Presentation Outlines - CCOP · 6 Knowledge Management Practices in Petroleum Management Unit...

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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 :-





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

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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



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)

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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.



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

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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



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

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• 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



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

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• 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



• 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!

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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?



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

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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"



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

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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.



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

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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



Capturing Lesson learned – learning and sharing success and failures through LLR

Kanowit-1 Well Location

Top Cycle IV/V

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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



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

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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



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

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Expert Interview System : Sharing expertise, experience and lesson Learnt



• 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

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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




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

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