Upstream T&D Excellence Journey

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April 22, 2010

Workshop # 3 Participants

Information Management / DTI Workshop

Participants

ECP Attendees Booz & Company Support

• Claudia González (Gestión Información) • Eduardo Álvarez

• Tito Alonso Avella (Gestión Información) • Pedro Caruso
• Oscar Naranjo (Gestión Información) • Catalina Tobar
• Iván Plata (Gestión Información) • Armando García-Berumen
• Luis Alberto Aldana (Líder PMO GTD)
• Alirio Guerrero (DTI - Gestión Documental)
• Lucia C. Cuervo (GTD - Gestión Documental)
• Nelson Arturo (GTD)
• José Isaías Martínez (DTI)
• Mauricio Fajardo (DTI - E&P)
• Javier David Ospina (DTI - VEX)
• José Alfredo Reyes (DTI - VPR)
• Wilmar Amaya (DTI - Líder de Proyecto)
• Humberto Rueda (DTI - Arquitectura)

2
Today’s Agenda

Information Management Group

Workshop # 3

Time Duration Item Responsible

13:30-13:45 15 m Session Overview Claudia González

13:45-14:30 45 m Operating Model / Governance Booz & Co.

14:30-15:30 60 m RACIs Review Ecopetrol’s Groups Reps

15:30-15:40 10 m Break

15:40-16:20 40 m Information Management Roles Booz & Co.

16:20-16:30 10 m Session Wrap-up & Next Steps Claudia González

3
As per our plan, today will cover the agreed RACIs,
IM roles and a high level Operating Model

Ecopetrol E&P Activities IM Projects Capability Maturity

Sub-processes and Activities Months Years

2.1 Prospect / Project Management Mar’07 May 07-June 07 Y0 Y1 Y2 Y3 Y4 Y5 Y6 Y7 Y8

020101 Conduct asset and "Little e" reviews

020102 Regional opportunity mapping Detailed planning and

Strategy
Establish PMO
costing
020103 Catalog ideas/opportunities
Obtain
020104 Build project documentation 4- 6 Weeks
initial FM
Agree on Program
020105 Screen and high-grade ideas/opportunities recommendation kickoff
approval

020106 Select potential exploration and development projects Talent Management

Theme 1 Talent Management
020107 Prepare, attend and manage gate process (Capital Value Process (CVP), etc.)
020108 Scheduling of selected opportunities
Theme 2 Integrated Asset
EA
Integrated Asset Management
020109 Develop action plans for executing opportunities Management

SAP Greenfield spine

2.2 Prospect / Project Characterization Theme 3 SAP Greenfield Spine

020201 Plan, coordinate, and facilitate exploration/exploitation projects

Theme 4 Upstream Data Upstream Data Management Continual Updates
020202 Locate and gather project data
Management
020203
020204
Coordinate G&G data acquisition
Load data into interpretation tools Theme 5 Contractor Contractor Management
Procurement
Management
020205 Generate stratigraphic analysis
Brownfield
020206 Generate structural analysis Theme 6 Brownfield
Standardization
020207 Generate petrophysical analysis standardization

020208 Generate volumetric and material balance analysis Theme 7 Performance Performance Management

020209 Generate productivity analysis management

Service Mngmt
020210 Design and research recovery process Theme 8ERP-related technology Quarterly Reviews

020211 Meet with and respond to partners Opportunities

020212 Manage technical outsourced services such as G&G data management FM Mgmt
Methods&
Pilots and Rollouts
020213 Attend G&G field trips Theme 9 Integrated Project and improvement standards
Portfolio Management
020214 Communicate / coordinate with other functions
020215 Participate in the review and selection of potential exploration / exploitation projects (determination of completion intervals and picking of Projects
perforations)
2.3 Prospect / Project Economic Modeling

Today’s Workshop
Objective

Detailed DTI / GTD RACIs by Scope Activity

2.4 Land Management
High Level DTI / GTD Operating Model

Business

Requirements
Mgmt.

Solution Delivery

Governance

4
Workshop #3 objectives

Define “Success” for the Workshop #3

Workshop #3 Objectives Define “Success” for the Workshop

• Review and agree on recommended • Emerging alignment on the proposed
operating model and governance operating model and governance

• Validate agreed RACIs that include • Full alignment on the RACIs,

IM / IT Roles distinction and business specifically distinction between IM and
interrelations IT roles

• Review and understand proposed IM • Partial alignment on proposed ECP IM

roles based on industry standards roles regardless of where are sitting

5
Overview

Operating Model & Governance

RACIs Presentation

Information Management Roles

Wrap Up & Next Steps

6
As a recap, we defined the case for change and
vision for the IM function for Ecopetrol
Case for Change
• Ecopetrol is growing rapidly and the business is
becoming more complex (e.g. new partners, new
regions, etc.), increasing the need for excellence in
Information Management (IM)
• Ecopetrol has identified the improvement of IM as
one of its top corporate priorities, delivering
accurate information in a proactive fashion --
currently information for the Upstream is available
but not actively managed to drive decisions
• IT has centralized Ecopetrol IT functions, but the
Upstream IM group still may be conducting some
IT-type roles which need to migrate to DTI
• Data, information and knowledge management will
continue to proliferate and thus put more pressure
on Ecopetrol’s ability to manage it for the benefit of
the business performance
• While there is general agreement about the
distinction of roles between Upstream IM and DTI
at a high level, there is a lack of clarity at the
specifics
• The roles around IM need to be clearly defined so
that all groups involved can work together
Vision
• Reach excellence in the management of
Upstream information (information, documents,
knowledge)
• Lead the effort of transforming information into a
key corporate asset -- an asset that is protected,
preserved, and well maintained
• Upstream IM and IT working as an integrated
team with clear roles, accountabilities, and
decision rights
• For the IM group, this means acting as a partner
wit the business users to ensure they are
efficient in tier use of information for the highest
impact:
- Proactive information management
- QA/QC
- Bringing innovative ideas to the business
• Structured and standardized processes to
manage competing priorities and delivery of
services to the business
7
 And identified the hypothesis of root causes that
drive inefficiencies in IM
Identified Pain Points Root Causes
• Finding information is time consuming and sometimes not easily accomplished
in a timely fashion • Lack of governance leads to
• No single point of information and process validation (e.g. currently there is not misalignment of accountabilities and
a centralized entity checking for consistency from all relevant stakeholders responsibilities
when gathering official information)

• No clear guidelines in place to determine adequate management for individual • Lack of integration and alignment
IM-related projects (e.g. who should be responsible for an IM related project between the businesses, IM group, IT,
such as GITEP and why?) and vendors
• IM group solves help-desk type requests related to troubleshooting systems
(e.g. IM group serves teams on a per “ticket” basis, more transactional and
• No clear responsibility over certain
manual in nature)
• There is no clarity on who is the responsible / point of contact for certain supporting activities leaves IM group
support activities (e.g. requests for licensing are managed via various channels as default provider of support,
and no clarity on responsibility to schedule training courses for IT vendors) consuming a lot of time

• Legacy processes led to lack of clarity of who should be responsible for • Focus on transactional activities
technical document management within VEP (document management process prevents IM group to dedicate time to
is standardized across ECP) high value-added roles

• Lack of structure and standard processes causes that IM group and

businesses conduct similar activities (e.g. business frequently store internal • Absence of well established processes
technical information, regardless of whether IM group does the same) and standards causes duplication of
• Regardless of level of integration across functions, teams are not aligned to activities
secure seamless execution of activities

8
 For example - 9 different organizations touch a
technical application affecting one Business User
EXAMPLE

 Business Process Ownership

 Integration
 Functional and information  Configuration
Requirements 1 Functional  Testing
 Final information Owner & 1
Approval Expert &
2
Business Application
2
User Integrator
(Outsourcer)

Technical Technical
App App

3 4 5 6 7 information 8 9 Information
Infrastructure
3 4 5Technical 6 7 8 Support 9
& Systems HW Vendor App Vendor Management Supplier
Specialist (Outsourcer)
(IT) (IM) (Outsourcer)

 Desktop  HW support  Application  Application  information /  information /  3rd party

computing  HW trouble Management support Document Document information
 Database shooting  Application  Application Loading/ QA/ Loading/ QA/ such as lease
management  HW Vendor trouble QC QC positions, core
 Standards  training Management shooting  Outsourcing information, etc
 Storage  Vendor  Application Support  Information
performance training Management includes digital
and physical
information

9
Overview

Operating Model & Governance

RACIs Presentation

Information Management Roles

Wrap Up & Next Steps

10
 We believe a “Federated” operating model is
appropriate for Ecopetrol
Autonomy, complexity, best of breed Simplicity, efficiency, standardization

Recommended for Ecopetrol

Demand Mgmt.

Solution Delivery

Governance

Decentralized Federated Centralized

Regional/Functional
Regional/Functional Enterprise Delivery & Functional Global/Enterprise Services
 Function specific services delivered
 Full Service IT Provider in each  Full Service central/enterprise wide, IT
within each function
function - all services provided within provider
Delivery a function  Common services delivered centrally,
 Key decisions are centralized and
Model where there are economies of scale
 Investment decisions are made may be consensus driven, but once
Options functionally under few enterprise wide  Key decisions largely centralized, with adopted there is no ‘optout’
guidelines / policies input from functions in investments
and architecture

 Autonomy – Close structural alignment to  Facilitates cross functional knowledge &  Long term Speed – Efficient
the business best practice transfer deployment of common resources
Benefits
 Short term speed  Balances business alignment of  Simplicity – Process efficiencies and
functions with standards and speed standardization of business information
delivery

 Expensive & lack of corporate focus; less
able to capture scale benefits across the
Risks enterprise
 Large efforts to facilitate Information
sharing & integration
 Without clear accountabilities defined
between functions, there is potential for
slower decision making
 Even if accountabilities are set, must
align incentives or set program to ensure
sustainability of the model
 Limited ability to offer differentiated
services
Limitedtoability to offer differentiated
the business
services to the business

11
The strategy, design, and operations of Systems
and IM related functions typically overlaps

Who Has These Decision Rights?

Systems Information
Management (IT) Management (IM)
Strategy
Enterprise Architecture
Technical Applications
Vendor Management Business Processes
information Center Services
Manage Projects Manage Functional Architecture
Infrastructure Services
Capability Management Information Management
Corporate Applications
Budgets & Investments
IT Security
Project Management
Systems Integration
Innovation

Governance and Role Management

Allows for Efficient Decision
Making and Service Delivery

12
 An integrated IT operating model has three main
elements
1 2 Manage Functional
1 Business 2
1. Demand Mgmt.

Processes Reference Key Areas of Role Confusion

Architecture
 Business information  Business-back
requirements process architecture
 information
 Application
Integration
requirements architecture aligned
 Understand w/ business needs
business application  Infrastructure
requests architecture aligned
 Information / with business
document requests requirements

3 information 4 5 6 7 8 Portfolio 9 10
3 Center 4
Infrastructure 5Corporate 6 Technical 7Information 8Standards 9Systems 10IT Security
Services Services Applications Application Management and Delivery Integration
2. Solution

 Database  Network Mgmt.  Development  Development*  Data Acq, Loading,  Scoping  Design  Access
Delivery

Administration  Servers Mgmt.  Maintenance  Maintenance Integration, Maint,  Information Back

QC  Resourcing  Testing
 Information  Telecom Mgmt.  Support  Support up
 Document Acq,  Budgeting  Operate
Storage  Sample Apps:  Resilience
 End User  Sample Apps: Loading,  PMO  Maintenance
 Information Computing SAP, MS, HR, G&G, Reservoir, Integration, Maint.,
Security Drilling,  Upgrades
 System Perform. SCM, Treasury QC
 Archiving Mgmt. System Operations, HSE  Info Reporting
(Analysis / Report)

11 12 13 14 15 Manage 16
11Strategy 12Enterprise 13 Vendor 14Capability 15
Budgets & 16
IM Innovation
Architecture Management Management
Investments
3. Governance

 Business  Architecture across  Sourcing  Required skills  Prioritize portfolio  Market

Objectives business, application,
information, and  Negotiation  Deployment  Business case intelligence
 Business priorities  R&D Shared
technology architecture  Licensing / SLAs  Portfolio Budgeting
Developments  Combined reference
 Training  Roles and  Scheduling of  Test bed IT
 Technology architectures responsibilities
Developments  Definition of enterprise  Maintenance / resources and  Proof of concept
information model, Technical support  Training investment IM
 Standards &
Guidelines subject areas and  Performance deployment
entities to support core * Shared w ICP
processes

13
 With the right governance structured to support
decision making
Governance Framework Model Freq.
Suggested
Responsibilities
Attendees
• Sr. Business • Defines ECP Strategy and Performance
ECP Executives • Defines Major Business Needs and Changes
Technology Committee Bi-Annually
• Ser & Tec VP • Identifies Information Enhancements / Innovation
• E&P VP • Develops Security Strategy and Compliance
 IM strategy  Strategy confirmation • IT Director • Sets Information (IM & IT) Strategy w/ Business
articulation  Budget allocation • Business VPs • Updates Enterprise Architecture
 IM budget request • GTD / New • Approves Project Portfolio & Responsibility w/ Business
Quarterly Ventures Mgrs • Approve Technology Acquisitions w/ Business
IT / IM • Int’l Mgrs • Sets IM/IT Investment Budgets
Strategy • IM Head • Approves Policies / Standards for Segment IT
Council • IT Head • Resolves Major Supplier, Design, Build , Operate Issues
Decision Review Board (Split by Expl/Dev/Prod):
 Prioritized  IM standards • IM • Understands major projects and integrates w/Projects SCs
budget requests  Spend • IT • Synthesizes Business Demand and Reference Architecture
authorizations Monthly • Business Rep • Validates Policies / Standards for Upstream Information
(not manager) • Approves sourcing strategy for particular solutions
• Establish S&C standards and governs S&C
Decision Projects
• Track service levels and information quality
Review Steering
Boards Committees • Business
Major Investment Project Steering Committee:
Sponsor
• Govern Project Progress
• Portfolio Mgr
Weekly • Resolve Project Issues and Manage Risk
 Opportunity  Funding • Project Mgr
• Ensure Resource Availability
requests communication • Delivery
• Determines SLAs
 Identified issues  Execution status Managers
• Identify and communicates new business requirements
• Identify and communicates new technologies and
• IM requirements
Business Demand Daily
• IT • Build business case for investment
• Indentify IM/IT support issues
• Identify security related issues

14
The execution of these functions cuts across
Strategy, Design & Build, and Operation of solutions
Strategy & Planning Design & Build Operate
Strategy Strategy
• IM Business Obj. • Tech/Bus. Devel. • Standards

Innovation Innovation
• Market intelligence • R&D • Proof of concept
• Test bed
Capability Management Capability Management Information Mgmt Bus. Processes
• Deployment priorities • Required skills • Data/Document • Business
• Role and responsibilities acquisition information
Budgets & Investments • Data/Document requirements
Budgets & Investments loading
• Business case • Information
• Prioritize portfolio • Information
• Portfolio budgeting integration
• Scheduling of resources and
integration requirements
investment deployment
Portfolio Standards and Delivery • Information • Understand bus.
• Scoping • Budgeting maintenance application requests
• Resourcing • PMO • Information QA/QC • Information /
document requests
Systems Integration Systems Integr.
• Design • Testing • Maint.
• Upgrades • Operate

Enterprise Architecture Manage Functional Reference Arch. Infrastructure Services

• Business process architecture • Business process architecture • Network mgmt. • End user computing
• Application architecture • Application architecture • Servers mgmt. • System perform.
• Infrastructure architecture • Infrastructure architecture • Telecom mgmt.
• Combined reference architectures Information Center Services
• Database adm. • Information security
• information storage • Archiving

Technical App Technical App

• Development • Maintenance / Support
Corp. App Corp. App
• Development • Maintenance / Support

Manage Vendors Manage Vendors Manage Vendors

• Sourcing strategy • Negotiation/Licensing • SLAs • Maint./Tech. Support • Training

IT / IM Decision Projects Steering

Strategy Council Review Boards Committees
IM IT IM / IT 15
Overview

Operating Model & Governance

RACIs Presentation

Information Management Roles

Wrap Up & Next Steps

16
We worked with ECP groups to adjust the industry-
based RACIs for each operating model sub-process
1 2
1 2
Develop RACIs based on industry
standards
• Define group of sub-processes
and key activities based on:
> Industry Activity Dictionary
> Ecopetrol’s specific activities
• Set key roles taking part on
Information Management
activities (e.g. Functional
Owner, IM, IT, etc.)
• Design a Governance structure
to ensure ownership for each
activity
• Propose how each role
participates on key activities by
assigning detailed
accountabilities / responsibilities
RACI Methodology
Major three steps
Review and refine RACIs
with Groups
(break out by sub-process)
• Understand definition and scope
of key roles:
> Define IM & IT as two separate roles
regardless of where they sit
> Define Governance entities (e.g.
Decision Review Board)
• Validate completeness of sub-
process activities based on two
principles:
> Include key activities for
exhaustiveness
> Maintain a manageable degree of
granularity
• Define general roles &
responsibilities for each key
activity:
> Accountable
> Responsible
> Consulted
> Informed
3 Today’s Workshop
3
Present RACIs
to extended team
• Present defined RACIs to other
groups
> Confirm clear IM and IT roles
distinction
> Socialize other parties /
stakeholders involvement
• Agree on deployment and
collaboration flow of every
stakeholder at the defined
extent
• Establish next steps and
owners for detailed reviews of
RACIs (i.e. review what the “R”
means)
17
We applied standards definition to assign roles &
responsibilities for each activity

RACI Definition

• Responsibility: Individual and / or group responsible for

R completing and /or implementing the task at hand. Responsibility
may be shared, as determined by the team

• Accountability: Individual and / or group holding delegated authority

Objective with the ability to approve or decline decisions and who is ultimately
A accountable. Individual committed to deliver a desired outcome (yet it
• Define clear roles and may not be the one conducting the actual work)
responsibilities based on
identifying the actors
involved in achieving a
given output and defining • Consulted: Individual and / or group contacted for advice which
how they participate on it C may influence the activity prior to a final decision or action

• Informed: Individual and / or group that needs to be informed

I after decisions are made or actions taken so that they may fulfill
their duties

18
The teams will now present the agreed RACIs
resulting from the work sessions

RACI’s Break-Out Groups

Each Group will have 5
min to present RACIs
Participants
Group Sub-processes Reviewed
(*Today’s Presenter)

• Business Process Management • Alexis Ocampo*

• José Isaías Martínez
1 • Functional Reference Architecture
• Iván Plata
• Enterprise Architecture Management • Claudia González
• Technical Application Management
• Mauricio Fajardo*
• Vendor Management
2 • Iván Plata
• Application / Systems Integration • Claudia González
Management
• Lucía Cuervo*
• Data Management • Claudia González
3
3
• Document Management • Sandra Becerra
• Alirio Guerrero

• Portfolio Standards & Delivery • Oscar Naranjo*

• Mauricio Fajardo
4 • Budget & Investment Management
• José Alfredo Reyes
• Innovation Management • Claudia González

19
 Information Management RACIs Review
Group 1

Governance
Sub Process

App/ Other
Functional Data / AI
HW Decision Project
Activity / Deliverable Owners IM IT Document
Ven-
Ven- Strategy (Partners,
(Business) Suppliers dors Review Steering
dors Council Procurement)
Board Committee
Manage Business Processes Functional Reference Architecture

Define business process architecture (activities,

A R C I I I I C/R C
outputs, inputs)
Define information flow through process activities A R C I I I
Define business process data model and (technical)
R A C I C C C C
standards

Define information integration requirements A R C C C C I C

Define technical reference application architecture

A R C C C I R R
(applications and related DBs)

Define infrastructure architecture (HW, networks,

C C A/R C C I R R
telecomm)

Define business process architecture (activities, flow,

C C A/R I C C R I
outputs, inputs)
Define application architecture (applications and
Managemen

Reference Architecture C C A/R I C C/I R I

related DBs) = Local Architecture i.e. Exploration, Production
EA

Define infrastructure architecture (HW, networks,

Note: Infrastructure C C A/R I C C/I R I 20
telecomm)& Systems Services, Corporate Systems/Applications activities are out of scope - i.e. RACI not proposed
 Information Management RACIs Review
Group 2
Governance
Sub Process

App/ Other
Functional Data / AI
HW Decision Project (Partners,
Activity / Deliverable Owners IM IT Document
Ven-
Ven- Strategy
(Business) Suppliers dors Review Steering Procurement,
dors Council Board Committee Sourcing Brd.)

Understand & communicate application functionality A R C I R R I C

Understand & communicate systems functionality A C R I R R I C
Technical Application Management

Understand & communicate application data model A R I I R C C

Develop application integration and configuration
requirements C A/R R I R R C
Determine number of application licenses A R C C I C C
Specify application functionality maintenance &
support requirements C A/R C R C C C/R C
Specify systems functionality maintenance and
support requirements C C A/R R C C C/R C
Deliver application functionality maintenance and
support C A/R C R C C C
Deliver systems functionality maintenance and
support C C A/R R C C C
Track application performance and business benefits A R C C C I C C/R
Track application (systems/infrastructure related)
performance A C R C C I C C/R
IM Vendor Management Application

Understand vendor market & functional match A R C/R C C I C C C

Identify and source appropriate Vendors A R C/R C C C C R C
Support contract negotiation C A/R C C C C C C C R(Procurement)
Administer vendor licensing C A/R C/R(1) C C C I C C
Support and administer Vendor based training A R C/R(1) R R R I I R R(HR)

Administer vendor maintenance and technical

support standards C A C/R(1) R R C I I I

Understand business process and data flow

requirements A R C I R R
Understand data and information configuration
requirements A R C I C C C R
Mgmt
Integrati

Note: Manage technicalof/ IT

(1) Responsibility functional system
only related integration
to systems (use support (e.g. if the application training also needs further training such as specific database training)
/ infrastructure
cases, testing,&piloting,
Infrastructure Systems roll out) process
Services,
A R C R R
Corporate Systems/Applications activities are out of scope - i.e. RACI not proposed
I C R 21
 Information Management RACIs Review
Group 3 - (1 of 2)

Governance
App /
Process

Functional Data / AI Other

HW
Sub

Activity / Deliverable Owners IM IT Document Ven- Strategy Decision Project

(Business) Ven- Review Steering (Partners)
Suppliers dors
dors Council Board Committee

Manage data / technical document management

A R I R C C C C
requests
Define data acquisition / search services and
A R I I I I C I
management strategy
Generate Technical Data Set(1)

Define process and steps to acquire data A R I R R I

Establish clear standards and guidelines for data
A R I C R C/I C/I
acquisition
Search Services

Gather business requirements for data acquisition R A I R C I C/I

Prepare data set generation agreement with partners
A/R C I R I R
and suppliers
Execute data set generation activities A/R R/C I R C/I
Define data search process R A C I C R I C
Establish parameters / criteria for data search
A R C C C I C
services
Maintain communication channel with other
A R I I C C C
information sources out of ECP
Collect data from other sources (outside from ECP) A/R R I R C
Research data within "in-house" sources A R C C
Techincal Data(1) Loading

Define data loading standards and procedures A/R C I C I C/I C

Manage unstructured (physical and digital) data
C A/R C R/C C C/I C
upload steps
Manage structured data (physical and digital) upload
C A/R C R/C C C/I C
steps

Check completeness of data uploading results A/R R C R/C C C

Notes: (1) Document Management contemplates the same RACI but applied not only to data, but to documents (including registries)
Infrastructure & Systems Services, Corporate Systems/Applications activities are out of scope - i.e. RACI not proposed
22
 Information Management RACIs Review
Group 3 - (2 of 2)

Governance
Sub Process

Apps
Functional Data / AI Other
/ HW Project
Activity / Deliverable Owners IM IT Document
Ven-
Ven- Strategy Decision
(Business) Suppliers dors Steering (Partners)
dors Council Review Board
Committee
Techinal Data(1) Maintenance Technical Data(1) QA/QC Analyze / Report

Define data maintenance standards A R C C C I

Establish IM SLAs and performance requirements A R C R I C R

Manage data back up, storage and retrieval

A R C C I C R
processes

Define process for QA/QC for technical data A/R R I C/I I I I C

Execute QA / QC of technical data in project and
A R I R I I C C
corp DBs
Define QA / QC data for migration (e.g. update of
A/R R I I I C I I C
applications)
Execute QA reviews after migration (e.g. update of
A/R R I R R R I C C
applications)
Perform data QA / QC after data owner interpretation
A/R R I R I C
(final checkpoint before loading into corp DBs)
Standardize report formats for functional applications A R C R C R
Generate reports formats for functional applications A R I R C
Integrate technical documents based on
standardized formats such as base maps, seismic A R I R C R
lines, well logs, cross sections, petrophysical
Ensure reports are archived A R C R C I C R

Notes: (1) Document Management contemplates the same RACI but applied not only to data, but to documents (including registries)
Infrastructure & Systems Services, Corporate Systems/Applications activities are out of scope - i.e. RACI not proposed
23
 Information Management RACIs Review
Group 4
Governance
Sub Process

Apps Other
Functional Data / AI
/ HW Decision Project
Activity / Deliverable Owners IM IT Document
Ven-
Ven- Strategy (Partners,
(Business) Suppliers dors Review Steering
dors Council Procurement)
Board Committee
Strategy Management

Understand corporate information priorities R R R I I R A R

Track new business developments R R R R R R A I
Track technology developments R R R R R R A I

Determine standards C C C C C A R C/I

Determine project scope, duration, and deliverables A C C I C C C R C(PMO Corp)

Determine resourcing requirements such as 3rd party,
Portfolio Standards

A C C I C I C R I(PMO Corp)
internal and functions
and Delivery

Perform budgeting analysis in time and money A C C I C I C R C(PMO Corp)

Determine risk and mitigation actions A C C I C I C R I(PMO Corp)
Establish a Project Management Office and
A C C I C I C R C(PMO Corp)
accountabilities
Execute a project based on PMO standards A C C I C I C R C(PMO Corp)
Deliver infrastructure maintenance projects C C A/R I C I C C
Deliver application maintenance projects A R R/C I C I C C
Budget & Investment Management In

Prioritize Portfolio A C C I C R R C C
Perform Portfolio Budgeting A C C I C R C R C

Determine Scheduling of resources and investment

A C C I C C C R C
deployment

Note: Infrastructure & Systems Services, Corporate Systems/Applications activities are out of scope - i.e. RACI not proposed 24
As a result, we achieved agreement upon IM and IT
roles distinction - going forward we face challenges
Accomplishments
• Regardless of where role sits (e.g. GTD or
IT), the team agreed to division of
responsibilities for areas posing conflict
• Ensured each sub-process was defined
exhaustively balancing the right level of
granularity at the activity level
• Defined responsibilities beyond IM/IT gaining
consensus on the required involvement from
other parties / stakeholders
• Incorporated governance structure into
detailed activities to solve for areas of shared
responsibilities and lack of ownership
• Validated operating model activities and
supporting RACIs with active collaboration of
IM and IT team members
Challenges
• “Right people on the right place” - People
skills are not properly aligned to successfully
execute proposed split of activities (e.g.
technical specialist does not have wide
functional knowledge of Seisworks)
• Overcoming the preconception of “who is
accountable for what today” hampers the
allocation of responsibilities to the most
adequate party
• “No clarity of agreed information
management process” - Beyond IM and IT,
mainly businesses, do not always participate
with the required level of involvement
• Misaligned incentives of IM / IT teams results
in inconsistent levels of engagement and
willingness to work collaboratively
25
Overview

Operating Model & Governance

RACIs Presentation

Information Management Roles

Wrap Up & Next Steps

26
Certain roles will deliver results for the three main
elements of operating model ILLUSTRATIVE

1 Governance
E&P IT
Production Manager
Development
Information Leader Infrastructure and
Business E&P
Information Leader E&P
Portfolio Delivery Systems Services
Information Leader IM
and Standards
Leader
Leader

One per Business

One per Business

3 Solution Delivery
Solution Delivery

Demand IM Applications Systems IM Partners

Demand
Business
Analyst Analyst Analyst Analyst Analyst
Analyst
Demand
Analyst
One per Business One per Function / One per Domain
One per Business majorOne per Function
Business Process/ One per Domain
major Business Process
2 Demand Management IT Role
IT Role
IM Role
IM Role
Business Role
Business Role

27
And provide input, participate and manage IM
projects ILLUSTRATIVE

E&P IT
Production Manager
Development Infrastructure and
Project Steering Committee
Information Leader
Business E&P
Information Leader E&P Systems Services
Information Leader Portfolio Delivery
IM
and Standards
Leader
Leader
One per Business
One per Business

Business Project Manager

User / Sponsor (Virtual or Dedicated)
• Define project objectives and
•scope
Define project objectives and
scope workplan, deliverables,
• Prepare
•and
Prepare workplan, deliverables,
milestones
and milestones
• Execute as per plan
• •Report
Execute as perand
progress planfindings
• Report progress and findings

IM Projects
IM Projects
Demand IM Applications Systems
Demand
Business Analyst
Analyst Analyst Analyst
Analyst
Demand
Analyst
One per Business One per Function / One per Domain
One per Business majorOne per Function
Business Process/ One per Domain
major Business Process
IT Role
IT Role
IM Role
IM Role
Business Role
Business Role

28
 Industry standard roles to meet Information
Management requirements for E&P FOR DISCUSSION
Roles High Level Description Roles High Level Description
• Responsible for business process understanding and • Responsible for all EP IM / applications support
Business associated information model including Exploration, GTD, and Production
E&P
Information • Responsible for Business Reference architecture and • Liaison with IM providers and support vendor mgmt
IM Leader
Leader explaining requirements to certain IT functions • Support adherence to EP and corporate standards
One per Business
• Responsible for Business Reference Architecture
• Focal point for all IT requirements / requests
• Support data / information management from a • Have end-to-end visibility of all projects portfolio (e.g.
Demand E&P Portfolio
Analyst commercial standpoint budgets, timeline and scope)
Delivery and
• Supports BIL managing business demand • Develop standards and processes for all IM projects
Standards
• Define and implement Risk Management policies
Leader
• Participate in Projects Steering Committees
• Organization of all EP specific IT activities
E&P IT • Manage service levels and resource deployment • Ensures application functionality performs correctly
E&P IT
Manager • Support vendor management processes for apps,
Applications • Managing upgrades and integration of functionality
Manager systems, IM
Analyst between applications
• Liaison to application providers

Solutions Delivery
One per Business /
Infrastructure • Responsible for all system support for ECP major Business Process • Liaison with Corporate Information (e.g.
and Systems • Liaison with system providers documentation) team for document standards
Services(1) • Support adherence to EP and corporate standards
Manager • Support vendor management • Responsible for IM assurance
IM • Supports business with info acquisition and loading
Analyst • Supporting information integration between
Systems • Responsible for delivering infrastructure support
One per Business / applications
Analyst • Ensuring all desktop, servers, network is performing major Business Process • Liaison to IM providers
• Liaison to system support outsourcer • Liaison to DM providers
One per Domain

• Define project objectives and scope • Single point of contact between ECP and partners
Project • Prepare workplan, deliverables, and milestones IM Partners • Supports businesses with information requests from
Manager • Execute projcet as per plan Analyst partners
(Variable Role) • Report progress and findings • Interacts with Applications Analysts to ensure
information meets application / business requirements
Business Role IT Role IM Role

Note 1: Role that currently exists under DTI structure and would not be changed
29
Overview

Operating Model & Governance

RACIs Presentation

Information Management Roles

Wrap Up & Next Steps

30
 Next Steps

• Refine high level role descriptions and responsibilities

> Define roles and focus per area (e.g. for solution delivery, do we focus them on each
business or by major business process)
> Determine whether certain roles can be combined and how to best suit Ecopetrol’s structure

• Prepare implementation plan laying out key activities required to stand-up new
organization and proposed model. Practical suggestions that will include:
> Communications plan
> Detailed definition of roles and responsibilities
> Plan to bridge capabilities gap
> Definition and launch of key processes such as Demand Management, design of Architecture,
and solution delivery (using the methodology used to define information management roles
and link to CSC)

• Socialize recommendation with key stakeholders (e.g. Business VPs and Managers)
and get buy-in

31
Para uso restringido en Ecopetrol S.A. Todos los derechos reservados. Ninguna parte de esta presentación puede ser reproducida o
utilizada en ninguna forma o por ningún medio sin permiso explícito de Ecopetrol S.A.