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A perspective on
process management
within a large
corporation
Kevin Prior
WMS Coordinator-Special Projects
Triaster Solutions Conference, Woodland Grange
16 October 2014
Disclaimer and important notice
This presentation contains forward looking statements that are subject to risk factors associated
with oil and gas businesses. It is believed that the expectations reflected in these statements are
reasonable but they may be affected by a variety of variables and changes in underlying
assumptions which could cause actual results or trends to differ materially, including but not
limited to: price fluctuations, actual demand, currency fluctuations, drilling and production
results, reserve estimates, loss of market, industry competition, environmental risks, physical
risks, legislative, fiscal and regulatory developments, economic and financial market conditions
in various countries and regions, political risks, project delay or advancement, approvals and
cost estimates.
All references to dollars, cents or $ in this presentation are to US currency, unless otherwise
stated.
References to “Woodside” may be references to Woodside Petroleum Ltd. or its applicable
subsidiaries.
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Introduction

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Who is Woodside
My role in Woodside
Triaster Solution and my role
My history with process
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Current Woodside Management System
The current WMS
was introduced circa
2009. The media is
mainly narrative
based and in
function structure.
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Value
Capture
Business Activities
STRATEGY AND
PLANNING
INFORMATION
MANAGEMENT
PEOPLE MANAGEMENT
DRILLING AND WELL
SERVICES
Value
Generation
SUBSURFACE
SERVICES
DEVELOP
OPERATE
EXPLORE
ENGINEERING
SERVICES
RISK, COMPLIANCE
AND RESILIENCE
TRADE AND
TRANSPORT
LOGISTICS
SERVICES
HEALTH, SAFETY AND
ENVIRONMENT
COMMERCIAL AND
FINANCIAL
MANAGEMENT
TECHNOLOGY
SERVICES
ACQUIRE
ASSESS
Value
Optimisation
ABANDON
DIVEST
NON-PRODUCING
ASSET MANAGEMENT
STAKEHOLDER
MANAGEMENT
PERFORMANCE AND
CHANGE
MANAGEMENT
VALUE STREAM ACTIVTIES
SUPPORT ACTIVITIES
MANAGEMENT ACTIVTIES
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WMS Upgrade where Process Maps Fit
•
Compass (Values, Mission,
Vision, Strategic Direction)
•
Policies (Intent [statement]
and Strategies)
WHAT
•
Business
Activities
Objective [statement as to
the desired outcome]
• Expectations and Controls
Application
Tool
(Basically the Rules by which
we work)
Global
Apply globally
and rarely
change
ACQUIRE
ASSESS
DEVELOP
EXPLORE
OPERATE
TRADE
AND
TRANSPO
RT
ABANDON
DIVEST
Decision Phase
Company
Principles
Contains
RAPID
WHY
Structure
•
End-to-end processes and
sub-processes (identify
interactions)
Global and Local
Generic/panWoodside
Procedures
(How it is Done)
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•
Controlled Documented Procedures consist of Procedures, work
instructions, checklists, forms, methods, application mandatory fields,
Tools (software applications) etc.
•
Controlled document detail the way Woodside requires activities to
be completed to ensure a quality output and meet legal and
organisational obligations. These document may reference
Standards (e.g. Engineering, Performance, Technical)
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Locally modify as
necessary
6
Execute Phase
Processes
(What is done)
RACI
WHO, WHEN & HOW
WHAT,WHERE &
WHO
Represents the ‘Enterprise Process’
Triaster Solution & Components
Future Process based reader
intranet view (Prototype)
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Triaster Dashboard used by
Authors, Librarians and Administrators
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Background
Useful back ground if you want to comply to management
standards or Best Practice:
ISO 9001:
What,
Where
&
When
Communicate
How
much
detail
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Function view vs. Process view
Functional orientation
(no visible interaction)
Process orientation
(visible interaction)
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Business System Activity Relationship
Customer
needs
Development
Facing the
market
New
opportunity
Order
Raw input
Strategy
People
Strategic
Management
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Policy
Raw
materials
Core value
chain
Value
Added
output
Satisfied
needs
Information
People &
organisation
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Generic components of a process
CUSTOMER
REQUIREMENTS
LEGAL REQUIREMENTS
MATERIALS
PROCEDURES
PRODUCTS
METHODS
INFORMATION
SERVICES
(including specifications)
PEOPLE
PROCESS
INFORMATION
SKILLS
KNOWLEDGE
PAPERWORK
TRAINING
PLANT/EQUIPMENT
INPUTS/LEAD
Opportunities to Measure
Reduce Waste,
Loss and Risk
CUSTOMER
SATISFACTION
Add value retain profit
OUTPUTS/LAG
Opportunities to Measure
Consequences
1
Likelihood
2
3
4
5
Catastrophic
Insignificant
Minor
Moderate
Major
A
Almost
Certain
H - 15
H - 10
E-6
E-3
E-1
B
Likely
M - 19
H - 14
H-9
E-5
E–2
C
Possible
L - 22
M - 18
H - 13
E-8
E–4
D
Unlikely
L - 24
L - 21
M – 17
H - 12
E–7
E
Rare
L - 25
L - 23
M - 20
H - 16
H - 11
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Feed Back Loop
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Generic components of a process with friction
Management Controls (Friction)
CUSTOMER
REQUIREMENTS
LEGAL REQUIREMENTS
MATERIALS
PROCEDURES
PRODUCTS
METHODS
INFORMATION
SERVICES
(including specifications)
PEOPLE
PROCESS
INFORMATION
SKILLS
KNOWLEDGE
PAPERWORK
TRAINING
PLANT/EQUIPMENT
INPUTS/LEAD
Complexity &
Frequency (Friction)
Opportunities to Measure
CUSTOMER
SATISFACTION
Policy (Bureaucracy) Regulation, Rules
OUTPUTS/LAG
Opportunities to Measure
Consequences
Likelihood
1
2
3
4
5
Insignificant
Minor
Moderate
Major
Catastrophic
Almost
Certain
H - 15
E-6
E-3
E-1
B
Likely
M - 19
H - 14
H-9
E-5
E–2
C
Possible
L - 22
M - 18
H - 13
E-8
E–4
D
Unlikely
L - 24
L - 21
M – 17
H - 12
E–7
E
Rare
L - 25
L - 23
M - 20
H - 16
H - 11
A
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H - 10
Feed Back Loop
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THE END
Any questions
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Triaster Conference 2014
Main conference room: Mark Braham MCQI CQP, is
the ISO 9001 Team Leader on CQI Standard Panel.
Another chance to hear the ISO 9001:2015 briefing
given by Mark at Microsoft, London in July.
Business Track: Successfully delivering a Useful,
Usable and Used Triaster Process Library with Paul
Elson-Vining, Julie Savage & Joel Evans
Technical Track: Getting the most Useful Information
from your Stencil and Template with John Blight and
John Goldsmith
#triaster