Presentation Outlines - CCOP · Communities of Practice Emerge within social networks and around...

1

Knowledge Management Practices in Petroleum Management Unit (PMU), PETRONASKnowledge Management Practices for Superior Performance

Knowledge Management Best Practices

Presentation Outlines :-

• Lesson learnt Review• Expert Interview• Community of Practice (CoP)




Lesson Learnt

“ A lesson learnt is knowing about what should be avoided

or should be repeated the next time a similar action or

project is performed”

Why do we need to know?•To benefit from our mistakes and successes

Improved performanceTime savedReduced costsBetter customer satisfaction

How?Repeat good practicesAvoid or improve known mistakesIncrease knowledge of individual and team

“Mistakes and successes are the

portals of discovery”

Adapted from James Joyce, Irish writer

2



What is Lesson Learnt Review?What is Lesson Learnt Review?

• A facilitated session to obtain lessons from any tasks, activities or projects

• Conducted at the end of a significant stage in a project

• Follows a simple structured method

• A session to learn and to share with own group or other groupsby capturing and sharing in suitable platforms or systems



Lots of Lessons Learnt!

But these only benefit the company if they are treated properly ….

• Done consistently and according to agreed standards

• Proper processes put in-place to capture and share

• Shared with customers that would benefit from the lesson learnt

Appropriate platforms identified or developed

Customers identified and given access to the learning

• And also equally important, have intention and drive to learn from all

our key activities

Lots of Lessons Learnt!

But these only benefit the company if they are treated properly ….

• Done consistently and according to agreed standards

• Proper processes put in-place to capture and share

• Shared with customers that would benefit from the lesson learnt

Appropriate platforms identified or developed

Customers identified and given access to the learning

• And also equally important, have intention and drive to learn from all

our key activities

What is the deliverable of an LLR?

3



Setting up and conducting LLR

Formal

In-formal/ad-hoc Personal

Types LLR



Setting up an LLR1. “Formal” LLR

• More preparation and planning

• Meetings may take place over a couple of hours or a couple of days, depending on the scale of the project.

• May have video or audio taping• Allocate approximately 15-20 minutes per project member

Who should attend:• Facilitator • Project Manager• Whole project team – max. 20• Knowledge customer –next project team/line dept?

• Sometimes team can agree to leave Heads or senior staff to be left out, to make discussion more open.

2. Informal or ad-hoc LLR

- Can be done on the spur of the moment. - Format is simple and quick – a ‘pencil and paper’ or flipchart

3. Personal reflection• Individual lesson learnt, Answers the same basic questions

1. “Formal” LLR • More preparation and planning

• Meetings may take place over a couple of hours or a couple of days, depending on the scale of the project.

• May have video or audio taping• Allocate approximately 15-20 minutes per project member

Who should attend:• Facilitator • Project Manager• Whole project team – max. 20• Knowledge customer –next project team/line dept?

• Sometimes team can agree to leave Heads or senior staff to be left out, to make discussion more open.

2. Informal or ad-hoc LLR

- Can be done on the spur of the moment. - Format is simple and quick – a ‘pencil and paper’ or flipchart

3. Personal reflection• Individual lesson learnt, Answers the same basic questions

4



When should a LLR be held?

• IMMEDIATELY AFTER

• a key phase has been completed

• deliverable is achieved or project completed

• any key events that offer learning opportunity

• The key word is “IMMEDIATELY AFTER ”

why….

Team members – available

Project - still fresh

Issues -‘unvarnished’

Learning - applied immediately



A sample of LLR

Team:

Additional notes (on the projects or LLR):

Team leaders and team members:§ Ismail Isa – TL§ M Rozaidee – TM§ Che Zan - TM

Facilitator :Document prepared by : Date : 10 Apr. 2006

Short description on project:The intergraded online web based system that will enable PMU staff to

capture and share knowledge and information and as and integrated platform for PMU to capture and retain intellectual capital:

• Leveraging on each others expertise • Learning from success and failures• Capture and share context, latest knowledge/information and decisions on

projects and on key subject matter.• Build upon PMU key work processes and knowledge areas

Project /Initiative/tasks Title: PMU Information System 3 – Developing Expert Directory Module

A i) Background A ii) Objectives

Why the difference? (Why some objectives not met? Why any other differences?)

• UAT and training scheduled during school holidays and festive seasons. Users were not available.

• Project scheduled did not cater staffs or users availability to do UAT and training.

• Lack of involvement with KM focal points at every progress stage.• System requirement studies were conducted not comprehensive.• iPerintis did not updates and test each sub-module design to seek feedbacks

and comments for improvement.

How can we improve in the future?

• To review project schedule with team members and avoid activities involving users during long holidays or festive seasons.

• To secure users commitment from start to end project duration.• Make aware on cost impact on any project delays and secured their senior

management commitment.• Ensure comprehensive studies were conducted with involvement from users

affected.• Secured regularly review project progress to ensure requirements are met with

attendance of all team members and affected users

What happened ( Met all objectives? Other achievements or results)

• Kick off one day meeting and deliberated with users from respective departments in PMU to seek views and requirements.

• System designed using .NET technology. • System was designed and developed by iPerintis.• IPerintis used their non-core resources.• Delayed in User Acceptance Test (UAT) and training due to unavailability of

users.• Incurred extra cost as change request made due to the delay.• Systems completed and roll out on 9 December 2005.

Objectives : (can include purpose, objective, roles of each members and key success factors, and key processes and workflow etc.)

• To incorporate PMU users requirements on the system design.• To design and develop PMU Information System - Expert Directory Module

using latest technology.• To outsource the design and system development to iPerintis.• To roll out the system by Dec 2005.

5



A sample of LLR..cont.B i) Key Success

What went well ?• Developed initial system frame work that make

iPerintis learned faster to gauge requirements.• Standardised existing PMU IS.

How can we repeat ?

• Have clear objectives.• Make a lot of reference in designing appropriate

system.• Discuss with expert for advice.

Why ?• Clear objectives.• Make reference to other sim ilar system for

system design.

B ii) Key Failures (Other than failures identified in the objective section A ii)

B iii) Specific actionable recommendations

What did not go well ?• Delayed in UAT and training.• No commitment from Users.• Project updates and review system design by

iPerintis is not regular. Required changes during later stage cost delayed in system designing and project completion.

How to improve or avoid in the future ?

• Users need to be involved in every stage of the project.

• Awareness on the cost impact to the users and senior management is critical to secure users and senior management commitment.

• To have regular updates on project status.• Avoid UAT and user training programme near

or within public holidays and festive seasons.

Why ?

• Users were not involved in every project progress

• No commitment obtains from senior management to secure their resources.

• No regular meeting conducted with iPerintis and no involvement or commitment from users.

• Conducted UAT and training within public holidays and festive seasons.

What could be immediately applied?

Ways to share these lesson learnt ?

• Department Meeting• Teamspaces

What need further review ?

• Project Manager

• Users

• Conduct comprehensive system feasibility study prior engaging iPerintis.

• To secure users or department commitment from start to end.

WhenWhoWhat

WhenWhoWhat

• Planning stage

• Project Manager

• Users

• Details on the scope of work – Resources and Project schedule

• Planning stage



Capturing Lesson learned – learning and sharing success and failures through LLR

Kanowit-1 Well Location

Top Cycle IV/V

6








Expert Interview

Rapid Knowledge Acquisition:a practical knowledge-acquisition

techniques

Rapid Knowledge Acquisition:a practical knowledge-acquisition

techniques

7



“Though we have taken massive strides to document know-how in the form of processes and procedures on

our comprehensive engineering knowledge base (Intranet), much more valuable knowledge is stored in the form of stories, lesson learnt and experiences.

Knowledge, is what you miss the most when the experts are not around”.

Why we conduct expert interview?Why we conduct expert interview?



ChallengesChallengesPeople

Time – Expert and Panels

“Expert” shy away- culture

ProcessWork coordination.

Effectiveness of facilitation techniques.

TechnologyVerbatim transcription – time consuming

System accessibilities – network speed

PeopleTime – Expert and Panels

“Expert” shy away- culture

ProcessWork coordination.

Effectiveness of facilitation techniques.

TechnologyVerbatim transcription – time consuming

System accessibilities – network speed

8



Expert Interview System – Process flowExpert Interview System – Process flow

Acquire Transcribe, QC & upload

Publish & accessible via online

1 – 2 months1 – 2 monthsTimelineTimeline






9



COMMUNITY OF PRACTICECOMMUNITY OF PRACTICE

A powerful K-strategy to introduce, sustain and innovate the practice of KM

A powerful K-strategy to introduce, sustain and innovate the practice of KM



Communities of Practice

Emerge within social networks and around Business Process. In such environment actors :

•Create trustful relationships achieve a cultural equilibrium•Share same work practices and tacit knowledge•Achieve cultural equilibrium•Enhance their ability to communicate and learn

Within a COP its members share knowledge collectively :•They learn from each other•They deal with change more efficiently•They improvise, apply and evaluate new innovative work practices

10



What are Communities of Practice ?What are Communities of Practice ?

Communities of Practice are groups of people :-• Who share a passion for something that they know

how to do.

• Who interact regularly to learn how to do it better.



Strategy on raising knowledge and building KM capability through CoP as the key enabler by developing CoP around

the business process

Strategy on raising knowledge and building KM capability through CoP as the key enabler by developing CoP around

the business process

• Conduct knowledge management familiarizationprogramme

• Establish KM CoP to support KM initiatives

• Convert existing project teams in PMU to CoP -(Content specific CoP)

• Conduct knowledge management familiarizationprogramme

• Establish KM CoP to support KM initiatives

• Convert existing project teams in PMU to CoP -(Content specific CoP)

11



CoP and 8 Key K-principles will support Corporate Agenda

CoP and 8 Key K-principles will support Corporate Agenda

CoP

1. K-Identification1. K-Identification

2. K-Acquisition2. K-Acquisition

3. K-Application3. K-Application

4. K-Sharing

5. K-Development5. K-Development

6. K-Creation

7. K-Preservation

8. K-Measurement8. K-Measurement

ConnectivityConnectivity

TodayMovingOnwards

Existing KSAH

Existing KSAH

Expected KSAH

Expected KSAH

Professional Competency

K-GapsK-Gaps

8 key knowledge principles

8 key knowledge principles



CoP A CoP B

KM CoP

Content SpecificCoP

Business Case Or Value PropositionBusiness Case Or Value Proposition

H.O.D Project Team 1 Task force 1Key managers Project Team2 Task force 2H.O.D Project Team 1 Task force 1Key managers Project Team2 Task force 2

• Unofficial K-network of people driven by content and passion/obsession

• Unofficial K-network of people driven by content and passion/obsession

Corporate Vision, Mission, Philosophy

Corp/Dept Objectives and goalsCorp/Dept Objectives and goals Quantitative & measurableQuantitative & measurable

Qualitative long term Strategic focusQualitative long term Strategic focus

Output of COP

Specialized Knowledge• Ideas• Innovated solutions• Modified/new ideas• Breakthrough

design• Technical

recommendations• Research findings• Future

problems/solutions• Others

Output of COP

Specialized Knowledge• Ideas• Innovated solutions• Modified/new ideas• Breakthrough

design• Technical

recommendations• Research findings• Future

problems/solutions• Others

CoP as a powerful K-Strategy to introduce,

sustain and innovate the

Practice of KM

CoP as a powerful K-Strategy to introduce,

sustain and innovate the

Practice of KM

12



CoP and Project Team – a comparision

CoP and Project Team – a comparision

• Self-organising • Professional volunteers• Professional focus• With emphasis on learning,

collaboration and innovation

• Define by passion• Indefinite / self-sustaining• Trust and personal

commitment

• Self-organising • Professional volunteers• Professional focus• With emphasis on learning,

collaboration and innovation

• Define by passion• Indefinite / self-sustaining• Trust and personal

commitment

• Formed by management• Members are identified• Specific goals and

deliverables• Clear roles definition• Multifunctional • Predetermined time frame• Held by official obligation

• Formed by management• Members are identified• Specific goals and

deliverables• Clear roles definition• Multifunctional • Predetermined time frame• Held by official obligation



Roles & ResponsibilitiesRoles & Responsibilities

Self Organising CoPs– Champion– Expert/Thought Leader– Networker – Communicator– Administrator

Self Organising CoPs– Champion– Expert/Thought Leader– Networker – Communicator– Administrator

13



Self Organising or SponsoredSelf Organising or Sponsored

• Self Organising– Also self governing– Fragile

• Attempts to manage them can drive them underground– Resilient

• Members come and go as interests and issues shift and evolve• Disband and often reform if the caucus of interest is too small

• Sponsored• initiated, chartered, and supported by management• They get needed resources and they have more formal roles

and responsibilities

• Self Organising– Also self governing– Fragile

• Attempts to manage them can drive them underground– Resilient

• Members come and go as interests and issues shift and evolve• Disband and often reform if the caucus of interest is too small

• Sponsored• initiated, chartered, and supported by management• They get needed resources and they have more formal roles

and responsibilities



Lessons LearntLessons Learnt

• Focus on knowledge important to both the business and the people

• Use networks that already exist• Typically these networks have thought leaders and influential

members

• Find a well-respected community member to act as coordinator

• Make sure people have time and encouragement to participate

• Build on core value of the organisation• Match core cultural values rather than try to change them

• Use KM to enable the community to pursue something that they already value

• Focus on knowledge important to both the business and the people

• Use networks that already exist• Typically these networks have thought leaders and influential

members

• Find a well-respected community member to act as coordinator

• Make sure people have time and encouragement to participate

• Build on core value of the organisation• Match core cultural values rather than try to change them

• Use KM to enable the community to pursue something that they already value

14



CoP Success StoriesCoP Success StoriesNOKIA

• A highly innovative enterprise with 65,000 branches worldwide

• Has 23,000 COPs . In NOKIA innovation is achievable through COPs. Every 25 days a new model gets in the market

SIEMENS

• A knowledge-based enterprise (awarded for 3 consecutive years as MAKE)

• COP as a bottom-up approach. Started in 1997 with 15 members (unofficial/volunteers).

• COP KM at Siemens is a company wide COP

• Grew so fast that it needed a central office to coordinate and organise cross-Group KM activities led to the a task force at corporate level. (getting Mgt support and COP had becomed formalised)

Xerox

• COPs having supported research at the Institute for Research in Learning in the 1980’s.

• Today COP are deeply embedded into Xerox Culture.

NOKIA

• A highly innovative enterprise with 65,000 branches worldwide

• Has 23,000 COPs . In NOKIA innovation is achievable through COPs. Every 25 days a new model gets in the market

SIEMENS

• A knowledge-based enterprise (awarded for 3 consecutive years as MAKE)

• COP as a bottom-up approach. Started in 1997 with 15 members (unofficial/volunteers).

• COP KM at Siemens is a company wide COP

• Grew so fast that it needed a central office to coordinate and organise cross-Group KM activities led to the a task force at corporate level. (getting Mgt support and COP had becomed formalised)

Xerox

• COPs having supported research at the Institute for Research in Learning in the 1980’s.

• Today COP are deeply embedded into Xerox Culture.



Other companies leveraging on CoPsOther companies leveraging on CoPs

• Johnson & Johnson• General Motors• Pillsbury• The World Bank• The Veterans

Administration• Chevron

• Philip Morris• Daimler-Chrysler• IBM• Intel• Lucent Technologies• Motorola• BP

15



“The heart of intelligent human performance is not the individual human minds but groups of minds interacting with each other and with

tools and artifacts”

IEEE

“The heart of intelligent human performance is not the individual human minds but groups of minds interacting with each other and with

tools and artifacts”

IEEE

Systems and infrastructure



• Learn from the mistakes and success of others, you can never live long enough to make them all yourself

• Don't brood over past mistakes or failures…. Do not repeat them!

• Success often lies just the other side of failures

• Learn from the mistakes and success of others, you can never live long enough to make them all yourself

• Don't brood over past mistakes or failures…. Do not repeat them!

• Success often lies just the other side of failures

Thank youThank you

Presentation Outlines - CCOP · Communities of Practice Emerge within social networks and around...

Documents

Transcript of Presentation Outlines - CCOP · Communities of Practice Emerge within social networks and around...