With existing agreements for architecture services coming to an end, our client required a fit-for-purpose vision for the delivery of global architecture services and an effective plan for architecture service establishment and delivery.

Engaging the Digital Executive and functional heads to confirm needs and priorities, our Principal Architect developed an architecture operating model adjusted for Woodside’s specific organisational characteristics and constraints.  

The model defined organisational structure, key processes, resourcing strategy and, critically, integration with Woodside’s portfolio governance and project delivery method. It was supported by an architecture governance model which challenged previous compliance and control-centric regimes, promoting the accountability of change sponsors for design decisions made with the support of architecture.

With Chief Digital Officer approval of the operating model and implementation plan secured, our Principal Architect was retained to advise and direct the transition to the new service model.

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As important as the operating model itself was the consensus secured among senior stakeholders on the model and its implementation.

Our independence was highly valued, leading to years of engagement as advisors to successive Heads of Architecture, periodically reviewing architecture capability and evolving the architecture operating model as needed. Our Principal Architect was also retained to operate architecture governance, building an open community of practice that greatly improved the quality and reduced the lead times for key architecture decisions on initiatives such as the operations optimisation program, intelligent assets platform and major capital projects.