Page 372 - Intelligent Digital Oil And Gas Fields

Transitioning to Effective DOF Enabled by Collaboration and Management of Change 311

Fig. 8.12 Model of how teams progress over time to high effectiveness through step-
wise facilitation. (Based on Tuckman, B., 2016, MindTools. www.mindtools.com.)

effort with “transportable lessons” for success, which include: (1) to share
accountability, team members must have clear alignment and full commit-
ment to organizational or project goals; (2) team’s behavioral expectations
must be clearly defined and reinforced by management; (3) a team’s
decision-making authority and process requirements must be clearly
defined; (4) teams must know rules for keeping each other informed and
how to interact across distance; (5) the skills required for each specific team
must be clearly defined and developed (“monitor and coach”); and (6) cel-
ebrate success and assimilate new members effectively.

8.3.2.1 Competency Development
For many decades, the oil and gas industry has provided staff development
opportunities which have included formal courses, external and internal,
mentoring, diverse job changes, apprentice situations, etc. Industry has in
place formal processes for learning and competency evaluation. However,
intelligent DOF puts a premium on these learning opportunities and compe-
tency development for engineering quality, data analytics, and collaborative
work processes. This section discusses examples of learning management
(training), competency management, and their synergy, which is often
thought of as knowledge management (KM).
A global leader in oil and gas training, development, and competency
management defines competency as “as set of defined and observable skills,
knowledge, abilities, and behaviors required to perform a specific job”
(IHRDC, 2014). The first part of this definition, “skills” and “knowledge”