Abstract

Description

One of the perennial challenges of a Collaborative Work Environment deployment is how to demonstrate and quantify the value of benefits that arise from the investment. There does not appear to be a consistent approach to measuring the benefits either at the point of implementation, or on an ongoing basis.

Indeed most oil companies have to rely on just some form of a Post Implementation Review to provide a snapshot of the performance and to extrapolate benefits and savings based on this.

Application

While this approach will enable some measure of effectiveness at one particular point in time, this does not help on an ongoing basis. Considering the costs in terms of time and money typically invested in such implementations, a more precise form of measure is required for management purposes.

This paper looks at the approach used by PDO, the range of performance measures and KPs that were considered and that have been adopted. This approach is now being used across PDO’s the enterprise wide deployment of their second generation CWEs across Oman.

Results

From the work carried out at PDO, a number of measures were identified that enable both the effectiveness of the implementation and the operational performance to be reported on. The operational performance measures are such that these are used across all ten assets and enables regular monthly metrics to be recorded and used for management purposes.

Observations

The work and experience to date has highlighted a number of key learnings

  • Importance of Measures – with any type of programme of this nature which requires investment of time and resources, some means of being able to assess and measure the resulting business improvements is important.

  • Clarity and Purpose of Use – while the project team may well be involved in the development and capture of the measures, ultimately the business needs to take ownership for them.

  • Time to Develop and Agree - the time and effort required to identify and agree the measures should not be underestimated. Every asset will have different views as to what is important to measure.

  • Need to establish initial benchmark – while additional measures may and indeed should be introduced when required, it is important to create or establish and initial set of readings as early as possible.

  • Not all the benefits from collaborative working are tangible – but the fact that improvements can be measured and quantified is a powerful message and encourages further use of the CWE to support business operations.

  • Need to integrate into the regular operational monthly quarterly reporting –the agreed measures should be integrated with and included with the existing operational monthly reports as soon as possible.

  • Importance of including performance measures in sustainability – one of the other challenges of maintaining an effective CWE post implementation relates to sustainability.

Conclusions

From the work carried out a number of measures were identified that enable both the effectiveness of the implementation and the operational performance to be reported on. While these have not been easy to agree and do require a level of collect and assess on a regular basis there is real value from this work. The operational performance measures are such that these are used across all ten assets and enables regular monthly metrics to be recorded and used for management purposes. These will continue to be used over the lifetime of the CWEs.

Significance of Subject Matter

This demonstrates that a structured and considered approach taken during the deployment of a Collaborative Work Environment can be used to help to provide both a measure of the actual implementation as well as more importantly a means to monitor to assess the value and benefits being provided once in live operation.

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