"SLN202 Chevron's Enterprise Infor"
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