Oil & Gas
In Grangemouth, near Edinburgh, BP operates the largest industrial site in Scotland; a refining and petrochemicals complex.
This site handles oil and gas processing and transportation for many of the fields in the North Sea, receiving and processing in excess of 1m barrels of crude oil per day. The petrochemical businesses manufacture many diverse derivative products.
With the exploration of new oil fields across the globe, the Grangemouth complex needs to operate in a highly competitive environment. However, the maturity of the site gives rise to many legacy systems operating across functional areas. This hampers the speed of change necessary to gain competitive advantage. BP needed to understand the interaction of systems, real-time data flows, and its business processes, to create a basis for its Digital Business Strategy. The goal of the strategy was to create a more efficient platform to manage and streamline change, within a Health and Safety Executive (HSE) controlled environment.
The key objective for OBASHI was to highlight vulnerabilities within the IT infrastructure in line with the Digital Business Strategy. Working with the BP Review Teams, we ensured that vulnerability to BP was identified in a way in which a remediation programme could be communicated, quantified and established.
- Our predefined goals were to:
- enable the tracking of dataflows
- enhance the Change Control process
- help manage Risk Assessment and Planning
- allow for redundancy management
All of the project goals were achieved.
With BP Grangemouth being directly linked to upstream oil exploration, there is always real and tangible risk of halting oil production in the North Sea, should critical systems are interrupted.
HSE and HM Customs and Excise regulations mean all hydro-carbons need to be accounted for at every stage of the production process, so it’s vital that real-time data is continuous and non-intermittent. This can, understandably, lead to a culture whereby legacy systems are not decommissioned.
Using the OBASHI Methodology, we uncovered equipment and systems which were no longer used operationally by the business. Systems were turned off, hardware was recycled, support contracts were cancelled and cost savings were achieved.
By understanding the impact of IT on the business, the Change Control process was improved and the time taken to induct new IT professionals to the BP complex was reduced – which, within an outsourced environment, is essential to gain value for money.
By using OBASHI, BP could visualise their IT resources and understand the alignment of IT with the business – the big picture on top of the jigsaw box.
By using OBASHI, BP was able to:
- reduce vulnerability
- increase understanding
- highlight redundancy
- highlight potential areas of consolidation
- prioritise and co-ordinate remediation projects
- identify insufficient support
- formulate disaster recovery
- enable knowledge management – capturing the corporate knowledge base
The OBASHI Methodology created a foundation for the next phases of investment in the Digital Business Strategy for the largest Petrochemical complex in Scotland.
- The largest industrial site in Scotland
- Many legacy systems operating across functional areas
- BP needed to understand the interaction of systems, real-time data flows and its business processes, to create a basis for its Digital Business Strategy
- OBASHI uncovered equipment and systems which were no longer used operationally by the business
- By using OBASHI, BP could visualise their IT resources and understand the alignment of IT with the business