# Presentation: 752805

## Developing an Integrated Enterprise-wide Knowledge ArchitectureJeff StemkeChevronjste@chevron.com925.842.1075

**APQC Conference - Next Generation KM**
**September, 2001**

## Presentation Outline

**KM and Organizational Capability**
**Business Value**
**Components of a Knowledge Architecture**
**People**
**Processes**
**Behavior**
**Technology**
**Content**
**Knowledge Transfer Processes**
**Weaving an Enterprise Knowledge Portal**

## KM 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**

**Notes:**
KM has four key components:  processes, technology, behaviors and content

Comment on last bullet:
From a techco perspective, providing a competitive advantage in techology is becoming dependent on speed, breadth and quality of deploying innovation.  Identification and cost-effective deployment of useful technology may be more important than invention for ultimate business impact.

## Knowledge Management StrategyConnecting People - Exploiting Knowledge

**Knowledge Management Strategy*****Connecting People - Exploiting Knowledge***

**Notes:**
WORK PROCESS where people are reinforced to:
BEFORE: Seek experience, ideas and successful practices to leverage before starting a project
DURING: Seek and share knowledge using resources such as PeopleNet, Communities of Practice and Knowledge Portals to
 Make Better Decisions Quickly
 Solve Problems
 Accelerate Deployment of Innovation
AFTER: Briefly documenting experience, lessons and new practices for someone else to leverage

## Chevron’s Strategic Intents “4+1”

**Cost **
**Reduction**

**Capital **
**Stewardship**

**Operational**** ****Excellence**

## Organization Capability

**Organization Capability**

- Dynamic
- Leaders

- Skilled
- Employees

- Recognition &
- Accountability

- World-class
- Processes &
- Organization

- Learning &
-  Innovation

- Technology &
- Partnerships

***The ability of an organization to ***_***execute***_*** its strategies.***

** ****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**

**Notes:**
O’Reilly’s first description of the +1 strategic objective sounded a lot like KM
Further refinement developed six major focus areas
The four KM components map directly on OC
	Processes to capture and share knowledge
	Technology to capture and deliver content
	Technology to collaborate with partners
	RBL practices to motivate leaders and knowledge workers
	Content embedded in processes for just-in-time delivery
	Content embedded in the skills of employees and learning tools

## Active Knowledge Sharing

**Active Knowledge Sharing**

**Project**
**    ****Management**

**Energy **
**     ****Management**

**Notes:**
Illustrates several significant Chevron KM successes – typically major initiatives
Next task is driving knowledge sharing to the day-to-day work
GIL has made a big impact by providing common tools to share (email, NetMeeting, Intranet)
GIL 2.001 will expand collaboration capabilities with functionality to support
Project Teams and Networks/Communities
Realtime Collaboration
Information/Knowledge Portals
Collaboration Behavior Model

## 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)

## Broad Business Value

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

## Knowledge Architecture

**Knowledge Architecture**

**Notes:**
Examine 3 main KM components.
Discuss at end Content issues – on which business challenges should this organization need to focus?

## Knowledge Transfer Processes

**Serial Transfer**
**Near Transfer**
**Far Transfer**
**Strategic Transfer**
**Expert Transfer**

- Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”

**Notes:**
Nancy Dixon classified knowledge-sharing processes into 5 categories (book “Common Knowledge”)
Explicit – what can be written down in procedures, manuals
Tacit – what resides in our heads and is often too complex or not clearly understood to be made explicit
Knowledge transfer is a tacit-to-tacit process that may involve a portion of explicit documentation

## 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”

**Notes:**
Nancy Dixon classified knowledge-sharing processes into 5 categories (book “Common Knowledge”)
Explicit – what can be written down in procedures, manuals
Tacit – what resides in our heads and is often too complex or not clearly understood to be made explicit
Knowledge transfer is a tacit-to-tacit process that may involve a portion of explicit documentation

## 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

**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***

**GetSmart: Organizational Learning**

**Notes:**
1.  Defines specific goals linked with its bottom line.
Must be understood and documented, Specific, Challenging but achievable, Active (alive) & Productive (useful), Measurable
2.  Accesses a reservoir of experience to profit from past success/failure.
Prevent repeated mistakes, Help make new people more productive, Help organizations rapidly capitalized on success, Provide a basis for improvement, Expand use of improved technology
3.  Ensures that actions are directed at meeting goals. 
Ensure performance goals are met, Prevent repeated mistakes, Make team members more productive, Enhances communication
4.  Accurately monitors performance.
Makes improvement possible, Provides a basis for understanding what went wrong and what went right, Makes reaction to unexpected situations possible 
5.  “Remembers” how and why decisions were made.
Prevent repeating past mistakes, Ensure you repeat success, Avoid “re-learning”, Document options not selected and why
6.  Improves an accessible reservoir of experience.
Turn individual / team learning into organizational learning, Bring new team members up to speed quickly, Make team members more productive

## GetSmart: Reservoir of Knowledge

**GetSmart: Reservoir of Knowledge**

**MS Project**

**Notes:**
Serial Transfer
The Mechanism for profiting from past success/failure is an accessible reservoir of experience.  
An initial template can provide the detailed procedure and required documents
Updating the template as part of the work process captures the learning that 

## GetSmart: Learning Curves

**GetSmart: Learning Curves**

**Notes:**
Learning curves compare performance of six different teams doing the same task – drilling in a region – over time
Plots show days to drill a hole over time
Positive results when teams capture day-to-day procedural experience
	actual subsurface strata encountered at depths
	proper drill bits for geological structures

## eQuest: Repetitive Work Process & Technical Data Portal

**Provides web-based, on-demand, secure access to current production and operations data organized in an asset or work process view**
**Simplifies Data Distribution to Partners and Virtual Team Members**
**Daily Drilling or Production Volume Reports **
**Production Operations Reports **
**Geologic Reports & Well Data **
**Graphing, Charting, Tables, Downloads, Links w/GIS**** **
**Work Process Re-engineering**** **
**Capture Road Map for Repeatable Work Processes **
**Progress Tracking - Grid View Into the Team’s Status**

**Notes:**
Serial Transfer

## Shared Data & Process Tracking

**Notes:**
Graphical views of data generated automatically

## 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**
**  ****Successful Practice/Lessons Learned databases**
**  ****GetSmart/eQuest process templates**
**  ****Project Documentation repositories**

- Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”

**Notes:**
Nancy Dixon classified knowledge-sharing processes into 5 categories (book “Common Knowledge”)
Explicit – what can be written down in procedures, manuals
Tacit – what resides in our heads and is often too complex or not clearly understood to be made explicit
Knowledge transfer is a tacit-to-tacit process that may involve a portion of explicit documentation

## Lessons Learned Database

**Lessons Learned Database**

**Notes:**
Near Transfer: PRC Project Lessons Learned database example
Multiple ways of categorizing lessons help you find in the context you’re in

## Typical Lesson Learned

**Typical Lesson Learned**

**Notes:**
Patterned after the Army’s After Action Review
Asks a few basic questions with short answers:
What Happened?
What Should Have Happened
What Was the Impact
What Should You Do Next Time (Recommendation)

## Successful Practices Database

**Successful Practices Database**

**Notes:**
We won’t find a single repository for lessons learned.  One other example from the Gulf of Mexico business unit

## Project ConnectionWho Has Done What...

**A systematic project documentation and reporting process and tool supporting business objectives of:**
**Enhancing customer communications**
**Leveraging knowledge and experience **
**Effective project management**
**Allows customers, team members, and decision review boards 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”**

**Notes:**
Near Transfer
To avoid reinventing the wheel and reduce cycle time, we need to adopt or adapt existing processes, products or services
To do this, we need to know what we’ve already done
CPTC is pioneering this for the TechCos

## Project Reporting

**Project Reporting**

**Notes:**
Website shows areas to 
	search for specific projects
	generate reports on multiple programs or projectgs
	search for relevant best practices or lessons learned

## Project Document

**OBJECTIVES**

**Project Document**

**Relevant data pulled from portfolio**

**Customer communication plans**

**Canned and customizable reports**

**Searchable Project Archives**

**Linked Lessons Learned/Best Practices**

**Notes:**
Each project represented as a document with three key sections

## Far Transfer

**Description**
***Tacit***** knowledge a team gains from doing a non-routine 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 a 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”

**Notes:**
Nancy Dixon classified knowledge-sharing processes into 5 categories (book “Common Knowledge”)
Explicit – what can be written down in procedures, manuals
Tacit – what resides in our heads and is often too complex or not clearly understood to be made explicit
Knowledge transfer is a tacit-to-tacit process that may involve a portion of explicit documentation

## 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.  Focus is on the next user.**
**Examples**
**  ****Project Management Value-improving Practices**
**  ****Technical Manuals**

- Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”

**Notes:**
Nancy Dixon classified knowledge-sharing processes into 5 categories (book “Common Knowledge”)
Explicit – what can be written down in procedures, manuals
Tacit – what resides in our heads and is often too complex or not clearly understood to be made explicit
Knowledge transfer is a tacit-to-tacit process that may involve a portion of explicit documentation

## Technical Manuals/Practices

## 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 Directory**

- Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”

**Notes:**
Nancy Dixon classified knowledge-sharing processes into 5 categories (book “Common Knowledge”)
Explicit – what can be written down in procedures, manuals
Tacit – what resides in our heads and is often too complex or not clearly understood to be made explicit
Knowledge transfer is a tacit-to-tacit process that may involve a portion of explicit documentation

## 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**_
**Linked to Business Drivers:  Cost and Safety**
**Benchmarking (internal and external)**
**Implementation Metrics and Accountability**
**Face-to-Face and Collaborative Workspaces**

## Upstream Operations: Technology Rapid Execution

**Platforms & Technology Networks improve people connections to accelerate technology deployment**
_**Platforms**_** ****are teams responsible for similar assets who work together to solve common business issues and improve overall performance of the group**
_**Technology Networks**_** are global communities who identify, create, share, and apply technology solutions and best practices for the platforms’ technology needs**
**Best Practice sharing and technology intelligence  rapidly communicate internal & external know-how**
**Metrics, Peer Assists & Look-backs drive technology deployment & measure progress **
**Web-based tools facilitate sharing, collaboration, & intelligence processes**

## Platforms and Technology Networks

**Platforms and Technology Networks**

**Maximize Returns UADP Phases1-3 Platform**

**Interpretation            Modeling****  **

**   ****Well  &           Completions**

**Drilling             Solutions**

**   ****Reservoir            Simulation**

**   ****Improved             Recovery****   **

**Seismic               Imaging**

**Breakthrough Margins in Water Flood Assets Platform**

**Global Technology Networks consist of experts from business units, R&D **
**and external organizations**

**Members share best practices, identify new technologies, and**
**facilitate development of **
**innovative solutions for**
**the Platform challenges**

**Platforms**

## Communities of Practice

**Communities of Practice**

**Valuable Learning Tool**
**Accelerates Deployment of Innovative Ideas**

**Notes:**
Expert Transfer
This isn’t a new concept.
What is new is that Opco management is beginning to provide formal support

## Community Workspaces

**Community Workspaces**

**Notes:**
Threaded discussion completely visible at any point
Full-text searching of documents/attachments
Email integration (messages with URL links)
Nightly/weekly individually configured Newsletter of new content
Action items/requests for help
Email 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
Distributed topic category “ownership
Useful to Communities and Project Teams

## People Connection/eWorkforce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; Search for candidates**

## Expertise Directory

**Expertise Directory**

## Accountability - Executives

***Critical Element***** **
**Create the expectation of knowledge sharing as a way of doing 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 during performance review.**** **

## Accountability: Manager/Employee

**Suggested 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 and publicize case studies that show desired “ways of doing things.”****   **

**Manager 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.**
**Sponsor a CoP, fund coordinator’s role, provide time for participation.  **
**Employee Expectations**
**Contribute to a CoP.**
**Adopt/adapt a successful practice; credit the source.**
**Be a mentor.**
**Participate in peer consult/assist review process.**

## Weaving a Knowledge Portal

**Taxonomies**
**Content Mgmt**

**Notes:**
Given:  We won’t develop a single repository for types of knowledge
Alternative: A portal:  one place to go to find Chevron knowledge
Integrate/link where applicable (People/Projects/Communities/AskMe)
Leverage other common systems (CHDS, Workforce Staffing/Planning, Café, etc.)

## Integration - Project Focus

**Notes:**
Given:  We won’t develop a single repository for types of knowledge
Alternative: A portal:  one place to go to find Chevron knowledge
Integrate/link where applicable (People/Projects/Communities/AskMe)
Leverage other common systems (CHDS, Workforce Staffing/Planning, Café, etc.)

## Role-Based Portal

**Notes:**
Portal Example “END OF PROPOSAL”

## Summary

**Many successful knowledge transfer processes and valuable resources can be scattered in a company.**
**A Knowledge Architecture, focusing on ****People****, ****Processes, Behaviors, ****and**** Technology**** can expand and accelerate the exploitation of these resources.**
**By integrating tools which support improved work and knowledge transfer processes, we can reduce the time spent in sharing and retrieving knowledge.**
**But, ultimate success in improving organizational capability and performance relies on ****dynamic leaders, accountability, recognition, ****and**** effective, reinforced work processes.**