View
216
Download
0
Category
Preview:
Citation preview
1
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
KM in PMUThe need for KM in PMUThe KM strategyThe meaning of KM in PMUThe KM Practices and work processThe KIM initiativesThe tools and technology
The progress of KM and way forwardLesson Learnt in KM implementation
Presentation Outlines :-
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
PETRONAS Aspiration – A requirement to change
PETRONAS Corporate Agenda“ Global Champion”
Triple Plus Elements•Leadership development•Capability building•Mindset and behaviour change
PETRONAS Corporate Agenda“ Global Champion”
Triple Plus Elements•Leadership development•Capability building•Mindset and behaviour change
KIM section was created in PMU to drive the KM implementationKIM section was created in PMU to drive the KM implementation
2
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
GlobalChampionship
In 2010
A distinctive resource owner and manager, maximising value of
Malaysia’s hydrocarbon resources
Capability building
Mindset and behavior change
Leadership development
• Maximising domestic LT value through production, improved recovery, reserves addition and operational excellence
• Grow & exploit E&P gas assets to support integrated gas and global LNG
• Drive E&P industry in Malaysia to become a regional deepwater hub
• Drive application of technology in E7PThe
Key
Dri
vers
Triple + elements
2006AssetValue
Years
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
KM Vision
An organisation which leverages on its vast knowledge and Information to maximise value
creation for Malaysia's E&P business.
Initial KM implementation vision and strategies
PEOPLE
PROCESS
TECHNOLOGY
StrategiesKIM initiatives to be identified and driven by line dept and KIM staffPMU to manage both tacit and explicit knowledgeKIM initiatives to be aligned with the businessDevelop fit for purpose infrastructure /technologyStart Small and think big approach (pilot and deploy)
3
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
PMU K-Policy
The following policy statements reaffirm our commitment to realise the vision of becoming an organisation which leverages and creates additional values from the vast knowledge and information generated from our role as resource and contractor managers.
Policy statements: We shall endeavor to realise the following:
Organisation wide culture of life long learning and innovation Preservation of individual and corporate knowledgeBusiness driven by professional competency and best practices
We shall establish the following:An environment which promotes and demands effective knowledge and information management driven by leadership, ownership and recognition.Necessary infrastructure, resources, process, tools and education for systematic and efficient capture, sharing and creation of knowledge and information.
We shall undertake knowledge management and information initiatives that are aligned with the organisational goals and integrated into PMU business processes.We shall build Networks of Experts and Knowledge Communities as a key strategy to develop innovative technical professionals and to retain corporate knowledge.
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
1 Awareness Programmei Knowledge Management Familirization II / CZY / RB 34 19 18 17 11 19 11 10 3
a Strategic Planning 1 2 2 1
b Petroleum Resource Assessment & Marketing 3 0 2 4 4
PSC Exploration Management 2 1
Prospect Maturation 1 2 2
Basin Studies 2 1 2 2
Exploration Business Development 1 1
c PRD - Petroleum Resource Department 12 5 5 4 6 2
Field Development 6 3 5 2 3
Small Field Development 5 2 2 3 2
Enhanced Oil Recovery 1
d PSC Management & Business Services 9 9 8 4 11 5 11 5
Production Operations 5 2 6 2 11 3 11 3
PSC Procurement 3 3 1 2 2 2
PSC Accounts 2
PSC Cost & Revenue Audit 1 2 1
Health, Safety & Environment
ACTIVITIES WhoQuarter 1
Apr-06 May-06 Jun-06
Quarter 2 Quarter 3 Quarter 4
Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07
Putting policy into action itemsPutting policy into action items
4
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
8 key focus of KM
KM Framework
Managing Knowledge as the operating protocol, practice ,habit and mindset to transform to a k-based organisation
Physical architecture Structural
designDiscussion room on KM
Discussion room on KM • KIM Section in
DMCD• Full time or KM
teams• Focal points &
Champion• Clear roles and
responsibilities
• KIM Section in DMCD
• Full time or KM teams
• Focal points & Champion
• Clear roles and responsibilities
Living k-policy
K-tools
Human capital
• Establish• K-policy• Procedures• Rules
• Establish• K-policy• Procedures• Rules
• To enable KM practices
• Correct info to correct people at the correct time
• Workflow
• To enable KM practices
• Correct info to correct people at the correct time
• Workflow
Technology
• Simple and workable
• Develop new or leverage from others that has known results
• Fit for purpose
• Simple and workable
• Develop new or leverage from others that has known results
• Fit for purpose
• People is key element in enabling KM practices
• COP – sharing and collaborate
• Subject Matter Experts (tacit and explicit K)
• Triple plus elements
• People is key element in enabling KM practices
• COP – sharing and collaborate
• Subject Matter Experts (tacit and explicit K)
• Triple plus elements
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
The Conceptual Chronology in building KM capability and culture in PMU
Getting started Explore and build Adopt and Deploy
Bring the concept of KM into the organisation, develop interest and enlist others to support KMBuild organisational understanding on KM (KMF and sharing)
Bring the concept of KM into the organisation, develop interest and enlist others to support KMBuild organisational understanding on KM (KMF and sharing)
Build widespread KM sharing competency and cascade across organisationIntegrate KM into organizational culture & system
Build widespread KM sharing competency and cascade across organisationIntegrate KM into organizational culture & system
Identify actual departmental projects as pilots to demonstrate and introduce KM processEmbed KM practices into work process
Identify actual departmental projects as pilots to demonstrate and introduce KM processEmbed KM practices into work process
Pilot initiative on actual business projectKM FundamentalsKM Fundamentals Group wide
implementation
5
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
• KMF
• LLR workshop
• Expert Interview workshop
• Hands-on training KM systems & tools
• Facilitation
• Communication and promotion
• KMF
• LLR workshop
• Expert Interview workshop
• Hands-on training KM systems & tools
• Facilitation
• Communication and promotion
Institutionalizing practice of KM – process flow
TrainingSituation
assessment Practice of KM Measurement
• Situational assessment Survey
• Feedbacks
• Situational assessment Survey
• Feedbacks
• Conduct knowledge sharing, collaboration & CoP
• Capture and share lesson learnt
• Preserved or document knowledge in common place for easy access
• Acquire knowledge from expert in structured manner
• Communication & promotion
• Conduct knowledge sharing, collaboration & CoP
• Capture and share lesson learnt
• Preserved or document knowledge in common place for easy access
• Acquire knowledge from expert in structured manner
• Communication & promotion
• Perform progress or impact reports on KM activities conducted.
• Monitoring
• Perform progress or impact reports on KM activities conducted.
• Monitoring
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
For the PMU professionals, Knowledge Management is about :
• Self Management of Professional Competencies to achieve Sustainable Superior Performance
• Innovative thinking• Knowledge Responsibility• Performance Directed Learning• Contributing in Innovative Teams• Professional Discipline• Self-Driven innovative Habits• Solution-Focused Mindset• Personal Knowledge Creation
For PMU as an organization, KM is about :• Habits and culture• Organization wide strategic management of knowledge
processes• A standard operating protocol, practices, habits and
mindset of organisations competing in the K-Economy
The meaning of KM in PMU
6
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
• Confronting new challenges in E&P• young workforce –need to close the k-gap• going into deeper waters – face with higher risk• high CO2 gas – best way to utilize/dispose• Gas supply security
• Building individual and organisational knowledge
• KM as enabler to capability development
• Managing knowledge capital• Learning from past success and failures• Manage and capture Expert Knowledge
• Confronting new challenges in E&P• young workforce –need to close the k-gap• going into deeper waters – face with higher risk• high CO2 gas – best way to utilize/dispose• Gas supply security
• Building individual and organisational knowledge
• KM as enabler to capability development
• Managing knowledge capital• Learning from past success and failures• Manage and capture Expert Knowledge
Leverage both tacit and explicit knowledge in creating business value and being ahead of others
in the knowledge driven economy
The needs of KM in PMU
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
• To be a knowledge-based organisation we need:– People who can create new ideas and findings,– People who are willing to share their knowledge,– Enablers to help sharing and propagating this knowledge,– People who are curious and keen to learn from others.
• To be a knowledge-based organisation we need:– People who can create new ideas and findings,– People who are willing to share their knowledge,– Enablers to help sharing and propagating this knowledge,– People who are curious and keen to learn from others.
PEOPLE
Capable People with the right attitude
ENABLERS
Technology Process
Our people are the key elements!
7
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Do we know what we (need to) know?
Who to ask?Who to ask?
Where to find the information?Where to find the information?
Where to store it?Where to store it?
How to share it?How to share it?
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Organisational Work Culture
- Teamspaces- ED Module- PMU Website
LIFE-OF-FIELD WORKFLOWS: CORE PROCESSES
Technical report
Lesson Learnt Review
E&P Data Repositories
PMU IS
E&P Data Repositories
PMU IS
PVIC Collaboration Room
Community of Practice (COP)
Training and self learning
8
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Individual Work Habit
LEARN
SEEK VALUE
- WORKFLOWS - DATABASES- K COMMUNITIES- TOOLS KNOWLEDGE
SEEKER
KNOWLEDGERESOURCES
BUSINESS RESULTS
ACT, APPLY
CAPTURE, STORE NEW KNOWLEDGE
KNOWLEDGE MANAGEMENT: "Unite Knowledge Seekers to Knowledge Resources and to Promote the Creation of New
Knowledge to Produce Business Results"
KNOWLEDGE MANAGEMENT: "Unite Knowledge Seekers to Knowledge Resources and to Promote the Creation of New
Knowledge to Produce Business Results"
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Main Challenge!
6 months later
What goes around comes around
I AM STARTING THIS PROJECT AND I CANNOT FIND ANY
INFORMATION. WHY DON’T PEOPLE DOCUMENT WHAT
THEY DO AND SHARE WHAT THEY KNOW?
FRUSTRATED USER
DON’T BOTHER ME PLEASE.I HAVE NO TIME TO DOCUMENT MY
WORK. NOR DO I HAVE TIME TO SHARE MY KNOW-HOW WITH
OTHERS. AFTER ALL I DON’T WORK FOR THE
KM SECTION
SELFISH USER
DID YOU DOCUMENT YOUR PROJECT IN Teamspace?
DID YOU SHARE YOUR PROJECTS FINDINGS AT THE
LAST COP MEETING? DID YOU SHARE THE LESSON LEARNT VIA Expert Directory Module?
EAGER KM PRACTITIONERS
Well documented workflows and procedures
Accepted and applied by all
Enforced by Management
Search engine, collaboration tools,
expert locators, experience sharing database, document
management systems.
Networks (intranet, extranet, internet)
Connectivity, Remote Access,
Security
Data and information (interpreted data)
Structured or unstructured
Available and of known qualityIT Infrastructure
Information ManagementSoftware technology
Process
Mindset Change
(at all levels)
Managementsee the benefits
Employeessee the benefits
Alignment(KPI)
The Knowledge Entreprise
Mindset changeMindset change
9
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Scenario 1
If we document and share the information and knowledge in a central place,this will not happen !
You've got something that has to be done right NOW for a big client. You call the office that's responsible for handling it. Somebody there tells you that one person can do the job and that she'll take care of it first thing --when she gets back from vacation in twoweeks.
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Got serious problem at workwith no solution.You are sure someone somewhere knows the answer,BUT you don't know who. You
don't even know who, where and How to contact…
Main page of Expert Directory ModuleMain page of Expert Directory Module
Had we contribute and update our Staff Profile this will not happen. Where to put for now..
Scenario 2
10
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
You've finished a BIGproject. Before presentation day , you find out that another team has already solved it sixmonths before and their solution is better than the one you planned to propose because they have additional information
Team:
Additional notes (on the projects or LLR):
Team leaders and team members:§ Ismail Isa – TL§ M Rozaidee – TM§ Che Zan - TM
Facilitator :Document prepared by : Date : 10 Apr. 2006
Short description on project:The intergraded online web based system that will enable PMU staff to
capture and share knowledge and information and as and integrated platform for PMU to capture and retain intellectual capital:
• Leveraging on each others expertise • Learning from success and failures• Capture and share context, latest knowledge/information and decisions on
projects and on key subject matter.• Build upon PMU key work processes and knowledge areas
Project /Initiative/tasks Title: PMU Information System 3 – Developing Expert Directory Module
A i) Background A ii) Objectives
Why the difference? (Why some objectives not met? Why any other differences?)
• UAT and training scheduled during school holidays and festive seasons. Users were not available.
• Project scheduled did not cater staffs or users availability to do UAT and training.
• Lack of involvement with KM focal points at every progress stage.• System requirement studies were conducted not comprehensive.• iPerintis did not updates and test each sub-module design to seek feedbacks
and comments for improvement.
How can we improve in the future?
• To review project schedule with team members and avoid activities involving users during long holidays or festive seasons.
• To secure users commitment from start to end project duration.• Make aware on cost impact on any project delays and secured their senior
management commitment.• Ensure comprehensive studies were conducted with involvement from users
affected.• Secured regularly review project progress to ensure requirements are met with
attendance of all team members and affected users
What happened ( Met all objectives? Other achievements or results)
• Kick off one day meeting and deliberated with users from respective departments in PMU to seek views and requirements.
• System designed using .NET technology. • System was designed and developed by iPerintis.• IPerintis used their non-core resources.• Delayed in User Acceptance Test (UAT) and training due to unavailability of
users.• Incurred extra cost as change request made due to the delay.• Systems completed and roll out on 9 December 2005.
Objectives : (can include purpose, objective, roles of each members and key success factors, and key processes and workflow etc.)
• To incorporate PMU users requirements on the system design.• To design and develop PMU Information System - Expert Directory Module
using latest technology.• To outsource the design and system development to iPerintis.• To roll out the system by Dec 2005.
B i) Key Success
What went well ?• Developed initial system frame work that make
iPerintis learned faster to gauge requirements.• Standardised existing PMU IS.
How can we repeat ?
• Have clear objectives.• Make a lot of reference in designing appropriate
system.• Discuss with expert for advice.
Why ?• Clear objectives.• Make reference to other similar system for
system design.
B ii) Key Failures (Other than failures identified in the objective section A ii)
B iii) Specific actionable recommendations
What did not go well ?• Delayed in UAT and training.• No commitment from Users.• Project updates and review system design by
iPerintis is not regular. Required changes during later stage cost delayed in system designing and project completion.
How to improve or avoid in the future ?
• Users need to be involved in every stage of the project.
• Awareness on the cost impact to the users and senior management is critical to secure users and senior management commitment.
• To have regular updates on project status.• Avoid UAT and user training programme near
or within public holidays and festive seasons.
Why ?
• Users were not involved in every project progress
• No commitment obtains from senior management to secure their resources.
• No regular meeting conducted with iPerintis and no involvement or commitment from users.
• Conducted UAT and training within public holidays and festive seasons.
What could be immediately applied?
Ways to share these lesson learnt ?
• Department Meeting• Teamspaces
What need further review ?
• Project Manager
• Users
• Conduct comprehensive system feasibility study prior engaging iPerintis.
• To secure users or department commitment from start to end.
WhenWhoWhat
WhenWhoWhat
• Planning stage
• Project Manager
• Users
• Details on the scope of work – Resources and Project schedule
• Planning stage
Scenario 3
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Capturing Lesson learned – learning and sharing success and failures through LLR
Kanowit-1 Well Location
Top Cycle IV/V
11
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Communities of Practice
Emerge within social networks and around Business Process. In such environment actors :
•Create trustful relationships achieve a cultural equilibrium•Share same work practices and tacit knowledge•Achieve cultural equilibrium•Enhance their ability to communicate and learn
Within a COP its members share knowledge collectively :•They learn from each other•They deal with change more efficiently•They improvise, apply and evaluate new innovative work practices
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
An ideal KM based organization
Well documented workflows and procedures
Accepted and applied by all
Enforced by ManagementSearch engine, collaboration tools, expert locators, experience sharing database,
document management systems.
Networks (intranet, extranet, internet)
Connectivity, Remote Access,
Security
Data and information (interpreted data)
Structured or unstructured
Available and of known quality
IT Infrastructure
Process
Mindset Change
(at all levels)
Managementsee the benefits
Employeessee the benefits
Alignment(KPI)
The Knowledge Enterprise
Information Management
Applications
12
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Knowledge Management Familiarisation (KMF)Knowledge Management Familiarisation (KMF)
Our KM efforts have focused on connecting people…
...to information
Databases or repository and Notes Teamspaces and collaboration tools
…to people
CoPs
Lunch talks &Technical forums
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
CoP - How does it functions?People become members of a CoP through shared practices; they are linked to each other through their involvement in certain common activities
Example ofCoP
activities:
Dept. Meeting
Online Portal
Coffee Talk
13
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Expert Interview System : Sharing expertise, experience and lesson Learnt
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
• Familiar with KM practices through training program
• Emphasis on new batch of staff on to practice KM as required work habits and culture
• Specific information systems and implementing lesson learnt in actual departmental projects
• Support from line dept. in sending staff to KM workshops/conference
• Usage of team spaces for sharing information and participating in expert interviews
• Line dept endorsement of PMU K-policy and long term plans to guide us in our Journey
KM Implementation Plan Progress Indicator
• Built In-house KM Expertise, able to conduct in-house KM programmes:
• PMU KM referred to by many PETRONAS units as reference.
• The First module of the PMU IS set a foundation for additional modules. 3 more modules developed in 2005/06
• Strong PMU website for disseminating and promoting key PMU agendas and build organization alignment
Establish Organisation wide culture
Establish an environment driven by leadership, ownership and recognition
Establish necessary infrastructure, resources, processes, tools and education
KM initiatives that are aligned with organizational goals and integrated into PMU business processes
• Our K-plans were built upon the k-policy and organisational capability development needs
14
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Some Key Lesson Learned in KM implementation
1. KM is a discipline or habit
2. More champion is better
3. Staff at all level has to be trained to implement KM
4. Prepare and condition people to face changes(change mindset)
5. KM is a strategic initiative rather than project
6. Start small (piloting on small group then deploy)
7. Embed KM practices into daily work processes
8. Leverage and/or integrate systems to be visible
9. Budget is a must have
10. Communicate and communicate on KM at all level
11. Measure on the practices (progress/impact indicator)
12. Management support is key for KM
1. KM is a discipline or habit
2. More champion is better
3. Staff at all level has to be trained to implement KM
4. Prepare and condition people to face changes(change mindset)
5. KM is a strategic initiative rather than project
6. Start small (piloting on small group then deploy)
7. Embed KM practices into daily work processes
8. Leverage and/or integrate systems to be visible
9. Budget is a must have
10. Communicate and communicate on KM at all level
11. Measure on the practices (progress/impact indicator)
12. Management support is key for KM
Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Knowledge Management Practices for Superior Performance
Knowledge Management Practices for Superior Performance
Q&AKnowledge Management Practices in Petroleum Management Unit (PMU), PETRONAS
Q&AKM Best Practices
Lesson Learnt Review (LLR)Expert InterviewCommunity of Practice (COP)Q&A
Next
Recommended