integrated knowledge at transpetro: creating a …...integrated knowledge at transpetro: creating a...

Integrated Knowledge at Transpetro: Creating a KM Program for a

Petrobras Organizational Unit

Duilio Fedele Design Manager

Transpetro

Engineering Area – Design Dept.

[email protected]

Raquel Balceiro KM Coordinator

Petrobras

Engineering, Technology and Supply Area – Human Resources Dept.

[email protected]

Resumé

Raquel Balceiro, KM Coordinator Civil Engineer and Business Administrator

PhD in Industrial Engineering

15 years acting in Knowledge Management and 10 years in Oil & Gas Sector

Duilio Fedele, Design Manager Chemical Engineer and Business Administrator

Specialist in Refining and Pipeline Engineering

28 years acting in Oil & Gas Sector

Disclaimer

Agenda

• Transpetro – Petrobras Transporte S.A.

• The Design department in Engineering area of Transpetro

• The Talent Enigma in the Energy Sector

• Adopting a Knowledge Mapping Initiative

• Results and Lessons Learned

Transpetro Petrobras Transporte S.A.

Transpetro - Petrobras Transporte S.A.

• Transpetro is present in the majority of states in Brazil;

• Operates more than 14 thousand km of oil and gas pipelines, as well as 48 terminals and 60 oil tankers;

• Symbolizes the arteries of the Petrobras System, acting as an element of national integration;

• As full subsidiary of Petrobras, Transpetro operates through the Pipelines and Terminals, Maritime Transport and Natural Gas segments;

• It was created on June 12th 1998 in accordance with the legislation that restructured the oil sector in Brazil;

• Its expertise guarantees to the Company the title of the main fuel transportation of logistics company in Brazil, operating as a strategic element for boosting Brazilian economic and social development.

Company head office,

in Rio de Janeiro


• Transpetro’s activities bring together the production, refinery and distribution areas of the Petrobras System, and extend to the importation and exportation of oil and oil byproducts, gas and ethanol;

• Besides Petrobras, its main client, Transpetro renders services to various distributers and the petrochemical industry;

• Abroad, it operates through its subsidiary Fronape International Company and collaborates with Petrobras in the implementation of international projects;

• In accordance with its growth strategy, Transpetro has been giving priority to the investments in expansion projects and modernization of its maritime fleet, and its pipelines and terminal installations.

• Therefore, the Company is preparing to take on the challenge of increasing production generated by attaining self-sufficiency in oil, as well as being attentive to the opportunities created by the new opportunities opening up in the Brazilian energy sector.

The Talent Enigma in the Energy Sector

The Talent Enigma in the Energy Sector

• The oil and gas industry is currently perceived as not very environmentally attractive even though it employs a number of environmentally friendly technologies.

• Each company has to contribute to promotion of the industry to help increase the critical supply of engineers, both from within the country and from abroad.

• The reduction in enrollment in energy programs has had an unexpected impact on the image of the industry. The energy industry reduced its profile as a competitive employer in the media and on college campuses across the country during downturns in the economic cycle (during 80’s – 90s). Without the need to hire, the industry allowed other voices to speak to generations X and Y. Unfortunately, the loudest voices were deeply critical of the energy industry.

The Talent Enigma in the Energy Sector Estimate of the potential talent gap of petrochemical professionals and petroleum engineers (PTPs)

in the exploration and production sector in 2015

Source: Schlumberger

Business Consulting: 2011 SBC

oil and gas HR benchmark

survey (Paris).

Adopting a Knowledge Mapping Initiative Context

• In the beginning of 2012, Transpetro decided to institutionalize a Knowledge Management Strategy, following the path of its holding Petrobras.

• This decision was taken by a Commission, with representatives of all areas of the company, that supported the prioritization of KM initiatives.

• Using the APQC's methodology of Knowledge Mapping as a starting point, the Transpetro's KM cell gave consultancy in KM to the Engineering area, specifically to the Designing Team (DT).

The Design Department in Engineering Area

Adopting a Knowledge Mapping Initiative What did the manager need to know?

The manager expected to have these 3 questions

answered at the end of this work:

• What is our strategic knowledge?

• Which of this strategic knowledge is in a critical

situation?

• What is the action plan to preserve and leverage

strategic knowledge?

? ?


• Diagnostic: – The Dept. has a team about 50 high-qualified employees (Design

Team), mostly formed by specialized engineers and technical professionals with a great diversity of knowledge, related to Mechanics, Electrical, Civil, Processes, Automation, Instrumentation, among others, in an average age of 50 years.

– This is a Department that deals with a great number of new demands each year to develop projects for all areas of Transpetro, most of them, to improve the existing installations, many from 60’s and 70’s, which request a deep knowledge about the specificities of each operational unity, including equipment and operations;

– So important than the technical knowledge are the context knowledge and the historical knowledge for every new project. Every demand has a new team involved, immersed in different cultures, dealing with distinct features. Maybe it is the most important aspect to be consider by the project coordinator.


• Diagnostic:

– To be ready to act as internal consultants, these employees need a

great time of preparation (formal education) and experience in the sector (at least, 10 years) what turns the succession planning very difficult to implement for any manager.

– It is necessary a culture of preservation, organization and updating of project documentation.

– In some areas, the demands increased substantially in the last years, while in others, they reduced drastically;

– So a highly value skill is the coordination of the team work, to reach the project objectives.

Adopting a Knowledge Mapping Initiative

Adopting a Knowledge Mapping Initiative Objectives

• It was developed a method to build a knowledge taxonomy to the area, preparing the group to be submitted to an auto diagnosis of knowledge proficiency, understanding the gaps of knowledge the group had and establishing a knowledge developing roadmap.

• By doing this, it was possible to reach some objectives: – who was the guys with absolute domain about an specific knowledge, which

could play the role of Mentor to novices, increasing the synergy among team members ;

– what was the readiness to the business of all strategic knowledge assigned by the DT;

– what was the actual need of T&D to each member of the team;

– which of every critical knowledge was already explicit, registered in the knowledge base of Transpetro, ready to be reused as if it was necessary;

– which activity could be contracted and which one must not;

– how to enable improvements in the definition of the future number of employees.

Adopting a Knowledge Mapping Initiative Definitions

Critical Knowledge

Presents potential of scarcity in the short term in the organizational environment, and should be preserved and developed. If not available, it can disturb the performance of activities.

Strategic Knowledge

Directly related to the organization or business unit strategy, essential to the execution of the core processes, part of the core competence of the business.

1 2 3 4

It can be outsourced

It must be developed internally


Strategic Knowledge


Critical Knowledge


1 2 3 4




Very Strategic

Little Critical

Little Strategic

Very Critical

Very Strategic

Very Critical

Little Strategic

Little Critical

1

2

3

4

How critical the knowledge is.

Ho

w m

uch

th

e kn

ow

led

ge

con

trib

ute

s to

str

ate

gy.

Source: Petrobras, Human Resources, 2008.


Knowledge Taxonomy

Strategic Knowledge

“AS IS” Knowledge Map

“TO BE” Knowledge Map

Strategic x Critical

Action Plan

• What is our strategic knowledge?

• Which of this strategic knowledge

is in a critical situation?

• What is the action plan to

preserve and leverage strategic

knowledge?


Knowledge Taxonomy

Strategic Knowledge

“AS IS” Knowledge

Map

“TO BE” Knowledge

Map

Strategic x

Critical

Action Plan

Taxonomy in 3 levels: 1st – Plant description 2nd – Equipment 3rd – Academic background

It was possible to identify 120 vectors of Knowledge (levels 1+2+3)

Adopting a Knowledge Mapping Initiative Workshop


Strategic

knowledge

Knowledge Taxonomy

The 120 vectors was resumed in 40 strategic vectors of Knowledge


Knowledge Taxonomy

Strategic Knowledge


Map


Map

Strategic x

Critical

Action Plan

Strategic Knowledge


1 2 3 4



2

4

Adopting a Knowledge Mapping Initiative Building the “AS IS” and “TO BE” maps

• The staff prepared two maps: the “as is” map, with the current scenario demonstrated by the diagnostic, and latter the “ to be“ one, which included the desired effective teamwork, both in number and skills needed for each team member.

• The elaboration of the “to be” map required an analysis of the individual profile of each team member (skills), considering a way to expand the team’s performance and to increase the wisdom of the team in order to answer the company's needs.

• The manager was the most qualified professional to this knowledge prioritization based on a project portfolio analysis.

• The group took care to define a senior specialist in each knowledge area.

Adopting a Knowledge Mapping Initiative Workshop – The team builds the “AS IS” Map

Scale adopted with the levels of proficiency used for

the auto diagnosis

I have academic background, I know rules and procedures very well, I

participated actively in important projects and I can work as a mentor.

I have academic background, I know rules and procedures very well

and I can work autonomously.

I have academic background and I can do supervised work.

I have no academic background.

4

3

2

1

Wis

do

m &

Exp

eri

ence


Map used for diagnosis (“AS IS”)

Level 1 Level 2 Level 3

4

3

2

1


Knowledge Taxonomy

Strategic Knowledge


Map


Map

Strategic x

Critical

Action Plan


Knowledge Taxonomy

Strategic Knowledge


Map

Strategic x

Critical

Action Plan


Map


Knowledge Taxonomy

Strategic Knowledge


Map


Map

Strategic x

Critical

Action Plan

Critical Knowledge



Graph resulted from Diagnostic


Map of Explicit Knowledge


Knowledge Taxonomy

Strategic Knowledge


Map


Map

Strategic x

Critical

Action Plan

Internal processes

T&D

DT

team

Results & Lessons Learned

Adopting a Knowledge Mapping Initiative Results

• Primary results obtained: 1. This project allowed professionals to understand better in

what activities they could also work in.

2. The managerial body understand better why it’s so important to keep explicit and updated the organizational knowledge, giving access to the right people in the right moment;

3. Each requirement to the T&D area has now a strong argument and related justification;

4. The high executives know exactly what kind of professional they have to attract and retain;

Adopting a Knowledge Mapping Initiative Results

• Primary results obtained: 5. We could find what specialists could be mentors;

6. Each task could be redistributed based on the demands received and prioritized and the portfolio of projects could be better distributed due the skills/competencies of the team, finally known;

7. It was possible to improve the synergy of the team, while putting together specialists in complementary areas of knowledge;

8. Each DT's member feels now as co-responsible to help developing the others.

Adopting a Knowledge Mapping Initiative Lessons Learned

• During the auto diagnostic phase, it’s important to have a trained moderator to identify who is underestimating or super estimating yourself;

• Some areas of knowledge were in the past considered strategic, but they aren’t anymore. It’s important to have special attention to the employees that used to be the specialists in these areas, because they can show some resistance to the project and to the idea of changing their working field. Some detailed feedback and information about the objectives of the project must be given in order to avoid this behavior.

• When putting together some professionals, it’s clear that we have a better interacting among people of different generations, than among just senior people. Managers must be aware of this.

Adopting a Knowledge Mapping Initiative Lessons Learned

• In an engineering company like ours, maps and graphs have a great power of influence with senior management in order to obtain resources to the project, and should be widely adopted;

• This is a continuous learning process, which requires that all assumptions are revised and improved each year.

Adopting a Knowledge Mapping Initiative Key Success Factors

• The key factors of success to this project were:

1. The sponsorship of high executives of the Engineering Area,

2. The commitment and enrollment of the manager of the DT,

3. The clear communication of the main objectives of the

project to all team members, and finally,

4. The strong comprehension of everyone about the benefits of

the knowledge mapping project.

QUESTIONS & ANSWERS

THANK YOU!

Duilio Fedele Design Manager

Transpetro

Engineering Area – Design Dept.

[email protected]

Raquel Balceiro KM Coordinator

Petrobras

Engineering, Technology and Supply Area – Human Resources Dept.

[email protected]

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