Summary Risk Assessment
Risk Events
Risk Map
Risk Drivers
– Limited Records
Governance




– Minor NOVs
– Project Delays
Leadership
Processes
Standards
Performance
Monitoring
– Costly Replacement
– Onerous Enforcement
1
– De-Rating, Loss of Service
– Fragmented Records
Management System
2
Heroic
Efforts
– Immature GIS Data
– Limited Material
Traceability
– Significant Record/Data
Gaps
– People not Processes
3
Improvement
Projects
– Failure Remote Area
– Criminal Prosecutions
– Catastrophic Failure
Resulting in Property
Damage/Injury
Summary Benchmark
Observations:
– Limited governance within
the Gas business units.
– Significant data/record gaps
and highly fragmented.
– People not Processes and
Standards.
– Operating Centers generating
records differently.
– Business Processes suffering
from immature data/records.
– Best in class MAOP Program.
Governance
0
1
Technology
(GIS, DMS)
2
3
Record
Standards
& Process
4
Data
Maturity
Material
Traceability
Data
Integration
Ameren Profile
Industry Profile
5 Year Road Map
(4+ Years)
(Over 3 Years)
Short Term
Long Term
12
Future
Initiatives
•
Reconciliation of Data/Record Gaps
•
Consolidating Fragmented Databases into New
Technology.
Implement/
Enhance Technology
Establish
the Foundation
•
GIS Improvements
•
Document Management Systems
•
GIS/WMS/DMS Integration
•
Materials Traceability
•
Develop Comprehensive DOT
Records Management Program
•
MAOP Program Gap Mitigation
Future State Vision
– GIS System: Underlying geospatial
database with required attributes to
meet compliance and business
requirements.
– Document Management System:
Contain 100% TVC DOT and
business records that are linked to
GIS and WMS, with metadata linked
directly to databases.
– Work Management System: Used
to manage work that changes that
pipelines and tied to management
of change rules that update GIS and
document management systems
real‐time as work is conducted.
Governance
GIS
Database
DMS
Document
Management
System
Work
Management
System
GIS & DMS Integration
14
GIS & WMS Integration
DOT Pipeline Records
Governance Structure
Lifecycle Approach
Eight Major Steps
– Develop Charter & Vision
– Define Critical Records
– Map Record Processes/Roles
– Develop Record Standards
– Outline RM Organization
– Build Records Tracking System
– Define Self Assessment Process
– Develop Management of Change Process
Lifecycle Approach
Develop Charter & Vision
Overview
– Program Mission/Overview
– Senior Leadership Buy-in
– Program Implementation Plan
– Timetable
– Dedicated Resources
– Communications Strategy
Define Critical DOT Records
– Define Major Asset Lifecycles
– Overlay Ameren’s Business Processes
– Integrate Material Traceability
– Establish DOT Record Criticality Criteria
– Define Records by Business Process / Lifecycle Phase
– Conduct Gap Analysis
Project Management
Plan
“Projects” and
“Operational”
Information Needs
are Different
Design
Retain
Procure
Project
Management
Performance
Funded Projects
Asset Management
Build
Operate
Handover
Asset & Project
Portfolio
Management
Maintain
Asset
Management
Performance
Retire
Use
Modification
Requests
New Facility
Requests
Re-Use
Information is not
“Operationally
Ready”
Management of
Change is
inconsistent,
resulting in
information silos
Define Critical DOT Records
20
MAOP Program
Attributes
Risk Assessment
Attributes
Outside Diameter
Depth of Burial
Wall Thickness
Cathodic Protection
Grade
Coating Type
Seam Weld Type
Discharge Temp.
Manufacturer
Soil Type
In-service Date
Internal Coating
Test Date
Service Temp.
Test Medium
Thermal Instability
Test Duration
Product Toxicity
Test Pressure
Terrain Factor
…
…
Critical Data &
Records
Over 50+ Individual Records deemed Critical
Inspection
Reports
Mill Test
Reports
Pressure
Test
Reports
Alignment
Sheets
…
Map Records Processes/Roles
– For each critical DOT record, map the
following lifecycle:
Workflows
WHO
 Generation
WHAT
 Maintenance
WHERE
WHEN
 Retention
HOW
 Utilization
Roles
Records Clerk
Field Operations
– Cluster critical record groups (design,
procurement, construction, integrity)
Field Inspector
– Provides visibility of upstream inputs
and downstream outputs.
Project Manager
– Demonstrates the timing and transfer
points between resources.
Record Population
A
R
I
C
Record Storage
A
I
R
C
Record Quality
A
C
I
R
Record Standards
Records Specification
– Develop Example Records Specifications
– Prepare a Manual of Good Versus Bad
Record Illustration for all Critical DOT
Records
Examples
NDT Reports
– Prepare 2016/2017 Plan for Business
Process Owners to Develop Records
Specifications for all Critical DOT Records
Quality Control Process
– Identify Critical Points for Quality
Reviews
– Develop QC Review Process and Related
Tools
NDT Reports
Diagrams
NDT Report
Data Field
Standards
Data Field
Standards
Record Standards
23
Records Management Organization
― Creation of stakeholder roles to
achieve records management
objectives
― Place roles within organization
with business processes
― Centralized versus decentralized
organizations
― Create organizational chart
― Formalize roles and
responsibilities
― Establish competency
requirements
― Staffing Plan
Matrix Organization
Records Tracking System
― “We Manage What We
Measure”
― Develop Tracking System

Leading/Lagging Indicators

Tiered Notification Systems

Quantification/Qualification
Measurements

Tied to Accounting Systems

KPI Dashboard
― Refine Dashboard and KPIs in
2016
Records Tracking System
Electronic
Tracking
Conformance
Measurement
Performance
Reporting
Self Assessment & Mgmt. Review
Self Assessment
– Develop protocol for periodic self
assessment
– Identify non-conformances, and develop
corrective action plans
Management Review
– Schedule and scope for reviews
– Gap assessment against program
requirements
– Document gaps and corrective action plans
– Management follow-up
Change Management
― Develop training program covering the key aspects of the DOT Records
Management Program
― Training sessions will be conducted with stakeholders from the involved
business processes.
― Provide an management overview for records management leadership to
prepare users of the various reports and supporting process
― Provide instructor-led training sessions to familiarize individuals
performing records evaluator roles within the records review process
― Provide hands-on overview of tracking and reporting tool for records
management staff
― The transition to operations pilots will provide the opportunity for handson learning for evaluators as well
Evolving DOT Records Program
Current State
Future State
It’s a Journey not a Task…
Today’s Presenters
Jerome Themig
Gas Operations
Ameren Illinois
[email protected]
Curtis Williams
Pipeline Data & Records
G2 Integrated Solutions
[email protected]