The Export Cut Off N4 System Code project was set to sharpen the rules for how Lyttelton Port Company received and delivered (R&D) containers through its container terminal. Opportunities to improve productivity and efficiency are at the heart of most project objectives and this project was set to pave the way for much more to come.

The rules were established and agreed within the business in late 2018, a loosely grouped team was established to deliver on the rules but the work was slow to get started. During New Zealand’s response to the Covid-19 outbreak a shift to Level 4 meant our construction-based projects were on hold. I picked up the project to work with project team in getting traction.

There were five core rule changes that needed groovy code written and deployed into the Terminal Operating System (TOS) – Navis. The code would ensure users couldn’t bend of flex the system without gaining senior approval and it ensured customers were abiding by the R&D processes.

Early in the project we identified the requirements effort would be difficult and complex. A working group was established with high-level requirements gathered for all five key deliverables. Operating an Agile-Hybrid framework was the best approach for this project. We had much uncertainty and while we could adequately detail the common process the complex and always-changing behaviour of shipping meant the exceptions were vast. We realised it was unlikely we could identify and code for all exceptions. Deliverables were prioritised on simplicity and urgency. Coaching a traditionally predictive-based organisation through a style of agile/hybrid was extremely rewarding.

Over the next 11months 4 of the 5 deliverables were designed, coded, tested and deployed into the business. Breaking the project down in to incremental deliveries significantly reduced the risk, change and training impact as well as simplifying communication to stakeholders. This project did require a controlled change to its budget as the complexity of the work was underestimated in the earlier discovery stage. While only a very-low cost project, the benefit and revenue to the organisation significant.

At 11 months I departed the organisation and entrusted my business owner and very-capable team to continue the work. At this stage their self-organising nature was strong and it proceeded well to completion.

Special thanks: Janice Wickes (LPC), Calvin Varney (LPC), Elena Collins (LPC) and Barry Vorster (Independant Contractor).