Developing An Integrated Enterprise-Wide KM Architecture In A Global Organization Jeff Stemke Chevron [email protected] 925.842.1075 Braintrust International 2001 February, 2001 Simply Smarter
Developing An Integrated
Enterprise-Wide
KM Architecture
In A Global Organization
Jeff Stemke
Chevron
925.842.1075
Braintrust International 2001
February, 2001
Simply
Smarter
Jeff Stemke
Chevron Corp.
Simply
SmarterAgenda
• Definitions
• Business Case
• Components of a Knowledge Architecture– People
– Processes
– Technology
– Behavior
– Content
• Weaving an Enterprise Knowledge Portal
• Next Steps… What if you were asked to help
design a new corporation?
• What would you add?
Jeff Stemke
Chevron Corp.
Simply
Smarter
• $40 billion in revenues,
$30 billion in assets,
$55 billion in market cap
• 32,000 Employees
world-wide
• Operations in over 100
countries
• Decentralized business
units
We Find, Develop, Refine, Transport,
& Market Energy & Chemical
Products and Services
Chevron Corporation
International Energy & Chemical Company
Jeff Stemke
Chevron Corp.
Simply
SmarterDefinitions
KnowledgeExplicit: Practices, Procedures, Manuals, Documents…
Tacit: Skills, Ideas, Experience…
Manage…Create, Identify, Capture, Transfer, Improve, Reuse…
Knowledge ManagementProcesses, 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
Jeff Stemke
Chevron Corp.
Simply
SmarterKM/Collaboration Business Value
• For Chevron
– Make Better, Faster Decisions
– Create Effective Global/Virtual Teams/Networks
– Reduce Cycle Time
– Minimize Reinvention/Duplication
– Retain/Build Competencies
– Improve Customer Satisfaction
– Develop and Rapidly Deploy Innovative Ideas
• For Employees
– Professional development
– Challenging assignments
– Peer recognition
– Promotion
– Time
Jeff Stemke
Chevron Corp.
Simply
Smarter
Chevron
Retailer
Alliance
New Well
Generation
Process
Active Knowledge Sharing
Project
Management
Global
Information LinkRefining
Best Practices
Energy
Management
Jeff Stemke
Chevron Corp.
Simply
SmarterExample Economic BenefitsAchieved 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)
Jeff Stemke
Chevron Corp.
Simply
SmarterStrategic Intents (4+1)
• Operational Excellence
• Capital Stewardship
• Cost Reduction
• Profitable Growth
+ Organizational Capability
Jeff Stemke
Chevron Corp.
Simply
Smarter
BehaviorsTechnology
Content
Processes
Organization Capability
Dynamic
Leaders
SkilledEmployees
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
Jeff Stemke
Chevron Corp.
Simply
SmarterKnowledge Architecture
TechnologyBehaviors
Processes
Content
Jeff Stemke
Chevron Corp.
Simply
SmarterKnowledge Transfer Processes
• Serial Transfer
• Near Transfer
• Far Transfer
• Strategic Transfer
• Expert Transfer
Nancy Dixon, “Common Knowledge: How
Companies Thrive by Sharing What They Know”
Jeff Stemke
Chevron Corp.
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SmarterSerial Transfer
• DescriptionThe knowledge a team has learned from doing its
task that can be used the next time that team
repeats the task.
• CharacteristicsRegularly 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”
Jeff Stemke
Chevron Corp.
Simply
Smarter
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: High Performance Teams
Jeff Stemke
Chevron Corp.
Simply
Smarter
Analysis Tools
A B C D E F G H
Cost Allocation Form
Timeline/Durations
Jan. Feb. Mar.
1.
2.
3.
20 Zoning Questions
Important Background Material
Checklists
Open SiteOpen Site
Respon
dAcct. Consult. Inform
Handoffs
T44
Input
Input
Input
Input / Output Documents
Process Flow Map
GetSmart: Reservoir of Knowledge
MS Project
Jeff Stemke
Chevron Corp.
Simply
Smarter
Days
Fast Learning
0
25
50
75
100
0 1 2 3 4 5 6 7
No Learning
Sequence Drilled
0
50
100
150
200
250
0 5 10 15 20 25 30
0
25
50
75
50
Slow to Learn
0 5 10 15 20 25 30 35 40 45
Days
Fro
m S
pu
d=
Forgetting Curve
0
25
50
75
100
0 1 2 3 4 5 6 7 8 9 10 11 12
10
20
30
40
30
Loss of Key Personnel
0
0 10 20
Sequence Drilled
GetSmart: Learning Curves
Application of New Technology
0
100
200
400
500
0 5 10 15 20 25 30 35
300
Days
Jeff Stemke
Chevron Corp.
Simply
SmarterNear Transfer
• DescriptionExplicit knowledge a team gains from doing a
frequent and repeated task that can be replicated
to other teams doing similar work.
• CharacteristicsPrimarily “pushed” as short electronic documents.
Occasional face-to-face meetings build trust.
Accountability: compliance with choice.
• Examples– Best Practice/Lessons Learned databases
– GetSmart templates
– Project Documentation repositories
Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”
Jeff Stemke
Chevron Corp.
Simply
SmarterLessons Learned Database
Jeff Stemke
Chevron Corp.
Simply
SmarterLesson Learned
Jeff Stemke
Chevron Corp.
Simply
SmarterBest Practices Database
Jeff Stemke
Chevron Corp.
Simply
SmarterProject ConnectionWho Has Done What…
• A systematic project documentation and reporting process and tool for that support the business objectives of:
– enhancing customer communications
– leveraging knowledge and experience
– effective project management
• Allows customers, team members, and DRBs 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”
Jeff Stemke
Chevron Corp.
Simply
SmarterPR&D Website
Jeff Stemke
Chevron Corp.
Simply
SmarterProject Document
Relevant data pulled from portfolio
Existing files can be attached
Canned and customizable reports
Project Archives
Linked Lessons Learned/Best Practices
Jeff Stemke
Chevron Corp.
Simply
SmarterFar Transfer
• DescriptionTacit 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.
• CharacteristicsKnowledge is carried by people and transferred
in a reciprocal exchange. It needs to be
translated to apply to 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”
Jeff Stemke
Chevron Corp.
Simply
SmarterStrategic Transfer
• DescriptionDetailed, validated, collective knowledge of an
organization needed to accomplish a critical but
infrequent task (e.g. process unit startup)
• CharacteristicsManagement identifies task. Specialists collect,
interpret and synthesize knowledge in real time.
Focus is on the next user.
• Examples– Project Mgmt Value-improving Practices
– Technical Manuals
Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”
Jeff Stemke
Chevron Corp.
Simply
SmarterTechnical Manuals/Practices
Jeff Stemke
Chevron Corp.
Simply
SmarterExpert Transfer
• DescriptionTechnical knowledge needed by a person or team
that can be provided by other experts in the
organization.
• CharacteristicsModerated and supported electronic forums
segmented by topic. Knowledge exchanged
between requestors and experts.
• Examples– Communities of Practice
– Best Practice Networks
– Expertise Directories
Nancy Dixon, “Common Knowledge: How Companies Thrive by Sharing What They Know”
Jeff Stemke
Chevron Corp.
Simply
SmarterRefining 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
• Business Drivers: Cost and Safety
• Benchmarking (internal and external)
• Implementation Metrics and Accountability
• Face-to-Face and Collaborative Workspaces
Jeff Stemke
Chevron Corp.
Simply
SmarterTechnology Rapid Execution
A “Platform” is a collection of assets from business units,
working together to resolve a common business problem.
• Assets in the platform help each other through technology
• Metrics directly link business value to technology investments & deployment
• An asset focuses on their highest priority issue/platform and remains connected to all other needed platforms
AssetAsset Asset
Asset
AssetAsset
Major Business Driver/
Technology ChallengeMajor Business Driver/
Technology Challenge
TREx Platform Business Results Driven &
Technology/Knowledge Enabled
TREx Platform Business Results Driven &
Technology/Knowledge Enabled
SBUSBU
Jeff Stemke
Chevron Corp.
Simply
SmarterPlatforms and Technology Networks
Mid-Continent
Nigeria
Angola Block 0
LABU LL-652
Indonesia
AssetsMaximize Returns UADP Phases1-3 PlatformIn
terp
reta
tio
n M
od
elin
g
We
ll &
C
om
ple
tio
ns
Dri
llin
g S
olu
tio
ns
Technology
Networks
Re
se
rvo
ir S
imu
lati
on
Imp
rove
d R
ec
ove
ry
Se
ism
ic Im
ag
ing
Breakthrough Margins in Water Flood Assets Platform
Re
se
rvo
ir C
ha
rac
teri
za
tio
n
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
Jeff Stemke
Chevron Corp.
Simply
SmarterCollaborative Workspace
• Threaded discussion completely visible at any point
• Full-text searching of documents/attachments
• Email integration (messages with URL links)
– Nightly newsletter of new content (Individually configured)
– 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– Up to four independent categories
– More flexible sorting/viewing options than folders
– Distributed topic category “ownership”
• Useful to Communities and Project Teams
Jeff Stemke
Chevron Corp.
Simply
SmarterCoP/Project Team Workspace
Jeff Stemke
Chevron Corp.
Simply
SmarterPeople Connection/EWFSWho 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; Team leaders search
Jeff Stemke
Chevron Corp.
Simply
Smarter
Jeff Stemke
Chevron Corp.
Simply
SmarterIntegration: Knowledge Portal
People Connection
Who Knows What?
Who Has Done What?
Career Planning
Workforce Staffing
Network ConnectionTREx/BP Networks
Communities of Practice
CoPs
Lessons
Learned
find.Chevron
Fulcrum
Virtual
Teams
TREx
NetworksPast/Current Projects
Documentation
Project Connection
GetSmartTemplates
Successful Practice Connection
Processes, Products,
and Services
ePortfolioWhat Can We Do?
FIND:
• PeopleNet
• Communities & Teams
• Best Practices/Lessons
• Search CTC Intranets
• e-Learning Courses
• Start New Project Team
Knowledge Portal
• EarthSci Community
• Geo Modeling Tools
• GeoTool JIT Training
• Seminars
Role: Geoscientist
Jeff Stemke
Chevron Corp.
Simply
SmarterIntegration: Project Focus
People Connection
Who Knows What?
Who Has Done What?
Network ConnectionTREx/BP Networks
Communities of Practice
Lessons
Learned
Virtual
TeamsPast/Current Projects
Documentation
Project Connection
Successful Practice Connection
Processes, Products,
and Services
ePortfolioWhat We Can Do
Jeff Stemke
Chevron Corp.
Simply
SmarterAccountability - Executives
• Critical Element– Create the expectation of knowledge sharing as a way of
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 (or by
exception where lacking) on individual PMP.
Jeff Stemke
Chevron Corp.
Simply
SmarterAccountability – Managers
• 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 “case studies” that show
desired “ways of doing things.”
• Identify intangible factors
associated with knowledge sharing
that contribute to project success.
Expectations Measures
• 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.
• Solicit peer participation at decision
milestones.
• Sponsor CoPs by providing time for
participation. Serve as a CoP
champion; fund the coordinator’s role.
• Be a member of at least one CoP.
• Identify potential “strategic transfer”
type collective knowledge.
• Share “stories” that illustrate
behaviors associated with knowledge
sharing.
Jeff Stemke
Chevron Corp.
Simply
SmarterAccountability – Employees
• Cite “specific” examples,
relative to Business Plan, of
adapting ideas and sharing for
business leverage on individual
PMP.
• Document cycle time and cost
savings achieved through
knowledge sharing and best
practice replication, giving
credit to the knowledge source.
Expectations Measures
• Contribute to a CoP.
• Publicize a successful product,
process, or service; actively
looking for others who can use it.
• Adopt/adapt a successful
practice; credit the source.
• Search for work to leverage
before starting a project and
document results and lessons
before completion.
• Be a mentor, and/or participate in
peer consult, assist, and review
processes.
Jeff Stemke
Chevron Corp.
Simply
SmarterTechnology Infrastructure
• Desktop– NT, MS Office, Exchange
• Collaborative Websites– Notes/Domino, QuickPlace, eRoom
• Realtime Conferencing– NetMeeting, Sametime
• Portal– Plumtree
• Web Business Applications– Visual Basic/Interdev, COM, Oracle, SQL Server…
Jeff Stemke
Chevron Corp.
Simply
SmarterNext Adventure...
Simply
Smarter
Jeff Stemke
Chevron Corp.
Simply
SmarterKnowledge Mergerment
Even Smarter
Jeff Stemke
Chevron Corp.
Simply
Smarter
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