eni.com

Leveraging on communities to enhanceproject lessons capitalization in Eni

Paolo Rossi, PMPHead of SGDEV - Sistemi Gestione ProgettiDevelopment CoP Facilitator

Milan, PMI Northern Chapter

2nd December 2016

2

Agenda

Eni context

Introduction to KM

Knowledge management tools in Eni

Lessons Learned Management in Project Use of Communities

Closing remarks

dipendenti | 2015

*

34.196

dipendenti

69

paesi

Eni in breve

9 % 8 %72 %

mercato | 2015

ExplorationExploration & Production

Project Challenges Eni in the World

4

5

Knowledge: tacit vs explicit

codified knowledge, what is formally represented, like writing, drawings, computer programs, procedures, standards, best practices, case histories, project reports, lessons learnt …....

informal and not codified, lives in human mind and closely depends on individual experience. It emerges through interaction among members of organization.

EXPLICIT

TACIT

The tacit vs explicit model is widely… acknowledged

6

Knowledge: tacit vs explicit

If we all agree about the distinction between explicit and tacit…EXPLICIT

TACITThe question is…

Is the iceberg … the right image to represent the knowledge?

7

Knowledge: tacit vs explicit

The image of the iceberg is not so ... positive

The iceberg is going to ... disappear

The tacit part is not so ... dark and dangerous

8

Knowledge: tacit vs explicit

While…

The explicit gets old too soon

The human knowledge is ... the real Company

Knowledge capital

The explicit isn’t easily accessible...

9

Things to consider when talking about …..

Company dimension and organization

“Hidding” titles

Project versus Company approach

10

KM roadmap in Eni

The actual knowledge management system has been achieved through a progressive approach …

Projects Lessons Learned process2003

2004 Eni Knowledge Management System

MAIN MILESTONES

2005 Professional Areas Model implementation

2011 CoP Development launch

Communities and LL process integration2013

Generalized process for Eni DOT2016

LL structured process introduction into project lifecycle

Start of first “technical” Communities of Practice

Structured and massive mapping of individual competences profile and experiences

Start of a CoP dedicated to Project Management

Integration of Communities and LL process

Adoption of LL process to all technical disciplines

11

Knowledge management tools

Company system

Lessons learned

Competence mgmt

EXPLICIT

TACITCommunities

Company Organisation

Indipendent Reviews

Eni has in place a set of tools to deal Knowledge Management in projects

Procedures, Standards, etc

Process and DB

Professional models, JDs, training paths,tools for competence mapping

Technical reviews (not Audits!!!)

Professional networks, CoPs, etc

Dedicated functions with specific Roles & Responsibilities

AR

12

Normative and reference company documents

12

FACILITIESTECHNICAL STANDARDS

DMS/TMS BEST PRACTICES

(typically describing HOW activities

SHOULD be run, in line with MSG, Procedures

and OPI) FACILITIES TECHNICAL STANDARDS «ENGINEERING

HUB»

FACILITIES TECHNICAL STANDARDS

«COMPANY»

13

Lessons Learned process and database

Lessons learned core structure:

Lessons learned tool

14

Competence Management

Job descriptions Organizational ModelPA Model

Based on the PA Model, the role

of each Professional Area

identifies a competences

profile common for different

organizational positions

foreseen for the role. Each

individual is associated with

a specific role

Different organizations identify

different roles &

responsibilities profiles for

the different organizational

positions to which specific JD

are associated.

15

Competence Management

A dynamic professional development tool to help each employee identify strengths, and areas of improvement within the specific professional area, as well as opportunities for growth in other professional areas.

Primary purpose: gather and store information about work experience, knowledge, and abilities.

Once information are entered into the system, each employee is able to work with his/her manager to develop a plan for reaching professional development

goals.

16

Eni communities

42 Competence Networks of few people “highly specialized” on critical aspects

communication

sharing knowledge & experiences

social networking

28 Communities with hundreds of participants each

17

Indipendent Project Reviews

Review Methodology

Project Team Review Team

Project reviews are carried out

following a structured

approach by a team of

“independent” experts in

order to: verify areas of

improvements, assess

project robustness, lesson

learned, etc...

1818

Lesson Learned process (first approach)

Description

Categorization

Etc..

Team overview

Team Assessment PM ApprovalCompany DB

loadingIdentification

Final approval

No Filter

Difficult retrieval

Difficult capitalization

Lack of diffusion

Areas of improvements

1919

Lesson Learned process integrated with communities

Team Assessment

PM ApprovalCompany DB

loadingIdentification Discipline validation Diffusion to communities

Validation by

competent Experts

Only real “core” LL are

loaded to the Company

database

LL are immediately

acknowledged by

“reference” focal points for

their implementation in

company stds.

Diffusion through

Communities

Open and free debate to

increase awareness

Facilitate and promote

further improvements

through collective

exchange of ideas and

experiences

Enhancement of Lesson Learned process through Communities integration

20

Communities of Practice for the debate and diffusion

21

Closing remarks

The issue of Project Knowledge Management is

No!

Yes!and….finding… another image!!!

22

Paolo Rossi, PMP®

Eni

paolo.rossi@eni.com

+39 02 52065596

+39 348 3541932