Digital uplift of our information and processes
ICT Resources Strategic Planning
To uphold a consistent and evidenced-based approach for managing ICT assets and planning, TMR maintains an ICT asset register which, used in conjunction with the ICT Portfolio of Work, provides detail on current and planned activities that impact on the ICT resources of the organisation, and their effectiveness and efficiency in supporting the delivery of departmental services.
The ICT asset register records functional, financial and lifecycle information about the application, technology and information assets that TMR has investment authority over. It supports ICT portfolio investment analysis both at the department and whole-of-government level. Additionally, it is the enterprise source of information for the Queensland Government Chief Information Office ICT Resources reporting which contributes to improving WoG ICT policies.
Flexible and adaptive ICT procurement
In 2018–19, the department piloted a new procurement framework, known as Flexi-ProQr. The Flexi-ProQr Framework aims to enhance our ability to support the Queensland Government’s DIGITAL1ST Strategy, while also supporting the Queensland Procurement Policy 2018, by looking at better ways to engage with small business and approaching the market in innovative ways. This results in better outcomes and learnings by avoiding upfront investment and working collaboratively with the market to define our requirements.
Several activities have already used the framework including a proof of concept with augmented reality in Townsville and another for a codebot to automate code generation in TMR’s registration and licensing system. Industry has provided positive feedback with one supplier noting that the process was one of the most empowering they had been involved in. Flexi-ProQr will continue to develop with alternative go to market practices to be the focus for the 2019–20 financial year.
For more information on flexible and adaptive ICT procurement
Mobile technology solutions
TMR has successfully rolled out Office 365, paving the way for a future digital workplace where our people will have the ability to work anywhere, anytime, with anyone, and from any device.
The rollout wrapped up in March 2019, migrating approximately 8500 employees and approximately 9100 devices across the state to Microsoft’s Office 365 platform.
Staff can now create dynamic digital workspaces allowing better information-sharing, efficiency and collaboration with internal and external stakeholders.
The initiative also upgraded all TMR intranet sites to SharePoint 2016. Together, these activities provide the foundational building blocks to help prepare TMR to further advance the digital workplace, while also supporting greater team and organisational agility.
TransLink taps into Office 365 to readily respond to transport incidents
Following on from the success of the Transport Coordination Centre (TCC) that operated during the Gold Coast Commonwealth Games, the department is currently working to establish a TCC for South East Queensland.
The TCC will manage across all transport modes at a network-wide level, helping to mitigate large scale disruption from major events and major road incidents using lessons learnt from the games.
While the South East Queensland TCC is still in the planning stages, the project team has already established a small public transport ‘watch desk’ capability. Using Microsoft Teams, they have built an innovative solution called the Transport Information Exchange System (TIES) to seamlessly capture all the data they require in one place.
TIES provide the team with a consolidated view of RSS live feeds and real-time PowerBI dashboards, enabling them to immediately respond to public transport issues and in due course communicate with customers about alternate routes.
It is also integrated with Office 365’s task management system Planner to allow the team to record their actions, set tasks, communicate across responsible teams and escalate issues (all on desk-top, tablet and phone) to ultimately deliver improved public transport outcomes for the community.
In order to respond to the continually customer expectations, based on increased uptake of online services, continuing growth of calls and decline in foot traffic to our physical sites. TMR is investing in customer expectations that support a changing workforce. The emergence of new technologies, such as Robotic Process Automation, provides TMR with an opportunity to reinvest our workforce effort into higher value, customer focused interactions.
The department continues to adopt a range of workload distribution initiatives such as cross skilling of staff, to promote workforce agility, in addition to making investment decisions in emerging capabilities. These include skills and capabilities that support our customers migration to digital delivery channels.
The priority for TMR is to ensure workforce sustainability and agility to adapt to future transport industry disruption and changing customer expectations.
Director-General Neil Scales presenting at the 2018 MaaS forum.