Case Study

Energy Producer: Architecture Capability

Driving improved ways of working and decision-making across siloed technology teams to minimise divergence, risk and costs.

At a Glance

To support a global energy client’s technology simplification program, DigiRen designed and operationalised a tailored architecture capability. This improved cross-team decision-making, reduced technical debt, and aligned siloed teams with the broader technology vision. The initiative received executive backing, enabled consistent architecture governance, and established a clear demand pipeline for future projects.

Yes
Executive endorsement​
Yes
Consistent decision-making ​
Yes
Demonstrated architecture demand​

Challenge

Our client is a global energy and resources company that owns and operates resource and energy assets worldwide.​ The client was embarking on a technology simplification program and identified several risks that could impede its success. To position the program for success, the client realised they needed to address the following:

  • Unstructured cross-team collaboration, resulting in point-in-time decisions and over-engineered solutions.​​
  • Historic short-term decisions lead to increased technical debt, remediation efforts, and costs.​​
  • There is an increased awareness of technology (and cloud-related) decisions and impacts across teams, leading to increased operational risk, cost and complexity.​​
  • Competing priorities and programs (e.g. global cloud consolidation, workload migrations) and ensuring alignment with the technology vision.​​
  • Balancing domain-level autonomy and alignment to ensure the continual delivery of modern technologies

The Challenge for DigiRen

Minimise technology divergence, risks and costs for the client by providing expertise in building capabilities for improved ways of working and decision-making across siloed technology teams.

A description of my image.

Approach

Designing a Tailored Architecture Capability

  1. Cross-team engagement validate the sentiments and pain points experienced.​​
  2. Defined the capability vision, objectives and principles and obtained buy-in from executives. ​​
  3. Reviewed the architecture repository to identify actions needed to support the capability to go live and ongoing maturity uplifts.. ​​
  4. Defined architecture forum terms of reference, entry criteria and engagement process to raise awareness of decisions across teams. ​
  5. Promoted the architecture forum with technology teams to raise awareness.​​
  6. Operationalised and facilitated the submission process and forums.​​
  7. Developed a demand pipeline by analysing the project repositories and managed ongoing capability maturity uplifts.​​
  8. Facilitated handover to the customer representative for ongoing forum management.​

Outcomes

  • Executive endorsement of the capability vision, objectives and capability outcomes.​​
  • Management team’s endorsement of the Architecture terms of reference, enabling the smooth management of change.​​
  • Enabled consistent decision-making across siloed technology teams by operationalising the architecture forum and submission process.​​
  • Demonstrated the demand on the architecture by building a pipeline based on planned projects meeting the agreed-on entry criteria.​​
A description of my image.

More case studies

Energy Producer: Sourcing Strategy & Partner Selection

Accelerating a company's implementation partner selection by optimising sourcing and securing buy-in.
University: Operating Model Uplift

Enabling strategic vision with a consumer-driven Target Operating Model and preparing for a new managed services partner.

Energy: Storage Optimisation​

Demonstrating the potential cost savings with optimised storage consumption.

Explore how we help our clients unlock value


See case studies