A perspective on process management within a large corporation

1. A perspective on process management within a large corporation Kevin Prior WMS Coordinator-Special Projects Triaster Solutions Conference, Woodland Grange 16 October 2014

2. 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. Triaster Conference Presentation

3. Introduction • Who is Woodside • My role in Woodside • Triaster Solution and my role • My history with process Triaster Conference Presentation

4. Current Woodside Management System The current WMS was introduced circa 2009. The media is mainly narrative based and in function structure. Triaster Conference Presentation

5. Value Capture Value Generation Value Optimisation Business Activities STRATEGY AND PLANNING PEOPLE MANAGEMENT INFORMATION MANAGEMENT COMMERCIAL AND FINANCIAL MANAGEMENT DRILLING AND WELLSERVICES SUBSURFACE SERVICES TECHNOLOGYSERVICES ACQUIRE ASSESS DEVELOP OPERATE TRADE AND TRANSPORT ABANDON DIVEST EXPLORE ENGINEERING SERVICES LOGISTICSSERVICES NON-PRODUCING ASSET MANAGEMENT RISK, COMPLIANCE AND RESILIENCE HEALTH, SAFETY AND ENVIRONMENT STAKEHOLDER MANAGEMENT PERFORMANCE AND CHANGE MANAGEMENT VALUE STREAM ACTIVTIES SUPPORT ACTIVITIES MANAGEMENT ACTIVTIES Triaster Conference Presentation

6. WMS Upgrade where Process Maps Fit Structure Contains Application Tool WHY • Compass (Values, Mission, Vision, Strategic Direction) • Policies (Intent [statement] and Strategies) (Basically the Rules by which we work) Company Principles Global Apply globally and rarely change RAPID Decision Phase WHAT • Objective [statement as to the desired outcome] • Expectations and Controls • Represents the ‘Enterprise Process’ Business Activities ACQUIRE ASSESS DEVELOP OPERATE TRADE AND TRANSPORT ABANDON DIVEST EXPLORE WHAT,WHERE & WHO • End-to-end processes and sub-processes (identify interactions) Processes (What is done) Global and Local Generic/pan-Woodside Locally modify as necessary RACI Execute Phase WHO, WHEN & HOW • 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) Procedures (How it is Done) Triaster Conference Presentation

7. Triaster Solution & Components Triaster Dashboard used by Authors, Librarians and Administrators Future Process based reader intranet view (Prototype) Triaster Conference Presentation

8. Background Useful back ground if you want to comply to management standards or Best Practice: ISO 9001: What, Where & When Communicate How much detail Triaster Conference Presentation

9. Functional orientation (no visible interaction) Process orientation • (visible interaction) Function view vs. Process view Triaster Conference Presentation

10. Business System Activity Relationship New opportunity Development New needs Facing the market Customerneeds Order Order Raw input Policy Raw materials Strategy Value Added output Satisfiedneeds Goods Core value chain People Information Strategic Management Info People & organisation Triaster Conference Presentation

11. Generic components of a process Add value retain profit LEGAL REQUIREMENTS MATERIALS PROCEDURES PRODUCTS METHODS INFORMATION SERVICES (including specifications) REQUIREMENTS CUSTOMER SATISFACTION CUSTOMER PROCESS PEOPLE INFORMATION SKILLS KNOWLEDGE PAPERWORK TRAINING PLANT/EQUIPMENT Reduce Waste, INPUTS/LEAD OUTPUTS/LAG Loss and Risk Opportunities to Measure Opportunities to Measure Feed Back Loop Triaster Conference Presentation

12. Generic components of a process with friction Management Controls (Friction) Policy (Bureaucracy) Regulation, Rules LEGAL REQUIREMENTS MATERIALS PROCEDURES PRODUCTS METHODS INFORMATION SERVICES (including specifications) REQUIREMENTS CUSTOMER SATISFACTION CUSTOMER PROCESS PEOPLE INFORMATION SKILLS KNOWLEDGE PAPERWORK TRAINING PLANT/EQUIPMENT Complexity & Frequency (Friction) INPUTS/LEAD OUTPUTS/LAG Opportunities to Measure Opportunities to Measure Feed Back Loop Triaster Conference Presentation

13. THE END Any questions Triaster Conference Presentation

14. 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