12 - ABSG Consulting - Nicholas Squires

Report
ABS Consulting
The American Bureau of Shipping (ABS)
 Founded in 1862 to serve as the non-profit American
Classification Society
 Mission
 Serve the public interest as well as the needs of our
clients by promoting security of life, property, and the
natural environment primarily through the
development and verification of standards for the
design, construction, and operational maintenance of
marine-related facilities
 Primary Applications
 Commercial vessels
 Offshore structures
 Public vessels (e.g., Naval Vessel Rules)
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ABS Consulting
 Wholly-Owned Subsidiary of ABS (Bureau)
 Global Safety, Risk & Integrity Management
 Serving Oil & Gas, Chemical Processing,
Pipeline, Marine, Power Generation, Financial,
Corporate and Government Sectors
 Corporate Headquarters in Houston, TX USA
Diverse Range of Services
 Asset Integrity Management
 Project Quality Management
 Risk Analysis and Modeling
 Blast Hazard Analysis
 Inspection & Auditing
 Reliability & Maintenance
Management
 Design Assessment
 Process Safety & Safety Culture
 Training
Our Public Sector Value Proposition
Benefits to
Customers
Meet/Exceed Mission
Performance Goals
Manage Costs and
Resource Allocation
Maximize Readiness
To Perform Mission
Mission
Assurance/
Continuity of
Operations
Manage Program &
Project Risks
Achieve/Exceed
Environmental Goals
Fulfill Other Regulatory/
Legal Responsibilities
Operational
Compliance
Domain
Architect-Engineer &
Knowledge
Design-Build/Retrofit
Risk Modeling/
Lifecycle Management &
Management
SystemsRisk
Engineering
and
Technical Assistance (SETA)
Customer
Mission
Performance
Goals
Achieve/Exceed
Safety & Health Goals
ABSG’s
Key
Integrated
Lifecycle
Service Areas
Service Approach
Risk-based Performance Management Strategies
Customer
Requirements
Practical Engineering
and Operational
Analysis & Advisory (A&AS)
Solutions
Enabling
Program Management & Project
Technologies
Quality Management
Implementation
Services
Training & Exercise
Support
(staff support,
training, etc.)
Sample Project Experience
USCG Evolution to Risk-based Management
Compliancebased
Continual
Improvement
Risk-based
Decision Making
Enterprise Risk
Management
What do I have to
do?
How can I keep these
things from
happening again?
How can I achieve a
tolerable level of
exposure?
How can I best
allocate my
prevention
resources?
Pre-1994
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Mostly reactionary responses to
incidents that occurred for major
strategic and budgetary shifts (e.g.,
Exxon-Valdez)
Isolated uses of risk assessments
(using any number of methods/tools)
to support specific decisions when
deemed necessary
Most risk assessments conducted by
outside resources (consultants and
academics) using their own
philosophy, terminology, methods,
and tools
Periods of frustration with reactionary
approach created a desire for
proactive management of risks
1994-2005

Established objective of building a Core
Competency in RBDM

Built framework for consistent RBDM (lexicon,
guidelines, toolkits, technical assistance,
integrated training, sharing of applications, senior
management visibility, etc.)

Developed in-house practitioners partnered with
ABS Group risk experts

Developed organizational expectation of using
RBDM for various high profile issues at
Headquarters and in the field)

Organization-wide propagation of many RBDM
method/tools for specific purposes (consistent
with framework)

Interest in “rolling up” information develops
2005-Present

Continues to develop and use myriad of
issue-specific risk methods/tools for
specific applications across the
mission space (mission risk, program
risk, project risk, financial risk,
health/safety/env. risks, etc.)

Emphasis on integrated risk-readinessresource management from national
down to local levels under the
Enterprise Leadership Architecture

Emphasis on better managing major
investment risks (Deepwater, MDA, etc.)
using risk-based management and
requirement prioritization
ABS Group Support for the USCG
2010
2009
2008
System Engineering & Technical Assistance (SETA): Provide subject matter expertise to augment the
RDC’s capacity, acquisition experience, and technological expertise in its role as advisor and consultant to the
Coast Guard Acquisition Directorate (CG-9) and their sponsors.
Reliability Centered Maintenance (RCM): Provide Naval Engineering RCM Program Support ; assist the
USCG SFLC to realign the CG’s logistics organization to control costs, and improve accountability.
2007
Capital Investment Analysis and Operational Planning Risk-reduction value case for the current portfolio
of USCG capital investments, leveraging the National Maritime Strategic Risk Assessment
2006
Security Risk Support: Maritime Security Risk Analysis Method (MSRAM); Port, Waterway, and Coastal
Security (PWCS) Mission Standards; Marine Transportation System (MTS) Security Plan; Blast Consequence
Assessments ; Port-level RPM Applications; Security Barrier Layer of Protection Analyses; G-PCP support
2005
Mission Risk Support: Enterprise Leadership Architecture Implementation Support (with MSI and GrantThornton), including Integrated Risk-Readiness-Resource Management, Risk-based Budgeting Analysis, and
Performance Measurement and Reporting
2004
2003
2002
2001
2000
1999
1998
1997
1996
1995
Security and Mission Risk Support: Risk-based Performance Management (RPM); Area Strategic
Assessments, HQ Strategic Assessments, and the National Maritime Strategic Risk Assessment (NMSRA);
RBDM Applications for Maritime Domain Awareness (MDA
Security-related RBDM Applications: Port Security Risk Assessment Tool (PS-RAT); National Security Risk
Assessment Tool (N-RAT); National Maritime Security Risk Profile (NMSP); National Incident Command Risk
Assessment Tool (NIC-RAT); and Numerous Issue-specific Workshops (red-flag barges, LNG vessels,
underwater security, WMD/CBRNE risk/readiness, high-interest vessels, container security, border security,
USCG AT/FP, etc.)
Risk-based Decision Making (RBDM) (through the R&D Center): RBDM Guidelines; Portwide Risk Analysis
(all hazards); Issue-specific Workshops on High Risk/High Profile Issues in Ports Across the Country; Training
and Support to Institutionalize an RBDM Core Competency
System Risk Management (through the R&D Center): Portwide Risk and Resource Management
Strategies; Enterprise Risk Management Research; Enterprise LEADER™ Software for USCG Applications
Loss Exposure and Risk Analysis Methodology (LERAM) (through the R&D Center): Hazards Analysis;
Standards Compliance Rating System; Integrated Safety/Risk Analysis; Loss Prevention Management
Systems; Risk-based Maintenance Strategies for Assets; Performance
Measurement Best Practices
USCG RDC Systems Engineering Technical Assistance
 Provide subject matter expertise to augment the RDC’s capacity,
acquisition experience, and technological expertise in its role as
advisor and consultant to the Coast Guard Acquisition Directorate
(CG-9) and their sponsors.
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FUNCTIONAL AREAS
Requirements, Alternatives, Cost and
Operations
Systems Engineering and Planning
Human Systems Integration (HSI
Environmental Impact and Safety
Assessments of Proposed
Acquisitions/Systems
Logistics
Test and Evaluation
Modeling and Simulation
Workforce and Staffing Analysis
Risk Analysis
Acquisition Strategy (Business Case
Development)
Request for Proposal Generation and Proposal
Evaluation
TEAMING PARTNERS

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AIM
ATSC
Alion
B2
BayFirst
BearingPoint
BMT
CNA
Dell
Deloitte
Harkcon

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ICF
LMI
MSI
Potomac
Wave
Robbins-Gioia
Sonalysts
SPA
TSG
WBB
Wyle Labs
Support to US Navy - Commander, Navy
Installations Command (CNIC)
 Development of Risk Informed Investment Strategy to drive
Protection investment for US Navy installations worldwide
 Support to the following programs:
- Antiterrorism
- Emergency Management
- Safety
 Support provided in following areas:
- Risk Management
- Measures of Effectiveness
- Readiness Reporting
- Safety Policy
- Critical Infrastructure Protection
Experimentation Support to Navy
Warfare Development Command
 Support Provided
 Experiment Design
 Doctrine Development (CONOPS, TTPs, etc.)
 Experiment Execution
 Analysis
 Experimentation Focuses
 Maritime Domain Awareness
 Maritime Security Operations
 Maritime Homeland Security/Homeland Defense
 Antiterrorism/Force Protection
 Partners: C2F, C3F, C6F, C4F, ONI, USCG ICC, USCG MIFC
LANT, EUCOM, FFC, NNWC
Homeland Security:
Public Buildings/Federal Facilities
• GSA threat assessments
> window glass hazards
> structural component analysis
• Blast Resistant Building Upgrades
• Explosion Modeling and Analysis
• Explosion Investigation
• Blast-related software
Window Safety Film Blast
Performance Testing
San Antonio, Texas
Executive Office Building,
Washington, D.C.
Blast Hazard
Analysis
Charles Bennett
federal Building
Jacksonville, FL
Robert A. Young
Federal Building,
St. Louis, MO
FBI Building, Washington, D.C.
Loss Control Solutions - Natural Hazard Risk
Earthquake Assessment & Upgrade
Hurricane Risk Assessment
Anheuser-Busch Brewery
Kennedy Space Center
Plant
Overview
Fermentation
Tanks
(Before retrofit)
Wind-pressure Analysis
3.50
3.00
Expected Total Cost ($ B)
Total Cost
Damaged Cost
2.50
Cost-Benefit Analysis
for Building Upgrades
Initial Cost
2.00
1.50
1.00
0.50
Tanks after
Retrofit
Program avoided ~ $1B in B.I. that would
have resulted in Northridge Earthquake
0.00
80
100
120
140
160
180
200
Design Sustained Wind Speed (mph)
Program provided NASA with prioritized list of
building upgrades to prevent hurricane damage
USCG R&D Center Support for
Gulf Oil Spill
 Provide Subject Matter Experts to
screen numerous oil detection,
response, and remediation
technology submissions
 Alternative response technologies
 Traditional response technologies
 Wellhead control and submerged
oil response
 Damage assessment and
restoration
 C4ISR improvements to oil
response and detection
 Reviewed and recommended
disposition for well over 700
technology submissions through
the course of the project
Chilean Miner Rescue Effort
 ABS Consulting
Chile performed a
Risk Assessment of
the design and
construction of the
rescue cage used to
bring the miners to
the surface

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