Making Information Management Change Stick Glenn Mansfield October 2013
Copyright © Flare Solutions Limited, 2013
Introduction to Flare Solutions
Consulting and information management solutions to the oil and gas industry Formed in 1998, by technical professionals with broad industry experience Consulting
Solutions and Applications
Information Management Strategy, Architecture & Implementation
Web-based Information Management Applications
Services Reference Data Management Process and Standards Development
Project & Programme Management
Application Development
Change Management
Queen’s Award for Enterprise Innovation, 2009 This is the highest award that can be given to a UK based company. This award was for Flare’s innovative information management solutions for the oil and gas industry.
British Computer Society (BCS) European Awards, 2006 Knowledge Management Project Award – Winner (with Shell) Intranet Project Award – Highly commended (with Shell) Content Management Project Award – Highly commended (with Shell)
Outline
• Introduction • Change Management – The Change Challenge – Information Management Change – How it affects the individual, team and organisation
• Case Studies – Knowledge Management & Procedures • Drilling Management System
– Information Management • Global Wellfile
– Data Management • Production Reporting
• Lessons • Questions
Information Management The Change Challenge The Premise • Effective E&P Information Management practice must be Institutionalised – Effective IM practice = Consistent and timely access to high quality information – Institutionalised = Part of the fabric of the organisation in terms of infrastructure, process and behaviour / culture / values
If we fail to change • Lost investment – Infrastructure – Systems – Data
• Lost benefits – Information search time – Decision-making quality – Increased risk
Information Management The Change Challenge
Data/Information Management Challenge User expectations
• Publish
• Search
Mismatch Of Expectations
When users publish they expect to be able to do it with minimal or no effort
When users search they expect a well structured, organised store, that is easy to navigate
Information Management The Change Challenge Why is it so hard to implement effective Information Management solutions in E&P organisations? Can we define “Effective Data and Information Management” Can we specify and implement the right infrastructure?
Can we create appropriate processes and governance models? Can we ensure appropriate behaviours, cultures and values?
Let’s understand how process and behaviours impact the delivery of IM solutions
Sunday League
Effective Information Management requires a mix of both process and collaborative dimensions Disciplined Process
Kid’s Soccer
Collaborative Culture
Premier League
Dimensions of the Information Management Change problem
Initial
Consistent Process
Repeatable
Predictable Process
Defined
Continuous Improvement
Managed
Process Orientation
Optimizing
Dimensions The Individual Aspect
We need to be responsive to the demographics of the community and its appetite for adopting newer collaborative solutions
Manager
Engineer
Collaborative Culture
Collaborative Culture
Artist??
Scientist
Process Orientation
Anti-process
Geologist
Process Orientation
Anti- Collaborative
IT
Dimensions The Team Aspect
Collaborative Culture
Co-located teams with similar discipline background
Natural team dynamics play a part – and the type of team impacts the extent to which effective Information Management behaviour can emerge
Virtual, Interdisciplinary Teams
Process Orientation
Dimensions The Organisational Aspect
•
An organisation will have a dominant metaphor for the way it does business
•
We use musicians to remind us of the metaphors
•
But where does your company fit?
•
Where should you be heading?
Brains Jazz
Collaborative Culture
Organism Orchestra
Flux & Transformation Rock Band Political Systems Opera
Instruments of Domination The Beatles
Machine
After Gareth Morgan (1986)
Process Orientation
School band
ISBN-13: 978-1412939799
Collaborative Culture
Where do typical E&P organisation sit in these Dimensions?
Small Exploration Company
Diverse Super-major
The dominant position of the organisation may constrain the kind of Information Management solution that can be achieved
Forwardthinking NOC Process Super-major
Process Orientation
Case Study 1: Knowledge Management & Procedures - Overview
Small Exploration Company
Audit Trail
Stage Gate Processes
1. Scope
Gate
2. Select
Gate
3. Define
Gate
Gate
5. Assess
AAR
Lessons Learned
Policies Procedures Templates
4. Execute
Deliverable Checklist LINKS
Examples
Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4
Incidents
External Standards Actions Ownership
Metadata
Naming Standards
Challenge One: How do we deploy our IP; our procedures and standards, and make them easy to follow for engineering teams on the rig?
Challenge Two: Publishing Architecture
Search
How do we capture and share knowledge as we grow?
Collaborative Culture
Case Study 1: Knowledge Management & Procedures – Change Assessment
Managing Expectations Change Factor
Initial Status
Geography
Corporate centre & rig sites
Corporate Culture
Reactive/Innovative/Flexible
Process Maturity
Medium
Scope
Broad
Benefits Gap
Change Strategy
Small Exploration Company
Sm. Exp
Process Orientation
Outcome
Be aware of lack of clear mandate
Management aware of challenge. Longer time for take-up to mature.
Medium
Highlight benefits throughout T/E
Appreciation by users of key benefits – to encourage usage
Disruptiveness
Medium
Highlight benefits throughout T/E
As above – pain accepted for the gain
Risk to Business
Medium
Use as lever in training/ education
Willingness to Change
Poor
Education
Change Risk
High
Embed accountability and make that accountability visible
Everybody knows who should be doing what, and they can see results!
Case Study 2: Information Management Global Wellfile - Overview
Challenge One:
Prepopulated Metadata
Naming Standards
Metrics
Managed Checklists
Partner Reporting
Process Supermajor
Challenge Two:
Legislative Reporting How do we capture wellfile information in a standard way around the world?
How do we ensure user take-up? HSE Ownership
Case Study 2: Information Management Global Wellfile – Change Challenge Collaborative Culture
Process Supermajor
Managing Scope Change Factor
Initial Status
Change Strategy
Process Orientation
Outcome
Develop online education programme
All users can access educational material when they need it
Reduce scope to to two key well file types
Manageable scope, clear message, chance to build momentum
Minimal
Highlight in T/E
Easier user uptake – not that much difference to way things were done
Risk to Business
Low
Put a momentum programme in place
Ensure users don’t ‘forget’
Willingness to Change
Medium
Change Risk
Low
Geography
Global
Corporate Culture
Process oriented
Process Maturity
High
Scope
All types of well file
Benefits Gap
Medium
Disruptiveness
Case Study 3: Data Ops Reporting Overview Units: McM/d bar
Units: MMscf/d Psi (pressure)
Onshore Process Plant
Offshore Platforms Units: KwH
Units: Various
Commercial Group Challenge One: How do we manage production and injection nominations across a complex multi-site operation?
NOC
Contractors
External Parties
Management Team Challenge Two: How do we roll-out to a disparate team, working 24x7?
Case Study 3: Data Ops Reporting – Change Assessment Collaborative Culture
NOC
Managing Stakeholders Change Factor
Initial Status
Change Strategy
Process Orientation
Outcome
Geography
Primarily: Field base and rigs
Examine local (site) requirements early in the design phase
Corporate Culture
NOC
Engage with users as early as possible
Early engagement helped with definition and meeting requirements
Process Maturity
Low
Review processes as part of design
Required processed embedded in solution. Part of the way they work.
Scope
Tight - Production reporting
Benefits Gap
High
Use in T/E programme
Users understood the need for change
Disruptiveness
Highly disruptive
Prepare roll-out plan well in advance
Disruption minimised.
Risk to Business
High
Use in T/E programme
Users understood the need for change
Willingness to Change
Varied
Target known individuals for additional education
Reduced negativity at launch
Change Risk
High?
Use in T/E programme
Lot of upfront effort to mitigate start-up and ongoing maintenance
Solution designed to be easy to use
Change Management Lessons Learned Systems Development Life Cycle (SDLC) Life-Cycle Phases
Management Support
Need
As simple as possible
Change Readiness
Build and maintain momentum
Change Strategy
Communicate
Reinforce
Change!
Maintain effective communication Manage Change throughout the whole project Framework for Change
• • •
Ensure that Change Management is an intrinsic part of your project Make sure that your D/IM initiatives connect with the business Design - design for simplicity, rather than functionality
• • • •
Develop awareness of the project Reinforce using metrics, feedback and awareness sessions Maintain effective communication with all stakeholders Prepare for change! SLDC Step Image Source: Wikipedia http://en.wikipedia.org/wiki/File:Systems_Development_Life_Cycle.jpg
Approach / Methodology Change Management Ineffective change management is a major cause of failure in IM projects. You can mitigate this risk by following a structured approach
Communications and Change Management Plan STAKEHOLDERS
All EP Staff
ISSUES & CONCERNS
INTEREST & MOTIVATION
OBJECTIVES - BEHAVIOURS NEEDED
Imporoved IM will give people more time to focus on key business acyivities and measurable objectives. Improved access to information of known quality will allow people to make better decisions faster.
Increased IM awareness, buy-in New joiners for IM programs, people view information as a corporate asset, people know what IM people, tools and services are available, People understand their IM roles, know how to use IM tools, and are using IM tools and processes
SUBGROUPS
Deliver Change in Three Phases:
KEY MESSAGES
CHANNEL
DESCRIPTION
FREQUENCY / TIMING
Website Promo email to new staff
x PLC after onboarding (quarterly?) PLC
WH0 WILL DELIVER
IM in Onboarding package (printed material) IM Handout QRCs IM in onboarding courses IM Video Website Banners / link on intranet Newsletter email to users Direct mail to users Publication in internal magazine QRCs Brochures Handouts Posters Conference / Workshops / Presentations IM in tech courses TRIM days IM Video Message on Plasma screens Website Email on Information Retention Article in internal magazine Posters Handout / QRC Information Retention in offboarding process
x
HR Rep
x
PLC
Awareness of the need for change
Information is a corporate Digital asset, IM is everyones responsibility, IM roles have been defined, you need to Print understand what is required and how to do it
Desire to support and participate in the change
x PLC A plan accounting for organisational style and the Other x KD AB working style of stakeholders, teams and individuals Improved IM is an important Digital x Corp. Comms corporate initiative, Information every 3 to 6 months Corp. Comms affected
Existing staff
is a corporate asset, IM is everyones responsibility, IM roles have been defined, you need to understand what is required and how to do it
Knowledge of how to change
2. Assess Change Readiness Print
quarterly quarterly 1 or 2 times a year
Corp. Comms KD ?
An iterative approach to ensurex barriers are removed KD
Ability to implement required skills and behaviours Reinforcement to sustain the change
1. Develop the Change Strategy
x x x x
KD KD KD
3. Deliver targeted interventions to build the Momentum for Change Other
x
Combining: Communications, Sponsorship, Coaching, x Resistance Management & Training to ensure x sustainable change Retiring / leaving Information is a corporate Digital x staff
asset, Key information must be published before you leave Print
Other
x
x x x
FAQs
QUESTIONS
Contact information
[email protected] Tel: +44 118 969 8045 Mob: +44 7703 234 893
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