|
Kajian Kes I : Pelaksanaan Pengurusan Pengetahuan dari Perspektif PETRONAS (MPM)
Penceramah: Puan Adnawiah Adnan ( adnawiah@petronas.com.my )
Case Study I: Implementation of Knowledge Management Programme from PETRONAS (MPM): Aligning People, Process and Technology
1. The case for KM in PMU - to address ever increasing Business Challenges
Ageing facilities, HSE issues & improving reliability to meet production target
Major portion of remaining undiscovered resources in Malaysia are in Deepwater/ Ultra deepwater
Worldwide discoveries continue to decline
High attrition & wide experience/ knowledge gaps between young & senior technical staff
2. PETRONAS applies the Wheel of Knowledge model to express the range of different ways that knowledge can be used and communicated in an organization
3. Using Wheels Of Knowledge, a series of Knowledge Mapping sessions are conducted with stakeholders to uncover KEY knowledge assets that are critical to our operations…..
Findings from K Mapping helped us develop the RIGHT strategy and intervention to manage the WHO and the WHAT …
Findings from K mapping helped us develop the RIGHT strategy and intervention to manage the WHO and the WHAT …
Knowledge Strategy sessions are also conducted with management team to align KM focus with organizational strategy
4. Our KM Strategy enlists KM Vision, Mission, Key Strategic Thrusts, Value Based KM Solutions and Focus Area to steer KM direction, focus the efforts & sustain the momentum towards achieving KM end state
A holistic KM approach aligning people, process, technology – supported by intensive change management helped us do the THINGS RIGHT..
5. People – changing the right people, the right way, at the right moment
|
Education & Awareness
-KM TOOLS Training
-KM awareness class
-Cross Functional Pgms
-Special briefing
|
KM Conversation with top management
|
KM Moments
One on one meeting with teams on knowledge requirement / challenges
|
|
PMU Sharing Summit
-Yearly event
-Highlight Success Stories, Best Practice and LL
|
Open Day / Exhibition KM exhibitions / promotions during special occasion such as Eid Gathering, Townhall
|
Community of Practice (CoP)
-Over 100 technical CoPs in PETRONAS
-Some CoPs with PSCs
-Semi—structured
-Quarterly progress tracking
-Deliverables include best practice documentation, PTS
|
6. Process – transforming the way people works
|
Knowledge Mapping
Assess operational knowledge requirements, gaps and KM interventions
|
Business Process Workflow
-LOF process flows
-Highlight Integration points (exploration, development, production, HSE, Planning)
-Tie to key knowledge artifacts
-Over 500 total processes at Level 0, level 1, Level 2 details
|
|
|
Lesson Learnt
- Before project
- During project
- After project
- Track LL reuse
|
Expresso
Transfers critical tacit knowledge via a structured interview / sharing session
|
Good Practice worth repeating
- good practice site
- KPI on good practice replication
|
7. Expresso (Experience Sharing Session) enables timely and massive knowledge capture & transfer of key critical knowledge. Via Expresso, know-how are transferred on the ‘spot’ as well as captured and preserved for future reference
8. Technology – enabling a single destination for all knowledge requirement
9. Change Management – an influential mechanism for the masses to subscribe KM
Key Take Aways
If you are not sure where/how to initiate KM, start with K mapping
Technology alone does not change behavior
Address your users’ knowledge ‘pains’ – not your ‘wish list’
Focus mainly on connecting people and local knowledge
Focus on KM solutions that enable massive transfer of knowledge
People respond positively when their supervisors are supportive – so target on the boss
Context is more important than content
|
