The ‘Smart’ ImplementationThe ‘Smart’ ImplementationIntergraph’s Approach & Strategy to Support Intergraph’s Approach & Strategy to Support
Successful System ImplementationsSuccessful System ImplementationsRichard Smykay
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
Process, Power & MarineOUTLINE …
Technology Implementation Historical Review & Perspective Technology Adoption & Implication
Market Dynamics & Drivers Customer Case Study – Fluor
SmartPlant 3D ‘Smart’ Implementation Customer Case Study – URS, Washington Division
The ‘Smart’ Implementation – Intergraph’s Perspective SmartPlant Virtual Web-based Training - Overview
Q & A
Summary & Close
SmartPlant 3D SmartPlant 3D Technology Implementation - OverviewTechnology Implementation - Overview
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
Process, Power & Marine
Characteristics of 3D CAD system adoption & implementation Install/ configure the software Run user training courses Prepare (but not complete) reference information before 1st project roll-out Carry on system training ‘on-the-job’ Complete developing reference information during the 1st project
Observations Sequential implementations, typically 3 – 6 months in duration Minimal realignment or update of working procedures/ workflows to reflect implemented
software use Minimal user training linking application training to working procedures/ workflows to support
projects No validation of end user training knowledge take-up & understanding
Implications Slow technology take-up Potential risk to project schedule during detailed design phase Full exploitation of main system tools may not be achieved or fully understood
Technology ImplementationHistorical Perspective
Process, Power & Marine
The ‘Smart’ Implementation … People (Organization):
Streamlined Web-based User Training
SmartPlant 3D Training/ Skills Audit
Project Organization, Roles & Responsibilities Optimization
Processes:
Complementary Workflows, Procedures & Best Practice Guidelines
Integrated CAx/ Data Standards
Technology
Rules-based Design/ Knowledge Capture
Workshare
Design Automation/ Data Reuse
Environment Integration/ Interoperability~ Plant – Marine - Offshore
PeoplePeople
ProcessesProcesses TechnologyTechnology
ExistingSystems
Intergraph/ SP3D
Extending Enterprise Advantage
Technology AdoptionOpportunities for Change
Market Dynamics & Drivers Influencing New Technology Adoption Today
Case Study: FLUORCase Study: FLUOR……
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
1
Copyright © 2007, Fluor Corporation, All Rights Reserved.
Intergraph Thought Leadership Meeting
Project Execution in Today's Challenging Business Environment
Presented By Dave Gibson 31st October 2007Presented By Dave Gibson 31st October 2007
1
Copyright © 2007, Fluor Corporation, All Rights Reserved.
Intergraph Thought Leadership Meeting
Project Execution in Today's Challenging Business Environment
Presented By Dave Gibson 31st October 2007Presented By Dave Gibson 31st October 2007
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Addressing the Business Environment withExcellence in Execution
People
Systems and tools
Procedures and practices
Alignment
Quality management
Data integrity and management
Consistency in execution
Knowledge management
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Addressing the Business Environment withExcellence in Execution
People
Systems and tools
Procedures and practices
Alignment
Quality management
Data integrity and management
Consistency in execution
Knowledge management
Added-value from Intergraph: Helping the organization and its people work ‘smarter’ Providing data & application integration linking our technology solutions to
best practice working methods Increasing designer productivity Capturing & harnessing organizational knowledge
Macroeconomic Environment #1.Business Drivers Process, Power & Marine
Process, Power & Marine
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Today’s Challenging Business Environment
Record backlog
Rapid growth
Scarcity and mobility of workforce
Global project execution
Multi-party execution
Supply chain integration and collaboration
Demand for schedule reductions
Increased material prices
Increased delivery times
Supplier performance
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Today’s Challenging Business Environment
Record backlog
Rapid growth
Scarcity and mobility of workforce
Global project execution
Multi-party execution
Supply chain integration and collaboration
Demand for schedule reductions
Increased material prices
Increased delivery times
Supplier performance
Industry Challenges – Intergraph Added-Value: Too many projects with too few experienced resources to support projects Global project execution Demands to increase designer productivity without compromising design
quality & integrity Reduce overall project schedule
Macroeconomic Environment #2.Business Drivers
Added-value from Intergraph: Helping the organization and its people work ‘smarter’ Providing data & application integration linking our technology solutions to
best practice working methods Increasing designer productivity Capturing & harnessing organizational knowledge Providing ‘Next-Generation’ Integrated Plant Design to extend competitive
advantage supporting new project execution strategies
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Addressing the Business Environment withWork Process and Technology
Work processes• Consistency in execution - quality• Align and define tasks with dispersed
teams• True life cycle data integration
Leverage enabling technology• Database driven project execution• Rules-based design• Technology to support the global
community• Create an enterprise-wide,
“one stop shop” to connect employees regardless of location or time differences
• True life cycle data management• Knowledge management
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Addressing the Business Environment withWork Process and Technology
Work processes• Consistency in execution - quality• Align and define tasks with dispersed
teams• True life cycle data integration
Leverage enabling technology• Database driven project execution• Rules-based design• Technology to support the global
community• Create an enterprise-wide,
“one stop shop” to connect employees regardless of location or time differences
• True life cycle data management• Knowledge management
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Addressing the Business Environment withNext Generation
• What is “Next Generation”?• Implementation of SmartPlant 3D and
SmartPlant Foundation in an integratedenvironment• Fluor has used PDS for 15 years -- we
expect to use SmartPlant for the “Next Generation” of project execution
• Not just a software upgrade• Implements an “integrated” project
execution environment• Provides a platform to enable rule-
based automated design• Replaces the engine in our
MasterPlant® Suite of project execution tools
• Work process and organizational changes that positions Fluor for the “Next Generation” of project execution
1Copyright © 2007, Fluor Corporation, All Rights Reserved.
Addressing the Business Environment withNext Generation
• What is “Next Generation”?• Implementation of SmartPlant 3D and
SmartPlant Foundation in an integratedenvironment• Fluor has used PDS for 15 years -- we
expect to use SmartPlant for the “Next Generation” of project execution
• Not just a software upgrade• Implements an “integrated” project
execution environment• Provides a platform to enable rule-
based automated design• Replaces the engine in our
MasterPlant® Suite of project execution tools
• Work process and organizational changes that positions Fluor for the “Next Generation” of project execution
Macroeconomic Environment #3.Business Drivers Process, Power & Marine
A Case Study for Deployment of SPE & SP3D URS Washington Division
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
URS - A Project Approach Delivers Results
Case Study of URS Deployment of SmartPlant Enterprise & SmartPlant 3D Excerpt of Session 2047 Presented at Intergraph 2008 conference by David
Collett, Senior Project Director URS Washington Division
Can a technology platform be delivered within cost and schedule constraints?
How do you do it?
Business Case Detailed Planning Project Execution – Scope, Schedule, Cost Startup & Operation – Deployment
Process, Power & Marine
The Business Case – SmartPlant Enterprise
Standardization Brings further efficiency and quality as work is completed similarly each time Enables multi-office execution with global resources
Integration Data-centric approach and enhanced quality and efficiency through integration
Competitive Advantage SmartPlant architecture specifically designed to enable multi-office execution
Enables leveraging of global resource base through standard processes and tools
Leveraging resources - SmartPlant efficiency allows lower cost Testing shows high potential for reduction in design times
Tight labor market is becoming a business reality - reduce impact of shortage of specialty technical resources in different locations
Process, Power & Marine
13
Business Case - Implementation Approach
Strategic Initiative Sanctioned at Executive Level – Vital Focus on Outputs
Test Out of the Box (OOTB) functionality
Configure authoring tools to create standardized output
Pilot test based on previously executed project
Integrate through SmartPlant Foundation after configuration of individual tools
Initially located in Huntsville
A Project Approach Delivers Results
Process, Power & Marine
Business Case - Why A Project Approach?
Previous Experience with Technology Projects Culture Change
Leadership from top
A Marathon, not a Sprint
Maturity Cycle of Platform Close access to Intergraph Strong Controls Focus on outputs – No Disruption of Existing Functionality Gain Confidence of PM Community – Key
Process, Power & Marine
Detailed Planning
Multi-Discipline Team led by Engineering Consultation with Intergraph Scope Development – Include everything needed to deploy
Focused first on creating required Outputs (drawings, lists, reports, etc)
Detailed Schedule Project Execution plan Risk Analysis and Contingency Calculation Executive Review Committee
Process, Power & Marine
Detailed Planning - Focus First on Outputs
Focus First on Outputs Content and Format of Outputs Does the tool allow more efficient work processes to create outputs?
Focus on outputs leads to Standardization SmartPlant comes with Out of the Box functionalityRequires Users to configure to Coding, Naming, and Numbering Conventions; Symbology; Drawing/Document Formats, etc…
Provides Opportunity & Catalyst to Standardize Using Standard Conventions Forcing Establishment of a Single Standard Input from Diverse Team Representing All Business Units and Offices Flexibility to Apply Standards to Client Unique Requirements
Process, Power & Marine
Detailed Planning - Scope of Work Tool Summary Process, Power & Marine
Project Execution
Team Building & Alignment Kickoff Workshop Project baseline for Performance Management
Scope
Schedule
Budgeted Cost for Work Schedule (BCWS)
Monthly Project Reviews Estimate At Completion (EAC) Forecasting
Monthly based upon trends
Quarterly base on detailed estimating
Change Control Reporting
Team Level
Executive Sponsor
Process, Power & Marine
Project Execution - Strategic Schedule Process, Power & Marine
Project Execution – 25 Person Team Makeup SmartPlant 3D - 7
Piping & Equipment – 2 discipline specialists Structural – 2 discipline specialists Electrical – 2 discipline specialists HVAC – 1 discipline specialist
Schematics - 6 P&ID – 2 discipline specialists Instrumentation – 2 discipline specialistsSmartPlant Electrical – 2 discipline specialists
Material Control - 8 SmartPlant Reference Data – 3 specialists Material Take Off Integration – 1 specialist Material Control Work Optimization – 4 specialists
Includes configuration of SmartPlant MaterialsIS - 4
4 discipline specialists covering administration, database, equipment/setup
Leadership IS, Engineering, & Project Management
NOTE : Initial SP3D & Schematics Teams located in Huntsville approximately 1 year
Process, Power & Marine
Project Execution - Monthly Reporting
Detailed Cost Report Schedule Performance Earned value performance Executive Reporting
Process, Power & Marine
Project Execution - Communication
Various Audiences Functions, Engineering Disciplines, Project Management, Business Units,
Executive
Diverse Locations and StakesHighly Technical Application and Issues
Candor & Accuracy vs. Rumor Mill
Perception of What Change BringsOne of a Kind ProjectTwo Way CommunicationTools
Meetings
Monthly Reports
Articles in Company Magazines
Presentations
Business Unit PM Focus Group
Process, Power & Marine
Deployment - Strategy
Single Project to Start – Strong positive Feedback from Project Assure platform is ready for production Assure support capability is available Build confidence
Training and Support with Setup – Very Positive Support – Projects are not Alone
Coaching Mentoring Immediate correction of challenges Production work Identify and create administrators and super users
Configuration Management a Must Complex system Testing of new releases prior to production All architecture, system state, and settings maintained
Move to Next Project Build resources
Process, Power & Marine
Deployment – Configuration Management Process, Power & Marine
Deployment - Status
Prior versions of Intergraph tools have been used for years PDS, P&ID, & INtools
Anticipate these will be in production for some time to come
New URS Configuration of tools on 5 projects SP P&ID, SP Instrumentation, SP 3D, SP Foundation
SP Electrical not yet deployed – still configuring and piloting
Early Feedback is Positive
Building Resource Pool to Support
Will not deploy Broader Than Ability to Support Positive feedback so far rooted in support provided
Engineering Services organization being deployed for global support
Process, Power & Marine
Deployment – Positive Results
Every project in deployment providing positive feedback
Cautious but encouraged by early development
Estimates based on previous methods have been more than sufficient using new tools
Projects without prior experience in data centric systems are enamored by the ability to design and create data at the same time
Reports, lists, data sheets, drawings, etc. are a by-product output
Process, Power & Marine
Deployment – P&ID and SPI Trends
Early trends for URS Washington Division
Projects continue to provide positive feedback
Data integration between P&ID and SPI Saves time because of enter once use many
Assures quality and consistency of data
Enforces consistent application of work process
Savvy Project Managers realize time savings Data generation during design
Outputs are a by-product of the process
Enter once use many
Process, Power & Marine
Deployment – SP3D SPI Trends
Early trends for URS Washington Division
Designers like consistent interface
Productivity enhancement tools reduce design time
After training, designers do not want to go back to prior tools
A few comments from designers SP3D shines when design revisions occur
Relationships between objects is a real time-saver
Integration with other tools makes “enter once use many” a reality; reuseable data saves time
Drawing generation saves a lot of time
Drawings by Query
Visibility when data has changed and drawing is out of date
Process, Power & Marine
Deployment – SP3D Confidential Client Process, Power & Marine
Deployment – SP3D Confidential Client Process, Power & Marine
Implementation Planning Implementation Planning & Management& Management
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
Process, Power & Marine
SmartPlant 3D ‘Fast-TrackSmartPlant 3D ‘Fast-Track’’ Objectives
De-risk new technology introduction Compress implementation schedules Allocating the right levels of resources (internal & external)
What is it? A set of template-based implementation planning tools,
workflow templates & customizable procedures A set of pre-configured packaged RDB solutions (multi-
discipline reference data/ symbols) Drawings, Isometrics & Reports SmartPlant Reference Data (SDB) for materials across
process plant industries ‘Fast-Track’ integration with other SmartPlant Enterprise
applications & internal software
Why is this important? Implementation Planning Guidance/ Validation Achieving early success to support projects capitalizing
technology investment as quickly as possible
PPM Investments to Support Successful Implementations
Intergraph Process Power & Marine
3D CAD Transition & Implementation Plan
Transition Component Activity Approach/ Strategy DeliverablesINGR Customer 1
#1. Project Kick-off: Review/ Prepare Project Mandate - 1 0 Draft project mandate
Prepare internal project communication briefing - 0.25 0.25 Draft project briefing note
Review/ Agree Project Resources Review Meeting 0.25 0.25 Draft project resource plan
Prepare draft project plan - 1 0 Draft project plan
Prepare group presentation - 0.25 0.25 Draft project introductory presentation
Review/ agree Project Team/ Executive Sponsor Review Meeting 0.25 0.25 Project team members list
Review/ agree Project Steering Board Review Meeting 0 0 Steering Board members list
Undertake Project Kick-off Meeting Project Kick-off Meeting 1 1 Minutes of meeting
Sign-off/ Issue Project Mandate - 0.25 0.25 Signed-off Project Mandate
Sign-off/ Issue Internal Project Briefing - 0.25 0.25 Signed-off Project Briefing Note
Sign-off Project Plan - 0.25 0.25 Signed-off Project Plan
Review/ Agree project meeting schedule Project Kick-off Meeting 0.25 0.25 Signed-off Meeting Schedule
Sign-off group presentation - 0 0 Signed-off Project Introductory Presentation
TOTAL: 5 3
#2. People & Organisation: Review organisation structure Review Meeting 0.25 0.25 Organisation charts/ project structure documents
Review roles & responsibilities Review Meeting 0.25 0.25
Review project engineering processes (high-level) Review Meeting 0.5 0.5
Review Cax/ IT/ IS strategies to support projects Review Meeting 0.5 0.5
Prepare/ Run internal education briefings - 0.5 0
Prepare/ issue regular project updates Email updates 1 0
TOTAL: 3 1.5
#. Days Week #.
Intergraph Process Power & Marine
3D CAD Transition & Implementation Plan
Transition Component Activity Approach/ Strategy DeliverablesINGR Customer 1
#1. Project Kick-off: Review/ Prepare Project Mandate - 1 0 Draft project mandate
Prepare internal project communication briefing - 0.25 0.25 Draft project briefing note
Review/ Agree Project Resources Review Meeting 0.25 0.25 Draft project resource plan
Prepare draft project plan - 1 0 Draft project plan
Prepare group presentation - 0.25 0.25 Draft project introductory presentation
Review/ agree Project Team/ Executive Sponsor Review Meeting 0.25 0.25 Project team members list
Review/ agree Project Steering Board Review Meeting 0 0 Steering Board members list
Undertake Project Kick-off Meeting Project Kick-off Meeting 1 1 Minutes of meeting
Sign-off/ Issue Project Mandate - 0.25 0.25 Signed-off Project Mandate
Sign-off/ Issue Internal Project Briefing - 0.25 0.25 Signed-off Project Briefing Note
Sign-off Project Plan - 0.25 0.25 Signed-off Project Plan
Review/ Agree project meeting schedule Project Kick-off Meeting 0.25 0.25 Signed-off Meeting Schedule
Sign-off group presentation - 0 0 Signed-off Project Introductory Presentation
TOTAL: 5 3
#2. People & Organisation: Review organisation structure Review Meeting 0.25 0.25 Organisation charts/ project structure documents
Review roles & responsibilities Review Meeting 0.25 0.25
Review project engineering processes (high-level) Review Meeting 0.5 0.5
Review Cax/ IT/ IS strategies to support projects Review Meeting 0.5 0.5
Prepare/ Run internal education briefings - 0.5 0
Prepare/ issue regular project updates Email updates 1 0
TOTAL: 3 1.5
#. Days Week #.
Process, Power & Marine
CompanyCompanyDocumentation Documentation
CompanyCompanyDocumentation Documentation
WorkflowsWorkflows
ProceduresProcedures
WorkflowsWorkflows
ProceduresProcedures
ProjectProjectScopeScope
PilotPilotProjectProject ProjectProject
Job NotesJob Notes
ValidationValidation
ProjectProjectScheduleSchedule
Preparation Preparation Preparation Preparation ImplementationImplementationImplementationImplementation
PilotPilotScopeScope
PilotPilotScheduleSchedule
TrainingTrainingTrainingTraining
UserUser
AdminAdmin
TrainingTrainingTrainingTraining
AdvancedAdvancedAdminAdmin
Configurable Best-Practice Guidelines – ‘Cook Book’
ProjectProjectDocumentation Documentation
ProjectProjectDocumentation Documentation
Process, Power & Marine
Configurable Deployment Procedures
Project Initialization
Ph 1 Capture/“Block”model creation Ph 2 Mechanical/Civil/Structural Layout Fix model developmentPh 3 Detail Piping Design Model development,
Clash Checking & Final Drawing Extraction
ModelingTimeline
SP3DCoordination
Output
Piping
Mechanical
Civil/Structural
Electrical
Instrumentation
Project Kick- off meeting
Develop project specific pipe specs
ProjectMilestone “A”
ProjectMilestone “B”
Project Milestone “C”
Formal Design Review Audit for Milestone “A”
Milestone “A”drawing extractionincludes : preliminary area plot plans and iso views of block model for review by project team, construction & client
Formal Design Review Audit for Milestone “B”
Milestone ““B”drawing extraction includes:Steel Plans & Elevations & MTOMechanical / Electrical / InstrumentationArea plot plans & G.A.’s (limited annotation)
Formal Design Review Audits for Milestone “C”_ Quality & Safety Audits
Milestone “C”drawing extractionAnnotated AFC plot plans & G.A.’s
Mechanical input to primitive layout modelincludes: basic equipment and base locations derived from hand- drawn sketch information
Civil/Structural input to primitive layout modelincludes: Main building columns, beams and platforms, major support structures plus concrete foundations
Developing mechanical model input includes: vendor supplied equipment and nozzle data,large bore ductwork and conveyor details
Developing civil/structural model input includes: building steel for stairs and ladders, equipment support steel and minor beams and bracing, plus concrete foundations and platform development
Input pipe rack envelopes and/or define major pipe routes
Initial instrumentation input including: Preliminary Tray requirements and major instrumentation panels and local instrument locations for all off- line instrumentation
Formal Clash Check run for Milestone “B”
Regular Design, Progress and Clash Reviews
Formal Clash Check run for Milestone “C”
Piping Isometrics, Final BOMand Piping Area Isometrics
Preliminary Bulk Material Take- offs plus Piping ISO extraction for checking
Create project, databases and directories
Create SP3D drawings templates
Set up Progress Monitoring system
Set up Clash Detection System & responsibilities
Archive all SP3D and corresponding Project data
Detailed Piping input by area/size/criticality:i. Large bore critical lines & physical supportsii. Small bore critical lines & physical supportsiii. All other non- critical process & utility lines & physical supports
Developing vessel & Equipment trim,All Ladder and Platform details andupdate all equip to approved Vendor prints
Developing electrical input and confirmation of all final trayroutes on model, final electrical panels and Switchgear locationsand resolve all interferences
Initial electrical input including: Preliminary Tray requirements and major electrical panels and switchgear locations
Developing instrumentation input and confirmation of all final trayroutes on model, final local off- line instrumentation locations and resolve all interferences
Continuous monitoring of work-packs for model, drawing and report integrity,Attendance to any SP3D application or user specific problems,Creation of additional databases as required by developing design requirementsMonitor Clash runs and Design Review meeting s for set- up, content and actions arising
All building, support and platform steel including large gusset plates and supportsteel detail in congested plant areas
(100%)(50%)(20%)
Continuous Review of developing model and incorporation ofDesign Review or Clash actions lists to accommodate Mechanical discipline design problems or required changes
Continuous Review of developing model and incorporation ofDesign Review or Clash actions lists to accommodate Civil/Structural discipline design or required changes
Continuous Review of developing model and incorporation ofDesign Review or Clash actions lists to accommodate Electrical discipline design problems or required changes
Continuous Review of developing model and incorporation ofDesign Review or Clash actions lists to accommodate Instrumentation discipline design problems or required changes
TypicallyTypically
Regular Design, Progress and Clash Reviews
PR-001 A - Fig 1 Typical SP3D Modeling Workflow, Coordination and Activity Chart
Post-ConstructionDesign analysis &feedback meeting
(Project Mgr, Planning, Discipline Heads & Construction Mgr)
Load project specific pipe specs
Intergraph Plant
Design Workflows
Configurable Deployment & Engineering Activity Workflows Process, Power & Marine
Virtual Web-Based Training ~ SPVT ~Overview
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
What is SmartPlant Virtual Training?
SmartPlant 3D End User Training (available now)
Hosted on a commercial LMS system by ElementK
Provides access for up to 86 virtual sessions organized in courses for 1 year
Ability to track progress
Ability to download tutorials and practice labs
24x7 support with web site and forum for technical help
Learning Management System
Virtual Instructor Led
Training
Administrative Interface for Enterprise Customers
Process, Power & Marine
Benefits of SmartPlant Virtual Training
Quality and Consistency Exact same presentation regardless of time or locations - removes the variations
introduced by individual instructors
Prepared experts for given topic from the product centers
Reviewed by customers & software designers
Educationally sound materials, consistent terms across all topics, objectives, prerequisites & summary screens for every topic.
Schedule Compression Users from multiple disciplines can learn simultaneously resulting in shorter startup
time for projects starting with team new to SmartPlant 3DTypical reduction from 3 weeks to 1 week
Ability to train new members of the team earlier rather than waiting for class with minimum enrollment requirements
Cost Effective List price of US $1200 per student is ½ of class room enrollment at US $2,500
Further savings based on quantity in addition to travel costs
Process, Power & Marine
Frequently Asked Questions
Does SPVT replaces traditional class room training? SPVT best suited for Roll-out scenarios, small & remotes teams of 3-5 users, or new additions
to the teams. Traditional class room training best suited for CAE teams and Discipline Application Specialists (Super Users / Early implementation teams).
Does SPVT requires 3D software License? SP3D / SM3D license is not required to purchase SPVT, however training experience is not
complete without hands-on experience. Practice Labs provided with SPVT match up with training plant backup available on Siebel web site.
Intergraph is exploring alternatives for making training environment available via web based virtual lab setup and/or providing increased access to regional training facilities at Intergraph Offices.
What is plan to update the training to match new software versions? Intergraph plans to update training for every major version release. Scope of change depends
on number of enhancements in new version. Our goal is to make training available as soon as new versions are released. Most likely users will get option to access version specific training sessions.
Is there a certification/evaluation program to access skills after the training? Currently one question quiz is added to each session as trial basis, however answers are not
tracked. Completion and time spent on each session is tracked. System is capable of handling certification requirements.
Process, Power & Marine
21-22 August 2008
Hilton Opera Hotel
Hanoi, Vietnam
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