IO Program Management Essential 4: Sustainability

My previous post talked of processes but IO programs can fail if they are only focused on the near term. If the program team doesn’t look past implementation or fails to anticipate the activities needed to sustain transformed operations after implementation, the anticipated benefits of the program may very likely fail to materialize or be significantly lesser in degree.

Future-State Considerations

A clear definition of the future-state operations, that is, post-IO implementation, should include identifying the part of the enterprise that will taking ongoing ownership in order to sustain program-related changes.

Future-state considerations should be addressed during the program in parallel with design, development and deployment. Included in these considerations is the end state, at which point the business unit has tied the objectives of the program to the business plan and business representatives (such as engineering or operations employees) are serving as process owners and

"champions".

Another set of future-state considerations is around personnel roles and responsibilities. New positions may need to be created and filled and new responsibilities clearly assigned and understood. Further user training processes which will become an ongoing function in the future state must be designed and put into place.

With regard to IO technology, a process for managing new enhancements needs to be designed and implemented and IT support / help desk processes should be adjusted as needed to continue functioning smoothly.

To ensure IO sustainability, other support processes should also be addressed. These include:

Engineering support of new solutions
Procurement / legal processes
Support of new collaboration environments
Competency changes
Tracking required for regulatory purposes
Data quality issues such as instrumentation and calibration

In Summary

Over the past few posts, I have outlined the four factors that the Wipro IO Team considers essential for IO program success. These are:

While these elements are recommended parts of any complex enterprise-wide program, these are essential to IO programs. I invite you to contact me if you want to discuss your company’s IO situation or want to express your views on this subject. Feel free to write in.

About The Author

Mr. Bart Stafford leads the Wipro oil & gas upstream solution group focused on Production Optimization & Integrated Operations. He previously led SAIC's global digital oilfield solution until the Wipro acquisition of SAIC's oil & gas practice.

As a part of his responsibilities at SAIC and Wipro, he has worked directly with the Digital Oilfield/Integrated Operations programs at Chevron, ZADCO, Shell, PTTEP and Qatar Petroleum. In addition he has been an active participant in industry discussions and conferences focused on these topics. He has also worked with joint industry/academic initiatives focused on providing an educational foundation for college graduates who wish to pursue careers in this domain.

Prior to joining SAIC, he was vice president of product marketing and sales for upstream oil & gas software companies OpenSpirit and Petris Technologies. As account director at CSC Mr. Stafford managed a large outsourcing engagement for a U.S. based oil & gas major as well as delivering management consulting projects for oilfield services clients.

Mr. Stafford started his professional career with Mobil Oil and later moved to Burlington Resources where he progressed through technology management roles. Bart holds a degree in business data processing from Stephen F. Austin State University and a management certificate in energy from Rice University. Bart is a member of the SPE where he is a frequent speaker and conference committee participant.

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