Developing An Integrated Enterprise-Wide KM Architecture In A Global Organization

Transcription

1 Braintrust International 2001 February, 2001 Developing An Integrated Enterprise-Wide KM Architecture In A Global Organization Chevron jste@chevron.com

2 Agenda Definitions Business Case Components of a Knowledge Architecture People Processes Technology Behavior Content Weaving an Enterprise Knowledge Portal Next Steps What if you were asked to help design a new corporation? What would you add?

3 Chevron Corporation International Energy & Chemical Company $40 billion in revenues, $30 billion in assets, $55 billion in market cap 32,000 Employees world-wide Operations in over 100 countries Decentralized business units We Find, Develop, Refine, Transport, & Market Energy & Chemical Products and Services

4 Definitions Knowledge Explicit: Practices, Procedures, Manuals, Documents Tacit: Skills, Ideas, Experience Manage Create, Identify, Capture, Transfer, Improve, Reuse Knowledge Management Processes, Technology and Behaviors that deliver the right Content to the right People at the right time and in the right context so that they can Make the Best Decisions Quickly Solve Problems Exploit Business Opportunities Accelerate Competency and Innovation

5 KM/Collaboration Business Value For Chevron Make Better, Faster Decisions Create Effective Global/Virtual Teams/Networks Reduce Cycle Time Minimize Reinvention/Duplication Retain/Build Competencies Improve Customer Satisfaction Develop and Rapidly Deploy Innovative Ideas For Employees Professional development Challenging assignments Peer recognition Promotion Time

6 Active Knowledge Sharing Energy Management Refining Best Practices Chevron Retailer Alliance Project Management Global Information Link New Well Generation Process

7 Example Economic Benefits Achieved over last 8 years Reduced Operating Expenses by >$2.5B/yr > $1B Total Energy Savings > 10-15% in Capital Efficiency (>$500MM/yr) $$ Refining and Marketing Operations 50% Improvement in Refining Safety 10-40% Reduction in Drilling Time ($250M/day) Common Computing Desktop ($50MM/yr)

8 Strategic Intents (4+1) Operational Excellence Capital Stewardship Cost Reduction Profitable Growth + Organizational Capability

9 Organization Capability The ability of an organization to execute its strategies. Dynamic Leaders Technology Technology & Partnerships Skilled Employees Behaviors Processes World-class Processes & Organization Learning & Innovation Content Recognition & Accountability Our talents, knowledge, systems and processes applied effectively Working as a team, sharing experiences and learning from others Building our skills, getting better and better at delivering our plans

10 Knowledge Architecture Processes Content Behaviors Technology

11 Knowledge Transfer Processes Nancy Dixon, Common Knowledge: How Companies Thrive by Sharing What They Know Serial Transfer Near Transfer Far Transfer Strategic Transfer Expert Transfer

12 Serial Transfer Description The knowledge a team has learned from doing its task that can be used the next time that team repeats the task. Characteristics Regularly scheduled, facilitated, brief meetings involving entire team. No recriminations. May not be documented formally. Examples GetSmart equest After Action Reviews Project Team Workspace Nancy Dixon, Common Knowledge: How Companies Thrive by Sharing What They Know

13 GetSmart: High Performance Teams 1. Define specific goals linked with the bottom line. It Does Not Matter How Good You Are if You Achieve the Wrong Objective 2. Access a reservoir of experience to profit from past success/failure. Experience Is a Great Teacher...but the Tuition is Expensive 3. Ensure that actions are directed at meeting goals. Good Intentions Do Not Guarantee Good Results 4. Accurately monitor performance. What Gets Measured Gets Managed 5. Remember how and why decisions were made. To Do It Better Next Time, You Must Understand Why 6. Improve an accessible reservoir of experience. Having Data Does Not Mean That It Is Accessible

14 GetSmart: Reservoir of Knowledge Analysis Tools Input / Output Documents Cost Allocation Form A B C D E F G H T44 Input Timeline/Durations Process Flow Map Input Input Respon d Handoffs Acct. Consult. Inform Jan. Feb. Mar. MS Project Checklists 20 Zoning Questions Open Open Site Site Important Background Material

15 Days Days From Spud= Days GetSmart: Learning Curves 100 Fast Learning 250 No Learning 75 Slow to Learn Sequence Drilled Application of New Technology Loss of Key Personnel Forgetting Curve Sequence Drilled

16 Near Transfer Description Explicit knowledge a team gains from doing a frequent and repeated task that can be replicated to other teams doing similar work. Characteristics Primarily pushed as short electronic documents. Occasional face-to-face meetings build trust. Accountability: compliance with choice. Examples Best Practice/Lessons Learned databases GetSmart templates Project Documentation repositories Nancy Dixon, Common Knowledge: How Companies Thrive by Sharing What They Know

17 Lessons Learned Database

18 Lesson Learned

19 Best Practices Database

20 Project Connection Who Has Done What A systematic project documentation and reporting process and tool for that support the business objectives of: enhancing customer communications leveraging knowledge and experience effective project management Allows customers, team members, and DRBs easy access to current (and archived) project information Avoids redundant data requests Interfaces with financial and portfolio systems Captures best practices and lessons learned Reduces reinventing the wheel

21 PR&D Website

22 Project Document Relevant data pulled from portfolio Existing files can be attached Project Archives Canned and customizable reports Linked Lessons Learned/Best Practices

23 Far Transfer Description Tacit knowledge a team gains from doing a nonroutine task that is made available to other teams doing similar work in other parts of the organization. Characteristics Knowledge is carried by people and transferred in a reciprocal exchange. It needs to be translated to apply to new team s context. Examples Consulting Groups (PRC, CRTC, CITC, CPTC) Peer Assist/Review eportfolio Nancy Dixon, Common Knowledge: How Companies Thrive by Sharing What They Know

24 Strategic Transfer Description Detailed, validated, collective knowledge of an organization needed to accomplish a critical but infrequent task (e.g. process unit startup) Characteristics Management identifies task. Specialists collect, interpret and synthesize knowledge in real time. Focus is on the next user. Examples Project Mgmt Value-improving Practices Technical Manuals Nancy Dixon, Common Knowledge: How Companies Thrive by Sharing What They Know

25 Technical Manuals/Practices

26 Expert Transfer Description Technical knowledge needed by a person or team that can be provided by other experts in the organization. Characteristics Moderated and supported electronic forums segmented by topic. Knowledge exchanged between requestors and experts. Examples Communities of Practice Best Practice Networks Expertise Directories Nancy Dixon, Common Knowledge: How Companies Thrive by Sharing What They Know

27 Refining Best Practice Networks PEOPLE/ROLES Senior Management Sponsorship, Resources, Culture Change Agents Active Involvement (Goals, Implementation, Recognition) Dedicated Process Master Operations and Technology Experts PROCESS Business Drivers: Cost and Safety Benchmarking (internal and external) Implementation Metrics and Accountability Face-to-Face and Collaborative Workspaces

28 Technology Rapid Execution A Platform is a collection of assets from business units, working together to resolve a common business problem. Assets in the platform help each other through technology Metrics directly link business value to technology investments & deployment An asset focuses on their highest priority issue/platform and remains connected to all other needed platforms Asset SBU Asset Asset Asset SBU Asset Asset Major Business Driver/ Technology Challenge Major Business Driver/ Technology Challenge TREx Platform Business Results Driven & Technology/Knowledge Enabled TREx Platform Business Results Driven & Technology/Knowledge Enabled

29 Reservoir Simulation Improved Recovery Well & Completions Seismic Imaging Reservoir Characterization Interpretation Modeling Drilling Solutions Platforms and Technology Networks Technology Networks consist of experts from business units, R&D and external organizations Members share best practices, Technology Networks identify new technologies, and facilitate development of innovative solutions for the Platform challenges Maximize Returns UADP Phases1-3 Platform Assets Mid-Continent Indonesia LABU LL-652 Breakthrough Margins in Water Flood Assets Platform Angola Block 0 Nigeria

30 Collaborative Workspace Threaded discussion completely visible at any point Full-text searching of documents/attachments integration (messages with URL links) Nightly newsletter of new content (Individually configured) Action items/requests for help new documents directly into the website Self-registration process (no admin required) Individual access as reader, author or editor Access can be restricted to registered members Flexible Categorization Up to four independent categories More flexible sorting/viewing options than folders Distributed topic category ownership Useful to Communities and Project Teams

31 CoP/Project Team Workspace

32 People Connection/EWFS Who Knows What Find People with relevant skills and experience to: Quickly answer your question Recommend a procedure or product Become your mentor Become a member of your project team Link with People who are: Doing similar things Facing similar problems Employees update skills, competencies, work experience, work and career interests Manage competencies; Identify new requirements Post open positions; Team leaders search

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34 Integration: Knowledge Portal Successful Practice Connection Processes, Products, and Services CoPs Network Connection TREx/BP Networks Communities of Practice Project Connection Past/Current Projects Documentation TREx Networks eportfolio What Can We Do? Lessons Learned GetSmart Templates Virtual Teams People Connection Who Knows What? Who Has Done What? find.chevron Fulcrum Career Planning Workforce Staffing

35 Role: Geoscientist EarthSci Community Geo Modeling Tools GeoTool JIT Training Seminars Knowledge Portal FIND: PeopleNet Communities & Teams Best Practices/Lessons Search CTC Intranets e-learning Courses Start New Project Team

36 Integration: Project Focus Successful Practice Connection Processes, Products, and Services Network Connection TREx/BP Networks Communities of Practice Project Connection Past/Current Projects Documentation Virtual Teams Lessons Learned eportfolio What We Can Do People Connection Who Knows What? Who Has Done What?

37 Accountability - Executives Critical Element Create the expectation of knowledge sharing as a way of business enterprise-wide. Expectations Market your organization s knowledge to other Opcos. Recognize and reward specific business and employee knowledge sharing. Measurement Cite specific examples, relative to Business Plan, of adapting ideas and sharing for business leverage (or by exception where lacking) on individual PMP.

38 Accountability Managers Expectations Recognize and reward specific employee knowledge sharing. Market your organization s knowledge to other organizations. Set expectation to search for work to leverage before starting a project and to document results and lessons before completion. Solicit peer participation at decision milestones. Sponsor CoPs by providing time for participation. Serve as a CoP champion; fund the coordinator s role. Be a member of at least one CoP. Identify potential strategic transfer type collective knowledge. Share stories that illustrate behaviors associated with knowledge sharing. Measures Cite specific examples, relative to Business Plan, of adapting ideas and sharing for business leverage Document cycle time and cost savings achieved through knowledge sharing and best practice replication, giving credit to the knowledge source. Document case studies that show desired ways of doing things. Identify intangible factors associated with knowledge sharing that contribute to project success.

39 Accountability Employees Expectations Contribute to a CoP. Publicize a successful product, process, or service; actively looking for others who can use it. Adopt/adapt a successful practice; credit the source. Search for work to leverage before starting a project and document results and lessons before completion. Be a mentor, and/or participate in peer consult, assist, and review processes. Measures Cite specific examples, relative to Business Plan, of adapting ideas and sharing for business leverage on individual PMP. Document cycle time and cost savings achieved through knowledge sharing and best practice replication, giving credit to the knowledge source.

40 Technology Infrastructure Desktop NT, MS Office, Exchange Collaborative Websites Notes/Domino, QuickPlace, eroom Realtime Conferencing NetMeeting, Sametime Portal Plumtree Web Business Applications Visual Basic/Interdev, COM, Oracle, SQL Server

41 Next Adventure...

42 Knowledge Mergerment Even

43 Questions? Share Your Suggestions