This research report is an attempt to analyse the corporate planning process currently being adopted by Queensland Rail. The objective is to appraise the planning process and to recognise its appropriateness given the existing environmental conditions, and also in comparison with evolutionary changes in planning processes.
A comprehensive review of Queensland Rail's corporate planning process - Railplan - as well as other publicly available information on Queensland Rail is carried out in this regard. Context of those material is contrasted against theoretical and empirical findings on this subject to date, through an extensive literature research. Particular emphasis is placed on literature extracted from contemporary research findings published through academic journals, conferences, etc.
Railplan, which Queensland Rail should be proud of, is highly commended as a state of the art process well positioned with the latest available developments in planning processes. Besides some minor finetuning, only major issues identified are the need for extreme care to avoid any possible developments of defensive reasoning which block organisational learning and to encourage both single-loop and double-loop learning, the need for precautions to avoid any dangers associated with forecasting, the need for ethical and moral obligations to be emphasised, the need for enhancing institutional relationships, the need for management to walk the fine line between abdication and overcontrol when empowering employees, and the need for implementation of a proper reward system.
The time in which this research is carried out found to be equally crucial as its findings, since Queensland Rail will be corporatised with effect from 01 July 1995.