Technology Roadmapping


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Technology Roadmapping

Either as a further deliverable to a specific Technology Challenge Workshop (as described above) or as a separately commissioned piece of work, ITF can carry out Technology Roadmapping. This provides organisations with a clearly defined route to resolving technology challenges across defined areas, along with an action orientated prioritised plan to detail how the challenges may be addressed.

Experience:

As part of a major project undertaken for an ITF Member company, we built on a series of facilitated workshops by using our expertise and industry knowledge to provide the customer with suggested prioritisation plans that allowed them to consider both their full project planning and resourcing requirements.

Recent Case Study Example:

This example details a fully integrated project combining workshop facilitation and roadmapping over a series of defined process steps:

(1) Internal Workshops

The client initially facilitated a series of internal workshops with each asset team to collect information on (a) progress of existing projects and (b) new technology challenges. The collated information was consolidated and delivered to ITF for analysis and as the basis for the first draft of the report, and also as information feeding into further planned ITF-facilitated technical challenge workshops.

 (2) Technical Challenge Workshops

ITF facilitated a workshop with each available contributing internal team. In total, 13 workshops were held.

In every workshop, each challenge raised by the individual asset team during their internal workshop, or subsequently updated, was reviewed in order. Each asset team was then invited to discuss each challenge in more detail, both to share it with the wider audience and also to help refine the description provided.

 A period of open discussion and deliberation, facilitated by ITF, helped clarify the underlying problem or context of the challenge.  The challenge was then scored using specific metrics in terms of ‘Urgency’, ‘Strategic Fit’ and ‘Benefits’. 

 A cross-plot of ‘Benefits’ against ‘Strategic Fit’ for all adopted challenges was shown by the ITF team in the workshop to ensure that the relative ranking of challenges appeared reasonable to the attendees and in particular to the asset team. As the final part of the process, scoring was validated upon completion of all challenges to ensure accurate consensus was reached. Where appropriate the project team also held extended engagements with the Subject Matter Experts at this point.

 (3) Results

New technology challenges

New challenges were presented to ITF for consideration, the list being refined through the merging of multiple challenges.

Prioritisation of new challenges

Upon completion of the data gathering and technical workshops, the next project phase involved the prioritisation of new project charters. Prioritisation of the challenges was carried out drawing on the following:

‘Benefits’ - from overcoming the challenges (i.e. Increase in production, addition to reserves, CAPEX/OPEX cost reductions)

‘Strategic Fit’ - of the challenge within the client’s overall strategy

‘Perceived Urgency’ - of finding a solution/solutions to address the challenge.

(4) Review of Existing Challenges from Previous Roadmap

ITF conducted an extensive analysis of an existing roadmap

 (5) Deliverable

Final Report containing a fully prioritised ‘play book’ and project charters list including current R&D trends.

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