Managing IT Project: Myki Ticketing Project

Running head: MANAGING IT PROJECT
Managing IT Project: Myki Ticketing Project
Name of the Student
Name of the University
Author’s Note:

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MANAGING IT PROJECT
Table of Contents
1. Introduction............................................................................................................................3
2. Discussion..............................................................................................................................3
2.1 Examination of the Current State of the Company and context of Myki Ticketing
Project being executed...........................................................................................................3
2.2 Consideration of Issues related to Project Quality and Evaluating Tools utilized for
checking the Problems...........................................................................................................4
2.3 Investigation of the Leadership Style used by the Project Manager to motivate Team
Members with Proper Analysis of the Method for Conflict Management.............................5
2.4 Examination of the Approach used for Stakeholder Identification and Evaluation of
Methodology used for Effective Communication amongst the Stakeholders........................6
2.5 Analysis of Tools as well as Methodologies used for better Planning and conduction of
Procurement...........................................................................................................................8
2.6 Examination of the Risks that might have Negative Impacts on the Myki Ticketing
Project and Evaluation of the tool used for Analysis of the Risks.........................................9
2.7 Reflection of Personal and Professional Journey into the Globalized Project
Management Field................................................................................................................10
3. Conclusion............................................................................................................................10
References................................................................................................................................12

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1. Introduction
IT is the utilization of computer systems to complete mechanisms of information and
data (Burke, 2013). This report provides a detailed description on the successful management
of an IT project, called Myki Ticketing project in Australia. Several details related to the
project such as current state of the organization, issues related to project quality, investigation
of leadership style utilized by the respective project manager to moitvate team members or
analysis of the methods utilized for conflict management would be provided in this report.
Moreover, approaches utilized for identification of stakeholders or evaluation of methods for
communication and analysis of tools or methods used for better planning as well as
examination of risks having negative impacts over project will be described here with details.
2. Discussion
2.1 Examination of the Current State of the Company and context of Myki Ticketing
Project being executed
Myki is a reloadable credit card size contact less smart card ticketing system that is
being utilized for electronic payments of fare over most of the public transport service within
Melbourne as well as regional parts of Victoria, Australia. The entire concept of Myki
ticketing system was being launched in the year of 2018 and the technology utilized for this
purpose is MIFARE DESFire (Myki Ticketing System. 2015). It eventually replaced the
traditional ticketing system of Metcard, before becoming completely operational during the
end of 2012. This specific system was being developed by the organization of Kamco and
was being eventually promoted by the PTV, Australia. During the first half of the 10 years,
the respective contract was for worth of around 1.5 billion Australian dollars. According to
the reporters of Australia, Myki ticketing project is considered as the biggest smart card
ticketing system of the world. This specific contract of Myki was then extended for a further

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7 years during July 2016 (Harrison & Lock, 2017). The validity of the ticketing system stays
for trams, metropolitan buses, regional town buses, regional trains and metropolitan trains.
2.2 Consideration of Issues related to Project Quality and Evaluating Tools utilized for
checking the Problems
The most significant factor for the project of Myki ticketing system is that it does not
expire immediately and it expires in every four years, however the balance is transferrable.
The recharge system is also automatic and the stored value for the ticketing system is Myki
money (Larson & Gray, 2013). There are some of the major as well as vital variants of the
ticketing system, which include standard, concession, children and senior citizens. In spite of
these distinctive advantages and popularity, there were few issues that were being required to
be analysed on a priority basis. The respective project has faced these issues in its lifecycle. It
was being properly planned for delivering the most complicated ticketing system within the
world in the shortest time period for 2 years. The time period was much lesser than almost
half of the total time taken with any similar project (Brewer & Dittman, 2013). It eventually
resulted in project being delivered over 55% of the total budget and it even took 7 years extra
than planned.
As a result of the combination of these issues eventually led in cost and time blowing
out with inclusion of an unclear dividing of the duties, lacking expertise or knowledge in
project field, requirements for vague project system specification, poor working relation
between transport authority and contractor (Meredith, Mantel Jr & Shafer, 2017). The related
costs of TTA or Transport Ticketing Authority for better management of the card were
extremely high in comparison to other projects. It was extremely important to include high
quality information for transport planning. However the integrity as well as effectiveness of
the project was being compromised by the critical shortcomings in the respective approach
regarding verification of the accuracy of every related outcome as reported by the contractor.