Overview

Knowledge management—an oxymoron? Indeed it might be. Knowledge cannot be managed because it is an abstract quantity. Some would argue otherwise, but eventually it comes down to the definition of knowledge. One that I tend to favor is “the sum or range of what has been perceived, discovered, or learned.”

However defined, we have seen knowledge management rise to its apogee in the late 1990s, and soon thereafter fall to a nadir in the new millennium. In line with the cyclic nature of our industry, knowledge management has been placed out front again. What is intriguing, however, is the variety of avenues along which corporations track that science (or is it an art?). The following are the primary tracks.

Data Track. More often than not, knowledge is equated to data. While this idea is not entirely correct, data are an important cornerstone in the knowledge-management framework, and the ability to share and exchange data is a major contribution toward the gaining of knowledge.

Operations Track. A critical element in any operation is that related to collaboration. Enhancing the opportunity to learn across any organization brings one closer to its optimum goals. This idea may be counter to human nature, so one might focus on developing and deploying technology and associated environments that encourage collaboration.

People Track. This link is key in the knowledge-management chain because perception, discovery, and learning are “people things.” It is important that people are groomed to be knowledge thinkers. This idea may be a new slant to customary career paths but is organizationally worthwhile nonetheless.

The papers featured this month are good examples of each of the above tracks, providing a diverse insight into current activity in the industry at both the demand and supply level. We have all heard about the “big crew change,” and we realize that it is happening. It is, therefore, refreshing to see that initiatives are in place to begin to address the challenges that such a turnover in our industry will bring with it.

Multivendor Data-Exchange Format To Support Digital Oil Fields

Identifying Future Leaders Through Knowledge Management

Collaborative Decision Making in Operation-Center Environments

Ivor Ellul, SPE, is Chief Executive Officer of Knowledge Reservoir. His oil and gas industry career began in 1980, in West Germany, as a design engineer on pipeline and storage-tank systems. After specializing in modeling multiphase flow in pipelines, Ellul worked in numerical modeling of single- and multiphase pipelines under steady-state and transient conditions. He is involved in various consulting studies in both the upstream and downstream segments of the oil industry. Ellul is industry lecturer to the Petroleum Engineering Dept. of Imperial College, London. He has held advisory posts for the U. of Houston and has served on several SPE committees. Ellul currently serves on the JPT Editorial Committee. He earned a BS degree in mechanical engineering from the U. of Malta and MS and PhD degrees in petroleum engineering from Imperial College, London. Ellul is a registered Chartered Engineer in the U.K. and a registered Professional Engineer in the state of Texas.

Overview

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