16 years, 7 lessons

forestsaintregisOil and Offshore

Nov 8, 2013 (3 years and 7 months ago)

69 views

© Knoco Ltd


all rights reserved

16 years, 7 lessons

Basic principles for KM

Nick Milton, Knoco Ltd


IAPG
-

Primeras Jornadas de Gestión del
Conocimiento en Exploración y Producción

13 June 2008



© Knoco Ltd


all rights reserved

Who am I?


Nick Milton


Geologist by training


KM consultant by vocation


Director of Knoco Ltd


7 years working KM in BP


9 years as consultant to a
variety of companies and
industries


Based in England


nick.milton@knoco.co.uk

www.knoco.co.uk



© Knoco Ltd


all rights reserved

Key messages

1.
Knowledge management is a component discipline of good management
practice; the component that drives continuous improvement


2.
Focus on the business outcome for your company. Be clear on the drivers
for KM. Support the business outcome, and nothing else.


3.
Focus on the critical knowledge, and manage the knowledge of highest
value.


4.
Technology is part (but not all) of the answer


5.
The KM "system" needs to be complete, and performance managed. You
can’t “half do” knowledge management


6.
Accountabilities are key. Knowledge needs to be looked after by people
with defined roles and accountabilities.


7.
Embed KM in the business process, with clear minimum conditions of
satisfaction.



© Knoco Ltd


all rights reserved

Knowledge

Performance

Learn

Apply


© Knoco Ltd


all rights reserved

Data, Information,
Knowledge

Data

A pressure reading, in
one place, at one time

Information

Data structured in such
a way as to “tell you
something”

Knowledge?

What does this mean?
What action should I
take?


© Knoco Ltd


all rights reserved

Knowledge Management

Knowledge Management (KM)

is the management ‘system’ that supports the creation, sharing,
validation, application and refreshing of knowledge.


(Definition from BP)

People

Tech
-

nology

Process


© Knoco Ltd


all rights reserved

1. KM is a component
discipline

Project

Contract Mgt

Cost Mgt

Document Mgt

Quality Mgt

Schedule Mgt

Risk Mgt

Safety Mgt

Knowledge Mgt


© Knoco Ltd


all rights reserved

From Wikipedia


A
project

is a carefully defined set of
activities that use
resources

(
money
,
people
,
materials
,
energy
,
space
,
provisions
,
communication
,
motivation
,
etc.) to achieve the project goals and
objectives.

Knowledge

Knowledge


© Knoco Ltd


all rights reserved

Implications

KM is a key component of good
management practice. Therefore



It needs discipline and rigour


It needs to be a business requirement


It can be governed the same way as
other disciplines


And it needs integrating with the other
disciplines



© Knoco Ltd


all rights reserved

2. Focus on the business
outcome

$

Time

a) Operational efficiency


© Knoco Ltd


all rights reserved

Focus on the business
outcome

b) Operational consistency

0
10
20
30
40
Unit a
Unit b
Unit c
Unit d
Time
Quality
Cost

© Knoco Ltd


all rights reserved

Focus on the business
outcome

0
10
20
30
40
50
60
21-24
25-29
30-34
35-39
40-44
45-49
40-54
55-60
c) Demographics

0
5
10
15
20
25
30
35
21-24
25-29
30-34
35-39
40-44
45-49
40-54
55-60
Challenge 1


decreasing
the time to competence

Challenge 2


retention of
the critical knowledge


© Knoco Ltd


all rights reserved

Implications

Operational efficiency


Focus on learning from projects, and cross
-
project
transfer


Example, BP

Operational consistency


Focus on learning from operations, and the development
and deployment of operational standards and best
practices


Example, Schlumberger, Halliburton

Decreasing time to competence


Focus on development of excellent training and reference
systems


Example, developing
-
world companies,
Schlumberger

Retention of Critical Knowledge


Focus on the development of Knowledge Assets from the
departing experts


Example, Shell



© Knoco Ltd


all rights reserved

Example
-

Schlumberger

“The InTouchSupport.com system
in Schlumberger is our flagship
solution.

It cost $160 million

It saves us $200 million each year

It cuts 95% from the time it takes to
answer a technical question

It provides 24x7 technical and
operational support for
Schlumberger technology”


Mike Atkinson

Head of KM

Schlumberger/Sema UK

InTouch service is built on a
number of elements:



the Schlumberger secure global
network infrastructure, a single
portal into the technical resource
base


technical helpdesks located at
technology centers in London and
Houston


validated knowledge repository in
a centralised database.



© Knoco Ltd


all rights reserved

3. Focus on the critical
knowledge


What knowledge do you
need

to manage?


What knowledge will deliver
the greatest value?


What is the strategic
knowledge for your
organisation?



You don’t need to manage it all
with equal rigour!


© Knoco Ltd


all rights reserved

What is your critical
knowledge?


High cost repetitive activity


Offshore drilling


Development projects


Business critical activity


Service delivery


Production operations


Growth activity


Replicating proven business in a growing market


Breakthrough innovation


New products, new markets


© Knoco Ltd


all rights reserved

Implications


Make sure your critical knowledge is
owned and maintained


Ask yourself


“who looks after this
knowledge?”


Company experts?


Communities of Practice?


Functional departments?


© Knoco Ltd


all rights reserved

Example


FMCG
manufacturer


Company objective


Growth


Growth Market


the developing world


Key knowledge


how to market, distribute
and sell product in the developing world


Solution


small focused community, charged
with developing and deploying this knowledge


Result
-

turnover doubled from $950m to
$1.8bn, share of profits risen from 6.6% to
10%



© Knoco Ltd


all rights reserved


4. Technology

“Technology is the answer”

“Technology is not the answer”

“Technology is part of the
answer”


© Knoco Ltd


all rights reserved

4 areas of technology


Technology to store and
find validated knowledge,
and new lessons


Technology to find and
connect people


Technology to discuss new
knowledge and ideas


Technology to distribute
new knowledge



© Knoco Ltd


all rights reserved

Example
-

BBC


A corporation of communicators!


BBC Gateway Intranet


a reference and e
-
learning library


“Connect”


a tool to find individuals with
knowledge, anywhere in the organisation


Talk.Gateway


discussion forums and
questions/answer forums on technical
topics


Blogs and Wikis as a way of publishing new
knowledge


© Knoco Ltd


all rights reserved


5.1 A complete system

Push

Pull

Model copyright BP


© Knoco Ltd


all rights reserved

5.2 Double knit learning

Business units and projects

Communities and functions

The knowledge
management
system needs to
address
knowledge in 2
dimensions

1. Within the
projects and
business

2. Between and
across the
projects and
business



© Knoco Ltd


all rights reserved

5.3 A complete system

Activity

New Learning

Best Practice

Review
and
capture

Access
and
Apply

Validate
and
update


© Knoco Ltd


all rights reserved

Implications


Knowledge Management needs to
operate both within the business
teams, and across the business teams


The loop needs to be closed, between
creation of the learning, and re
-
use of
the learning.



© Knoco Ltd


all rights reserved

Example


MW Kellogg


MW Kellogg hold post
-
project retrospects


These are followed by “Validation and
Distillation” meetings with high
-
level
functional chiefs


Immediate lessons for other teams are
identified, and shared


Any necessary changes to company practice
are agreed and made


(text courtesy of MW Kellogg)



© Knoco Ltd


all rights reserved

6. Clarify accountability.

Executive

Business unit 1

Business unit 2

Division 1

Division 2

Project 1

Project 2

SME 1

Community 2

Head of

Function 1

Head of

Function 2

KM team

Accountability for compliance with
KM expectations in the line

Accountability for maintaining the
corporate knowledge

Accountability for providing KM
capability, and for monitoring the two
accountabilities above


© Knoco Ltd


all rights reserved

Implications


Knowledge management will work
when


The necessary roles are in place,


People are clear about their role,


People are assessed against their role


© Knoco Ltd


all rights reserved

Example


Shell roles


13 online communities of practice (SIGN


Shell International Global Networks)



Each network has


One global coordinator, to run the network


A number of designated subject matter experts, to
gather and package the knowledge


One designated focal point per operating unit, to be
the link between the network and the operating
unit


© Knoco Ltd


all rights reserved

7. Clear expectations for KM

Create KM plan

Update KM plan

Knowledge capture

Team learning


© Knoco Ltd


all rights reserved

Implications


If people know the expectations for KM
activity, then they are more likely to
comply


KM activity, like other project
management activity, has a timetable,
a rhythm, a proactivity and
predictability


© Knoco Ltd


all rights reserved

Example


BP Drilling and
Completions

As part of “Beyond the best Common Process” minimum
conditions of satisfaction


every significant well
will



Create a knowledge management plan to access lessons


Capture and share lessons at the end of the well


and
may



Hold Peer Assists on critical areas of knowledge


Capture knowledge after hole sections/casing runs using
After Action reviews


Make use of the drilling community forum


© Knoco Ltd


all rights reserved

Key messages

1.
Knowledge management is a component discipline of good management
practice; the component that drives continuous improvement


2.
Focus on the business outcome for your company. Be clear on the drivers
for KM. Support the business outcome, and nothing else.


3.
Focus on the critical knowledge, and manage the knowledge of highest
value.


4.
Technology is part (but not all) of the answer


5.
The KM "system" needs to be complete, and performance managed. You
can’t “half do” knowledge management


6.
Accountabilities are key. Knowledge needs to be looked after by people
with defined roles and accountabilities.


7.
Embed KM in the business process, with clear minimum conditions of
satisfaction.



© Knoco Ltd


all rights reserved

Questions


nick.milton@knoco.co.uk

www.knoco.co.uk