Since 1995 Repsol YPF has worked on internal workflows and processes that ensure data is adequately captured, stored and visualized by those who need it. Data becomes information when placed in its proper context. Yet the challenge was how to make this information, via understanding and experience, a Knowledge Asset which our personnel could use from anywhere in the world. The goal became to adequately call on the disperse knowledge base of the company, yet minimizing repetitive interactions. In 2001 a model for Knowledge Management in Repsol YPF was developed, based on the accumulated experience reviewed from many companies inside and outside the O&G industry. The Model is based on four pillars, the first three strongly related to people/human resources, the last one necessary to align the effort with the company strategy and results: Communities of Practice Identifying what we know and don't know Enhancing participation through adequate recognition Adequate performance metrics. The IT front end technology adopted is critical to enable the processes and workflows the Community of Practice defines. As such it is not an element which can be taken lightly if one is to ensure the long-term success of the Knowledge Assets. While the model was being developed, pilot Communities of Practice were defined in areas having a direct effect on our key strategic goals: Reserves replacement, Production increase and Operational efficiency. Our model, the importance of company culture and how to overcome issues these created are presented as part of our key learnings. The results of this work during 2001 and 2002 will be shown. The IT issues that were raised, and how adequately they resolved the demands of the Communities of Practice will be discussed. Lastly, we present factors which we have not adequately resolved, and which we believe the industry would benefit from global collaboration.

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