project-critical information is maintained
represents a significant challenge for
any business function. this is ever
more critical in acergy given our remote
and offshore locations. ims faces this
challenge whilst supporting acergy's
2008 business objectives: to perform,
work together, simplify and prepare
the future.
improved decision-making capabilities, but
in order to deliver those benefits the group
must have in place a platform of common,
group-wide systems, familiar to all.
growing number of locations currently more
than 50 worldwide," says luke Halliday,
chief Information officer. "we aim to deliver
the same standard services to each location,
even when the site is connected through
satellite communications, such as our more
remote locations and our vessels. this
means large differences in both the speed
and capacity of communications, requiring
different technical solutions to ensure a
similar service and experience."
fixed and mobile assets spread throughout
the world. the evolution of coe2 across the
group has been a significant undertaking.
"during 2006 we designed the coe2
architecture before roll-out began in 2007,"
adds luke. "we are currently completing
the implementation on our vessels and west
African sites having finished the initial coe2
implementation at our other onshore sites.
the remaining sites are challenging but we
are on schedule thanks to the commitment
team."
offshore assets
represent a
communication
challenge: "Firstly,
they are connected via
satellite, which has a much lower
bandwidth and an inbuilt latency, which
means signals are delayed. secondly,
because vessels move they can sometimes
lose connection totally if they block their line
of sight to the satellite. we optimise voice
and data traffic to maximise the capacity of
communications to our vessels and provide
onboard systems to reduce the impact of
any outage in communications. Any such
loss could impact on vessel operations and
therefore project delivery to our clients."
systems with an associated programme
of change. "we build relationships with
the group functions at a corporate and
regional level and work together closely to
understand their requirements," he explains.
"these discussions help develop an annual
budget request which is submitted to
the senior management for approval.
this is then followed up with regular Ims
steering committee meetings with each
function to discuss progress and review
new project requests."
multi-million dollar expenditure. "Budgeted
work consumes most of our available
resources. we do retain some capacity for
unplanned changes, but this represents only
a small fraction of available manhours in
are closely scrutinised with each business
function and priority given to those with the
most value to the business.
support team responded to 80,000 service
requests, of which 65% were closed within
24 hours. "our introduction of service level
performance targets and the technical
stability provided by coe2 has improved this
closure rate to more than 80%, which is a
fantastic performance," comments luke.
of delivering the right information to the right
people throughout Acergy 24 hours a day,
seven days a week, 365 days a year is the
responsibility of Information Management
Services (IMS).
acergy's one group culture over the last
two years through acergy awards:
brand change throughout our systems
designing and developing the heart of a new
management system