American Oil and Gas Reporter - January 2015 - 143
TECH TRENDS
ture-estimate ramp-up times with associated costs between current and future
states, and prioritize and communicate
options and critical next steps before implementation. This prioritization should
consider a relative cost/benefit analysis
using quantitative metrics where possible.
If quantitative analysis is not possible,
organizations could evaluate the relative
impact of addressing each improvement
area in terms of effort (e.g., resources,
timeline, budget) and benefit (e.g., operational efficiency, risk reduction, reduced
learning curve).
Before implementation begins, it is
critical to gain cross-functional leadership
alignment on the effort's strategic direction.
Implementation includes developing all
identified deliverables, along with creating
a training and change management plan
for the organization.
Following an effort such as this, organizations could expect to have a thorough set of useful tools, including:
* Detailed process flowcharts documenting key operational activities;
* Formal guidelines for key operational processes;
* Comprehensive document inventory;
* Inventory of current information
technology tools and systems;
* Repository of all observed improvement opportunities with recommended
next steps;
* Documentation of organizational
structure, roles, and responsibilities; and
* Internal Web-based interactive portals to store all deliverables in a userfriendly interface.
These tools not only will help early
career and experienced employees transition into organizations, but they will
institutionalize the way the organizations
conduct business, enabling an efficient,
streamlined, and competitive operation.
Technology Evaluations
Evaluating an organization's technology is key to both supporting land's improving processes and arming management with visibility into operations (Figure
3).
Physically handling and passing documents from one person to another for
review and approval is an outdated process
that usually results in duplicated efforts,
bottlenecks, and misplaced documents.
For many years, this approach not only
was the standard for managers to check
work products for completeness and accuracy, but also the tool used to track
employee productivity-important objectives that managers achieved through this
imperfect methodology.
To improve the document workflow,
managers began utilizing spreadsheets;
however, this usually resulted in additional
efforts with little improvement. Managers
were not the only employees tracking
every document for review. Landmen,
analysts, payments clerks and file room
personnel also would create their own
tracking spreadsheets individually or as
a department. While this process successfully tracks documents in a workflow,
it presents several inefficiencies:
* Too much time is spent managing
multiple, redundant spreadsheets.
* Document processing is sequential,
rather than simultaneous, resulting in a
slower process.
* Documents flow in bulk, so bottlenecks at one role result in an avalanche
of documents for the next role.
These process inefficiencies can be
avoided. Technology not only enables,
but demands a different style of management in the land back office.
Another approach to data standards
and technology exists. It consists of three
key components: consistent communication of document initiation within an
organization, a shared workflow that
everyone can use to mark the completion
of tasks and the location of documents,
and systems integration with lease records.
Benefits of an approach with these three
key components include:
* Consolidated performance monitoring tools for managers;
* Document tracking for everyone
in the supply chain, to easily identify
bottlenecks;
* Transparency to keep everyone accountable-even the managers;
* Simultaneous alerts to streamline
tasks;
* Compliance with procedures;
* Reduced learning curves; and
* More time for value-added activities
FIGURE 2
Identifying Key Processes
Identify "To-Be"
Policies, Processes
and Organization
Current
"Snapshot"
Program Management
I
I
Document current
process, policies and
procedures across all
regions & functions in
scope
Evaluate staff and
organizational mappings
I
Summarize IT, tools and
systems in use
I
Develop inventory of
in-flight projects that may
impact the effort
Project Expertise
I
Identify processes and
policies to be redesigned
I
Identify best practices in
current state that can be
leveraged in future state
I
Identify and document
observational risks and
issues within current
organization, processes,
and technology
Strategic
Road Map
Gap Analysis
Executive Alignment
I
Prioritize gaps between
as-is and to-be policies,
processes and
procedures
I
Create strategic road map
for all organizational,
process, and technology
enhancements
I
Approximate cost to
address each gap
I
Create estimated budget
I
Develop white paper/
business case for senior
management
I
Develop implementation
plan
I
Approximate potential
benefit of addressing
each gap
I
Plot improvements on
cost/benefit matrix
FIGURE 3
Providing Visibility into Operations
Process Maps
KPI Management
Reports
Centralized Portal
JANUARY 2015 143
American Oil and Gas Reporter - January 2015
Table of Contents for the Digital Edition of American Oil and Gas Reporter - January 2015
Contents
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American Oil and Gas Reporter - January 2015 - Cover3
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