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Configured Is Not Proven: The Reliability Gap in Liquids Operations Apps

A Liquids Operations App can be configured, tested, and accepted without being ready for the way the pipeline actually operates.

That is the gap SCADA and Engineering leaders need to watch closely.

Configuration proves that a function has been set up. It does not always prove that the function will support operators across the full range of conditions they manage every day. In liquid pipeline operations, that distinction matters because the control room does not operate in one steady state.

Batches transition. Tanks move. Pressures shift. Flow behaviour changes. Drag reducing agent activity affects how the pipeline is interpreted. Schedules are updated. Interfaces feed other systems.

The common assumption is that once an application is configured, the main risk has been addressed.

The better assumption is more demanding:

Configuration is only the starting point. Operational reliability has to be proven across the conditions your pipeline actually experiences.

Configuration Can Create a False Sense of Readiness

In many SCADA projects, configured applications become a visible sign of progress.

The function is installed. Values appear. Logic runs. Reports generate. Interfaces connect. A checklist moves forward.

Those milestones matter, but they can create false confidence if they are treated as proof of operational readiness.

A batch tracking function may look correct during a standard test. But during a product transition, the operator may still need to confirm expected interface behaviour through another source. That extra check may be reasonable, but it also shows the application has not fully earned trust for that operating mode.

A tanking application may display inventory, but still create questions when a transfer, alarm, or movement context changes. Pressure-flow logic may calculate as designed under normal conditions, but require closer review during changing hydraulic behaviour. Drag reducing agent logic may be present without giving operators enough clarity about what the values mean in context.

The concern is not that these applications are wrong by default.

The concern is that configuration alone does not prove they are dependable when operations change.

Operating Scenarios Expose What Basic Testing Misses

Basic testing often confirms whether a function works in isolation.

Operational reliability requires a different standard. It asks whether applications support the control room during the scenarios that create the most uncertainty.

For liquid pipeline teams, those scenarios may include:

  • Batch transitions
  • Tank movements
  • Schedule changes
  • Pressure-flow changes
  • Drag reducing agent-related conditions
  • Communication interruptions
  • Abnormal or transitional events
  • Commissioning and cutover conditions

 

Each scenario creates different demands on the application environment.

During steady-state operation, outputs may appear predictable. During a batch transition, operators may need clearer insight into product movement and interface expectations. During a tank movement, the application must support understanding of inventory, alarms, transfer context, and operating constraints. During pressure-flow changes, operators need to interpret whether behaviour aligns with the current operating mode.

This is why testing only the function can miss the risk.

An application may perform correctly in the condition it was tested under, while still creating uncertainty in another condition that matters to the control room.

The Better Test Is Behaviour Across Operating Modes

The more useful question is not simply, “Was the app configured?”

The better question is:

What priority operating scenarios has this application been proven to support?

Scenario-based validation helps teams see whether the application behaves as expected when the pipeline changes. It also helps expose assumptions that may not be visible in a configuration review.

For example:

  • During a batch transition, does batch tracking represent movement clearly enough for operators to understand what is expected next?
  • During a tank movement, do values and alarms help operators understand the state of the operation?
  • When pressure and flow conditions change, does the logic help operators interpret behaviour?
  • When drag reducing agent is active, does the application support operational judgement?
  • When schedule data changes, do related applications and interfaces handle that context predictably?

 

These questions connect system behaviour to operating reality. They also reduce the chance that teams discover uncertainty only after go-live, during commissioning pressure, or while supporting daily operations.

Scenario-based validation does not need to become an academic exercise. It should focus on the conditions that matter most to safety, reliability, throughput, operator trust, and supportability.

The Risk Grows When Change Is Already Underway

The reliability gap matters most when the organization is approaching a cutover, migration, commissioning event, interface update, or sustainment review.

Once operations begin relying on the environment, unclear application behaviour becomes harder to isolate. Teams are no longer testing in a controlled setting. They are troubleshooting inside a live operating context.

That creates pressure.

Operators need to keep moving. Engineering needs to isolate the issue. Support teams need to understand whether the problem is configuration, logic, timing, data quality, an interface dependency, or an inherited assumption. Leadership needs confidence that the application environment is not introducing avoidable ambiguity.

This is why operational reliability should be reviewed before the next change event, not after.

A Liquids App may be configured correctly and still leave unanswered questions about what the operator should expect to see, which values should be trusted under changing conditions, how source data quality is handled, who owns the logic, or how Engineering should investigate unexpected behaviour.

Those questions are easier to resolve before they become part of daily operations.

Modernization Can Preserve Old Assumptions if They Are Not Challenged

AVEVA Enterprise SCADA modernization creates an opportunity to improve the application environment. But it can also carry old assumptions forward if the project focuses only on migration or configuration.

That risk is especially relevant when Liquids Operations Apps have evolved.

A legacy application may include logic built for a specific asset, product movement, operating practice, or support model. A migrated report may preserve a familiar output without questioning whether the underlying assumptions still match current operations. An interface may be recreated because it worked before, even if the ownership model or downstream dependency has changed.

Modernization should not simply recreate familiar complexity in a newer environment.

It should help leaders clarify what the applications need to support, which behaviours must be proven, and which assumptions should be reviewed before they become future sustainment issues.

What SCADA Leaders Should Ask Before Accepting Readiness

A stronger readiness review helps leaders move from “the app is configured” to “the app is operationally dependable.”

Useful questions include:

  • Which priority scenarios have been validated?
  • Which application behaviours are inherited from legacy assumptions?
  • Which outputs are used by scheduling, leak detection, reporting, or Engineering?
  • Which interfaces depend on timing, quality, or context from the Liquids Apps environment?
  • Which custom logic needs documentation, ownership, or validation?
  • What training is needed so operators understand the application behaviour?
  • What needs to be sustained after commissioning?

 

These questions help teams identify whether they are ready for operations, not only ready for a project milestone.

They also help reduce the support burden later. When behaviour is validated before the system is relied on, operators have more confidence, Engineering has better traceability, and leaders have a clearer view of where application risk has been addressed.

A Practical Path to Operational Reliability

Dexcent helps pipeline operators look beyond configuration and examine whether Liquids Operations Apps are ready for real operating conditions.

Through the Strategize, Transform, Evolve approach, Dexcent helps teams clarify operating intent, identify application dependencies, validate behaviour across priority scenarios, and strengthen the application environment for long-term sustainment.

In the Strategize phase, the focus is understanding the current state, application risks, operating scenarios, and dependencies across Liquids Apps, interfaces, reports, databases, and custom logic.

In the Transform phase, priorities can be addressed through configuration, migration, validation, commissioning, interface work, reporting, custom logic review, and hands-on training.

In the Evolve phase, the environment can be supported through lifecycle governance, documentation, continuous improvement, and periodic review as operations change.

The outcome is a clearer view of which Liquids Apps are ready, which require scenario validation, which inherited assumptions need review, and which dependencies should be addressed before the next change event.

The Real Standard Is Confidence Under Change

Configuration matters.

But in liquid pipeline operations, it is not the full standard.

The real standard is whether operators can rely on Liquids Operations Apps when the pipeline changes. That is when batch tracking, tanking, pressure-flow logic, drag-reducing agent logic, interfaces, reporting, and custom logic need to behave clearly and consistently.

For SCADA and Engineering leaders, the opportunity is to review operational reliability before uncertainty becomes part of daily work.

If your Liquids Apps are configured but your team has not fully validated behaviour across priority operating scenarios, Dexcent’s eBook, When Liquid Operations Apps Become the Operational Risk, is a practical next step. It explores where risk can hide inside AVEVA Enterprise SCADA Liquids Operations Apps and what leaders can review to strengthen operational confidence.

If the guide raises questions about your current environment, talk to Dexcent about a focused Liquids Operations Apps readiness conversation. It can help your team understand which applications are ready, which behaviours need closer review, and what the next step should be.

Sarah Burghardt

CPHR President

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Sarah Burghardt is the President of Dexcent, responsible for the day-to-day leadership of the organization, enabling strong execution across teams and delivering exceptional value to customers. With a track record of building high-performing teams and strengthening delivery capability, she has been an integral part of Dexcent’s growth and evolution. Sarah is known for a leadership style grounded in authenticity, clarity, and collaboration, consistently embodying Dexcent’s core values of Integrity, Care, and Excellence. She brings experience spanning executive leadership, consulting, and business operations, helping organizations align people and priorities to achieve meaningful outcomes. 

Andrew Capper

Vice President of Industrial Digital Transformation

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Andrew Capper is Vice President of Industrial Digital Transformation at Dexcent, helping industrial organizations improve data-driven decision-making by optimizing the data journey, reuniting siloed information, and delivering a trustworthy version of the truth.

With more than 25 years of experience, he is known as a results-driven leader who delivers on commitments and tackles complex information management challenges with a practical, human-centric approach. His work spans digital transformation strategy and roadmaps, governance, digital maturity assessments, and performance measurement through clear KPIs and metrics. Andrew is a NAIT graduate with training in Instrumentation Engineering Technology and Security Systems, and he brings a strong focus on safer, more effective operations from data producers through to data consumers

Nader Asgharinia

MP, P.Eng.

Vice President of Enterprise SCADA & Advanced Applications.

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Nader Asgharinia, PMP, P.Eng., is Vice President of Enterprise SCADA & Advanced Applications at Dexcent, leading the delivery of complex, mission-critical solutions with a clear focus on client experience and operational excellence. With more than 30 years in business execution and over 25 years managing multi-million-dollar programs for mission-critical and SCADA systems, he brings a pragmatic, delivery-at-scale approach to every engagement. Nader is recognized for building high-performing teams, driving disciplined portfolio execution, and delivering measurable business outcomes, including significant growth in program portfolios and team capacity over time. He holds a B.Sc.(Hons.) in Electrical and Electronics Engineering from the University of Newcastle-Upon-Type in the UK, a B.Sc. in Computer Science from the University of Calgary, completed Georgetown University’s Director’s Program, is a Professional Engineer in Alberta, and a Project Management Professional.

Gerrit Nel

CISSP, CISM – Vice President of OT Infrastructure and Cyber Security Services

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Tobias (Gerrit) Nel, CISSP, CISM, is Vice President of OT Infrastructure and Cyber Security Services at Dexcent, leading the development and delivery of practical services and solutions that integrate, complement, or replace OT infrastructure and protect OT assets from cyber threats. He is known for building resilient security frameworks, governance processes, and integrated solutions that reduce risk and support compliance across diverse industries. Gerrit has over 40 years of relevant IT/OT experience and has built and delivered highly skilled and high-performance delivery teams. His strengths include Cyber Security roadmaps, security architecture, incident response, and alignment to standards such as IEC 62443, NIST, and NERC CIP. Furthermore, he has deep foundational technical experience in Networking and OT infrastructure systems architectures that he leverages in building and leading successful delivery teams. Gerrit holds a B.Sc. in Computer Science from the University of Johannesburg and brings deep cross-sector experience supporting clients in oil and gas, mining, chemical, healthcare, financial, and government environments.

Jaydeep Deshpande

P.Eng. – Chief Strategy Officer (CSO)

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Jaydeep Deshpande, P.Eng., is Chief Strategy Officer at Dexcent, where he helps shape the company’s future by connecting strategy, innovation, and execution. Having led Dexcent as President for six years, he combines 28 years of experience with a deep understanding of what it takes to scale a business while staying true to its culture and purpose.
 
Known for his people-first leadership and ability to navigate complex transformation, Jaydeep plays a central role in advancing Dexcent’s strategic priorities, strengthening key relationships, and unlocking new growth opportunities. He brings a disciplined yet human approach to change, aligning teams, accelerating growth, and ensuring the organization evolves with clarity and intent. He is passionate about building strong teams, fostering a culture grounded in integrity, care, and excellence, and positioning Dexcent to create lasting value for its customers, people, and partners.
 
He holds a Bachelor of Science in Engineering from the University of Alberta, is a Prosci Certified Change Practitioner and a Project Management Professional (PMP), and completed the CMA Accelerated Accounting Program, complemented with more than 20 years of financial management expertise.

Karim Amarshi

Chairman of the Board

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Karim Amarshi is Chair of Dexcent’s Board of Directors, providing governance leadership and strategic oversight to support the company’s long-term strategy and executive team. With nearly 40 years as an entrepreneur and owner-operator, he is recognized for building high-performance organizations and forging strategic alliances across Information Technology, government, health care, education, and energy. He is the former co-owner and Chief Executive Officer of one of Canada’s leading enterprise Information Technology solution providers, where he led the organization through three successful mergers and helped scale long-term client and vendor partnerships. Karim remains active across a diverse business portfolio, serving as a founding principal, officer, and advisor to organizations spanning Information Technology, hospitality, manufacturing, retail, and real estate in Canada and internationally.

Yasmin Jivraj

FCIPS, I.S.P. | Board Member

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Yasmin Jivraj, FCIPS, I.S.P., is a Board Member at Dexcent, providing executive guidance and strategic oversight to support corporate management and long-term business direction. Over a 35-year career, she has held senior leadership roles across private, public, and non-profit organizations, with a track record of building operating foundations and driving profitable growth. Following a 15-year tenure as a co-owner and President of one of Canada’s leading strategic Information Technology solution providers, she expanded her governance leadership through active board service in post-secondary education and community-focused organizations. She is recognized for decisive, purpose-led leadership, clear communication, and deep expertise in technology, business models, and methodologies that help enterprise organizations advance digital transformation.

Nadir Jivraj

CEO, Board Member

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As Chief Executive Officer, Nadir is accountable for providing overall leadership and Dexcent’s Industrial operational performance. Nadir has been involved as an executive sponsor with Oil & Gas and Mining companies for over 35 years, and through the years has developed a strong working relationship with the Executive leadership team of many Fortune 500 companies.

Nadir is known for recognizing value and superior investment opportunities in the technology services sector. His pursuit of highly prospective technology companies around the world has resulted in numerous company start-ups. Prior to starting Dexcent, Nadir had led companies through highly profitable business transactions, including the merger of Atlas Systems Group with CompCanada (later renamed Acrodex) in 2000 and later as Chairman of the Board of Axcend Pvt – an engineering solutions provider – based in Bangalore, India from 2004 – 2014. Acrodex and Axcend were sold in 2015