Taking a wider view

One of the world's largest full-service EPC companies, Parsons is driven at the corporate level by the desire to increase its value and be recognised as a top-tier company in each of its market sectors.

Our response has been to widen our service capabilities and markets, deliver total solutions, integrate our corporate resources, grow through strategic alliances and expand our international business.

We differentiate ourselves through a high degree of technical skill, with a reputation for completing first- and one-of-a-kind, technologically complex projects. In the US, for example, we were one of the first companies to design modular facilities on the Alaskan North Slope. We are currently working on the National Ignition Facility (NIF) laser project and the Newport Chemical Demilitarisation Project, which neutralises deadly nerve agents. These projects have extremely difficult technical challenges, in addition to the massive coordination requirements. This is our core niche: providing both technical expertise and project management skills on large, complex projects.

We also monitor and develop our emerging technologies across the company's business units. These are technologies - such as geographical information systems (GIS), 3D visualisation and asset management tools - that can be leveraged horizontally across vertical units.

Our 3D modelling, for example, which now can handle complex structures, is evolving to the next stage of real-time flythroughs. We are also working to integrate analysis programme results into the models. Similarly, there are plans to extend our asset management capabilities into facilities such as waste treatment plants and to integrate those capabilities with other programs in the operation and management fields.

The 'virtual office' continues to be a cultural and technical challenge. We are pushing forward to share 2D and 3D files, as well as hosting virtual meetings.

Information management

Engineering IT has become more than 'just CAD' over the last few years. The focus is now on information management as well as including material and procurement management tools. While this move towards lifecycle information management has been a good idea for a long time, the idea has made little headway because most departments cannot see beyond their borders. There has been little incentive for a specific department to bear more cost, even if it saves larger amounts downstream.

It has taken a mandate from the owner/operators to spark the movement forward. Since they pay the bills, they have the clout to direct development. We are finally approaching an integrated system, which reuses information downstream and has the proper functions so that there is a real-time view of the latest information. It is a massive effort, but the downstream benefits are huge.

An example of this is Parsons' development of an extensive proof of concept, using SmartPlant Foundation (formerly Notia) from Intergraph Process, Power and Offshore, for the Newport Chemical Demilitarisation Project. What surprised us was the great reception that the programme received from the field personnel.

In a facility handling nerve agent, a shutdown and repair is a major undertaking. An operator's dream is to have all of the data available on the desktop. If a pump shuts down, the operator can pull up the P&ID, navigate the 3D model for its physical location and link to the datasheet and vendor documents.

The operator can then view the maintenance records and check the warehouse for availability of a spare. This can be done in minutes with current and trusted information, rather than combing through file cabinets or unrelated databases.

The system can also be used for training and 'what-if' scenarios, as well as archiving data for the 40 years that the regulations require for a facility like Newport. In this particular case, Parsons was contracted to design, build and operate the facility, which enabled us to reach all decision-makers with our presentations, leading to the positive response that we had to the programme.

As mentioned earlier, there has been a separation among design, construction and operations organisations, each with their own separate management, budgets and funding. Although I was hopeful in this instance, I expected the usual response to be that while the idea was good - and would probably be beneficial in the long run - the design budget was insufficient, and operations funding was not yet available. But we eventually reached consensus to implement SmartPlant Foundation for the major processing facility on the project. The operations and maintenance organisations were especially excited by the benefits.

Although the events of 11 September last year have suspended full implementation of the system due to strategy and schedule changes, we are now looking into using a similar system for water supply and waste treatment plants.

Further impact

Engineering IT has had an impact in many other areas. For example, in isometric production, we have dropped our error rate to less than 1 per cent by a combination of careful application of 3D modelling and interdisciplinary coordination.

Design accuracy leads to accurate fit-up of fabricated components, saving time and avoiding costly rework. The bottom line is very positively affected for clients, by completing their project within the budget and schedule targets. Our bottom line benefits come from repeat work from satisfied clients.

Our interference detection assures correct field fit-up. However, we have taken it a step further by using laser scanning to compare actual construction with the 3D model. This is particularly important in congested areas, such as the National Ignition Facility target chamber.

As construction proceeded, it was critical that placement of structure, utilities and support equipment be made precisely according to the design. Laser scanning greatly simplified the process of validating the as-built condition with the complex geometry of the design model.

We also have our emerging technologies, such as remote monitoring, wireless communications, web services and large-scale information management systems.

These not only save money, but they serve as the frontier for a whole new way of doing business.