Knowledge Management at Fluor

John McQuary

Vice President Knowledge Management and Technology Strategies 11-April-2005

Fluor Corporation

 One of world’s largest, publicly owned engineering, procurement, construction, and maintenance services companies  Fluor project services

Knowledge Management Business Drivers

 Global project execution  Multi-party project execution  Workforce scarcity and mobility  Supply chain integration and collaboration  Competition  Enabling technology

Knowledge Management at Fluor

 Integrate and leverage the collective intellectual capital of our employees  Provide optimal solutions to our clients  Enhance skill sets of employees  Improve business performance

Knowledge OnLine SM

The power of people sharing knowledge results in value to our clients

Knowledge Community

 People sharing information and knowledge  Charter with business aligned objectives  Community Leader is the highest functional authority – Identify and develop functional expertise – – – – Update and maintain global practices, procedures, templates and go-bys Leverage best practices across offices and business groups Standardized use of project software tools Lead online knowledge community to ensure value delivery

Work Process Innovation and Integration

Project Activity Model (PAM)

 Identifies the major project activities  Visual representation of project activities by phase and discipline  Used to facilitate alignment with – Project work groups – Client – Joint venture partners  Knowledge packs support consistent project execution

Work Process Innovation and Integration

Practice & Procedure Updates

 Greater buy-in for Best Practices  Less overhead required to update  Accelerated communication of updates and improvements  Global consistency supports worksharing  Retire and consolidate as appropriate

Work Process Innovation and Integration

People development

Share knowledge and expertise in an effort to constantly improve the overall capabilities of both the employee and the company.

Work Process Innovation and Integration

Additional Work Processes

Lessons learned and Tips Engaging experts

Enterprise-wide KM Statistics

 38 knowledge communities  More than 14,000 members in over 100 locations  Recent monthly usage: Home Page Reads 44,600 Knowledge Download 12,300 Knowledge Read 95,500 Knowledge Submit 1480 Forum Read 30,100 Forum Submit 1430

Time and again we impress our clients with what is truly global reach

Knowledge Management Success Stories

Ian Gibson Melbourne, Australia

 One Company's Junk is Another's Treasure

One of Fluor clients was trying to stretch their 30 year-old control system for another 15-year service. The company that manufactured the system is no longer in business, and getting old cards repaired is extremely difficult. The site team tried the Control Systems Community Forum. Within 24 hours, they had a contact at another power station with the same equipment that had just issued a reinstrumentation contract and were only too happy to sell off their spares and their old equipment.

Knowledge Management Success Stories

Nick Amott, United Kingdom

 HAZOP Action Resolution

We had a three-day turnaround compared to a likely two-week turnaround.

Plus, we were able to present a professional "can do" approach in front of the Client, and had the ability to push for closure on a contentious item with firm recommendations backed by experts.

Knowledge Management Houston Helping Other Offices

 Leaking Fired Heater Transfer Line

On August 3rd, I posted a discussion forum topic with an urgent response time requirement of August 6th. Within two days, I received responses from Houston, Haarlem and New Delhi with the answers I needed.

Tony Dearling Johannesburg

Client cost of having to flare natural gas estimated at $120,000 per day.

The Client now knows about Knowledge OnLine and now asks us to inquire about issues.

Leading the Transformation

– Strong people networks are a cornerstone of strong communities of practice – Community leadership has a direct influence on the strength of the community – Critical mass is required before substantial work process improvements are possible – Communities improve business performance through global adoption of best practices, improved work processes, reduced overhead and timely expert solutions Performance in the future depends on it!

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