The department plays a central role in supporting agricultural production, resource development and regional economies, working across policy, regulation and service delivery. As its responsibilities expanded, technology became an increasingly important enabler of operational efficiency, stakeholder engagement and long-term economic outcomes.
Over time, the technology environment had evolved in a largely tactical manner, making it difficult to understand where investment would deliver the greatest value. Without a consolidated view of systems, costs and dependencies, the department lacked a clear basis for sequencing initiatives or confidently planning future change.
What Prompted Change?
Technology decisions were being made without a shared view of the overall landscape, resulting in uncertainty around costs, dependencies and sequencing. Competing initiatives were difficult to compare, and there was no consistent way to assess how proposed investments aligned with business priorities across agriculture, resources and regional development functions.
Recognising this, the department initiated a competitive tender process to identify a partner that could help establish a business-needs-driven target state for technology, supported by a practical roadmap to guide investment decisions, manage risk, and provide confidence in the timing and cost of change.
Strategy in Action
Fragile to Agile applied its Enterprise Architecture Roadmap Development approach to help the department establish a clear, business-led target state vision for its technology landscape. This “north star” articulated how technology should evolve to better support strategic outcomes across agriculture, resources and regional development functions.
Building on this vision, a structured program of work was defined to guide the transition from the current state to the desired target state. The roadmap was organised into well-defined initiatives, taking into account business priorities, interdependencies and delivery sequencing. Each initiative was designed to deliver one or more target state solutions, ensuring progress was incremental, measurable and aligned to business capabilities.
The resulting roadmap provided a practical and executable plan, enabling the department to move forward with greater confidence in its technology investments and their contribution to long-term objectives.
Delivering Meaningful Impact
The target state vision and roadmap were well received and endorsed by executive leadership, providing a clear and credible foundation for progressing priority initiatives. Early elements of the roadmap were designed and commenced within existing budget constraints, with subsequent funding approved to support broader implementation.
The Business Capability Model and supporting artefacts have since been used to onboard new ICT team members, providing a shared understanding of the current and target technology states and the rationale behind the roadmap. These artefacts continue to guide the scoping and design of initiatives as the transformation program progresses.
The roadmap remains an active reference point, supporting ongoing execution and helping ensure technology investments remain aligned with business priorities and long-term objectives.
