Commissioning and Start-Up of Complex Mega Scale Project-Integrated Gas Field and EOR Development

摘要

In an oil and gas project life cycle, commissioning is notably the moment of truth where the engineered, procured and constructed facilities are verified functioning for the first time. Inability to recognize a project's Commissioning and Start-Up (CSU) unique requirements would increase the risk of project failure. The risk could be mitigated by adopting the right mindset-begin with end in mind. This paper outlines the application of project management processes associated with commissioning discipline. A multinational operating company undertook a complex mega scale project that aimed to develop an integrated gas field and Enhanced Oil Recovery (EOR) in offshore Sarawak, Malaysia. The project, executed by multiple Package Contractors, is composed of a new central processing platform (CPP), 2 new wellhead platforms, 6 new pipelines, 1 submarine cable, 9 brownfield platforms, 16 new wells and 4 workover wells. Commissioning Team was mobilized as early as Front-End Engineering Design (FEED) and adopted Systemization to decompose the project complexity into manageable constituents. The CSU Philosophy was designed to formulate the Integrated CSU (ICSU) Strategy that systematically drives the construction completion and synergizes the efforts. Without the strategy, each package would have been focusing in delivering individual objectives that could have compromised the chance of overall project success. However, the timely deployment of it has realigned the execution strategies, noting that offshore project environment is largely dependent on marine vessels arrangement. The strategy managed also to break the silo mentality and encouraged collaboration and communication among the packages and Operations even before the start of the main offshore campaign. The teamwork, of 1200 manpower and 25 marine vessels at peak, was continued offshore and has materialized the introduction of hydrocarbon to CPP 40 days ahead of schedule. Subsequently, the first gas achievement was accelerated by two months ahead of schedule. Additionally, the risk of commercial exposure due to standby of marine vessels and resources caused by clashing of activities, was successfully mitigated. The experience and lessons learnt from the project can benefit others to undertake similar projects safely and successfully in terms of strategizing, planning and execution.