When an ageing freight platform became a business risk, replacing it wasn't enough.

The technology wasn't the biggest risk.

Woodside’s transport request system coordinated large freight movements across Australia and internationally, including heavy equipment, cranes and turbines. The existing workflow engine was approaching end of life, causing 2-3 outages a month and growing operational disruption.

As delivery began, the project's complexity outpaced the delivery model. Left unresolved, timelines, quality and business confidence were all at risk.

Building the structure that delivery depended on.

I was brought in as Digital Delivery Partner with an offshore team responsible for execution. When it became clear the project needed more, I stepped into business analysis and project management to create the clarity the team needed to succeed.

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Phase 1

Replacing the workflow engine without disrupting operations

The existing system had no documentation. Before delivery could progress with confidence, the end-to-end workflow logic had to be defined from scratch.

• Defined the full workflow end-to-end to fill the gap left by missing documentation
• Established acceptance criteria and test traceability to support confident delivery
• Introduced fortnightly sponsor demonstrations with incremental sign-off at each stage
• Built a realistic delivery plan with risk management and reporting throughout

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Phase 2

Extending capability while keeping delivery on track.

With the platform stable, the focus shifted to new functionality, while maintaining the same delivery discipline established in Phase 1.

• Scoped requirements, user stories, prototypes and acceptance criteria for all new features
• Managed a mid-project reprioritisation, replacing reporting scope with enhanced export compliance capabilities that delivered greater business value
• Maintained traceability between requirements, testing and delivery evidence throughout
• Allowed controlled scope changes as sponsor understanding evolved through demonstrations

A complex programme delivered with confidence.

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Reliable platform delivered

The legacy workflow engine was successfully replaced, removing 2-3 outages per month and creating a stable foundation for the efficiency gains that followed.

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Business value increased during delivery

Scope was reprioritised mid-project, replacing reporting with enhanced export compliance capabilities that delivered greater operational value.

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Delivery risk reduced

Strong requirements management and quality controls enabled both phases to land on time, with only one minor defect identified during hypercare.‍

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Rework and costs avoided

An estimated $60,000–$140,000 in rework costs avoided, and offshore delivery was 11% under budget.