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Chevron's Enterprise
Information Management
Strategy Using Microsoft Office
SharePoint Server 2007
Marjorie Ferrer, GIL 3 Project Manager
Jeff Hagler, GIL 3 Solutions Architect
Chevron
© Chevron 2006
Agenda
Chevron Overview
The Information Management Challenge
How did we get here?
Decision to leverage
investment in Microsoft
Plan Forward
SharePoint Enabling Chevron’s IM Goals
Strategy Alignment
GIL 3 Project
© Chevron 2006
Who Is Chevron?
Chevron Corporation (NYSE symbol “CVX”) is one of the
world’s largest integrated energy companies, and the
second largest U.S.-based global energy company
The company is active in more than 180 countries
Chevron is involved in every aspect of the energy
industry, from oil and gas exploration and production
to transportation, refining and retail marketing, as
well as chemicals manufacturing and sales and
power production
The company markets its products in over 25,700 retail
outlets under three brand names: Chevron, Texaco and
Caltex. Other brand names include Delo and Havoline
© Chevron 2006
The Global Picture
180 countries 11.3 billion BOE oil and gas reserves
59,000 employees 2.8 million BPD of refining capacity
Over 25,700 retail outlets 2.5 million BOE daily net production
Asia
Central Asia
North America
Chevron Europe
Corporation
Headquarters Middle East
Africa
South America
E&P Australia/Oceania
Refining
Chemicals
Power
© Chevron 2006
Chevron’s Global Workforce
Geographic Distribution of Workforce
Asia Pacific
~23%
North America
~45%
Europe/Mid East
~10%
South America
~7% Africa
~15%
© Chevron 2006
Chevron’s “4+1” Strategy
Primary objective: To be No. 1 in total stockholder return
4+1
Five critical drivers of
Profitable Growth business success – the "4+1"
Each element of 4+1
drives earnings, earnings
Operational
growth, and TSR
Excellence
Excelling in these five areas
will give our stockholders
Organizational Capability
sustainable, superior returns
The "1" in "4+1" is
Organizational Capability
Organizational Capability Components
Dynamic leadership Recognition and accountability
Skilled employees World class processes
Learning and innovation and organization
Technology and partnerships
© Chevron 2006
Why Is Information So Critical?
Capital-intensive
Asset life is long
Global
Explore
Develop
Produce
Ship
Refine
Blend
Store
Information-intensive Pipe
with wide time-scales Distribute
Work takes place Market
across geographies
2000 TB Of Storage
How to manage
Highly Structured Highly Structured
Technical Data Business Data
~100 thousand items
~100 million items
Less Structured Less Structured
Technical Data Business Data
Growing impact of information volumes on employee productivity
Growing external compliance and risk elements
associated with information
© Chevron 2006
Why Change Now?
Searching for documents – 7.4% of staff time (ARMA)
Looking for lost documents – 280 hrs/yr per employee (ARMA)
Non-productive information-related activities – 15-25% of
Knowledge Worker (AIIM/Ford)
76% of executives considered information to be “mission critical”
and their company’s most important asset (IDC)
60% of executives said time constraints and lack of understanding
prevented employees from finding needed information (IDC)
“…nearly one-half of the respondents (49%) are either “not at all” or “only
slightly confident” that their organization could demonstrate its electronic
records were accurate, reliable, and trustworthy – many years after they
were created.” From 2005 Cohasset ARMA AIIM Electronic Records
Management Survey – A Renewed Call to Action White Paper page 11
Inability to produce requested documents, Morgan Stanley penalized
$1.45 billion, May 2005
60% of all Global 2000 companies will have implemented an
enterprise wide records management system by 2008 (Gartner)
© Chevron 2006
The Opportunity
Information Management
Achieve a step-change in the management
of “unstructured information”
Significantly increase the value and utility
of information assets
Reduce exposure to corporate liability
and lower the cost of information
Information Management Drivers
Decision Cost of
Productivity Quality Managing Business
Risk
© Chevron 2006
Evolution Of Solution To Better Manage
Unstructured Documents And E-mail
Enterprise EIM strategy RFI, RFP,
Information and approach solution proof Pilot Solution
Management alternative of concept CIO Global
Project approved exercises Council Deployment
initiated completed Endorsement GIL3 Platform
Feb 04 Sep 04 Nov 05 Feb 06 2006 – 200X
1H04 2H04 1H05 2H05 1Q06 ...
Nov 05 Jan 06
Microsoft IM CIO Council
ECM Strategy and endorsement of
Benchmarking Briefing Feasibility Single Platform
29 Companies Study of (Microsoft)
3 Consulting Firms MS Solution for managing
unstructured
CVX-Wide Survey information
Management Interviews
Best of Breed MS Platform
© Chevron 2006
Decision To Leverage
Investment In Microsoft
In February 2006, the Chevron CIO
Council endorsed the design and
development of an information
management solution for unstructured
information based on the integrated
Microsoft Platform
This solution will leverage and expand
our existing investment in Microsoft
© Chevron 2006
Chevron’s Desktop Evolution
2006
GIL 3 –
Information
Management
2001
GIL 2 – Network
Globalization
1998
GIL 1 –
Standardization
© Chevron 2006
Desktop And Information
Management Solution Deployment
Opportunity Statement
Deliver the next Desktop generation
including solutions for
Information management processes
Improved information risk management
Low cost of ownership
High availability/reliability
Supporting the Chevron
Corporate 4+1 strategy
© Chevron 2006
Leveraging SharePoint
Enterprise Content Management
Make it simple to author and manage
content and documents
Collaboration Knowledge Discovery
Personal Productivity and Insight
Keep co-workers, partners
and customers in sync Increase employee Make the right information
self-sufficiency and available to more people
effectiveness
Information
Worker Solutions Fundamentals
Build client and web-based Make it more secure,
applications with workflow and manageable and reliable
line-of-business interoperability
© Chevron 2006
IM Feasibility Team
Determine Feasibility of deploying the Office 2007
System including SharePoint in CVX as the primary
data store for unstructured data
Evaluation in 12 categories Including
User experience
Business requirements/workflow
Records management
Search
Collaboration
Exchange 12
Network performance
Offline synchronization
Global architecture
© Chevron 2006
GIL 3 IM Platform Technical Scope
Access, Search and Work Flow
Identity Management and Access Control
Instant Team and Managed
E-mail Personal Document
Messaging Document Collaboration
Synchronous Spaces Stores
Stores
Collaboration
Web Sites
Storage Management
Backup
© Chevron 2006
SharePoint Enabling IM Goals
Employees know how Integration between
to publish and find unstructured and
information structured data
Quicker access to more Sustainable information
reliable information management support
Information is managed Uniform information
more from a business management processes
point of view than Improved security
from an individual
point of view High availability/reliability
Reduced use of Reduced risk and cost
e-mail as a file store of legal events
Automated
retention policy
© Chevron 2006
Architecture Layers
Client (GIL3 Workstations)
Network Load Balancing
SharePoint Web Front End Servers/Search
Workflow
Records Mgmt
Collaboration Index Servers
Excel Office Project Office InfoPath Management
Servers Servers Servers Rights Servers
SQL Server Database Layer
Disk Storage
© Chevron 2006
Strategies Align Enterprise Content
Management
Make it simple to author
Publish and find information and manage content and
documents
Quicker access
Move from Individually managed
Collaboration
to business managed Keep co-workers,
partners and customers
E-mail not a file store in sync
Automated retention policy
Linking unstructured and structured data
Sustainable information
management support Personal Productivity
Increase employee
Uniform information self-sufficiency and
effectiveness
management processes
Improved security
High availability/reliability Knowledge
Discovery and Insight
Reduced risk and cost of legal events Make the right information
available to more people
© Chevron 2006
Strategy Productivity
User Interface
Organize and find File Plan
Share and Leverage Collaboration
Reliability and Accuracy Classification/Metadata
Reducing Clutter Retention
Workflow Capabilities
Takes care of classification and records retention
Standard workflows for enterprise and business units
Common framework and tool set
Records Management
Holds Management
Finding and Producing Company Information
© Chevron 2006
And experience Forms Services by submitting
your evaluation electronically! Just open your
browser when connected to the wireless network
or from the Hands On Labs machines.
Experience Pen and Paper and use the printed
eval forms available in the session room…
Every day will we randomly draw a winner who
will take home a shiny XBOX 360 Console!!
Date
Wednesday, May 17, 7:00PM to Midnight
Location
Experience Music Project & Sci-Fi Museum, Seattle, WA
Guest passes
The Attendee Party and Networking Event is open to guests for a
nominal fee of $25.00 per person
Purchase guest passes at Registration on the first floor of the
Meydenbauer Center prior to the party
You will need your conference badge to attend the party.
Shuttle service
Shuttle service will be provided to and from event hotels and the party
Parking is available at the Seattle Center parking lots, at your expense
