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D3 Should exist: To steer Shape and Guide digital movement in Downstream - MFA

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D3 Should exist: To steer Shape and Guide digital movement in Downstream - MFA

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Why u say  this?
There's no one orchestration center currently in existence to prioritize, synergize, optimize overall Digital implementation in downstream(DELT is approving platform). Digital can be applied on anything, but what matter the most?

Why is it important?
Absence of orchestration center will lead to misalignment, un-uniform approach, un-optimize resource deployment leading to rework, realignment.

Why having a good alignment is key?
because digital is an investment like any other CAPEX project which ROI is key.

Why ROI matters?
Current situation is heavily focusing on the development part (CAPEX), but actually the Operationalizing is the most important part which need more resources, energy and time (this is where the return will come) - go lean on apps but heavy on advocating and utilization

Why Utilization is far more critical?
Utilization is much critical than building new applications is because, it is an "Agile" journey but a at a longer span of time.

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Digitalisation is effective at minimising inefficiency in business process
Inefficiency mostly due to misinformed decision
Misinformed decision due to not knowing enough
Not knowing due to inefficient access to data
Inefficient access due to current solution approach
D3 is best positioned in Downstream to sort this out

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D3 to ensure alignment between digital strategy and business strategy - ensure the right focus is given to right areas hence the tools.

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D3 to ensure alignment between digital strategy and business strategy - ensure the right focus is given to right areas hence the tools.

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Why?
-  to ensure the digital strategy is attainable, achievable and agrees to what the enterprise wide's direction
- to ensure the right tool is adopted and used to improve the business performance
- to ensure there exist a digital roadmap to be referred to by OPUs  in downstream business
-  ensure we can value the project and  track the progress of the digital strategy
-  if the plans and numbers are laid out and available, plans can be explained/ enhanced and any revisions is possible

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We help downstream business to grow and sustain the future of next PETRONAS generations with sprinkles of digital technology, humanity and environment ecosystem

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We help downstream business to grow and sustain the future of next PETRONAS generations with sprinkles of digital technology, humanity and environment ecosystem

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why? a connected ecosystem between human, environment and plant would create energy stability
Why? our response to petronas and dmam MFT
Why? niche area not being properly taken up
Why? Opu/business/projects need this but not fully serve
How? we connect GD aspirations on IT with plant OT WoW with business outcome lenses as guiderails to strengthen and stimulate growth

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- New Technology/Practices:
Objectives: Introduce new business models, create new revenue, efficiency and cost optimization.
-Diversify business concentration

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Drive adoption at more granular level targeting on Downstream

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Drive adoption at more granular level targeting on Downstream

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Why?
Digital activities mainly at group wide, not leveraging Digital units

Why?
Accelerate pace and ensure completion

Why?
Focused/targeted stakeholders. To answer monitoring n tracking by DELT

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To have a clear oversight of all digital downstream activities

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To have a clear oversight of all digital downstream activities

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Why?
To be able to avoid from duplication of solutions or software purchased

Why?
So that capex and opex spent on where it matters most and most value created

Why?
To be able to prioritize spend

Why?
So that business can create more  value

Why?
To ensure sustainability

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Digital Strategy champion for Downstream

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Digital Strategy champion for Downstream

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WHY: TO SUPPORT AND DELIVER ORGANISATIONAL STRATEGY
- PETRONAS MFT 50:30:0
- PETRONAS 3P Strategy
-  Downstream xxx ROI by 2025 (gotta align with SFR team)
- PETRONAS Techno-Digital Agenda (6X)

WHY ? TO ALIGN WITH GD/PD&T KEY PRINCIPLES
- Ensuring delightful stakeholder experience
- Impact as Center Of Excellence (Captain of Enterprise)
- Efficient delivery
- Enhance capability

WHY: TO BE ABLE TO DO MORE WITH LESS WITH EXTERNAL CUSTOMER MINDSET
- Empowering  people and businesses
- Adopting new or agile way of working
- Leveraging on the current digital assets that we have and maximise their value

WHY? TO ACCELERATE END STATE PORTFOLIO POSITION WITH EXTERNAL CUSTOMER MINDSET
- Revisit portfolio which currently in ‘transit’
- Review portfolio which require reassessment for best positioning with the market / competitors

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D3 is focused on driving Downstream enterprise digital solution that impacted all DS OPUs 

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D3 is focused on driving Downstream enterprise digital solution that impacted all DS OPUs 

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Why?
Because D3 is not biased and will be able to orchestrate the alignment for all OPUs
Why?
Because D3 will break the SILO-ness of each OPU
Why?
Because D3 have the resources to focus on collaborating multiple OPUs
Why?
Because D3 work from the lens of enterprise value rather than OPU specific
Why?
To ensure maximization of value rather than piece meal

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To be the link between Group and Business OPUs

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To be the link between Group and Business OPUs

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Why?
So that messages are alighed

Why?
To avoid confusion

Why?
Not to waste time

Why?
No time to waste to refer and refer and refer

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To ensure downstream OPUs are aware of the latest digital solutions available 

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To ensure downstream OPUs are aware of the latest digital solutions available 

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Why?
To learn from others and not to create from scratch

Why?
To save time for implementation

Why?
To  also get better cost efficiency when negotiating with the vendors

Why?
To assist GD to get scalability

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D3 need to ensure the alignment between the Downstream digital and data strategy with all the OPU's 

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D3 need to ensure the alignment between the Downstream digital and data strategy with all the OPU's 

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Why?
So  semua consistent dengan strategy
Why?
so tak all over the place. So that all  don't do their own thing
Why
No redundancy and  wastage or not optimize across the entrepirse
Why
Can leverage whatever other are doing and don't do from scratch or do it it together .
Why?
So that we can optimize all the effort and resources within downstream and meet the  objective aligned with Downstreamm objective  (Synergize and on point)

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Enabler to Downstream Strategy as we bridge the the gap between Digital & Business

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Enabler to Downstream Strategy as we bridge the the gap between Digital & Business

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Champion business pain points and priorities.

We have the enterprise view, connect the dots of vision, people (skillsets) and process. answer the "why''s" , come up WIIFM for business

ensure implementation, compliance & adoption by resolving issues and challenges

Maximise value of digital investment

Ensure democratisation of  prioritised  digital capability, safeguard PETRONAS interest and ensure we remain competitive

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UI/UX

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Continuation of Downstream Enterprise Value Chain

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Continuation of Downstream Enterprise Value Chain

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i.e. Molecule cost or performance monitoring, pricing, advance analytics

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Monetization/commercialization  of Downstream current solutions i.e. Point

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Monetization/commercialization  of Downstream current solutions i.e. Point

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It is timely for us to do/have xxx so that we can xxx​

​

2.1. Digital council – have the same way of working as Downstream Data Council but at larger extent . - OK

2.2 Future Data Concept – gain potential future growth or revenue by driving any customer centric digital initiative (i.e. turning and harnessing future data elements).​

2.3  Digital architecture/ecosystem -  have enterprise to leverage new and legacy technologies.​

2.4 Data agenda and digital agenda written and steered - strengthen the business outcomes rather than being educational and protective (defensive data governance vs offensive data governance)​ - OK

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33.1 Data Governance & Stewardship Framework Establish Clear roles, responsibilities and establish linkages between digital application and stakeholders through the framework​

3.2 Future Data concept can begin in CRM and later to other applications.​

3.3 Address data pain points across downstream/ PETRONAS through data culture programme​

3.4 Strengthen DDC to showcase importance/success of having DDC that can soon be elevated to Digital Council ​

3.5 Propose to bundle services to GD​

3.6 Official/gazetted definition of Digital​

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Based on situational assessment done, these are what we observe:​

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1.1 Lack of clarity on D3 roles in Downstream Business key issues as derived by DMAM (i.e. How OPUs and HCUs relate to D3)​

1.2 Insufficient roles/unclear responsibilities for data governance and stewardship of digital projects ​

1.3 Presence of too many irrelevant data agenda that does not really support the business outcomes.​

1.4 Digital project often missing Data, Analytic as part of GD holistic proposal/solution to business​

1.5 Lack of assurance/clarity whether OPU should embark on EDH and the advantages for them (i.e. OEE, PU, UCC)​

1.6 Lack of clarity on who (PIC and Business Function) manages digital projects and program at EVP office​

1.7 Absence of ROI measurement on investment made on digital projects​
1.8 Value leakage: OPU are seen to be very reluctant to embark on digital or data analytic projects that could highlight poor management/leadership​

1.9 OPUs are unaware of D3 roles/endorsement procedure which leads to event such as bypassing D3 and seeking direct "endorsement" from DMAM for any digital/data/analytic project.​

1.10 Currently, data agenda and digital agenda are being educational and protective

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streamline reporting at GD level. leverage on GD data only

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streamline reporting at GD level. leverage on GD data only

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2.3 Do we need Digital architecture/ecosystem??

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2.3 Do we need Digital architecture/ecosystem??

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If digital ecosystem is integrated, it allows enterprise to leverage new and legacy technologies

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Can be elevated to Digital

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1.9 why GTS loves to bypass D3 and seek direct "endorsement" from DMAM for any digital/data/analytic projects? 

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1.9 why GTS loves to bypass D3 and seek direct "endorsement" from DMAM for any digital/data/analytic projects? 

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1.8 value leakage: OPU are expectedly very reluctant to embark on digital or data analytic projects that could highlight poor management/leadership

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1.8 value leakage: OPU are expectedly very reluctant to embark on digital or data analytic projects that could highlight poor management/leadership

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1.7 how to measure ROI on investment made on digital projects?

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1.7 how to measure ROI on investment made on digital projects?

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DVDM

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1.6 who (PIC and function) manage digital projects and program at EVP office

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1.6 who (PIC and function) manage digital projects and program at EVP office

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Asrull

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2.4 Can data agenda and digital agenda be written and steered to strengthen the business outcomes? rather then being educational and protective? (defensive data governance vs offensive data governance)

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2.4 Can data agenda and digital agenda be written and steered to strengthen the business outcomes? rather then being educational and protective? (defensive data governance vs offensive data governance)

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1.5 OPU wonder should they embark on EDH? And good EDH to them? improve their OEE? PU? UCC?

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1.5 OPU wonder should they embark on EDH? And good EDH to them? improve their OEE? PU? UCC?

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1.1 how OPUs, HCUs relate to D3? What role, service  & outcome they can expect from D3 and vice versa?

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1.1 how OPUs, HCUs relate to D3? What role, service  & outcome they can expect from D3 and vice versa?

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1.1 if we were to introduce ourselves as D3. what best define us?

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1.1 if we were to introduce ourselves as D3. what best define us?

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1.3 Too many data agenda (as if making the numbers) that not really supporting business outcomes. in brief too many 'snake oil' kinda agenda

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1.3 Too many data agenda (as if making the numbers) that not really supporting business outcomes. in brief too many 'snake oil' kinda agenda

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1.4 Digital project seldom missing Data, Analytic as part of GD holistic proposal/solution to business

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1.4 Digital project seldom missing Data, Analytic as part of GD holistic proposal/solution to business

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3.6 Actual and official/gazetted definition of Digital

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3.6 Actual and official/gazetted definition of Digital

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A concept that can begin in CRM and later to other applications.
-MFA-

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A concept that should be use in driving any customer centric digital initiative in future.

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Develop bar raisers in D3 for digital projects in Downstream

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Develop bar raisers in D3 for digital projects in Downstream

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To be clear on how approval is obtained and captured for every Phase and additional cost raised. Clear governance process documented.

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To be clear on how approval is obtained and captured for every Phase and additional cost raised. Clear governance process documented.

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For Digital Projects - establish governance process for agreement / signoffs

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1.1 Things that we may need to check, what is our role on this?
-MFA-

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To fill the role of Business Architecture

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To fill the role of Business Architecture

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Development of framework Entreprise Architecture? 

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Development of framework Entreprise Architecture? 

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A comprehensive map of interlinkages between digital applications

Mapping of value chain and anticipate future needed integrations

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To fill the role of Business Development

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To fill the role of Business Development

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Clarification on roles especially in Plants and Manufacturing btwn GD and PD&T and DBE

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Clarification on roles especially in Plants and Manufacturing btwn GD and PD&T and DBE

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Tracking of Value creation from digital  - Portfolio

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Tracking of Value creation from digital  - Portfolio

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Adoption at OPU level, on overal digital not just tools

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Adoption at OPU level, on overal digital not just tools

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To align with OE digital strategy

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To drive and encourage Carbon NET zero use case to the OPUs

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To drive and encourage Carbon NET zero use case to the OPUs

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Mazlan (DELT) working with consultant on sustainability strategy for Downstream <-- when? find out from the DELT sec.

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Ideas from IE related to downstream digital

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Ideas from IE related to downstream digital

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Should D3 play a role in developing / incubating the new use case?

To check with IE team on delivery model?

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3.1 Data Governance and Stewardship Framework

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3.1 Data Governance and Stewardship Framework

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- Clear roles, responsibilities and establish linkages between digital application and stakeholders.
- To establish the operating model (how to operate)  between all application and stakeholders

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Clear line of sight of Downstream digital projects & data using a single platform

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Clear line of sight of Downstream digital projects & data using a single platform

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1) Retail
2) Plants

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To demarcate Risk and Crisis Management role to Adoption Team

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To demarcate Risk and Crisis Management role to Adoption Team

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BCM role

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Birth of Data Culture in Downstream Business - leveraging existing culture tools (DOTs, DS Desired Behavior, R2C2)
-MFA-

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New opportunities from PET360 eg with ENEOS/JERA?

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New opportunities from PET360 eg with ENEOS/JERA?

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To have a clear demarcation for portfolio for data downstream management

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To have a clear demarcation for portfolio for data downstream management

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Drivers for data culture program across downstream - PETRONAS
- 300+ digital projects
- PETRONAS data roadmap
-  PETRONAS data liberalisation
- to address data pain points across downstream/PETRONAS

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Report on Downstream digital portfolio progress and performance - Portfolio

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Report on Downstream digital portfolio progress and performance - Portfolio

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Digital mindset & culture aligned with Downstream digital roadmap/vision

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Digital mindset & culture aligned with Downstream digital roadmap/vision

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1. To take stock of all digital roadmap/initiatives available or currently being developed as base for mindset/culture change
2. Digital maturity in downstream  assessment

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P3. Governance management of cyber security and risk areas emanating from implementation and adoption of digital tools and solutions

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P3. Governance management of cyber security and risk areas emanating from implementation and adoption of digital tools and solutions

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P2. Capability initiatives  to accelerate adoption of digital tools across Downstream

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P2. Capability initiatives  to accelerate adoption of digital tools across Downstream

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P1. Digital adoption strategy focusing on customer-centric approach and best practice for digital projects in Downstream

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P1. Digital adoption strategy focusing on customer-centric approach and best practice for digital projects in Downstream

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Prioritize the paint point/opportunity according to the Feasibility vs Value
Instruction: Duplicate post-it note from STEP 3 & Paste in the blow chart

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Prioritize the paint point/opportunity according to the Importance vs Urgency
Instruction: Duplicate post-it note from STEP 3 & Paste in the blow chart

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What are the biggest pain points/ opportunities you learn/ heard for Downstream business?
a. Pain Points
b. Value/Benefits

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Drive CRM utilization & adoption
Target: 70% adoption

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Measure, track, and monitor value creation  with OPUs

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6 months duration

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Preparation of Pet360 Phase 3A,3B and 4 for Approval

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Preparation of Pet360 Phase 3A,3B and 4 for Approval

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Advocate efforts and resources in at enterprise level for data monetization through DDC;

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Advocate efforts and resources in at enterprise level for data monetization through DDC;

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Driving CDE adoption at enterprise level by introduction of new work processes and governance frameworks through DDC

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Driving CDE adoption at enterprise level by introduction of new work processes and governance frameworks through DDC

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Rallying businesses to advocate and adopt PETRONAS data agenda through DDC

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Rallying businesses to advocate and adopt PETRONAS data agenda through DDC

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Facilitate the enablement Offensive Data Strategy in CRM

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Facilitate the enablement Offensive Data Strategy in CRM

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**Subject to CRM Readiness

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Accelerate the outcome of critical enterprise projects by establishments of key data processes for sustainability;

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Accelerate the outcome of critical enterprise projects by establishments of key data processes for sustainability;

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Driving current product/ use case convergence and consolidation strategy across Downstream 

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Driving current product/ use case convergence and consolidation strategy across Downstream 

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1. Monthly variance analysis review
2. Establish internal controls monitoring

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1.Downstream Digital P4R
2. Alignment of strategy from C-Suite, STAR, to P4R.

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1.  Digital roadmap
2. Digital value chain from strategy and planning, to project delivery, to value creation realization
3. Program management tool