Page 377 - Intelligent Digital Oil And Gas Fields

316 Intelligent Digital Oil and Gas Fields

The SPE has partnered with IHRDC to offer a competency manage-
ment tool (CMT), which has an individualized dashboard to identify learn-
ing gaps, a plan of action, and progress toward the goals. The dashboard is a
valuable tool for both individual staff members and management. The CMT
has 41 competency areas and 8 job functions: Production Engineering and
Operations; Project and Facilities Engineering; Business Development
(Operating Company); Supply Chain; Health, Safety and Environment;
Business Development (Service Companies); Subsurface; and Engineering
(Entry Level).

8.3.2.3 Knowledge Management
KM refers to systems and processes that store, organize, and retrieve knowl-
edge to improve the efficiency of collaboration for learning teams. KM tools
help companies capture and manage knowledge and integrate knowledge
and experience within the operational systems.
Gilman and Kuhn (2012) describe a KM process wherein the system cap-
tures correlations between actions and their results from multiple asset teams.
The system can correlate similar situations to help users “explore previous
events, issues and solutions” to relate to a current situation in the field.
David (2016) describes a comprehensive KM system that enables
employees to leverage collective knowledge and experience of experts.
The systems allow employees to discuss the strategy, methodology, and
use cases in establishing a collaborative KM foundation. The system features
that enable this collaborative foundation include an integrated knowledge
base, KM workflows, virtual community of practices, data analytics, and col-
laboration tools to embed knowledge as part of routine operational
workflows.

8.3.2.4 Team Synergy, Behaviors, and Role Transition
Chapter 1, Section 1.6 discussed that, although helping build successful and
effective teams is vital for DOF, it’s just a part of the DOF change manage-
ment challenge. For maximum effectiveness of DOF teams (i.e., gains in
operational efficiency and output), teams working in DOF environments
need to be liberated, authorized, stimulated, and pampered. This type of
change involves many other stakeholders around the core business and
has consequences for the organization (the way work is structured and orga-
nized) and for the way they are managed (leadership and culture), which is
fundamentally different from existing traditional ways based on siloed sep-
aration of disciplines. High-performance teams do not just happen by