Answer To: Page | 6 Asia Pacific International College Pty Ltd. Trading as Asia Pacific International College...
Sarabjeet answered on Sep 01 2021
Running Head: File Case Study
Case Study
TOPIC: Myki CASE STUDY
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Contents
Introduction 3
What were the objectives of the case project? 3
What were the main issues associated with the Case Project? 4
What were the failures with the early implementation of this project? 5
What was the cost overrun and schedule delays and what contributed to these? 6
What was the early delivery method for this project? 7
What changed in the final delivery method if the project was not cancelled? 9
If it was cancelled what was the main cause of cancellation of the project? 11
What recommendations would you make if you were assigned as Project Manager of this project in its earlier stage? 12
Conclusion 13
References 14
Introduction
Modern public transport ticketing systems consist of simple fare collection tools. They provide a key interface with customers as well as the help ofsmart card technology, they can alsoassist in the strategic arrangement of the public transportation systems through the collection of data. A well-designed system should make it easier for the passengers and transport operators to use it by simplifying ticket collection as well as accessing important information about tourist performance. The smart card system has become a new standard of international transport tickets due to its convenience as well as efficiency. Also, Tickets can be bought and “charged” using automatic processes, they can be quickly transferred between stations, and they can be easily switched between different types of travel. However, international experience also shows that developing a reliable and efficient system of public transport tickets is difficult and expensive.
What were the objectives of the case project?
The Victorian government in 2002 promised to advance a new smartcard46 ticketing system when the Metcard contract expires in 2007 to complete the existing Metcard ticketing system. The Transportation Ticket Administration (TTA) in April 2003 established a new ticketing system to manage the Metcard system, which replaces tickets(Doyle, 2020). TTA will be responsible for purchasing and promoting the new ticketing system. It closed the business case on April 27, 2004, which estimated the total life expectancy (2004-17) to be $ 742.9 million. In July 2005, a supplier was selected to develop a ticketing system called Mickey(Doyle, 2020). Under the terms and conditions of the first contract, myki will be operational in July 2007. The total initial budget for the whole project was $ 999.9 million, including $ 178.2 million for delivery of myki and $ 346.5 million for ten years of operation. Though, the remaining funds include for the management of the Metcard system along with myki through the transition period and the costs associated with the Transportation Ticket Administration (TTA). With the establishment of the Victorian Public Transport, the TTA was abolished in 2013 and has since assumed all the functions of the TTA. In the remainder of this case study, the TTA will be used to review the organization managing the project. The concept of the myki project is the use of proven software, but it solves an “open architecture” 1 that has never been used in a ticketing environment in the past(Glaveski, 2020). myki has more than 20,000 types of physical devices, including automatics, readers, driver consoles, and backend devices. The supplier includes 17 subcontractors to its consortium. Either way, the system is complex (Doyle, 2020).
What were the main issues associated with the Case Project?
• Tram and bus passengers don’t have a quick and easy way to check their balance before sitting down and contacting Mickey: there are almost no shops outside the CBD. The PTV website does not respond on mobile devices and it takes up to 24 hours to update the online balance, if this is a last-minute recharge, this option will be useless.
• After boarding the bus, passengers cannot fill Mickey’s points if they do not use the bus service.
• It takes 24 hours to top up a new balance online, which does not allow tourists to use the service.
• Due to the low efficiency of online services, Myki kiosks are still the main filling option. The payment/debit process for credit/debit cards can take up to a minute. During peak hours, queuing to recharge can cause tourists to miss their services, increasing stress and frustration(AEX WHITE and JOHNSTON, 2015).Involve stakeholder change management. Since the beginning of the project, some of the negative outcomes have not been associated with the full involvement of stakeholders. The lack of communication leaves users in the early stages with the risk that they feel that this is not their project, but something that is imposed and rejected. A change of mindset is essential to the fulfillment of a promise.Scale management overestimates scale. The project was originally designed to allow users to make even small purchases with Myki, as this may be a newspaper. Primary goals will be limited to realistic and clearer goals. Given the existing limitations and the use of limited assumptions to prove the need for a project, its scope needs to be defined(Charette, 2020).
What were the failures with the early implementation of this project?
The system was built in 2005 for $ 1 million to replace the old Metcard system, but faced many obstacles in the implementation process. Prolonged delays led to an increase in costs of about $ 550 million, or 55%.In 2005, Victorian management signed a contract to manage all the system to Melbourne-based Camco, which lasted 10 years, until the company was acquired by Japan’s NTT DATA in 2010.The NTT DATA contract was signed until Victoria Public Transportation (PTV) plans to hold a tender by the end of 2016 (Morton, 2020).The initial pilot of the evils led to the ambiguity and excessive ambiguity of the original scope of the contract and the myki contract. Due to shortcomings in the initial state management and project oversight, this posed a significant delivery risk and was therefore poorly managed. The bidding document (RFT) is extensive and contains four volumes of information. The bidding process is an interactive and complex process that involves important negotiations, in which process bidders are encouraged and required to work with different subcontractors (sometimes competitors 'bids) to obtain the best possible result. counts on delivery and delivery (Morton, 2020). Supplies. Also, it appears that the myki method of "interactive supplier participation" of tenders has successfully established a union of suppliers, but in addition to worrying about the problem, people do not fully understand the issue of regulation. In the preliminary evaluation of these six applicants, only the successful applicant failed to prove the proven solution: all the other nominated candidates who accepted the solution. The “open architecture” solution that TTA requires is a new feature in the ticketing environment (Doyle, 2020). In general, the other ticketing systems in the world are private. Before the creation of the TTA, the use of DOS was considered an open architectural solution so that the government would not be loyal to any supplier and would benefit from technological advances in all aspects of the system(my ticket system, 2010). Although the use of this method by the government has obvious benefits, it is worrying that the TTA has chosen to spend...