The culture of excellence is a fantastic automation projects boost. Thanks to its feedback, Schlumberger will present the innovative means set up to make this initiative a technical and operational success.

1. From standardization to
automated alerts remediation
SARTIAUX Philippe
EMT Manager
Thursday, March 19

2. Agenda
1. Schlumberger
2. Context
3. Objective
4. Culture
5. Processes Automation
6. Methodology
7. Result
© 2014 Schlumberger. All rights reserved.
2

3. 1. Schlumberger
 Schlumberger
– World’s leading supplier of technology, integrated project
management and information solutions to customers working in
the oil and gas industry worldwide.
– 120,000 people working in more than 85 countries.
– Schlumberger provides the industry’s widest range of products
and services from exploration through production.
– Schlumberger Limited has principal offices in Paris, Houston,
London and The Hague, and reported revenues from continuing
operations of $45.27 billion in 2013.

4. Schlumberger Business
 Type of business Schlumberger has :
– Exploration
• Provide Seismic data, Geophysics engineering and Geology input to analyze
possible Oil in the ground
– Production
• Provides Drilling service, Tools, Testing service and Well Intervention to
analyze/improve production.
– Project delivery & Solutions
• Provides Consulting and project management for complex O&G solutions.
– Software
• Provide software to Oil & Gas Client for Drilling operation, Geology / Geophysics
and reservoir engineering

5. Schlumberger Infrastructure Operation
 Infrastructure
– IT Infrastructure and distributed services (Data Center excluded)
• Network / servers / internal services like exchange/DNS/gateway/etc..
• Managed and monitored : ~10000 Network devices, ~3000 servers.
 I am manager of Process and tools team for the operation
(included Automation)
– Our NOC
• Global Support team 24x7 in Kuala Lumpur ( Level1 4 team of 10 people)
• Receives 35k critical/major alerts per month
• Handle ~7k incidents per month.

6. 2.Contexte
 International
– Reduce IT running costs
• Offshoring (go to east)
– Post 2002
• Inventory and consolidation of infrastructure
• ITIL
• Standard IT service management process (global)
• Consolidation of the events
– Post 2008
• Standard equipment and their configuration
• Do more with less
 Result: Generation of repetitive and identified tasks

7. Before Level 3
Level 4
Level 1
Level 2
After Level 1
Level 2
Level 3
Level 4
Automation
NEW !!!
3. Objectives: Resource Optimization
Innovation
Project
Value
added tasks
Repetitive
Tasks
Activities

8. 4.Enterprise culture facilitate automation project
 Objective: Resources optimization
– Concerned 3 different teams - Global Operation (level 1&2)–
Central/regional Operation – Tools and process
– Managers shared this same objective
• Team work contribution
 Excellence in execution
– Do it right, first time, every time
• Quality: Eliminate waste (NPT)
• Risk: Eliminate issue

9. 5.Process Automation
 Process : Event Management within
IT Infrastructure Operation
– Goal: Improve the « efficiency « and
reduce » the NPT »
• Time to Detect
• Time to Know (Cause/Symptom)
• Time to Fix
• Time to Validate
– The solution to optimize the event
management streamlining is the
Automation PROJET : PABot
Identify
 Know
 Fix
 Validate

10. What is « PABot »?
EMC
(Common Objective:
Reduction of
unnecessary tickets) Phase I
Identify, Correlate,
Resolve & Validate
Phase II
How to Remediate
Phase III
One Event One
Ticket
PABot
(Process Automation
robot)
Phase 1: Reduce duplicate and
unnecessary work (tag symptom)
(NPT reduction)
PABot: Handle symptom ticket
OO : Phase I PABot
Push status +
Diagnostics to
Symptom tickets.
OO : Phase II PABot
Auto remediation workflow.
Phase 2: Reduce event handling time
for remediation
(NPT reduction)
PABot: Apply remediation flow
OO : Phase III PABot
No more Symptom
tickets.
Phase 3: Eliminate unnecessary
Ticket
(NPT reduction)
PABot: Open ticket for non Symptom
significant event
• Pabot acts as an operator
• Act in the remediation part within the process « DETECT TO CORRECT »
• Goal Reduce NPT and allow operation efficiency « One Event One Ticket »

11. Remediation: Phase 2
 First Server Event Remediation:
– Limited the risk
– Clean Disk (~10 significant events by day)
 Second Network Event Remediation:
– Target values
– Network events (~100 significant events by day)

12. 6.Methodology
 Actors
– Schlumberger side:
• Process team: Owner of process and automation
• Technical contacts: know the technology context where the process is
applied
– Automation team D2SI:
• One Automation Architect
• One Automation Developer
 Project
– Construction Phase
– Development Phase
– Deployment Phase

13. Dispatcher
Idea: Pipelines of remediation jobs
Event
Retrieval
Launcher
Network
Automation tools
Server
Automation tools
Ticket System
Other automation
tool
Remediation
Remediation
Workload
Significant
Events
Flow Control Engine
Automation tool
status update
Automa
tion job
ID
Status
update
Escalate Remediation
status not solved
Automation
tool
Max Job Status
Automation
tool
Max Job Status
Automation
tool
Max Job Status
Automation
tool
Max Job Status
Autom
ation
tool
End
Date
Start
Date
Event
ID
Action OO job
ID
Autom
ation
job ID
Status

14. Construction Phase
 Design
– Identification of the requirements
– Who?
• Process team
 One Day
– White Board process Mapping
– Validation of the process automation
– Identification of all technical dependencies
– Who?
• Process Owner
• Technical contact(s)
• Automation Architect (expert from external provider)

15. One day:
White Boards

16. Developpent Phase (1):
 Development Phase (1):
– Test each APIs
– Preparation of the environment to test the future flow
– Who?
• Technical contact(s)
• Process owner

17. Two Days
 Development of the flows
– Peer programming
– Implementation of the good practices (Quality)
– First scenario test and validation
- Who?
- Process team
- Technical contacts
- Automation Architect
- Automation Developer

18. Example of Handle one Event

19. Deployment Phase
 Deployment Phase
– Test with the operation
– Control the result of each test
– Highlight new exception
• Work remotely with the support of the external provider if necessary
• Or log issues to be solved with the future improvements (Plan another
development day for it if necessary)
– Who?
• Process team
• Automation team in remote support only

20. 7.Results
 Rapid ROI based on Phase 1 and initial Phase 2
– Measure of volume of activity to report improvement factors
– Cost savings (reduction of ticket and event handling)
 Change in the Operation
– Adjust some PKIs
– Easy analysis of operation data on the PABot activity
• New activity of the level2
– Automation initiative is a success and it is well perceived
– Focus on improvements of:
• Requirements
• Deployment

21. 21
Phase I
Phase II