AspenTech's Solutions For Engineering Design and Construction

Exploration & Production:
Appraisal & Development Business Processes

AspenTech’s Solutions for Engineering Design and Construction
of Production Facilities
© 2010 Aspen Technology, Inc. AspenTech®, aspenONE®, and the Aspen leaf logo are trademarks or registered trademarks of Aspen Technology, Inc. All rights reserved. 1915-30-0810
Appraisal & Development Solutions
Preface
Energy is one of the most sought-after resources in the world and is dependent in large part on the raw materials supplied
by the Exploration & Production (E&P) industry. Developing these raw materials requires numerous interrelated and
complex processes. AspenTech’s engineering tools help design, understand, and predict the performance of these
processes, leading to the successful operation and performance of hydrocarbon-producing facilities.
Introduction
What is the Exploration & Production (E&P) business?
E&P is the first part of the energy value chain. It begins with discovering the hydrocarbons below the earth’s surface,
designing and building the wells and surface facilities, and delivering them to points of sale. The end products are crude
oil, natural gas liquids (condensate and LPG), and natural gas (in pipeline quality or as LNG). It includes the discovery,
development, and production of hydrocarbons from the earth. AspenTech’s E&P tools help design the processes to collect
and convert production (hydrocarbon fluids produced from a well) into marketable crude, condensate, natural gas liquids
(NGL), and natural gas. AspenTech’s solutions also help monitor and provide advice on the operation of equipment and
processes and manage the inventory of intermediate and finished products from the well to the point of sale. The graphic
(Figure 1) shows the major
business processes
throughout the lifecycle of E&P Business Lifecycle
an E&P asset.
Appraisal & Produce &
Explore Market
Development Operate
The Exploration phase uses
geologic understanding of
the earth, seismic Figure 1. Business Processes of the E&P Industry
technology, and drilling to
predict where hydrocarbons may be located under the earth’s surface. Since E&P’s raw material cannot be purchased, this
is an essential activity. In order to be profitable long term, an E&P company must replace the reserves it produces.
AspenTech does not provide solutions for the exploration activities directly. However, once the exploration drilling makes a
discovery, AspenTech’s solutions help an E&P company discern how to turn the discovery into profitable production.
Appraisal & Development begins shortly after a discovery is made. An E&P company must then appraise what it will take
to deliver the hydrocarbon to market. How much investment will it take? How long? What rate of production is best?
What kind of processing is required? Those questions can be addressed with AspenTech solutions, primarily aspenONE®
Engineering, which is an integrated set of engineering products that simulate the processes, size the equipment, and
estimate its cost. These are applicable for designing the facilities used with platform, onshore, and subsea production.
Such facilities include gas plants, separation plants, gathering systems, heavy oil processing, and LNG manufacturing. In
addition, the dynamic simulation tools can assess the flow characteristics in the process to assist in design of the process
equipment, advise approaches for avoiding downtime, and test safety and shutdown systems. aspenONE has the
capability to capture and save the process design information and make it available to partners, engineering contractors
and vendors who need to use the information in their workflows.
Produce & Operate is the next step in the value chain. Production Operations are a major beneficiary of the design
information captured. Accurate PFDs, P&IDs, equipment lists, and models contribute to making better daily operating
1
decisions. aspenONE Operations for E&P brings together the simulation tools with real-time operating data to understand a
facilities’ performance and provides the operator with needed information for problem detection and resolution. Being able
to see the real-time data, calculate and monitor key performance indicators, and have enough understanding of the
process to take meaningful action results in more barrels and lower operating costs. Real-time monitoring of remote
operations provides added value, greatly improving efficiency and reducing the need for onsite personnel in remote, high-
risk environments. This can improve profitability and meet the safety requirements of operations.
Finally, when production commences there must be a revenue stream to provide return on initial investment and a path to
profitability. Following production, the gas and/or oil is processed to a point that is ready for Market. For oil, preparing for
market can be one or a combination of arrangements:
• Offshore in a floating production facility where it is stored in a floating tanker
• Offshore and then pipelined onshore for storage and sale
• Onshore for processing, storage, and sale
AspenTech has solutions for the entire lifecycle of an E&P asset. In this paper we are going to discuss the Appraisal &
Development business processes in further detail.
Appraisal & Development

AspenTech’s solutions contribute value from the time an organization begins to analyze a new discovery. A “resource” is
not a “reserve” until it can be produced economically. This is the Appraisal & Development portion of the asset’s lifecycle.
E&P developments have a common set of objectives:
1. Get to “first oil” as soon as possible – there is no cash inflow until then
2. Select a design basis for facilities (platforms, pipelines, separation, gas handling, etc.) large enough to cover the peak
production and with technology that is available and proven
3. Ensure the design is safe, operable, and cost effective
4. Manage an engineering and construction firm(s) to design and build it
5. Manage the handover to operations in a way that ensures safety and long-term operability of the assets
The Appraisal & Development part of the business demands technology to design the facilities, estimate the cost, and
build them as quickly as possible. Investments can run into the billions for a major development. For example, an LNG
liquefaction facility alone can cost US$5-$10 billion. In addition, there can be billions more for platforms, subsea
completions, development wells, separation facilities, water handling, gas processing, pipelines, pumps, compressors, etc.
that are needed to supply the LNG plant. Therefore, managing cost and schedule efficiently to achieve best-in-class
performance is a major challenge.
2
Now let’s separate the Appraisal & Development process into three sub processes.
1. Explore & Appraise/Conceptual Engineering

Screening development options and selecting a good starting point
Early in the “Appraisal” process there is a need to generate consistent cost estimates for a number of different
development scenarios. At this time there can be a fair degree of uncertainty about the reservoir size, composition, and
flow rate. There are often several options for development such as platform vs. subsea completion, using third-party
processing facilities or building new ones, processing offshore vs. onshore, and various combinations. The challenge is to
rank development options based on realistic engineering and on a consistent cost estimating basis. During appraisal, the
operator is drilling wells and doing geologic analysis to minimize the uncertainty. As a result, new information is always
coming in. The key challenge is to create a cost-effective design basis from the many alternatives, one that will be flexible
enough to handle the remaining uncertainty. The time for appraisal is not specific; it depends on the success of delineation
drilling and governmental/regulatory approval of a development plan. Extending an existing field can take a few months,
while green field developments can take years.
Customer Experiences
ParagonLitwin:
ParagonLitwin worked with Burlington Resources on a project to enhance liquid recoveries. The first step was to
characterize the production fluids in process simulation (Aspen HYSYS®) and then match the model results to the actual
facility performance. Once it matched, they could evaluate several options and settle on the best solution. The results
were 50,000 BOE increase in production.
Additional results and benefits of the solution included:
• Oil characterization models matched field data within 2%

• Quickly identified most profitable Enhanced Liquid Recovery method from many alternatives
• Increased production from the asset by 50,000 BOE/day
• Improved asset revenue by $10MM/year
The project took 3 months, with 1 month spent
characterizing the fluids. Since
Fraction of Water Removed, AW/W
0.95
characterization of fluids is a common process ● ● ●
0.90 Glycalc ●
●
in E&P, AspenTech automated the process with ●
0.85 Plant Data ● ●
a capability that would have reduced the ● ● ●
0.80 ● ● ● ●
HYSYS ● ● ●
● ● ●
characterization time from 1 month to 1 week, 0.75 Glycol ● ●
●
●
adding further value to any E&P project. 0.70 ●
● ● UniSim
0.65
Process Ecology: PR
0.60 ●
● ●
The vast majority of dehydration units use 0.55
Triethylene Glycol (TEG) to remove water from 0.50
●
natural gas. These units emit benzene, so the 0.45
1 1.5 2 2.5 3 3.5 4 4.5 5
ability of simulation tools to accurately predict
TEG Rate (Gal/lb H2O Removed)
emissions in TEG dehydration units is of great
interest to both operators and regulatory Figure 2. Aspen HYSYS TEG Sweetening Predictability
3
agencies. As an independent third party, Process Ecology evaluated process simulators and found that they can accurately
predict the benzene emissions in a Glycol gas sweetening process (Figure 2).
The improved predictability results in greater confidence in sizing the Glycol unit, more assurance in the cost estimates as
capital decisions are considered, and greater confidence in obtaining environmental permits.
Figure 3. Repsol Estimating Case Study Results
Repsol:
Underestimating costs can have long-term effects on a project, while overestimating cost can lead to cancelling a project
unnecessarily. Repsol performed a cost estimating study using an industry-leading tool, and the results were very
enlightening. Project cost was less than 50% of the engineering firm’s bid (Figure 3). In addition to the cost differences
were other benefits:
1. The man-hours and time to obtain an accurate cost estimate has been reduced
a. Man-hours FEED Contractor (MTO and cost estimate): Reduced from 6,700 hours to 160 hours
b. FEED Contractor (since BEDD finished): Reduced from 6 months to 1.5 months
2. Internal resources were optimized
a. Cost estimations performed in 2 months with one process engineer and one cost estimator (scope similar to the
case study), a 75% reduction
4
The AspenTech Solution

Aspen HYSYS (process simulation) and Aspen Process not be as experienced in the use of these process design
Economic Analyzer (cost estimating) enable E&P firms to tools. Also, there may be too few process engineers
quickly and efficiently deliver valid engineering solutions available for the number of evaluations underway. Aspen
and cost estimates. Simulation Workbook fills this gap by enabling rapid
development of Excel-based user interfaces to the
For flow assurance problems, Aspen HYSYS Dynamics and
process simulation models, enabling non-expert users to
Aspen HYSYS Pipeline Hydraulics are the ideal solution. A
fully leverage the models for simulation and estimating.
company that used this analytical approach was able to
learn that oversizing of a control value was inducing AspenTech customers have realized efficiency
slugging in a riser. Correcting this issue resulted in improvements of 30% with these integrated tools. By
increased production and reduced capital costs by being consistent with the estimating process, operators
$5MM. have made optimum selection of development options,
saving time in the lifecycle.
Reservoir and petroleum engineers perform much of the
analysis during this stage of the E&P process, and may
Basic Engineering
Front end engineering design to select the basis of design
The Conceptual Engineering sub-process will deliver a short list of options. Front End Engineering Design (FEED) is the
next step whereby those options are evaluated to determine and select the best option. At this stage an owner-operator
will typically begin to engage with one or more engineering contractors. Questions that must be considered include: What
are the risks of each technology solution? Is the schedule realistic? What are the critical path components of the facilities?
What are the safety and environmental implications of the development?
Communication between disciplines and across multiple corporate boundaries adds to the challenge. However, perhaps
the most significant challenge is obtaining the necessary government approvals for the development plan. The operators
and partners must understand and assess the commercial challenges and risks to make this a profitable investment. These
commercial challenges can be as straightforward as determining if the crude quality is the same as what is already
available at the sales point, or as complex as having to find a buyer for natural gas, which may require investment in
liquefaction plants, ships, and receiving terminals to get the production to market. The final investment decision is not
taken until those approvals are received and commercial issues satisfied. Then the operator and partners commit the
resources and financing to execute on the plan. “Development” is the business process to make the final business and
financing decision for a field, to build facilities, and ultimately hand over to an operating group to produce the field.
Technip:
Technip was able to complete a conceptual design in 6 months instead of 12 months. They accomplished this by
integrating simulation and estimating, then collaborating across disciplines and across the globe. They narrowed down the
number of options and shared the short listed models via an industry-leading application (Aspen Basic Engineering). As
shown in Figure 4, this solution interfaces with Intergraph’s SmartPlant database. The result of this integrated workflow
was a 30% efficiency improvement for engineers and a 50% improvement in the schedule, 1 year reduced to 6 months.
5
Jacobs Engineering and other

E&C firms have achieved
Process Unit Create Base
similar results using an Vessel Sizing
BEDO P&IDs
integrated solution.
WorleyParsons:
WorleyParsons wanted to Aspen HYSYS/ Aspen Basic Engineering Intergraph
Aspen Plus Process Design SmartPlant
standardize their work Model Database Database
processes so they could
more easily share work
PFDs & P&IDs and INtools
across the globe, thereby Equipment Line List Database
enabling them to get more Heat & Material
Datasheets
done in less time with fewer Balances
resources. They also Tagged Item

Datasheets
recognized the need to work
with other engineering firms Figure 4. Technip Workflow
that the owner might choose
to use.
WorleyParsons selected a proven integrated solution that has the capability to share information from the Master Data
Model (MDM). The MDM is configurable to the requirements of the company and project, enabling all the engineering
and manufacturing firms involved to have access to up-to-date data for executing their part of the project. Security is
controlled by the operator. This repository becomes the basis for much of the data required by the operating entity at
project handover. WorleyParsons was able to re-use engineering more easily, generate 30% more business from the same
staff, and achieve collaboration in four cities around the world.
Samsung Heavy Industries:

Another example of basic engineering best practice is demonstrated by Samsung Heavy Industries (SHI). This is an
example of preparing a template for conceptual design to be re-used often, a common practice for owner-operators.
When considering a new development, SHI started with the cost and design profile for the existing facilities.
The practice of modularizing components of design is a best practice that can facilitate repeatable designs for owners and
engineering firms alike. SHI obtained considerable savings in engineering efficiency—40% fewer man-hours and a 15%
reduction in design time. They also achieved a better quality design, reduced errors by 70%, and reduced engineering
change orders by 10%. These enhancements turn into wins for both owners and engineering firms.
CDI Corporation:
This next example shows the value of integrating equipment design solutions as part of the process simulation. CDI
Corporation wanted to control cost and errors for its client.
They leveraged the integration of a process simulator and shell and tube deign applications. Using these products
together, they were able to cross disciplines. Having the process engineers intimately involved in the exchanger design
6
saved 30% in activities and US$35K in rework

time on each exchanger. This avoided costly
delays in the project. Len Fabiano, Process
Engineering Consultant for CDI Corporation,
commented: “The process engineer has the
ability to take his understanding of the process
needs and combine it with his knowledge of the
heat exchanger designs to minimize paper (data)
transfer between departments, vendors, and
clients. Completing the design process correctly
for all equipment types from the beginning can
make the difference in the profitability or failure
of an engineering project.”
Figure 5. CDI Workflow Integration

The underlying tools used in FEED are the same as the risk of re-doing work. This solution is used
those used in conceptual design, but now expert users effectively by Engineering and Construction companies.
extend the simulations and add details for the Using Aspen Basic Engineering early in the FEED process
equipment designs and technologies to be used. Aspen enhances the integration and makes the transition to
Exchanger Design and Rating solutions provide accurate operations even smoother.
specification for heat exchangers and other equipment
Depending on the company and the technologies
which may be needed. Aspen Capital Cost Estimator uses
required in the design, there may be very specific
the detail from the design simulation model to improve
information and modeling done in proprietary
the granularity of the estimates and identify problems
applications. Those can be included via Aspen
with schedules and lift requirements.
Simulation Workbook and Aspen Custom Modeler.
These design solutions are integrated and work
Aspen HYSYS Dynamics and Aspen Flare System Analyzer
seamlessly together. There are best practices that make
are used to augment the steady state design models to
this integration even more powerful. AspenTech has an
test the operating conditions of the facility and ensure a
extensive training program and knowledge database
safe design.
built from years of experience. Combined with services
support for specific challenges, AspenTech will help you These integrated business processes and the ability to
achieve the optimum design in the least time. share information results in improved efficiency, with
companies seeing 20-30% productivity gains. These
As the design progresses, the volume of specifications
gains translate into faster schedule and earlier first oil.
data grows extensively. More disciplines, people, and
One month acceleration can mean millions of dollars in
companies are involved. Aspen Basic Engineering is a
cash flow and improvement in the project’s overall
repository and workflow solution to ensure that
return.
everyone has the latest information, thereby minimizing
7
Detailed Engineering
Select and work with detailed engineering and construction firms and hand over to operations
The work completed in the previous process is now the starting point for detailed engineering and construction. During
this step, there are multiple firms involved and an explosion of information about the facilities being designed and built.
Owners will often employ a “general contractor” to assist in this process, but owners will have a keen interest in the
process since it is their money at risk.
The types of facilities for an E&P development can include:
1. Platforms
2. Pipelines
3. Tanks for storage before sale – floating or onshore
4. Separation processes
5. Gas plants – NGL, fractionation, liquefaction
6. Pumping/compression/heat exchanger equipment
7. Drilling wells
Owner-operators manage the contractors involved to ensure that they have the very latest information and remain on
schedule and within budget. Owner-operators will be particularly interested in the detailed engineering work around the
major pieces of equipment, any risk for technologies that are new or being used in unique ways, and critical path items.
Although effort is made to minimize design changes, it is critical that any changes are communicated to all parties
involved around the globe to ensure that everyone works from the same information.
In detailed engineering, there is a heavy reliance in 3D modeling solutions. An integrated approach interfaces with those
solutions so that the owner has a consistent way to track the design and construction of his asset.
The engineering and construction firms and equipment suppliers will be focused on their internal processes to ensure
front end designs are expanded appropriately, approvals of interim work products are managed, and owner milestones are
achieved.
The final activity in the detailed engineering function is to create the startup plan and the handover to the operating
company. In the FEED process, studies were taken to ensure operability of the design, that fluids were going to flow in the
process as expected, and that safety and environmental compliance is achieved in the design. The owners have now spent
the vast majority of the capital dollars, and revenue is close at hand. They do not want any surprises.
The simulation models used for the design are now ready for their next role—simulating and controlling operations. The
steady state and dynamic models created during design form the basis for operator training systems, control system
testing, and the startup sequencing activities. Within operations, these models will form the basis for doing “what if”
analysis studies and use of advanced process control systems where appropriate.
In addition, the operators will want the “as built/designed” drawings, equipment lists, PFDs, P&IDs, etc. in a useable form
from the detailed engineering and construction firms. This documentation can be hard to come by due to the number of
vendors and contractors involved and the global reach.
8
The MEG Regeneration
Statoil: Module is located here.
Statoil’s Asgard development changed through its life
as all fields do. The combination of gas and water in
the production stream began to cause conditions
where hydrate formation could be a major problem. A
Mono Ethylene Glycol (MEG) unit was required on the
platform, which had to be commissioned and brought
on-line as quickly as possible to minimize production
downtime and loss of revenue.
A more dynamic solution was used to assess the unit’s

performance within the existing production facilities,
as well as to test start-up procedures and the control
systems.
Figure 6 shows the MEG unit’s location as part of the Figure 6. MEG Unit in the Production Platform
entire production process. The integration of a major
piece of equipment into an existing production system is always a challenge. The offshore location just added to the
challenge. Dynamic analysis was key to understanding the MEG unit’s performance in the system, with very impressive
results:
• $36MM in reduced commissioning costs

• Continuous reduction in utility operating costs of $45K per day
• The model is used to train operations personnel on how the new unit works
• Shared discipline knowledge leads to better understanding of the interaction between the control system tuning
constants and the process
BP:
BP started production from
their first 2 subsea wells in
Egypt in the Taurt field in
2008. The flow lines are 70
km long to an onshore
processing facility. To
Detailed Dynamic Models Replica DCS Stations Operator ensure optimal flow, BP
hired OnSpec to develop a
simulation and training
solution for supporting the
Process Data DCS Emulation Server Operations
Plant Engineering Data Operator HMI Know How operation. OnSpec
Configurations Data leveraged the connectivity
Automation Applications
of process simulation with
SPT-Olga to simulate the
Figure 7. Taurt Field Workflow Operator Training
pipeline performance (see
9
Figure 7 for the workflow). Real-time process data is available to the dynamic models of the plant and pipeline system.
The result has been better trained operators and 4% more throughput from the wells than planned. The simulation system
allows engineers and operators to examine “what-if” questions to anticipate and avoid problems, test new operating
approaches, and generally operate more safely.
Genesis Oil & Gas:

Genesis Oil & Gas is one of the leading engineering firms in the industry. They were challenged to perform pre-
commissioning tests of the retrofitted Floating Production Storage and Offloading (FPSO) vessel for a new field.
The production fluid composition required the addition of compressors to the process. Genesis used a solution to simulate
performance of the process with particular rigor on the control systems, shut-down valves, trip systems, alerts, etc.
(Figure 8). The simulator was connected to the DCS controllers in order to develop a realistic performance test.
The analysis identified a number of problems. The control system had a number of logic and communication errors. The
as-built instrumentation was different than the P&ID. The default control logic caused oscillation in flow through the
compressors, which would have been problematic at startup and much costlier to fix. Using an integrated solution to
simulate plant performance identifies problems onshore, when they are less expensive to fix. The other clear benefit of
dynamic simulation is to make the actual startup safer.
Figure 8. Genesis FPSO Simulation
10
AspenTech solutions help an operator manage the Aspen Basic Engineering now contains the as-designed
explosion of information as the project goes into the PFDs, P&IDs, equipment lists, and links to the simulation
detailed design and construction phase. In addition to the models of the “as-designed” facilities. These are the key
engineering tools already used, the Aspen Basic deliverables that will be needed in operations. In addition,
Engineering solution becomes critical, representing the the dynamic models used in design will form the basis for
repository for the finalized design. The detailed design operator training systems and to test the control system
firms can now take that information and expand the structure before startup. This enhanced handover
design with all the details required by the construction solution makes for safer and more reliable startups. It
firms. Interfaces with 3-D modeling solutions and a close also makes on-going operations more effective and
adherence to standards (e.g., ISO 15926) for sharing data training of new staff easier.
makes AspenTech solutions a best-in-class approach to
keeping cost down and reducing the time to first oil.
Summary
aspenONE Engineering provides best-in-class solutions at every step in the engineering lifecycle of an asset. More critically,
it connects those best-in-class solutions to minimize handover inefficiencies and errors. The aspenONE licensing model is
simple and unique. One license provides access to all the solutions. Each is given a “token” value, allowing you to use what
you need when you need it. As new solutions are developed, the capability and token values are added to the license. You
pay for what you use.
The Appraisal & Development business in the E&P industry is critical for success. Revenue only begins when the facilities
are designed, built, and running. Remaining on time and budget are key performance indicators. AspenTech’s solutions are
designed to help companies achieve those metrics and hand over facilities that will operate for the life of the field.
To learn how AspenTech can help your business, please contact your AspenTech account manager or send an email to
EandP@aspentech.com.
11
About AspenTech Worldwide Headquarters
AspenTech is a leading supplier of software that optimizes process manufacturing—including oil and Aspen Technology, Inc.
gas, petroleum, chemicals, pharmaceuticals and other industries that manufacture and produce products 200 Wheeler Road
from a chemical process. With integrated aspenONE solutions, process manufacturers can implement Burlington, MA 01803
best practices for optimizing their engineering, manufacturing and supply chain operations. As a result, phone: +1-781-221-6400
AspenTech customers are better able to increase capacity, improve margins, reduce costs and become fax: +1-781-221-6410
more energy efficient. To see how the world’s leading process manufacturers rely on AspenTech to info@aspentech.com
achieve their operational excellence goals, visit www.aspentech.com.
EMEA Headquarters
AspenTech Ltd.
C1, Reading Int’l Business Park
Basingstoke Road
Reading, Berkshire
RG2 6DT United Kingdom
phone: +44-(0)-1189-226400
fax: +44-(0)-1189-226401
ATE_info@aspentech.com
APAC Headquarters
AspenTech (Shanghai) Co., Ltd.
3rd Floor, North Wing
Zhe Da Wang Xin Building
2966 Jin Ke Road
Zhangjiang High-Tech Zone
Pudong, Shanghai
201203, China
phone: +86-21-5137-5000
© 2010 Aspen Technology, Inc. AspenTech®, aspenONE®, the Aspen leaf logo, and the 7 Best Practices of Engineering fax: +86-21-5137-5100
Excellence are trademarks of Aspen Technology, Inc. All rights reserved. 1915-30-0810 apac_marketing@aspentech.com

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Exploration & Production:

Appraisal & Development Business Processes

Appraisal & Development

3. Ensure the design is safe, operable, and cost effective

4. Manage an engineering and construction firm(s) to design and build it

1. Explore & Appraise/Conceptual Engineering

Additional results and benefits of the solution included:

• Oil characterization models matched field data within 2%

Figure 3. Repsol Estimating Case Study Results

2. Internal resources were optimized

The AspenTech Solution

Jacobs Engineering and other

done in less time with fewer Balances

resources. They also Tagged Item

Samsung Heavy Industries:

saved 30% in activities and US$35K in rework

Figure 5. CDI Workflow Integration

The AspenTech Solution

The types of facilities for an E&P development can include:

A more dynamic solution was used to assess the unit’s

• $36MM in reduced commissioning costs

Genesis Oil & Gas:

Figure 8. Genesis FPSO Simulation

The AspenTech Solution

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