Sword Resolve Spotlight on Robbie Farquhar, Service Desk Team Lead

Today we’re shining the spotlight on Robbie Farquhar, Resolve Service Desk Team lead, based in Aberdeen.

Tell us a bit about yourself and your journey since joining Sword? 

I joined Sword in 2018. At the time I had very little exposure to supporting such large-scale clients and I was excited at the prospect. Prior to joining, I worked for another locally managed service provider that supported various small to medium-sized businesses across Scotland. Funnily enough I never actually planned to pursue a career in IT. My plan at a rather young and naïve age was to pursue a career in music, unfortunately, we can’t all be the next Hendrix and that one didn’t quite work out. 

I adopted a keen interest in computers and technology at a young age and eventually became relatively well versed in the basics but never really thought about pursuing IT in the sense of further education or a career path. It wasn’t until I was in my very first job that it dawned on me that I always seemed to be “the guy” any time any IT equipment played up in the office. I found the problem-solving aspect and ability to support my colleagues very rewarding and that led me to pursue a career in IT.

What does a typical day look like for you and the team at Resolve? 

This is quite an interesting question. It’s usually one we get asked by candidates when conducting interviews for new service desk analyst roles and the answer is always the same. There isn’t one.

Being a multi-client service desk means variety…. a lot of variety and no day is ever the same. This is one of my favourite aspects of Resolve. We are constantly presented with new challenges, keeping myself and the team on our toes and engaged. That’s not to say there isn’t structure, there is a method to the madness. Amongst our now 9 analysts we provide remote support to multiple clients operating over a 12 hour period, recording tickets in our ticketing tool TOPdesk. Analysts work on either side of a shift pattern and address tickets based on priority and urgency.

There have been some changes to the structure of Resolve, can you tell us about the changes and how these have improved the service for Resolves customer base? 

A year ago I was given some additional responsibilities on the team which eventually evolved into my promotion to a senior role on the desk. My role quickly changed from working on tickets frequently to identifying improvements that could be made to our service, our ticketing tool and how we effectively support our customers. A year later, myself and two of my colleagues (Ashley Morrison and Ed Garland) moved into a Team Lead position, and we changed the structure of Resolve.

This change has been incredibly beneficial for both our customers and for the Resolve team. It has allowed our service manager the time to focus on our customer base and provided the leads with the ability to manage their teams. The additional responsibility has a great deal of focus on the likes of data quality, identifying gaps in process and training requirements but also building great relationships with customer focal points and managing customer requirements in a more effective manner. We are constantly looking for ways that we can make improvements and provide the best service possible.

You started your career with Resolve as a Service Desk Analyst and have progressed to a Service Desk Team Lead. Can you tell us about the career progression routes within Resolve?   

The key point here really is structure. The promotions of leads have allowed us to identify progression routes in Resolve. Service Desk Analysts (SDAs) would typically look to head into a desktop role before they branched off into the likes of infrastructure but now that’s not so much the case. Resolve is a great starting point for anyone that would like to pursue one of the technology-based disciplines because it offers so much variety. We have had SDA’s move down the route of desktop and applications. SDA’s now have the option to pursue a senior role which could result in a team leadership role down the line. As team leads, we also make a conscious effort to identify how we can further individuals’ progression be it through training or providing additional responsibilities so that they can gain exposure to these disciplines.

Why did you choose to progress your career with Sword and What would you say to someone considering a role with Sword Resolve? 

In a simple answer, I love working with the Resolve team and I love being able to contribute to the continued growth of Resolve. No day is the same and despite the many challenges we face the morale is always high. Resolve continues to grow, with more customers, more members of staff on the team, more challenges and I’m genuinely proud to be a part of it. It’s a rewarding feeling being able to lead such a great group of individuals and watch them evolve and progress through their careers but also witnessing how they support each other. If you’re aspiring towards a career in IT with clear progression, plenty of variety, that’s challenging but also has plenty of laughs sprinkled throughout then Resolve is a great place to be.

Sword delivers practical business technology solutions to support our customers in Energy, Public and Finance Sectors. Spanning Oil & Gas, the Energy Transition, Renewables, and Digital Adoption we provide day to day operational support, digital solution deployment, transition projects, and technical consultancy. Our expertise runs from IT, business technology, and infrastructure, to subsurface, production, engineering, and corporate data and information.

Read on to learn more about life at Sword, careers with Sword or our Sword Resolve Managed Service.>

The Houston Professional Petroleum Data Expo was held last week, and the attendees were certainly excited to interact with each other, many of them attending this event as their first in-person event in nearly two years. There were 40 different presentations, one of which was the keynote, and three of which were presented as case studies by operators. So, while only 10% of the talks were from operators, the content was generally good with a few standouts as expected. The general theme, regardless of the speaker, was consistent.  Data Management, quality data, solid processes and buy-in from all business stakeholders remains a key to the success of the business.

With the continued explosion in Data Science, Digital Transformation initiatives, data engineering projects, in combination with reduced headcounts, lower operating budgets, and higher than ever demand for data, energy faces a conundrum. The number of resources that have left the industry completely in the past year, not to mention the tumultuous years since the middle of 2014, is overwhelming.  While operators have been hesitant to eliminate geoscience professionals in their key operating areas, there has been an overwhelming number of reductions in the support functions those geoscientists rely on. Much of the historical knowledge now resides in a very small pool of internal resources inside the operators, and this lack of SME’s as the operators continue back to their prior levels of operations is driving up demand for data management services as well as transformative initiatives to continue operating lean and mean into the future.

Operators are now looking at the end-of-year funds as well as their budgets for 2022 and are looking at ways they can clear the hurdles before them.  Many are looking to software solutions, the number of which were high for this event both in terms of sponsors as well as breakroom vendor booths and vendor presentations. Some are relying on data experts, several of those were also present in the form of attendees and presenters alike. One thing which felt truly promising was the number of clients (and future clients) who were excited to see Sword with a presence in the US. While Sword has been very active in PPDM both in Europe and Australia, Sword’s move to start operations in Houston late last year was also a welcome sight for the data management folks in attendance. Clearly, the need is high and we look forward to facing that need head-on as we continue to show the industry what Sword is all about in this space.

Two of the operator presentations, one from Apache and another from Murphy, both exemplified the needs and the shortcomings. Both Operators have gone through major organizational shifts over the past year, both see the need for good data practices (governance, management, stewardship, business alignment, etc.), and both realize that while they have made incredible strides, the road in front of them remains long and bumpy. Chevron also spoke about their journey but focused on the “What Is A Well” (WIAW) initiatives they have tackled. WIAW has been one of the most successful educational tools in the industry over the past several years, and the work PPDM have done with it, along with its committee members, data vendors, software vendors, and operators, has been amazing. In 2008, the US started hydraulic fracturing as a majority of its onshore operations, and with it came an entirely new focus on the well, the wellbore, and the process of drilling, completing and producing shale wells. WIAW brought that entire process into the light for everyone to understand and work toward agreeing on for use in their internal systems as well as conferences such as this one. A common language that is understood by all makes the process of communicating business problems and solving those problems so much simpler.

It's hard to look back with anything less than amazement at where Sword was in Houston one year ago today…while over 2,000 people are working inside Sword Group today, hundreds of which are in the Energy industry, there were exactly zero Sword staff in Houston at this time in 2020. As we close out 2021 with this PPDM event, we had 4 in attendance, 3 presenting, and 15 total staff in Houston. As we continue to grow in the region, we expect to be hearing from more and more clients as we head into 2022 with a successful PPDM event behind us, and a doubling of our Houston presence in front of us. What an exciting time for Data Management in Houston!

Thanks, PPDM for a successful event and for allowing Sword to play a role in it.

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Rob Gibson is a Data Specialist and Technical Solutions Manager for Sword, based in Houston. With over 25 years of technical experience in Oil & Gas, Rob works with our customers in building solutions to their data challenges. Rob has been a long-time member of PPDM including both sponsoring and participating in a number of workgroups over those years. For further information or to contact directly, please email Rob.Gibson@sword-group.com

Today we’re shining the spotlight on Diane Ogston, a Senior Service Delivery Manager at Sword responsible for our Resolve Managed Service. Resolve provide 24x7, 365 day operational support in Service Desk, Desktop, Applications, and Infrastructure Support for our customers in Energy and Finance.

Tell us a bit about yourself and your journey since joining Sword?

Prior to joining Sword in September 2016, I had progressed from Service Desk Analyst roles into Service Management. This experience was brought to the fore in my role as Service Delivery Manager, with responsibility for our services across multiple customers. In 2019, Sword Resolve was created to bring together Sword’s service desk teams under one roof and I jumped at the chance to design, build, and manage the service.

What services and specialties do Sword Resolve provide and can you tell us about the sectors Sword Resolve customers operate in?

We cover the front-end IT services for several Oil and Gas Operators, Engineering companies, and customers in the Finance sector. We provide 24 x 7 x 365-day operational support in 4 different disciplines: Service Desk, Desktop, Applications, and Infrastructure Support. Our services are transferable across all industries, it’s about getting to know the customer and their individual requirements.

Resolve has added 2 new customers in the past 12 months, can you tell us about the onboarding process and the benefits that Resolve delivers to our customers?

We have expanded our customer base and the process has differed between each customer. Do they have a support service currently in place, are they a new business with no processes, do they want all Resolve service lines or only specific? We also extend the use of our IT Service Management tool to customers for use in their operational teams if desired. Generally, we will agree on the order of services for their transition journey over 3 months to allow Resolve to fit the customer needs.

In terms of benefits, Resolve offers customers a scalable and flexible service model with a reliable single point of contact dedicated to your business with access to the latest technologies and expertise within our extended Sword services. Outsourcing your service desk to Sword Resolve also reduces operational costs and provides 24/7 support for our customers.

Resolve supports customers ranging from 5 to 1,500 users. What levels of service do Resolve provide and can these be tailored to suit each customer?

They are absolutely tailored to suit each customer and their specific needs. Resolve offers variable services, bespoke to clients’ business needs. We have customers who use all service lines and others who only use us to support their businesses out of hours for business-critical issues. Our service levels cover a wide range of disciplines in Service Desk, Desktop, Applications, and Infrastructure Support.

The Sword Resolve service has matured in recent times, what changes have been implemented and how has offered new opportunities for Sword employees and our customers?

In 2020, the foundations were created – 2021 is about building on that. In March this year, we recognised that Resolve had hit a milestone of maturity and we wanted to enable future adaption and scalability to best meet customer needs. As a result, we made changes in our team structure to bring more technical specialism to the fore. This included, assigning stream leads and junior roles in our Apps/Infra streams. This organisational change offered a clear route of progression within the service for our employees and also benefited our customers with a scalable service, improved knowledge capture, and proactive management of the operational activities. Ultimately, it’s about creating space and time for continual service improvements that benefit our customers.

The Resolve team has been working on service improvement ideas for our customers, can you tell us about a recent example of these and how it has improved our service?

Each team member has a goal to identify service improvements. Some of these have been as simple as defining new daily procedures, proactively identifying and resolving any potential issues that may arise from high disk space usage to backup failures. We’ve recently identified a need for an improved security policy for a customer, reducing the security risk to that business. As our team develop and continually learn new technologies, we can also share the benefits of that knowledge with our customers as we support them or guide them on best practice.

What would you say to someone considering a role with Sword Resolve?

It’s such an exciting time to join the service, we are still evolving, and our staff are very much part of that process. The experience gained supporting multiple clients is invaluable and we have a defined career progression route within Resolve that also extends to the Sword Group as a whole. There’s a fantastic spirit in the team and it’s a great place to make a real difference to the way our customers work.

Sword delivers practical business technology solutions to support our customers in Energy, Public and Finance Sectors. Spanning Oil & Gas, the Energy Transition, Renewables, and Digital Adoption we provide day to day operational support, digital solution deployment, transition projects, and technical consultancy. Our expertise runs from IT, business technology, and infrastructure, to subsurface, production, engineering, and corporate data and information.

Read on to learn more about careers with Sword or our Sword Resolve Managed Service.

Sword sponsored last week’s PPDM European Data Bytes Session, featuring guest speaker Neale Stidolph (Sword’s Head of Information Management) talking about some examples of Sword’s work in data management. The event was well attended and set a new record of participants from 15 countries, sparking debate and discussion. Dan Clarke also attended and gives his thoughts on the session.

The event kicked off with speakers Jonathan Smith and Paul Smith from Interica and Petrosys, presenting their collaborative tool to link structured data to unstructured data. It was an interesting presentation where we learnt about the tool’s ability to link multiple silos, systems and technologies together to present a clear view of the data within these. The following discussion centred on handling legacy data and the OCR of the poorer quality scans. This is a significant challenge for our industry which will need to be solved if we are to tap into the information held within the legacy data sitting in the NDR, hardcopy storage and on file shares. Our ability to support MER and decommissioning is dependent on solutions in this space.

Neale Stidolph, Sword’s guest speaker discussed the diversity of data management work, from subsurface to engineering and corporate data. As the energy sector changes there have been numerous mergers and acquisitions, and the inclusion of renewables in energy transition. This has amplified the need to handle very large amounts of data, migrating it and dealing with new data types – all with the necessary data governance.

The final presentation was from Tanya Knowles of the OGA, who spoke about GIS and the various data portals on the OGA’s website. As part of the Digital Services team, Tanya looks to present the pipeline of data to the OGA and external users. The OGA has various data portals for a variety of different data types, including licence rounds and production information. The OGA promote the use of ML and AI and they intend to incorporate the use of these into their future apps and portals which will include offshore activity, open data and APIs. It is great to see the OGA making data available through these data portals for the industry to access and use, and we’re proud to be supporting them on this journey.

The PPDM regularly holds its Data Bytes forum, where data managers come together to facilitate collaborative idea sharing, discussion, and networking. The PPDM meet again on 10th June for a special celebration in honour of the Association's 30th Anniversary.

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Dan Clarke is a Data Specialist and Business Development Manager for Sword, based in Aberdeen. With over 15 years technical experience in Oil & Gas, Daniel works with our customers in building solutions to their data challenges. Daniel joined the PPDM UK Leadership Team in 2018 and has supported a number of events in Scotland and elsewhere. For further information or to contact directly, please email on Daniel.clarke@sword-group.com.

In this deep-dive article from one of our Principal Data Engineers, Stephen Connell, we get under the skin of how to make the most of data connections in Microsoft Azure Synapse Analytics Workspace. Stephen uses screenshots to explain his approach and outline why minimising the number of integration datasets is important when developing data solutions.

Making Connections to your data

In a Synapse Analytics workspace, connection to data is made using two components: a Linked Service that acts much like a connections string for a data store, and one or more Integration Datasets that connects to data within the Linked Service as a named view of that data.

Like most things in Azure Synapse Analytics workspaces, creating Integration Datasets is incredibly easy, intuitive, and quick. They can be created on the fly when you are building pipelines or Mapping Data Flows. This ease of creation and the speed of creating them can lead to added complexity to your workspace environment and what seemed like a fast fix can end up slowing down development and making your solution less manageable.

In this blog, I explore why minimising the number of Integration Datasets is a good idea and what patterns we can adopt to minimise their number.

How Connections are configured

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Figure 1 a Linked Service to on Premise SQL Server

Linked Services connect to a specific store in a specific database, for example on a server. In the case of an SQL Server, a specific database must be provided as part of the Linked Service. The relationship between the Linked Service and its supported Integration Datasets dictates that tables or views from that specific store can be generated for a specific table or view. This can lead to a scenario where data from multiple tables and views are accessed from their Integration Dataset.

Consider a database of the complexity of AdventureWorks2017 with 80+ tables and a couple of dozen views. That could require a vast number of different Integration Datasets which could lead to a high degree of complexity for data engineers in Synapse.

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Figure 2 Selecting the Dataset for a copy task.

In this example, I have 19 Datasets. This can make finding the correct one to use difficult when the filter options available only go so far.

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Figure 3 Filter on Source Dataset

A Pattern for Standardising Datasets

How we use Integration Datasets to connect

When considering how we might simplify the approach to Integration Datasets, it helps to consider how these are used within Synapse Analytics and how we might be able to utilise the functionality to our advantage.

Integration Datasets are used in Pipelines and Dataflows. In both uses, there are capabilities that allow us to modify the specified source or destination for our data. This will change depending upon the nature of the data store. I will consider two approaches: an RMDBS – this example SQL Server, and Data lake Storage. In the latter case, there is a complication in that not only does the Integration Dataset store the location, but also the type of document that will be created. This is stored within the code of the connection e.g. "type": "DelimitedText" for CSV files or  "type": "Parquet" for Parquet files.

Azure Storage Datasets

Connecting to source data within Azure Storage, e.g., the default Azure Data Lake Storage Gen2 name [WorkspaceName] – WorkspaceDefaultStorage, allows for the Integration Datasets that point to specific folders and files, while also permitting the use of wildcards and overrides. Let us consider a parquet-based Integration Dataset that points to high-level storage.

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Figure 4 Parquet Connection with only Container

In the example shown, this Integration Dataset has no Directory or File specified. When this is used in a Copy Data Activity in a Data Factory Pipeline, the activity source settings allow you to specify the location to load data from, by using Wildcard details.

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Figure 5 Source Wildcard file path details

When it is used for Data Flow Source it is similar to use Wildcard paths to specify the location.

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Figure 6 Wildcard Paths in Data Flow Source Transformation

For Sink activity settings or Sink Transformations, the scope for Wildcard paths is not quite as straightforward.  In both Copy Data Activities and Data Flow Sinks, the destination can be set in the pipeline but only where a parameter is used. Consider an example: we create a Parquet Integration Dataset however in this instance instead of relying upon wildcards we add a parameter; see below.

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Figure 7 a Parquet dataset with a Parameter

Figure 8 Using a Parameter for a File path

We can use this parameter to form part of the path of the file locations, and when this parameter is present within the Integration Dataset, it will be presented for inclusion whenever it is used in Copy data Activities or Mapping Data Flows.

Figure 9 Copy Parameterized Sink

Figure 10 Data Flow Parameterized Sink

This would be true of sources if used in this manner. Supplying a default value is allowed and there are pros and cons with doing so. It does mean that when using this approach for a source and utilising Wildcards there is no need to populate the parameter, however, it does mean that it is always populated and it is possible to miss occasions when it has not been changed to point to the correct location.

Database Datasets

Database datasets offer other options. The first thing to note is that the Wildcard Path option is not present, however, this does not rule out the ability to parameterise our Integration Datasets.  Indeed, there is more scope to do so.  We can separately specify values for the schema and the table name. This approach is available for both Data Flows, however, it is important to note that On-premises Datasets using Self-Hosted Integration Runtime connections are not available for Data Flows.

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Figure 11 RMDBS Parameterized Dataset

In addition to using parameters, it is possible with database connections to supply a Query or the name of Stored Procedure. In the case of supplying a query, it is possible in some cases to supply the data from another database contained within the same server!

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Figure 12 AdventureWorksDW query on an AdventureWorks Connected Dataset

When using Stored Procedures, you can supply parameter values within the Copy Data Activity and Dataflows. See here for more details from Microsoft.

An Emerging Pattern

Because we have different ways to specify the inbound and outbound locations of our data, the need to include a new Integration Dataset for each table and each storage location folder becomes weaker. In a review of the considerations, we can see:

Given what we know above, I would recommend a pattern where:

  1. No more than two Integration Datasets are used for any given connection:
    1. A Parameterized Dataset for use with sinks.
    1. A Dataset without parameters only for source.
  2. Naming Convention should make searching for the right Dataset simple:
    1. File types can detail the:
      1. type of file,
      1. location, and
      1. whether it has parameters.

      e.g., ParquetMycontainerParam.

      e.g., AWSQLNoParam.

Consider the data you are processing and how you will be working with your data stores. If you are only reading from on-premises SQL for example, you might just need one dataset, i.e., a non-parameterized connection. 

Work with your team. Make sure that you are on the same page as each other and that no unnecessary connections are created. Reducing the number of Integration Datasets will simplify your design and make sure you are connecting to the right place more often.

Stephen Connell is a Principal Data Engineer at Sword based in Glasgow.  Stephen has over 20 years’ experience developing solutions for Data and BI Reporting for a range of clients in business, government and the third sector. Sword specialises in data, IT and digital support to several industries including Energy. For further information or to get in contact, please email stephen.connell@sword-group.com or call directly on +44 (0)131 300 0709.

That’s a key question in oil and gas right now and it brought 30 of us from different backgrounds together in a joint PPDM and WADSIH meeting to answer this in one of the many DataScienceWeek events unfolding across Perth.

Firstly, you’ve got to narrow the scope of this question if you want to reach any kind of meaningful answer in a 2.5 hour session. With an audience covering stalwarts through to start-ups, we took analytics as the test case for discussion. But wait, what do we mean by this? ‘Analytics’ covers a range from the descriptive ‘what happened’ (a yes vote from the data managers in the room), through predictive ‘when will it happen next’ (yes from the data analysts) to cognitive ‘what can we learn from it’ (the data scientists).

With an idea of how we plan to use these data, we addressed quality dimensions using parameters that will be familiar to many. Is our data complete, unique, timely, valid, accurate and consistent?  Which of these matters? Long story short… it’s whatever you need to use data confidently to support the business challenge you need to resolve. Which is where the metadata discussion kicked off: what’s the data description you need to understand your data and how do open schemas such as Dublin Core compare to the application-native options we typically use? Many of us in the room had experience of forcing data into various vendor models, then reloading these same data from source as we cycled through products from different vendors – which I think provides the answer! Resolving this is part of the premise behind OSDU which has the potential to be a step-change for how we work with data in our industry.

We took a quick sidestep into what do you do when metadata is not available to support the data you want to use? Risk it and gain insight at lower confidence, or play safe and maybe miss the extra benefit? Again, it depends on what you want to do – with this nicely demonstrated against an O&G value chain starting at Exploration (low quality data, high quality data? Gimmie it all!) and finishing with Decommissioning (how do we make this safe AND convince others that is what we’ve done). All reasonable, but then how do you manage the chain of custody of data to ensure that data is not used for purposes for which it is not fit? Appropriate metadata is the answer.   

Break-out sessions tested these quality dimensions across scenarios including legacy and new G&G data types, healthcare and safety case documentation. Common to all of these was the need to balance an upfront investment in time and effort against uncertain future use cases for the data, with the party realising the benefit not always the same one taking the initial cost hit. Lessons from outside of O&G were particularly acute with the cost of acquiring one data type being a small proportion of the costs of subsequent storage – which is the opposite for our expensive well and seismic data.

With the relative knowns of quality and metadata addressed, we moved onto the unknown biases that hide in data and interpretations, ready to catch you out the moment you forget about them. In an industry that looks for the few formations and structures containing hydrocarbons, we love to eliminate outliers through the use of averages, means and medians. With limited availability of data, training datasets and sampling are not always representative. (Hint: lobby your regulator to open up their data store if they haven’t already done so). Data that fits our interpretation is always ‘right’ and exceptions get excluded… What’s the lesson here? As a data manager, I need to accurately and precisely deliver the data as it was acquired; as a data scientist I need to challenge the data that is presented to me.

A lot of the workshop content was familiar but that’s no criticism – it’s healthy to revise and continually test our views as the business challenges we’re supporting and the technology available to help us are evolving. Jess Kozman did a great job facilitating and there was active participation across the board. However, the number of attendees was on the low side – lingering covid-caution or perhaps signalling the reduced numbers of data professionals still working in oil and gas, and a concern from those with jobs to be taking time out from their role to learn and grow? This must be addressed by an industry with an ever-increasing focus on data to help it respond to external pressures. Improved recovery factors, lower lifting costs and exploration efforts focused on established basins mean we need to access, understand and work our existing and new data extensively. Data professionals and the support we provide have a valuable ‘multiplier’ effect on the efforts of the consumers that we support, whether they are geoscientists, engineers, analysts or algorithms.

Back to the original question – is our data fit for purpose? The only way we can answer that is by inverting the question: to what purpose does our data need to be fit? This requires continued engagement with business and technical consumers of data; awareness, adoption and use of technology; and on-going assessment and extension of our value proposition. We can no longer predict all the ways in which our oil and gas data will be used, but that’s no excuse to not try!

Thanks to Jess Kozman for facilitating, the PPDM West Australia leadership team volunteers for arranging and to CORE Innovation Hub for providing a great workshop facility.

About the author

Neil Constantine is a Business Unit Director and Data specialist at Sword, based in Perth. Neil has 25 years’ experience, working in both operator and service environments. Sword specialises in data, IT and digital support to a number of industries including Energy. For further information or to get in contact, please email neil.constantine@sword-group.com or call directly on +61 (0)426 240702.

Asset Transfers can be complex from an information and technology perspective but can be the springboard for innovation, as well as delivering the expected productivity. The critical path is for the transfer of services agreement, safety case, readiness, and transition of operations. This article highlights the types of transfer, the issues we face, and Sword’s tried and tested approach to dealing with them.

The divestor may not have detailed plans of what to transfer or how to do it, and the acquiring organisation may have limited experience of transfers. The team at each end may be undertaking this work on top of their current jobs, with timescales that are often outside of their control. This creates demands that are stressful for key personnel and impacts their ability to quickly make critical decisions.

The impact on contracts and procurement is often underestimated. Limited time for tenders and approvals for expenditure, as well as a lack of expertise in the contract scope and novation, all need an appropriate strategy. Sword helps drive that efficiently as we coordinate a range of vendors, use specific templates from our procurement catalogue, understand the technical scopes, and can validate pricing. We understand the importance of the early identification of contracts that cannot transfer, or custom and out of date systems that will need replacing. Watch out for surprisingly long-lead time items such as radio licenses, network circuits, software customisation, and offshore deployment.

A changing landscape

The UKCS landscape is evolving. Supermajors are changing their portfolios and mid-tier organisations seek opportunities, but the most dynamic area is new entrants. Rising prices are increasing investor appetite, but this is likely to be balanced by the Energy Transition and ESG pressures.

The approaches to an asset transfer take account of the practical differences in systems maturity and capability between companies of varying scale. The challenges faced reflect the different types of transfer; from a non-operated asset, unmanned platform or subsea production system, to a major platform or FPSO. The timescales, and corresponding project and capex costs, can range from one or two months at one end of the scale, to six months or a year at the other.

Phased approach

The primary objective is always hit the transfer deadline. That creates the mindset of “move everything over ‘as is’, start using it, and then worry about the details later”. Transfer projects can involve dozens of systems and huge amounts of information, paper, tapes, samples, and other data. There is a clear need to maintain the Chain of Custody to govern how information changes hands. Not all systems are appropriate for Cloud technology, and that certainly won’t help with physical archives and samples. On-site systems take longer to deploy, and private datacentres can have short-term capacity limitations.

Don’t try and implement radical innovations unless you have proven methods and funding already in place. Post-transfer project fatigue can set in, creating a risk that the performance the new owner seeks will not be realised. Leadership and investors will expect increased performance so plan for it. Make sure corporate information, engineering and subsurface are all taken care of. This ensures you can apply your people and financial resources to make future modifications to your production assets and make the most of your reserves. Sword’s approach consists of 3 separate phases:

Closing thoughts

Sword has successfully completed many asset transfers and related services on behalf of a range of UKCS companies including NEO Energy and Serica Energy alongside the best-known Operators in the industry.

Contact Neale Stidolph (Sword Energy Sector, Information Management Lead), neale.stidolph@sword-group.com

Sword IT Solutions has embarked on an exciting new chapter with the creation of the Sword Energy Sector. This approach underlines the commitment to placing the needs of energy industry customers at the heart of the organisation, by bringing together Sword’s full breadth of domain experience, digital enablement, and managed service excellence. Building an Energy Sector is a natural next step for this business technology and data company, which has doubled in size over the last 5 years and has the ambition to double again by 2025.

Despite the past 12 months being recognised as the most challenging in recent memory, Sword has created 50 new roles in Energy while protecting existing jobs. Sword’s goal is to create at least 250 more positions within the Energy Sector in the next 3 years with continued investment in new talent, training, and skills development.

Sword’s Energy Sector has over 350 employees in locations across the UK, Europe, Asia Pacific, and North America. This global structure enables Sword to support customers of all sizes, maturity, and location, ranging from international blue-chip companies to local independents. Sword places critical importance on partnering with customers as ‘Trusted Advisors’ and applying an in-depth understanding of business needs. In doing so, Sword draws on extensive consulting and technical expertise to create a platform for future operations and innovation by delivering Digital, Data and Infrastructure Services.

Phil Brading, Sword Energy Sector Director, explains:

“We are shaping our business to make sure we are best placed to support the evolving needs of the energy industry. It’s important that we integrate our data and technology expertise from across the asset lifecycle to support our customers’ digital strategies and drive greater value. Our success is built upon listening to and working with our customers, and that ethos remains as fundamental as ever.”

Sword is delighted to announce the appointment of Helen Ratcliffe in the role of Technology Consulting Lead for the Energy Sector. Helen will be helping to build the next phase of Sword’s digital technology strategy to best meet customer demand for the next generation of specialist advice, projects and services.

Helen has over 30 years of experience in the Energy industry, predominantly in Upstream Oil & Gas. She has a great track record of delivering technology-enabled, business transformation programmes that include Mobility, Big Data, Digital Oilfield, Integrated Operations, and Organisational Change Management.

Helen Ratcliffe, Technology Consulting Lead, said:

“I am excited to join Sword as we embark on the 2025 strategy. Each individual part of the Sword Group has been successful in it’s own right, but I believe the Energy Sector will be greater than the sum of its parts. I am keen to work with our existing clients and bring in new ones with whom we can partner to drive positive business outcomes for each.”

The focus from Phil, Helen, and the wider Sword leadership team, will be to expand upon Sword’s foundations to develop flexible new services that address the challenges the industry is facing. This means applying a data-driven approach that promotes the adoption of best practice, efficiency and new insight.

About Sword Energy

Sword delivers practical business support to our customers in Energy. Spanning Oil & Gas, the Energy Transition, and Renewables, we provide day to day operational support, digital solution deployment, transition projects, and technical consultancy. Our expertise runs from IT, business technology, and infrastructure, to subsurface, production, engineering and corporate data and information.

Sword IT Solutions is part of the international Sword Group, which, with over 2,000 domain experts, is active in more than 50 counties and specialises in software and services across a range of industries.

Today we’re shining the spotlight on recently appointed, Sector Technology Consulting Lead, Helen Ratcliffe who makes up an integral part of our Energy Sector leadership team.

Tell us a bit about yourself and your journey before joining Sword?

I have been really privileged in my career to work with some of the world’s largest Energy companies, IOCs, NOCs and some clients in the supply chain as well. I have experience in Pharmaceuticals and have provided services to a very large busy airport. My employers have ranged from large technology focused systems integrators to boutique consultancies. For the past 20 years I have focussed on Consulting; this has provided me the privilege of seeing many different organisations from the inside, helping me experience a wide view of their businesses. I have put my effort into a range of technical and business focussed initiatives, always with business outcomes for the client at the forefront.

Looking forward to the rest of this year, what big issues do you expect to help our customers address?

Digitalisation is on everyone’s mind, some organisations are advanced and have a great track record already, others are just embarking on the journey. Bringing together strong consultative skills, the fundamentals of data and information, deep domain and experience, I think we can help move the oil and gas industry forward.

Why did you choose to progress your career with Sword?

Sword have a great set of capabilities, skills and a strong track record over many years in Oil & Gas as well as Utilities and Public Sector.  Why wouldn’t I want to work with a company that couples that with a great growth record and values that I really believe in. Sword really care about client’s businesses, ensuring that our highly valued employees all contribute towards keeping things simple and doing the right thing by our customers.

You have joined Sword at an exciting time for the business, what services and specialties do Sword provide in your region to energy customers?

Sword delivers practical business support to our customers in Energy. Spanning Oil & Gas, the Energy Transition, and Renewables, we provide day to day operational support, digital solution deployment, transition projects, and technical consultancy. Our expertise runs from IT, business technology, and infrastructure, to subsurface, production, engineering and corporate data and information.

On International Women’s Day, what is the most important message you want to send out to women thinking about their careers in the Energy Sector?

Over the past 35 years I have seen the Sector move, slowly at first and more rapidly over recent years to address diversity. The Energy sector has re-invented itself; it is no longer all about the heavy industry aspects often portrayed in media and film.  While this aspect is still a reality for key parts of the industry; science, technology, innovation, and business acumen have come into public focus. The Energy sector needs new talent and Women can play a major part.

What does the International Women’s Day 2021 slogan, #ChooseToChallenge mean for you in your work life?

Diversity of thinking in any team is very desirable. Don’t be afraid to share your thinking, sometimes people will agree with you, sometimes they will not. If you don’t give them the chance how will you know!    

Read on to learn more about careers with Sword or our Information Management solutions.

Find out more about International Woman’s Day 2021.

Today we’re shining the spotlight on Neil Constantine, who leads our Asia Pacific business, based in Perth.

Tell us a bit about yourself and what you did before joining Sword Venture?

I have been fortunate in my career to work roles and projects taking me to many parts of the world. Before joining Sword Venture, I was working for an oil and gas operator in Denmark co-ordinating data and information management services across their HQ and regional offices. It is this combination of technical work and scale that excites me and led to me to take up the role in Sword Venture where I could work with multiple clients across a diverse region.

What services do Sword provide in your region to energy customers?

We help operators and regulators maximise their return on investment in data and technology. We perform current state assessments and define change programmes and governance models that build data and information capability aligned to business objectives. We undertake projects including data conditioning, applications rationalisation and EDMS migrations using proprietary data analytics techniques to deliver fast, accurate and scalable results. Not least, we continue our 30-year track record of applications support and data and information loading services across exploration, development and production activities with Sword Venture staff working onsite or from our Perth Technical Centre.

What kind of projects do you work on and what does a typical day entail for you at Sword?

I can start the day at 7am on the phone to Houston, New Zealand or east coast Australia, and finish by talking to the UK at 10pm. Much of my focus is building Sword Venture’s global network and using our broad discipline coverage to benefit our clients with access to diverse skills and experience and to provide growth and learning opportunities for our staff.

Alongside this I am still ‘hands on’ with many of our technical projects, with one recent example being mapping the data model for a seismic metadata migration from a relational database to SharePoint, and another the building of a governance and delivery model to support a global data service squad for an IOC.

This global reach has long days, but I balance this with morning surf lessons for my daughter at the beach and lunch time runs around Kings Park just a few minutes from our office!

You regularly present at conferences representing Sword Venture. Tell us about a recent presentation and what the audience were keen to hear?

Everyone in our industry knows these are challenging times with an unprecedented combination of regulatory, environmental and commodity price pressures. This drives conversation around what re-skilling is needed to ensure we remain relevant in the Energy Transition. I frequently present on the role that data analytics and data engineering must play in building efficiency in today’s oil and gas industry and how this capability relates to growth areas including renewables and CCUS. 

Looking to the new year, what big issues do you expect to help our customers address?

It is hard to have a conversation without mentioning Digital Transformation! What is interesting is that we are working up the Hype Curve with real value to be achieved now from new technologies and capabilities. In 2021 we will continue to work with clients to help balance legacy technology and application spend with on-demand and flexible access to broad capability.

Secondly, there are still large volumes of legacy data and information that need attention. This is amplified by recent cuts in exploration activity and increasing regulatory limitation to where we can explore and produce causing us to take a revised look at existing assets and data. Whilst we have tools and compute to squeeze these data more extensively than ever before, interpretation outcomes are still constrained by the condition and uncertainty of the input data. I hate to keep banging this drum, but it’s true!

Can you tell us about a successful outcome on a customer project that made you feel proud?

It is a cliched answer, but I can’t choose one! When I moved to Australia six years ago our business was focussed on the provision of operational support on a long-term T&M basis. We would put individual staff into client offices and they would do great work. But in the last few years, our clients’ needs have moved from service to projects, requiring specific skills delivered on a defined timeframe by largely self-managed teams. We have pivoted our approach and added new technology and delivery skills to complement our domain experience. Each project has its unique challenges but we’ve built a broad portfolio of proprietary capability that we deploy to guarantee successful project outcomes and keep us all proud of what we deliver.

What would you say to someone considering a role with us in your region?

Do it. You will learn more working with Sword colleagues and clients from the Middle East, across Asia and through Australia and New Zealand than you will in any other company. There are plenty of new customers and markets for us to go after and it would be great to have you help us achieve this!

Read on to learn more about careers with Sword or our Information Management solutions.

Today we’re shining the spotlight on Craig Fitch, Application Support Analyst who is part of our Sword Resolve Applications Team, based in Aberdeen.

Tell us a bit about yourself and what you did before joining Sword?

I have worked across various IT disciplines for over 10 years now, building strong problem solving, communications, technical and team building skills. Before joining Sword’s Resolve team in September 2020, I worked as a senior system engineer in the energy and infrastructure market.

Prior to that, I worked for nearly 8 years for a family-owned business who provide safety and competency support for hazardous industries around the world. As an Application Support Executive, I worked as a key member of a small team and enjoyed supporting, training and developing their software products to continually help meet customer demand.

My hobbies include time with the family, walking, hiking and regularly going to the gym (when they are open). I’m also a lover of music, cinema and occasionally turning on the Playstation.

You joined Sword Resolve’s Applications Team during lockdown, how did you find the onboarding process and starting a new position working from home?

I’ve been working as part of the Resolve Application Support team on one of our major oil operator contracts since I joined. Starting a new role remotely has actually been fairly challenge free; I was introduced to the team who very quickly took me under their wings and showed me the ropes. I was picking up tasks and learning on the job within days of starting, and I truly couldn’t have asked for a more supportive group of people. Any questions I’ve had are answered quickly and they have been extremely proactive in showing me different aspects of the job and how to use the tools available to us. This has all been done over Microsoft Teams using calls, chat and screen sharing.

What challenges have you faced while working remotely and how have you overcome them?

The most challenging aspects of working remotely haven’t come from the job itself, it’s more the typical problems everyone is facing during the pandemic and lockdown; home schooling children, everyone being inside and feeling like you are staring at the same four walls each day.

To overcome these challenges my partner and I create timetables for the kids for their schoolwork and make sure to get out for walks whenever possible.

Regular calls with colleagues for catch ups to talk about work and other things such as hobbies and interests help massively. Checking in on one another too really helps, so if someone isn’t saying much on a call or throughout the day, it doesn’t take much to send them a personal message and make sure they are ok.

Why did you choose to progress your career with Sword?

I was fortunate that when the job offer came through from Sword, I had also received offers from other companies, however Sword was ahead of the pack in my view. The conversations I had during the interview process gave me a good picture of the Sword culture, showing the friendly and professional type of business Sword is and the types of customers we interact with.

Having been here for only a few months I’m already having conversations about how I can increase my knowledge, and how I can help to support the Resolve team by building on some of my prior experience.

What would you say to someone considering a role at Sword?

Sword has an outstanding onboarding process where you feel supported and part of the team very quickly, at no point have I felt overwhelmed or that I didn’t know who to speak to for support.

From what I have seen so far and from conversations with others within Sword, whether you are new to IT or an IT professional, Sword have the experience to help you to learn your new role quickly and provide plenty of support. They are also very aware that times are tough for people and are flexible to employee needs.

Read on to learn more about careers with Sword, our Resolve IT service desk and managed IT services or for more information on Sword Resolve’s business cases.

When Serica Energy acquired the Bruce, Keith and Rhum assets in 2018, Sword was engaged to build the IT services they needed as a new North Sea operator.  Andrew James led the IT transition team and subsequently took on the role of Serica’s Information Services Manager, responsible for Sword’s small but perfectly formed managed services team.  In this article, Andrew explains what’s happened since 2018, as Serica enters its third year as operator of BKR, and how Sword is helping the company on its digital journey.

During Serica’s acquisition of Bruce, Keith and Rhum, IT services were built in readiness for cutover with the focus on satisfying essential business needs.  It was important that core services and business systems were available on “Day 1” to support key business functions and ensure operational continuity.  The principle of “Transition Now, Transformation Later” was observed during this phase.

With core IT systems in place following cutover, we entered a stabilisation phase when we made sure everything was working correctly, applied small fixes and enhancements, and introduced some new systems to improve ways of working.  A lot of this work was opportunistic or reactive, based on short term or tactical business needs.

Strategic Transformation

As we approach the end of the second year of IT operations, we are entering a more strategic, transformative phase when we will make more structural changes to how the company maximises value from digital solutions.  In doing so, we have two main aims:

  1. To make sure Serica is equipped with modern tools to help fulfil its business strategy and plans, enabling the company to use technology to work smarter, be safer, and maintain its position as a leading mid-tier E&P company in the UK North Sea.
  2. To ensure sustainability as the business evolves.  Serica is actively looking to expand its portfolio in the North Sea, through development and further asset acquisitions, and it is important that systems and services we operate are flexible and scalable to accommodate growth.

Digital Strategy

To take us forward, our digital strategy and roadmap will define improvements to be made on a rolling 3-year basis.  Recognising that a digital programme is not just about introducing new IT systems, this will embrace four elements:

Planning for the future

Digital is all about bringing these different elements together, working out how to use information, applications and technology to enhance business processes and achieve better performance.  To do this consistently across the organisation and make sure we don’t miss opportunities, it will be important for all of Serica’s business teams to be involved to some extent.   With this in mind, we have formed a Digital Steering Group including representatives from the IT function and all business disciplines.

The steps we have taken to date have allowed us to frame opportunities, explore benefits, agree our priorities, and deliver some quick wins.  First, we recognised that the data which is available in many systems can provide a good insight into business performance and help us to identify improvement opportunities.  We kicked off a project with three aims:

  1. Establish a central data hub to bring together data from different sources, giving us a single “source of the truth” for reporting and analytics.
  2. Develop standard business intelligence (BI) dashboards, refreshed automatically, to help business teams to understand key performance metrics for their processes and activities.
  3. Provide a self-service capability, allowing business users to interrogate the data and create their own bespoke reports.

As the data hub evolves, we will extend this to enable more advanced analytics capabilities.  It has already proven extremely valuable, and our dashboards based on Power BI are used by business teams on a daily basis.

Another theme we are pursuing is to put mobile technology into the hands of mobile workers, allowing them to access the information and digital tools they need without being tied to the office.  We’re beginning with a new tool to improve how we perform inspections of electrical equipment offshore – an important and resource-intensive activity – and we will move onto other uses cases in due course where we see opportunity to add value or work more efficiently, streamlining how we work across many areas through better collaboration and more direct access to tools and data.

Since data is so fundamental to digital solutions, we are also focusing on making sure enterprise data is well managed, with strong data governance controls defining where master data resides, how it is updated, how it is used, and how it can be accessed.  This will allow us to integrate key systems to a much greater extent – maintaining data quality and consistency across business “silos” – and develop digital workflows which are driven by processes and data.  An early priority has been improving our engineering data warehouse, allowing us to feed trustworthy data from there to other systems used for transactional business activities.

Although it is still early days, we have already seen potential benefits of enterprise data governance with our adoption of GDi Vision, an asset visualisation solution.  The core product allows us to perform virtual walkthroughs of the offshore asset based on geospatial and photographic data.  We are now looking at augmenting this with data from our engineering and maintenance systems, allowing engineers to plan work based on a digital twin, reducing the need for costly and time-consuming offshore surveys.

There are many exciting ideas and demands across the business, and our digital strategy and roadmap will help us to make sure we focus on the right opportunities, working hand-in-hand with business colleagues.  Digital solutions will play an important role in Serica’s future, enabling the company to safely reduce operating costs and generate value by innovating, and we are looking forward to helping to deliver those solutions.

To learn more about the original asset transition project, read the full Serica case study and for more on the considerations of IT and IM, Operations and Finance and Board on Asset Transition, please follow the links.  

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