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Knowledge Mgmt Grp Presentation

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Nixon Ng Bujang
Nixon Ng Bujang

British Petroleum (BP) is an international oil and gas company based in London. BP was an early adopter of knowledge management (KM) in the 1990s. This case study focuses on one of BP's KM initiatives called Virtual Teamwork, which used technology to support collaboration across distances. Virtual Teamwork proved useful in 1995 when it helped repair a drilling ship's equipment failure in the North Sea within hours using a video connection, avoiding major losses. Other KM initiatives at BP included Operational Excellence, Peer Assist, After Action Review, and Retrospect. Critical success factors for BP's KM included top management support, clear plans and policies, sufficient budgets, excellent technology, and measuring results objectively.

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Masters of Management QGM6043 BRITISH PETROLEUM (BP)
INTRODUCTION - British Petroleum (BP) is an international oil & gas based in London, UK. - Third largest energy company in the world - Fourth largest in the world based on its 2011 income - One of the six oil & gas "super majors - BP under the leadership of its former CEO Lord Browne was among the first to embrace it in mid-1990s when KM first emerge - BP has since used KM where experience of its employees & experts around the world are put all together to create the best practice & competitive advantage
CASE STUDY -Case study is on one of KM initiatives of BP called Virtual Teamwork (VT). - Main objective of the initiatives was to support collaboration across the barriers of distance & organizational structure through the use of sophisticated technology
CASE STUDY - Main goals of VT was increasing efficiency & effectiveness in decision making, reducing cost, adhering to schedules and creatively solving problem
CASE STUDY - VT in 1995 proved very useful when a mobile drilling ship (leased at $150,000 per day) in North Sea halt its operation due to an equipment failure -The faulty hardware was easily repaired with the help of a BP drilling equipment expert in Aberdeen using a video camera connected by a satellite onboard from VT -Saved BP from huge losses as the down time was only a few hours
OTHER KM INITIATIVES OF BP - Operational Excellence (OE) - Peer Assist - After Action Review - Retrospect - Human Portal.
THE CRITICAL SUCCESS FACTORS (CSF) OF BPS KM INITIATIVES KM Initiatives CSF - Undivided top management support - Clear Organizations Policy and Plan - Sufficient budget - Great core team Virtual - Excellent pilot project with Teamwork superb hardware/software package and coaching program - Result measured objectively by engaging independent consulting firm - BPs personnel commitment and enthusiasm Strategy/ies Used - Collaboration supported across the barriers of distance and organizational structure through the use of sophisticated technology. - Creative and efficient sharing of knowledge and best practices with the help of technology - Pool areas of expertise to support real operational or strategic business needs - Task-specific knowledge sharing and developing partnership with other units and companies
KM Initiatives CSF Strategy/ies Used - Focused on manufacturing & operations base which is one of Operational the key areas of Operational Excellence: Excellence. - Operations - OE portal where process Value Process assessments are completed. (OVP) - External Valuators which is an internal group of people who did -Capturing best in BP knowledge practices. -Identifying areas for improvement. -Providing assurance that performance gaps are closing. the process assessments. - Synergies building among project teammates. Peer Assist - Project teammates helping each other with important issues facing the team. - Project teammates meeting when needed to get their peer insights on important issues facing the project.
KM Initiatives CSF - Assumptions, expectations and Strategy/ies Used - Past lessons should help inform goals are made explicit which can current and future planning. provide a frame for subsequent - A simple and quick 4 questions activity. format where participants are After Action - A simple way in learning quickly ask: Review (AAR) from the successes and failures of (1) What was supposed to tasks. happen? -The ease of use and to remember (2) What actually happened? made AAR easily adopted and (3) Why were there differences? implemented. (4) What did we learn? - Conducte in more dept where specific lessons and insights for Retrospect - Capturing specific lessons and future project are captured. insights for future project by - Evaluation done directly by interview. interview.
KM Initiatives CSF Strategy/ies Used - Identifying and cultivating a particular - Managers helping staff Human Portal type of T-shaped to identify third party in manager who connects organization who can people seeking provide the much needed information with those information. who can help them effectively serving as human portals.
KM OBJECTIVES & STRATEGIES THAT CAN BE IMPLEMENTED IN RMAF - VIRTUAL TEAMWORK - OE - PEER ASSIST - AFTER ACTION REVIEW
CONCLUSION -BP as one of the pioneer in KM has benefited greatly from their KM initiatives - Very significant - attributed around $260 million of added value - Until now, BP has continuously improved & supported its KM program & projects across its organization & the world.

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Knowledge Mgmt Grp Presentation

  • 2. INTRODUCTION - British Petroleum (BP) is an international oil & gas based in London, UK. - Third largest energy company in the world - Fourth largest in the world based on its 2011 income - One of the six oil & gas "super majors - BP under the leadership of its former CEO Lord Browne was among the first to embrace it in mid-1990s when KM first emerge - BP has since used KM where experience of its employees & experts around the world are put all together to create the best practice & competitive advantage
  • 3. CASE STUDY -Case study is on one of KM initiatives of BP called Virtual Teamwork (VT). - Main objective of the initiatives was to support collaboration across the barriers of distance & organizational structure through the use of sophisticated technology
  • 4. CASE STUDY - Main goals of VT was increasing efficiency & effectiveness in decision making, reducing cost, adhering to schedules and creatively solving problem
  • 5. CASE STUDY - VT in 1995 proved very useful when a mobile drilling ship (leased at $150,000 per day) in North Sea halt its operation due to an equipment failure -The faulty hardware was easily repaired with the help of a BP drilling equipment expert in Aberdeen using a video camera connected by a satellite onboard from VT -Saved BP from huge losses as the down time was only a few hours
  • 6. OTHER KM INITIATIVES OF BP - Operational Excellence (OE) - Peer Assist - After Action Review - Retrospect - Human Portal.
  • 7. THE CRITICAL SUCCESS FACTORS (CSF) OF BPS KM INITIATIVES KM Initiatives CSF - Undivided top management support - Clear Organizations Policy and Plan - Sufficient budget - Great core team Virtual - Excellent pilot project with Teamwork superb hardware/software package and coaching program - Result measured objectively by engaging independent consulting firm - BPs personnel commitment and enthusiasm Strategy/ies Used - Collaboration supported across the barriers of distance and organizational structure through the use of sophisticated technology. - Creative and efficient sharing of knowledge and best practices with the help of technology - Pool areas of expertise to support real operational or strategic business needs - Task-specific knowledge sharing and developing partnership with other units and companies
  • 8. KM Initiatives CSF Strategy/ies Used - Focused on manufacturing & operations base which is one of Operational the key areas of Operational Excellence: Excellence. - Operations - OE portal where process Value Process assessments are completed. (OVP) - External Valuators which is an internal group of people who did -Capturing best in BP knowledge practices. -Identifying areas for improvement. -Providing assurance that performance gaps are closing. the process assessments. - Synergies building among project teammates. Peer Assist - Project teammates helping each other with important issues facing the team. - Project teammates meeting when needed to get their peer insights on important issues facing the project.
  • 9. KM Initiatives CSF - Assumptions, expectations and Strategy/ies Used - Past lessons should help inform goals are made explicit which can current and future planning. provide a frame for subsequent - A simple and quick 4 questions activity. format where participants are After Action - A simple way in learning quickly ask: Review (AAR) from the successes and failures of (1) What was supposed to tasks. happen? -The ease of use and to remember (2) What actually happened? made AAR easily adopted and (3) Why were there differences? implemented. (4) What did we learn? - Conducte in more dept where specific lessons and insights for Retrospect - Capturing specific lessons and future project are captured. insights for future project by - Evaluation done directly by interview. interview.
  • 10. KM Initiatives CSF Strategy/ies Used - Identifying and cultivating a particular - Managers helping staff Human Portal type of T-shaped to identify third party in manager who connects organization who can people seeking provide the much needed information with those information. who can help them effectively serving as human portals.
  • 11. KM OBJECTIVES & STRATEGIES THAT CAN BE IMPLEMENTED IN RMAF - VIRTUAL TEAMWORK - OE - PEER ASSIST - AFTER ACTION REVIEW
  • 12. CONCLUSION -BP as one of the pioneer in KM has benefited greatly from their KM initiatives - Very significant - attributed around $260 million of added value - Until now, BP has continuously improved & supported its KM program & projects across its organization & the world.