Information Integration Work Process Changes

RT-258 Topic Summary
RT 258


Capital project execution involves the processing of massive amounts of data within and across many interfaces. Information integration is recognized as a way of helping the industry speed project execution while also increasing quality and reducing costs. RT-258 provides a process, a maturity model (for the organization), a tool to assess information integration opportunities, and case studies.

RT-258 broadly assessed the current state of practice and provides a process and the necessary tools that will help organizations move forward with information integration challenges. Their conclusions include:

  • The maturity model recommended should be used as a tool to ascertain current integration efforts within an organization. Further, the assessment can be translated to practice by creating a portfolio of specific integration opportunities.
  • The integration opportunity assessment tool (IOP tool) can be used to assess current integration opportunity efforts. The effectiveness of the tool is enhanced when utilized with the maturity model.
  • The maturity model suggests prioritizing internal integration within various groups before focusing on external integration with key partners.  
  • Integration with vendor data is identified as a critical execution interface that offers significant opportunities for existing work practices.

Key Findings and Implementation Tools

1 : Process Map

In the execution of capital projects, CII member companies face significant challenges to understand where they currently stand and how to advance effectively and efficiently. RT-258 provides a process map that identifies key steps by which firms can evaluate their current status, identify information integration opportunities and prioritize their implementation. (IR258-2-v1, p. 1)
Reference: (IR258-2)

2 : CII Benchmarking and Metrics Data

RT-258 conducted a broad range of discussions, case studies, and reviews of the current state of information integration in the capital projects industry. The table below shows the CII benchmarking and metrics data on technology use and integration. (RS258-1, p. 7)

One of the key findings is that capital projects reporting high use of technology and integration still have significant potential to improve their processes by implementing more technology and integration.

Related to the relatively low use of information integration, for many companies, maintaining internal silos continues to be the predominant work mode. Firms that exhibit higher degrees of information integration tend to have addressed barriers between key internal silos (for example, design to procurement) and have also integrated work processes and made investments in supporting information systems.
Reference: (RS258-1)

3 : Integration Opportunity Assessment Process

RT-258 recommends an assessment process to aid in the selection of information integration opportunities. The figure below presents the process. (RS258-1, p. 13)


The RT-258 maturity model describes 3 discrete steps:

  1. Assess current state of information integration within the company.
  2. Perform a gap analysis to compare existing performance with desired performance.
  3. Generate a portfolio of integration opportunities or specific ideas for future technology and work process development.

Many visions for the future state of the industry focus solely on an end state and do not provide guidance to companies on how to progress from their current situation to that end state. The RT-258 maturity model process complements such visions and helps companies develop a plan and path to move forward.

Reference: (RS258-1)

4 : 3 Steps of Assessing an Integration Opportunity

There are three discrete steps to assess an integration opportunity. (IR258-2-v1, p. 9)

  • Evaluate and score the portfolio of integration opportunity proposals (IOP) developed in the maturity model process.
  • Select key IOP’s for further analysis.
  • Refine analysis of selected IOP’s.
Reference: (IR258-2)

5 : Maturity Model

The general information integration maturity model (general maturity model) is described in 3 levels. (RS258-1, p. 15)

Level 1: Business efficiency
  • Low use of integrated applications
  • Focus on silo efficiency
  • Limited understanding of integration opportunities
Level 2: Business effectiveness
  • Integration focus on internal processes
  • Focus on speed of established processes, reliability of execution
Level 3: Business transformation
  • Capability of seamless exchange of data internally and externally
  • Focus on high-value project execution

Level 3 is meant to be aspirational. The best companies according to RT-258 are only emerging as level 3 firms.

Reference: (RS258-1)

6 : Detailed Maturity Model

Building from the general model, RT-258 also provides a more detailed business function information integration maturity model (detailed maturity model). The following eight business functions that support capital project execution are captured in the detailed maturity model. (RS258-1, p. 17)

  • Front end planning (FEP)
  • Front end engineering and design (FEED)
  • Detailed engineering
  • Procurement
  • Project controls (controls)
  • Construction
  • Startup
  • Operations and maintenance (O&M)

Detailed assessment should allow development of a figure similar to Figure 3 (above) which depicts a company that has achieved Level 2 status in FEED and detailed engineering, but has Level 1 capabilities in the other functions.

Reference: (RS258-1)

7 : Implementation Tool #1

IR258-2, Information Integration to Improve Capital Project Performance, Volume I:  Uses and Benefits of the Capital Project Information Integration Maturity Model and Integration Opportunity Assessment Tool

This resource includes:

  • Capital Projects Information Maturity Model – Firms can perform a general assessment of its overall maturity level, and a detailed assessment of its maturity in 8 functional areas.
  • Integration Opportunity Assessment Tool (IOP Tool) – Assesses the degree of each benefit from and hindrance to the implementation of specific IOPs.  This tool can also be used to develop mitigation plans.
  • General Maturity Model (Appendix C, p74)
  • Detailed Maturity Model (Appendix C, p76)

IR258-2, Information Integration to Improve Capital Project Performance, Volume II: Information Integration Success Cases

This volume contains 9 case studies that reflect a range of information integration successes, but by no means represent the full scope of integration opportunities available to the industry. The case studies provide relevant data and information that may apply to your investments in information integration.
Reference: (IR258-2)

Key Performance Indicators

Improved cost, Improved schedule, Improved quality

Research Publications

Information Integration to Improve Capital Project Performance - IR258-2

Publication Date: 05/2011 Type: Implementation Resource Pages: 152 Status: Tool

Information Integration to Improve Capital Project Performance - RR258-11

Publication Date: 12/2010 Type: Research Report Pages: 120 Status: Reference

Information Integration to Improve Capital Project Performance - RS258-1

Publication Date: 10/2009 Type: Research Summary Pages: 28 Status: Supporting Product

Presentations from CII Events

Plenary Session - Information Integration to Improve Capital Project Performance

Publication Date: 06/2009 Presenter: Number of Slides: 18 Event Code: AC09

Implementation Session - Information Integration to Improve Capital Project Performance

Publication Date: 06/2009 Presenter: Number of Slides: 32 Event Code: AC09

Session - Information Integration

Publication Date: Presenter: Number of Slides: 34 Event Code: PIW312

Session - Improving Project Performance with Information Integration

Publication Date: Presenter: Number of Slides: 57 Event Code: PIW414