The paper summarizes the strategies used to successfully implement an Intelligent Digital Oil Field (IDOF) project at a National Oil Company through effective change management of the human/people side of the project. The key steps taken were to first understand where people were in their acceptance of the change through tools like a "heat map". They also evaluated factors like organizational culture ("the way we do things") and individual motivations ("What's in it for me"). With this understanding, they created a roadmap process with phases to engage stakeholders, address potential risks, and integrate change activities into the project plan. Through managing the people side of change, the project was able to meet its objectives and establish the IDOF technology within the organization,

1. SPE 167395
Intelligent
Digital Oil Field
Implementation:
A Case Study of Change Management
Strategies to Ensure Success
Ahmad Al-Jasmi and Harish K. Goel, Kuwait Oil Company; and Soraya Sirikit Cerda,
Kevin Barry, Guillermo Velasquez and Steven Knabe, Halliburton
Copyright 2013, Society of Petroleum Engineers
This paper was prepared for presentation at the SPE Middle East Intelligent Energy Conference and Exhibiiton held in Dubai, UAE, 28–30 October 2013.
This paper was selected for presentation by an SPE program committee following review of information contained in an abstract submitted by the author(s). Contents of the paper have not been reviewed
by the Society of Petroleum Engineers and are subject to correction by the author(s). The material does not necessarily reflect any position of the Society of Petroleum Engineers, its officers, or members.
Electronic reproduction, distribution, or storage of any part of this paper without the written consent of the Society of Petroleum Engineers is prohibited. Permission to reproduce in print is restricted to an
abstract of not more than 300 words; illustrations may not be copied. The abstract must contain conspicuous acknowledgment of SPE copyright.
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2. SPE 167395
2
1
2
3
4
5
6
7
8
9
10
Abstract
Vision
Change Management/People Side
Understanding the Change Position
Culture
WIIFM Factors
Process (Road Map)
Success is a Journey
Conclusions/Lessons Learned
Discussions and Appendices

3. SPE 167395
Abstract
1
Abstract
3
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

4. SPE 167395
Abstract
The successful implementation of a world-leading Intelligent Digital
Oil Field (IDOF) with a National Oil Company required extremely
careful and innovative management of the large-scale change which
arose from the project.
In particular, the ‘People Side’ of that Change Management was to
play a key role in embedding the project in the NOC orgainsation
and in turn making the multi-million US dollar project a success.
This paper begins by outlining the NOC expectations and describes
the steps and processes taken to initiate and mobilize the ‘People
Side’ of change in the IDOF project, and also does cover the Change
Management challenges used before the People Side focused
strategy was deemed to be the way forward.
Using a simple ‘People Side’ focused change methodology not
only ensured that the project was successful in terms of revenue
over capital expenditure (ROCE), but also began the process of
ownership and eased the adoption of the IDOF into the current NOC
organization.
The Change Management methodology described in this paper
was designed to cover and mitigate important challenges that are
relevant in driving the people side of change, particularly:
WIIFM – “What’s in it for me” scenarios
Culture - The way things are done around here
Success - Collaboration,Technology Leap Frogging, People, Oil Gains
“
“
Everyone thinks of changing
the world, but no one thinks
of changing himself.
Leo Tolstoy
The paper concludes by updating main successes, key lessons
learned, observations and progress made against the clearly
defined NOC expectations.
4
Finally, this document is presented in a simplified, succinct and
visual friendly format, letting words and simple pictures tell the
success story.

5. SPE 167395
Vision
The NOC’s expectations and objectives
2
Abstract
5
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

6. SPE 167395
Vision
The IDOF project was born as a visionary state of the art prototype
pilot for the NOC. From the outset of the project, expectations were
set at a very high level – both, in terms of the technology that
was envisioned to be used for Oil Production Optimization and the
calibre of people involved in the IDOF.
This IDOF is seen as technological game changer, one of the
NOC’s most strategically important projects in terms of optimizing
oil production. In the IDOF state of the art collaborative work
environment (CWE), a suit of advanced Smartflow Workflows
provide smart functionalities coupling geological and reservoir
subsurface models with production operation workflows. The
workflows monitor real-time data to improve well performance,
reduce well downtime, and increase field performance.
“
6
The NOC executives and the Research and Technology (R&T)
leadership were clear in their vision and aspirations, that they
wanted this project to lead, not only the oil & gas GCC countries in
the field of IDOF concepts and technology. But also to position the
NOC as the preeminent world leader in IDOF technology
The combination of a clear vision, high expectation whilst working
in partnership with a major oil service organization, attracted
immediately the best technology talent in the field of IDOF to the
NOC, furthering enhanced the reputation of the project.
“
The internal design concepts
for the new collaboration
center were also fully
maximized to match the
NOC’s expectations. This
helped to deliver one of
the most spectacular and
comfortable workplaces
within the oil and gas sector.
IDOF is much more than optimisation. It’s a new paradigm, our
NOC’s passage to a brighter future. IDOF will put our NOC and
our people in the frontline of the oil and gas industry.

7. SPE 167395
SPE 167395
Change
Management /
People Side
Abstract
3
Abstract
7
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

8. SPE 167395
Change Management
From the very beginning of the IDOF project the NOC leadership
were clear in their vision that the Project and the ‘People Side’
Change Management process were to be parallel activities
The NOC R&T leadership also saw the change process as the bridge
between solutions and results, and was indeed a fundamentally
important process about people and their collective role of
transforming change into sustainable successful project outcomes.
What is it?
Change Management is the organizational process which leads
individuals, teams or organizations from a current state to a desired
future state.
The chart below shows clearly the gaps that can exist in the
mindset and therefore the behaviours of the people. It is clear that
forming the bridge is paramount.
Low
Denial
“This doesnʼt
apply to me”
Commitment level
Resistance
“I donʼt
want this”
8
“
High
Exploration
“Could this
work for me?”
Time period
Commitment
“This works
for me and
my team”
Hope
“I can see
how this can
work for me”
“
Satisfaction
“Iʼm happy as
I am”
The Bridge Change Management
Change Management provides a framework
to enable the ‘People Side’ of change.

9. SPE 167395
Change Management
Popular myth:
A Great
Solution
Effective
Project
Management
Project
Success
The missing piece of the equation above is ‘change management’.
Managing the ‘People Side’ of change is key to meeting project
objectives and delivering the NOC’S expectations and vision.
What really happens:
A Great
Solution
Effective
Project
Management
Change
Management
Project
Success
There are numerous studies that demonstrate the correlation
between effective change management and meeting project
objectives. McKinsey study 2002 (LaClair and Rao1) results show
that projects that effectively managed change realized well over
100% of the ROI, while projects that did not effectively manage
change saw ROI at less than 50% of what was expected. Appendix
1 (McKinsey Quarterly article “Helping Employees Embrace Change”
by LaClair and Rao.)
Prosci Change Report 2012 shows clearly the challenges that do
exist to making any change successful; they talk in detail that
senior executive leadership support is the No1 Success Factor of
any Change Process.
Meeting project’s objectives and Effective Change Management
Very effective/
Extremely effective
9
Meeting or exceeding project’s
objectives
Moderately effective
Very ineffective/
ineffective
Partially meeting or failing to meet
project’s objectives

10. SPE 167395
Understanding
the Change
Position
4
Abstract
10
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

11. SPE 167395
Understanding the Change Position
To understand the current ‘people side’ change positioning of the
IDOF project, a ‘Heat Mapping’ evaluation process was developed
to capture in a more conscious and systematic form the change
positioning of key people involved in the project, and by using and
updating regularly these simple visual parameters, the change
position can be understood at any given time.
The inputs into the heat map cover:
Vision and understanding the of the visions and the change,
Culture – “ The Way we do things around here”
WIIFM – “ Whats in it for me “
The ‘Heat Map’ when complete then sets the stage for developing
the practical individual people focused strategies to be used in
managing the “People Side” of change within the project.
Three simple steps...
Seeking the critical
information
Quantitative Feel for
the current change
process position
Begins with five
basic questions
Who are the key
players?
What significant
relationships
exist among the
key players?
How easily can
their opinion/
influence be
changed?
11
Mapping the Change
Position
What is their
power / change
influence in the
organisation?
To what extent
are they
applying their
influence in
the change
process?

12. SPE 167395
Understanding the Change Position
Once all of the outputs from our findings from Cultrure and WIIFM
factors are gathered we then create a Heat Map.
The Heat Map gives us a current and up to date snapshot of the
current ‘People Side’ change position within the project. It also
allows the Change Team to focus clearly on People at every level in
the organization that require attention or intervention to keep the
change moving forward.
It should also be understood at this stage that managing the People
Side of change at times requires giving indivudals within the change
process the time and respect that is necessary to adapt and accept
Low High
Heat can involve indepth personal discussion and soul
the change, this Map
Attitudes
Low High
searching by saidkey people
individuals.
Supporting Attitude
Influence
HeatofMap
involved in the project
Attitudes of key people
involved in the project
Initial
Heat Map
(example)
(within organisation)
Supporting Attitude
CEO
MD
CEO
Manager 4
MD
TL-2
Manager 4
TL RST
TL-2
TL RST
PM
PC4
PM
PC4
Tech engineers
Graduates
Heat Map Goal
(End Position)
12
Tech engineers
Graduates
By effectively managing the People Side of Change we gradually
move from the initial position in the Heat Map to the ultimate goal
Low High
Kwidf Heat Map
position, and inturn achieve our overall change objective: people
Attitudes of
Low High
Influence
Supporting Attitude
Kwidf key people and
Heat
supporting the in the project Map aspirations for the IDOF. (within organisation)
involved NOC’s vision
Attitudes of key people
involved in the project
Supporting Attitude
Influence
(within organisation)
CEO
“
“
You can’t
tell the
players
without a
scorecard
Influence
(within organisation)
MD
CEO
TL-2
Manager 4
MD
TL-2
Manager 4
TL RST
TL RST
PM
PC4
PM
PC4
Tech engineers
Graduates
Graduates
Tech engineers

13. SPE 167395
Culture
5
Abstract
13
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

14. SPE 167395
Culture
There are indeed many ways to define both Culture (in the literal
sense) and organizational culture.
However in this instance we focus clearly on the ‘People Side’
cultural position.
In essence
Organizational culture is a key function of the People Side change
process, and is also the specific collection of shared values, beliefs,
and customary ways of thinking; in other words:
“The way we do things around here”.
To begin to understand the cultural and also to help position the
People Side change improvement process, a customized ‘People
Side’ survey on a one-to-one basis was conducted internally within
the NOC.
The study did provide relevant and descriptive insight into the
current cultural positioning in relation to the IDOF position.
90
90
90
80
80
80
70
70
70
60
60
60
50
50
50
40
40
40
30
30
30
20
20
20
10
10
10
0
0
0
Passive Thinking
Progressive Thinking
‘I’m Happy as I am thankyou’
Willing to Change, want to see
progress, personal goals are the
priority, (WIIFM)
Collaborative Culture
Other Cultures
14
Collaborative Style
(IDOF Ideal Vision)
Highly Motivated collaborative
team players, ambitious,change
drivers.
The ‘People Side’ Cultural study showed great promise, showing
that moving the cultural mindset from the Happy as I am position,
to the ideal IDOF Collaborative position could be successful,
however it should be noted that the Change message required
continuous reinforcement at every opportunity.

15. SPE 167395
WIIFM
Factors
6
Abstract
15
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

16. SPE 167395
WIIFM Factors
In the workplace managers can develop new procedures, tools and
organizational structures, purchase new technology.
• However they cannot force their employees to support and
engage in these changes, individuals will assess the nature of the
change on a variety of levels that will include:
Individuals will assess the nature of the change on a variety of
levels that will include:
How will
the change
impact me ?
What is the
change ?
SO
“What’s in it for me?”
16

17. SPE 167395
WIIFM Factors
Once the individuals understand the WIIFM, they make a
positioning decision in their minds regarding the project and what it
means for them:
1. Individuals determine if the change represents an
opportunity or threat
2. And assess if the change will be fairly deployed with other
individuals or groups.
3. If at this time they see inequality between groups, this
alone can provide an excuse to resist and oppose change!
Understanding clearly the relevant factors that influence the
individuals desire to change is the first important step in the
‘People Side’ of Change.
History of
the change
and
WIIFM
Organisational
context and
history
Desire to support
and participate in
the CHANGE
Intrinsic
Motivators
Personal
Situation
By managing effectively the People Side of Change we satisfy the
individuals WIIFM and also align the overall People Side of change
with the NOC expectations, vision and aspirations.
This framework is represented in a Road Map, which puts in place
a methodology around the ‘People Side’ of the change process:
It covers the high level activities, but does not cover a lot of the
intangibles that occur daily.
“
“
17
If I understand the need for change and I
am willing to change, can I expect that the
change will happen?

18. SPE 167395
Process
(Road Map)
7
Abstract
18
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

19. SPE 167395
Process
All Successful Journeys start with planning…We take all the
elements we’ve collected and build a framework for our journey.
This forms our ‘Roadmap’
VISION
WIIFM
HEAT
MAP
CULTURE
OUR ROADMAP TO SUCCESS
Phase I
Phase II
Phase III
Understanding&
Engagement
Action Plan
Phase III
Engage all Executive Stakeholders
Positioning of kwIDF with KOC now
Establish Executive Shareholders Support.
Engage all Stakeholders
Executive Stakeholder Engagement
Continous Stakeholder Engagement
Understand Historical Background and progress
made since project conception
Identify Potential People Side Risks
Identify Potential People Side Risks
Create a Platform for Stakeholder Engagement
to promote Transitional Handover Process
Conduct ReadinessAssessments &
Evaluate Results
Create a mechanism to enable measurement and
Celebration of Success
Create a mechanism to enable process
measurements and delivery
Work with Project teams to integrate change
activities into the project plan
Formalize IDOF full time core stafand implement
f
a certified IDOF training program.
NOW
July 2013
19
Completed
Ongoing

20. SPE 167395
Success is a
Journey
8
Abstract
20
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

21. SPE 167395
Success is a Journey
Celebrating success’s is an important and critical part of any change
process and never more so that with the “People Side” focused
methodology used in this NOC Idof Pilot Project, so we must in the
first chapter in the NOC Project’s evolution celebrating said success,
and also clearly articulate this success story ?
In the following Success is a Journey pages you will also find People
Side success testimonials (in their own words), this shows beyond
doubt that the individual focus of “People Side” change is occurring,
it is proof indeed that by motivating the People within the change
process change happens and makes the project successful:
So to date, what does the success look like?
People Side
Project
Optimize Oil
Production
Technology
A multidisciplinary
and cross functional
group of talented
engineers Working
in a CWE, pride and
ownership in the IDOF
(testimonials).
Completion in 3 years
against a Oil & Gas
norm of 5-7 years.
Delivering validated
Oil Gains of 2380
mdb within 3
months of workflow
commissioning,
ROI (Return on
Investment) reduced
to 0% with the same
period.
Leading the GCC
and the eminent
world leader in IDOF
Technology.
We also at the same time align the success with the original
project vision as below
21
“
“
IDOF is much more than optimisation. It’s
a new paradigm, our NOC’s passage to a
brighter future. IDOF will put our NOC
and our people in the frontline of the oil
and gas industry.

22. SPE 167395
Success is a Journey
Sabriyah Pilot project
Pilot
Phase
Expansion
Phase
Operational
Phase
• 49 Wells
• Increasing amount of Wells
• Collaboration Centers
• Field Instrumentation in place
• Working in a CWE mode
permanent core Team in place
• Workflows developed
• User’s team to familiarize
• Collaborative Decision
• Collaboration Centers built
with workflows and to help
Making as a standard
• Preparing people for the
set the news IDOF business
• Continuous improvement
Collaborative Work
processes
Environment
2010 - 2013
2013 - 2016
2016 - 2020
What we’re able to achieve in
three years, would normally
take five.
22

23. SPE 167395
Success is a Journey
“IDOF is much more than optimisation. It’s a new
paradigm, a new way of working”.
Traditional Way
A fragmented process.
Opportunity
FD
or
]WS
Change
Request
Change
WS
Approved
Change
ESP
Approved
Contractor
Change
WS
Decisions take
days/weeks
Request
Change
FD
Implemented
WS
OP
FD
Collaboration Way
Real Time Decisions
Opportunity Identification
FD
Equipment
Management
ESP
NK
CC
OP
Manage GCʼs
Implement
results
WS
ESP Contract
holder
Well
Optimization
Decisions made in hours
23
The IDOF Collaboration Center gives the NOC teams the most
advanced digital technology tools to access critical data from
the field in real time. In seconds, through automated workflow
processes allow and enable complex decisions that affect
production to be made quickly, accurately and collaboratively.

24. SPE 167395
Success is a Journey
The NOC’s expectations were clear and succinct...
… and the Change process is happening
NOC Executive
“With all the company teams’ contribution (R&T, Fields
Development, Well Surveillance, Reservoir Studies, Production
Operations, Water Handling, all) the IDOF is a reality.The IDOF
new technology is helping to get real time data, and the process
to optimize the production has been dramatically reduced. It´s
not only the technology, but the people making it possible. We still
need Change Management to continue helping us, as it is one of
the most difficult tasks, indeed necessary all the way to continue
succeeding”.
IDOF Champion, Engineer
“The IDOF is the next big step to improve, as it will elevate our
company among top oil producers worldwide to the next level… the
collaborative work environment, tools, workflows and the people of
our IDOF is beyond and above ordinary”.
Senior Petroleum Engineer
“The change created by the Collaboration Center within the
IDOF has not only drastically reduced the time from opportunity
identification to execution, but also increased the synergy among
the core operational teams thus creating a seamless unit.”
Petroleum Engineer freshman
“The change is noticeable in the Company with the IDOF: the
Production Operations engineers from the field now have daily
contact with the Field Development and Well Surveillance
colleagues, who are working from the city offices. We can now work
as a team and video-conferencing really helps to work in a dynamic
way together on increasing the production”.
Senior Reservoir Engineer and Senior Geologist, after a
collaborative meeting
“With TH IDOF reviewing the injection patterns for our wells is
becoming easier and more frequent. Collaborative meetings are
getting better every time. With the workflows and the collaboration
center facilities, we can take faster decisions”.
24

25. SPE 167395
Success is a Journey
“The IDOF has put our NOC in the frontline of
the Oil and Gas Industry.”
Sabriyah Oil Gains
There are numerous studies that demonstrate the
correlation between effective change management and
meeting project objectives.
McKinsey study 2002 (LaClair and Rao1) results show
that projects that effectively managed change realized well
over 100% of the ROI, while projects that did not effectively
manage change saw ROI at less than 50% of what was
expected.
Oil Gains
0%
Return on Investment (%)
-50%
-50%
1,886
1,886
Feb 2013
Mar 2013
-80%
1,500
Jan 2013
2,328
Apr 2013
The above graphic shows the % of Oil Gains delivered from
the pilot project’s scope after the Workflows commissioning
and has returned the ROI (return on Investment well before
normal Oil and Gas projects of it’s kind.
25

26. SPE 167395
Conclusions/
Lessons
Learned
9
Abstract
26
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

27. SPE 167395
Conclusions. Lessons Learned
So, when Tolstoy stated
“Everyone thinks of changing the world but no
one thinks of changing himself”
he might not have realized or understood how his words and
sentiments would be used in effectively communicating a “People
Side” change message some 100 years later.
• We began this paper outlining the NOC Pilot Project expectations,
aspirations and Visionary beliefs, we then continue and during the
course of the paper show that by effectively managing the “People
Side” of change it provides a platform for success, but does not
indeed ensure success.
• In continuation we show the simple Heat Mapping process and
methodology used to identify the gaps within culture, WIIFM
factors and “People Side” Change Challenges and show through
said process that effective and continuous “People Side” change
management as the most critical and important activity for ensuring
project success and minimising cultural impact.
• We also presented Success is a Journey and share with you the
resounding technological and financial success of the pilot phase of
the NOC technology project to date.
27
• The paper in its conclusion also presents a challenge to the NOC
leadership executive as they look for continuation of the project
success, that to ensure People Side change success, people side
change needs to be considered at every part of the process moving
forward.

28. SPE 167395
Lessons Learned
Lessons learned
• Use NOC executive leadership and senior management to support,
promote and communicate the change message and in particular
when rewarding and celebrating the success.
• Putting People at the forefront of any change management
Process should be given priority at the very beginning of any
project.
• Align clearly the People Side change management process with
project vision and aspirations at a very early stage to not only
ensuring project success but also ensure that people adapt and own
the change process.
• Identify upfront the WIIFM (What’s in it For Me) scenarios for
the change champions / leaders and also the senior executive and
project leadership.
• Understand the cultural change, using “The way we do things
around here” adapt the strategy to suit , alignment, adaption rather
than enforcing radical and abrupt change.
• Use very simple communication messages and be consistent with
said messages, where possible use the people within the change to
communicate these messages.
“
• Celebrate success at every opportunity, especially People Side
success and where possible and relevant, reward this success,.
• Management -sponsors support is the key to IDOF survival and
further development. Senior executive one-to-one sessions to
reinforce progress and visible executive support are crucial.
Change Management
provides a framework
for managing the
People Side of Change
“
28
• Conducting regular interventions when progress is stalled or the
understanding is unclear is important to drive the change curve to
the positive side.
• The promising results from the pilot stage of this project support
the NOC vision of making IDOFs the operational norm for the NOC.
A sustainable IDOF strategy needs to be formulated by the NOC to
drive forward from the Pilot ensuring that the NOC’s Vision becomes
indeed embedded in the NOC Organisation.

29. SPE 167395
Paper
Discussion
10
Abstract
29
Vision
Change
Management
Understanding
the change
Culture
WIIFM
Factors
Process
Success
Conclussions
Discussions/
Appendices

30. SPE 167395
Paper Discussion
The digital oil field pilot implementation discussed in this paper has
been extensively documented in several SPE papers 1, 2, 3, 4, 5, 6,
7 and 8, where various technical aspects were discussed, however
this is the one of the few papers related to that particular project
that discussed the Change Management aspects and in particular
the effect that change has on People or more succinctly the ‘People
Side’ change.
Al-Abbasi et al 1, noted that “the ultimate purpose of collaborative
IDOF workflows is to provide a more effective working environment
for asset teams, allowing better communication and analysis to
solve operational and management problems”, this is indeed a
Change Management challenge by itself as there are significant
aspects that need to be attended to in order to make this a reality.
Dudley, G. et al 9 identified the need to design the collaborative
work environment (CWE) with the necessary functionality for
the staff not just to be used as occasional meeting rooms. Also,
the actual roles of the individuals assigned to the new CWE
described their jobs referring to the tools made available to
them through these CWEs. In their paper, they also noted the
importance of establishing firm sponsorship and vision from the
business leadership. This is in fact a common theme in the area of
Change Management and this project was not an exception. This
sponsorship was well captured in the documentary https://www.
landmarksoftware.com/Lists/VideoRepository/Landmark- KwIDFvideo.wmv done to demonstrate management support at all levels
in the organization.
30
Bayerl, P.S. 10 identified through a series of interview and
observations, eight factors that were considered conclusive for the
success of collaborative environment. These factors were divided
into two groups, one related to Design and the other related to
Process. In the pilot project documented in this paper, the first
set; i.e. those related to technology design and implementation,
design of the actual physical environment and staffing, those
factors were carefully dealt with during the development of the
pilot and therefore it is believed that a solid foundation was put
in place. On the other side, some of the process factors, are still
being developed and will, for many years, continue to be refined
and modified as this is organic in nature and these processes
must be accommodated to the living organization. The preparation
and training component is on-going as there is not an end to the
operation of the DOF. However, inclusion of stakeholders (users,
supervisors and managers) was something done throughout the
entire development process but as the organization evolved and

31. SPE 167395
Paper Discussion
management changes were announced, more activities related to
inclusion of stakeholders had to be programed and executed.
Mueller, K. 11 described the methodology focused on driving
the required behavioral change to achieve the necessary
performance. The authors depicted several aspects such as
coaching, organizational structure, and support for the ‘digital’
workforce among others that the pilot project documented on this
paper also had to go through. The authors claim this is part of a
well-structured methodology developed and adopted by a major
international oil company (IOC). The authors of the current paper
note this methodology may have worked well for the IOC, it may
not necessarily fit the needs of a national oil company (NOC), yet
the components of the successful program may not be too different.
The author, Mueller, K. 11, noted that addressing people – the
human factor – and organizational issues must be a leadership top
priority in order to achieve sustainable success in a CWE. This has
been well acknowledged and understood by the people working
on the development and implementation of the DOF in the current
paper.
Sankaran, S. 12, documented the ‘organization’ aspects from
several documented case studies. They noted that the development
team resources are re-assigned or re-located at the end of the
development and therefore there is a need to appoint internal
champions during the development period who will remain in
the operation of the project once the development is completed.
This practice was indeed adopted by the current DOF without
much success as the champions either were re-assigned due to
company re-structuring or they left the organization to pursue other
professional opportunities.
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