Brigitte McClinton

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Knowledge Management in the Wells Community in
Shell EPE

• Brigitte McClinton
• Knowledge Management Engineer March 2004

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Shell EPE Senior Management Team
 

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The next generation Shell EP Business in Europe
willLeverage resources across borders
unlocking new opportunities, Ensure
competitiveness and maximize shareholder value
Whilst being the company of choice for our staff
and stakeholders
Vision and Values
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Knowledge Management

• Intent to improve decision making by ensuring
  that the right knowledge is held by the right
  people in the right place at the right time
• outcome of KM is that it makes people more
  effective in their jobs by improving decision
  quality and timelines thus reducing re-work and
  cycle time, and increasing the rate of innovation

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Managing Barriers

• We cannot manage knowledge, but we can
• lower barriers to people sharing
• facilitate the building of trust
• share good work across disparate groups
• be a central resource that takes responsibility
  for finding answers to questions that stop people
  doing their business.
• BARRIERS
• Geographic,Temporal ,Organizational,Information
  ,Cultural

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Our Knowledge Management Emphasis

• Understanding peoples issues on an ongoing basis
• Taking responsibility for creating effective team
  working and lateral learning
• Linking people to information and good practices
  via Quick and efficient processes
• Creating space and time for people for their
  higher level work Communicating widely

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Knowledge Management Vectors

• People
• Processes
• Technology

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People Connecting people

• Whos Who, Team profiles on web
• Lunch and Learns
• Wells market
• Induction Exit Programmes
• Behavioural support training
• Facilitation training

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Processes Simplicity Standardisation

• Standard processes on Intranet
• Learning before, during and after
• Intuitive processes
• Templates

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Technology Maximise use of what we have

• LiveLink
• Global Networks PWR , WGN
• Virtual meeting tools, Netmeeting , Centra
• Training for teams PWBT tools

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Diversity of Knowledge Management

• Lateral Learning Databases
• Excellence in Induction/Exit processes
• Behavioural support giving and receiving
  Feedback
• Lunch and Learns
• Standardised approaches to activities
• Learning before, during and after events
• Global Networks

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Connecting People to PeopleGlobal Networks

• WGN Wells Global Network
• PWR Practices Worth Replicating

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Surface Global Network
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Global NetworksAsk a Question
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Global NetworksClosure
Better decisions! Better risk mitigation! Priceles
s!
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Global Networks - Give an Answer
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High Level Overview of the PWR Process
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Technical Limit Drilling Concept
Performance here needs new technology
Total valid target range
Valid target range for current technology
Normal target range
Theoretical or Technical Limit Well Time
Conventional NPT (Lost Down Time)
Invisible Lost Time
Removable Time (Opportunities!!!)
Theoretical Best or Technical Limit
Performance Ideal World assumptions
Normal Average Performance
Normal Best Performance
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Technical Limit Drilling Concept
Invest in Technology or People ?
Total valid opportunity
Theoretical or Technical Limit Well Time
Conventional NPT (Lost Down Time)
Invisible Lost Time
People Key to Performance !!!
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Enabling Environment
High
Challenge
Stress
Performance
drilling The Limit
Apathy
Complacency
None
High
Support
Co-operation
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Drilling The Limit

• Enabling environment
• Everyone committed to project goals
• Be open, honest and truthful
• Be supportive and NEVER criticise, but accept
  constructive challenge
• Every persons job is as important as the next
• Equal process rights and status for all team
  members
• Shared set of team values
• Clear priorities and aligned goals
• Rigorous adherence to Technical Limit goals
• Full disclosure of our errors, lost time and
  inefficiencies
• Trust in each others capability and endeavour
• Celebrate every success

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Performance as a function of.From original work
by Phil Scott ( Woodside)

• Why do things go WRONG ?
• Human ( People) causes
• Technology causes
• Fortune (bad luck) causes

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Performance as a function of.

• Why do things go WRONG ?
• Human ( People) causes 85
• Technology causes 12
• Fortune (bad luck) causes 3
• Note these percentages are rough estimates only
  .

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Culture Pyramid - What is it Saying ? Taken from
a North Sea fatality investigation
There is a collection of structures, systems and
processes to help in my work, but they dont
replace my behaviours, values and beliefs
Thus I behave according to my values, otherwise I
feel uncomfortable. (I like others to behave
similarly)
Structures
Process
Procedures
Therefore I have a set of values about work (what
is good/bad, right/wrong) that fits in with my
beliefs
Behaviours
Values
Beliefs
I have my own set of beliefs about how to work
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Culture PyramidTaken from a North Sea fatality
investigation
We need to address Behaviours, Values and Beliefs
If problems, we used to appeal in these areas
We now need to appeal in these areas
Look out for your colleagues
Brothers keeper
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Performance as a function of.

• People Performance f ( Knowledge , Skills
  and Attitude )
• Attitude f ( Environment and Desire
  )
• Desire f ( Beliefs and Feelings )

can be influenced by our behaviour
determined by education and training
physical and emotional
can be influenced by our behaviour
long term and cultural
Stimulate performance Positive re-enforcement
pat on the back vs kick in the butt
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Performance Coaching Skills
We focus on behaviours and what lies behind
them We stimulate positive behaviours
This is how we aim to achieve excellent team
and individual performance
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Eye on the Future
Connecting People all over the globe
Making what we know instantly available
Growing excellent team behaviours
Utilizing all company resources to breakdown
barriers to sharing
Its about making connections