KNOWLEDGE MANAGEMENT

PROJECT
2009 - 2010

A PROJECT PROPOSAL
CLIENT : BADAN OPERASI BERSAMA PT. BUMI SIAK PUSAKO – PERTAMINA
HULU
TABLE OF
CONTENT
INTRODUCTION
Introduction
Knowledge management
infrastructure

For BOB Pertamina Hulu - PT. Bumi Siak Pusako, to survive and
sustain its growth it needs to develop and nurture new knowledge ,
stimulating innovation, sharing existing tacit knowledge within its
organization.
Knowledge entry
One of the concern at BOB During the construction phase of a
project, mainly in finding oil reserves, is most project-related
problems, solutions, experiences and know-how are in the minds of
individual engineers and expert.
The tacit knowledge & experience are still exists in the head of
engineers and experts. When they decide to put down their job in
the organization, they will bring all the know-how and experiences
with them. Therefore, this situation represents a major loss for BOB
who do not preserve the know-how and experiences of senior Organizational knowledge
engineers and experts.
Stored knowledge
Experiences and knowledge should be preserved and managed in
order to ensure that they belong to and stay in BOB. They should
be captured, modeled, stored, retrieved, adapted, evaluated and
maintained.
Knowledge Management in oil & gas phase deals primarily with the
process of creating value from knowledge about finding oil reserve,
do effective drilling operations, manage organization and
companies. In a dynamic oil & gas business environment, the ability
to exchange information from various source and the different
formats becomes crucial to reusing and updating knowledge.
When individual learns together, they will grow more rapidly than
Personal knowledge
could have occurred otherwise

Knowledge retrieval
OBJECTIVES
Objectives
The “end state” of Knowledge Management at BOB is a transformation to become a learning organization,
where Knowledge Management will be embedded within organizational culture.

In this way , BOB can constantly adapt to dynamic and drastic environmental business change by aligning
knowledge processes with company objective.

The implication of this Knowledge Management project at BOB will result in :

Imp
rov
the e
exe
c
Improve of f ution
utu
productivit pro r
Retain Best ject e
y& Talent s
efficiency within BOB

Improve
Attract Reduce the ability
Best Talent Time & of BOB to
from Cost of manage
outside solving Change
BOB problems
APPROACH
Approach

Our approach to implement Knowledge Management at BOB

PSK are

01. Top down

The overall strategic direction of the organization is used to

identify the focus of the knowledge management initiative.
This is reflected in a series of activities designed to meet this
broad goal.

02. Bottom up

Research is conducted into the activities of staff involved in

key business processes. The findings of this research
highlights key staff needs and issues, which are then tackled
through a range of knowledge management initiatives.
METHODOLOGY
 “Problem” “Transition “End State”
Explicit
High Turn-Over State” Knowle
Formalized
rate of Sharing dge Knowledge
geologist/geo- Culture Management
physics in BOB, objecti
for as
difficulties in Learning Organization ves
retaining the Tacit
Organizatio Culture – “a
knowledge in n
Knowle
learning
related area dge
organization”
Restructuring Explicit Transforming Tacit
Knowledge Knowledge
Improve
productiv
Diagnostic KM readiness KM Implementation KM Nurturing ity &
efficiency

Objective: Objective: Objective: Objective:

Audit organization structure Restructuring the way Implement the system Perpetuating the ‘sharing Attract
& attributes that organization store and needed to build the “KM culture’, make sharing Best

System Verification
encouraging or discouraging utilize the explicit culture”, to transform tacit thing as a habit, part of Talent
the capturing of tacit knowledge knowledge into explicit daily work, embedded in from
knowledge in BOB Restructuring the knowledge that can be well- business process outside
Review how organization attributes in order to documented and widely
manage its explicit encourage BOB
Process the “sharing utilized by organization
Targe
knowledge culture” for tacit Targe Target
t: : t: :
knowledge
People Restructuring Planning Community of Practice Working Culture Reduce
Time &
Enabling Learning Cost of
Culture Re-engineering process Leadership Actions solving
Environment
problems
Informal Meeting, “work &
Content Socialization Company Policy
play”
Improve
Process Implementation ‘Daily Routine’ the
execution
of future
Technology Enabler projects

Output: Output: Output: Output:

Gap analysis between
what happened, what
actually happen, and
what should happen
Identified System (hard
& soft) need to be
resolved, to flourish the
condition for KM purpose
Proper utilization of explicit
knowledge
People readiness for
integrated KM implementation
Well established system to
encourage the “sharing
culture”
Well-established organization A strong sharing habit that Improve
infrastructure needed to enable learning
organization the
strengthening the “sharing ability of
culture”, in order to make it as
part of daily work, a working Well-documented of tacit BOB to
habit knowledge manage
Change
Technology to help organization Well established system
store and utilize the knowledge and culture in utilizing and
ACTIVITIES, TIME LINE & COSTS
Diagnostic
Diagnostic KM Readiness
 KM
Diagnostic KM Readiness Implementation
 KM
Diagnostic KM Readiness KM Nurturing
Implementation