The Port of Brisbane is one of Australia’s fastest growing container ports and Queensland’s largest multi cargo port. With over $1.6 billion in capital works invested over the last 20 years, the Port of Brisbane is a dynamic engine for economic growth throughout Queensland and northern New South Wales, offering an efficient entry to market through direct connectivity to Australia’s major road and rail networks.
The Port of Brisbane is also among the most environmentally focused ports in the world, and is dedicated to ensuring any development is done in a responsible, socially and environmentally sustainable manner.
Port of Brisbane’s evolving business demands that strategic goals must be planned years, or decades in advance. Any failure to plan for projected growth poses a grave risk to shareholder value. A review of the organisations’ business roadmap was commissioned to reveal how technology would meet operational and strategic goals over the coming five years.
The challenge for the IT management team was identifying which technology developments would be mature and widely used in production compared with those that may have reached the end of their lifecycle. Typical scenarios included modelling whether insourcing or outsourcing of technology made better sense or forecasting the technology demands for the business in 1, 3 or 5 years into the future.
Long term partner MOQdigital were commissioned to provide the resources to develop a dispassionate 5-year roadmap.
After determining the most appropriate model for the different IT workloads, MOQdigital defined short, medium and long term strategic goals that when completed would deliver the recommended target environment.
The evaluation process began with a comprehensive audit of the services that Port of Brisbane delivered to business units and assessing the relative strengths and limitations within the existing processes. The data drawn from this review formed the foundation for stakeholder workshops to specify business drivers that were unique to their divisions. The Human Resources department have differing needs from those in the Finance team and by understanding these common goals, synergies could be identified and a more encompassing strategic roadmap delivered.
After a series of discovery workshops, the MOQdigital team began the task of correlating the information and narrowing the scope of the vendor briefing. Vendors were quizzed to understand how their product roadmap aligned with BPPL’s. As the discovery phase was completed, the project culminated in MOQdigital providing detailed documentation to BPPL that detailed the results of their analysis.