Victorian MyKi Smart Card Issue 2022

Running head: VICTORIAN MYKI SMART CARD
Victorian MyKi Smart Card
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction:...............................................................................................................................2
Issues with the Victorian MyKi Smart Card Project:.................................................................2
Early Implementation Failures of Victorian MyKi Smart Card Project:...................................3
Cost Overrun and Schedule Delays of Victorian MyKi Smart Card Project:............................3
Early Delivery Method of Victorian MyKi Smart Card:...........................................................4
Recent Delivery Method of Victorian MyKi Smart Card:.........................................................5
Recommendation as a Project Manager:....................................................................................5
Conclusion:................................................................................................................................6
References:.................................................................................................................................7

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Introduction:
From various of previous cases it has been assessed that Victorian government has an
abysmal type of records in terms of IT projects. The costliest project that the Victorian
government have ever executed was their Victorian MyKi Smart Card project (Rachele et al.
2019). The project was executed with the aim of improving the public transport. This project
was one of the most complex smart ticketing projects at that time. For this project the
Victorian government initially approved total budget of one billion dollars. The main vision
of this project was good, but the project actually faced several of challenges during the
execution. Later, from the analysis of the project it has been identified that being despite of a
complex IT projects, the Victorian MyKi Smart Card project was ambitiously designed to
deliver within a limited time period of only two years (Currie and Reynolds 2016). Due to
this fact, the project was not capable of meeting the deadline and for that cost overrun
occurred. In this report the project of Victorian MyKi Smart Card will be briefly discussed.
Issues with the Victorian MyKi Smart Card Project:
The project of Victorian MyKi Smart Card was initiated in 2005 when the project was
approved by the Victorian State Government with the budget of one billion dollar. At that
time the Victorian MyKi Smart Card project was a complex IT projects in the world. Though
this project was a complex project it was set to deliver within only two years which was the
first issue with the project (Delbosc and Currie 2016). The project team failed to identify the
project complexity and developed a wrong timeline for the project. As there was a big
mistake in the scheduling of the project, it was quite obvious that the project is going to face
a cost overrun issue and it became very much true. Due to the cost overrun fact the project
taken 55% more of the initial budget set for the project while for completion of the project
seven more years taken that what actually failed (Fagnot, Ye and Desouza 2018). Both, of the

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issues in this project justifies why this project is called a completely failed project. The
important issues that led the project in this situation were the inaccurate responsibility
division, lack of knowledge regarding this type of IT projects, compromised scope of the
project and a poor relationship regarding working between the transport authority and the
project contractor.
Early Implementation Failures of Victorian MyKi Smart Card Project:
For a project to be completed successfully, the early implementation plays an
extensively crucial role. For the project of Victorian MyKi Smart Card there was several of
failure regarding the early project implementation, which led the project towards the path of
complete failure. One of the most important early employment failures regarding the project
was the inappropriate estimation of the project schedule and the project budget (Adafin,
Rotimi and Wilkinson 2020). Both project schedule and the project budget are one of the
important aspects of early implementation of the project and these two determine that how
the project will be executed. The current project of Victorian MyKi Smart Card was
completely failed in this segment of early implementation of the project. Also, another
important requirement in the early implementation of the project is proper distribution of
responsibilities among the project members who are associated with the project (Sari 2018).
Regarding this, the current project was also completely failed and this was another early
implementation failure which was associated with the project.
Cost Overrun and Schedule Delays of Victorian MyKi Smart Card Project:
The cost overrun and the schedule delays were the vital issues related with the project
due to which the project was completely failed. From the project analysis it has been
identified that the project of Victorian MyKi Smart Card was approved by the state
government of Victoria in 2005 with the initial budget of one billion dollars. As the project

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started to execute, several of problem occurred within the project and ultimately the project
failed to fulfil its deadline. Missing the deadline of the project was the main reason due to
which cost overrun occurred in the project and with that another important factor was the
complexity of the project which contributed in the project cost overrun (Larsen et al. 2016).
From the actual data it has been identified that the project nearly exceeded 55% of its total
budget which was about 550 million dollars.
The schedule delays of the project were the main reason due to which the cost overrun
occurred. Poorly developed project plan was the actual reason behind the schedule delay of
the project. The complexity of the project was extremely high and project was ambitiously
planned to complete within two years where many other similar projects taken double time of
that for completing the project (Gbahabo and Samuel 2017). This was the main cause due to
which the schedule of the project delayed and ultimately the project taken seven years more
from the actual schedule.
Early Delivery Method of Victorian MyKi Smart Card:
There several types of project delivery methods are available through which a project
can be delivered. Specifically, for the Victorian MyKi Smart Card project, Public-Private-
Partnership is used for the as the early delivery of the project. This is a specific type of
delivery method where contract is established between the government entity and the private
corporation where the project is executed by the private organization and funding is provided
by the government (Delmon 2017). In this project delivery method, there was several of issue
which caused the project failure. Monopoly of the service providers is one important issue
associated in this case and it also contributed in this case for the project failure. Also, in this
type of project delivery methods the private organization will not put any type of extra effort
in the project which might be required in several cases (Hodge and Greve 2017). This is

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another issue with the current project delivery method. Also, there is issue regarding
development of a clean and regulatory framework for the project. These are the main issues
with the current early delivery method of the project.
Recent Delivery Method of Victorian MyKi Smart Card:
As the early delivery method of the project is failed to provide proper resolution, the
overall method for the project delivery is changed. There were some important changes in the
recent delivery method of the project. In this case the overall delivery of the project is
changed and the project switched towards the integrated project delivery (El Asmar, Hanna
and Loh 2016). The integrated project delivery is a comparatively new type of method for
project delivery and it is employed in this context to ensure the successful delivery of the
project. By implementing this project delivery method, the Victorian Government got the
chance of selecting the CM and the A/E before the project design. The integrated delivery
method of the project management ensures early participation from the end of the contractor
(Mesa, Molenaar and Alarcón 2019). Also, in this context the owner, means the Victorian
Government remains highly involved with the project and becomes a crucial member of the
project, which was not in the case of public-private-partnership project delivery method. In
this way, through the integrated project delivery method project related costs can be
minimized where efficiency of the organization can be improved through effective
cooperation among the project team members.
Recommendation as a Project Manager:
If I was assigned as a project manager for this project then I would have been
provided several of recommendation to the project in the earlier stage of the project. My main
recommendation would have been:

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 Developing the schedule and the budget of the project in respect of other smart
ticketing system all around the world.
 Cross checking with the project contractor whether they are satisfied with the project
schedule and project budget or not.
 Development of risk matrix dependent on the main requirement of the project.
 Preparing the whole team for the execution of the project.
 Management of an effective communication line throughout the project.
Conclusion:
The above discussion concludes that project delivery methods play an extremely
crucial role in successful project completion. In this report, the project case study of Victorian
MyKi Smart Card has been evaluated. Regarding this discussion, in the first segment of this
report the significant issue related with Victorian MyKi Smart Card project is discussed and
discussed. Following that the main failure with the early employment of the project has been
discussed. This project also faced the issue regarding schedules delays and the cost overrun.
In this section it is discussed, why the project faced such kind of issues. Also, the early
delivery methods used in this project has been identified and discussed. Important changes
done in recent delivery method of this project and these has been also identified in this
context. Lastly, important recommendations have been shared which could have been
contributed in successful completion of the project.

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References:
Adafin, J., Rotimi, J.O. and Wilkinson, S., 2020. Risk impact assessments in project budget
development: quantity surveyors' perspectives. International Journal of Construction
Management, 20(1), pp.13-28.
Currie, G. and Reynolds, J., 2016. Evaluating pay-on-entry versus proof-of-payment ticketing
in light rail transit. Transportation Research Record, 2540(1), pp.39-45.
Delbosc, A. and Currie, G., 2016. Four types of fare evasion: A qualitative study from
Melbourne, Australia. Transportation Research Part F: Traffic Psychology and
Behaviour, 43, pp.254-264.
Delmon, J., 2017. Public-private partnership projects in infrastructure: an essential guide
for policy makers. Cambridge university press.
El Asmar, M., Hanna, A.S. and Loh, W.Y., 2016. Evaluating integrated project delivery using
the project quarterback rating. Journal of Construction Engineering and
Management, 142(1), p.04015046.
Fagnot, I., Ye, C. and Desouza, K.C., 2018. Unpacking complexities of mega-scale public
sector information technology projects: An ecosystem perspective. Systemes d'information
management, 23(2), pp.9-41.
Gbahabo, P. and Samuel, A.O., 2017, January. Effects of Infrastructure Project Cost
Overruns and Schedule Delays in Sub-Saharan Africa. In 11th International Conference on
Social Sciences Helsinki (pp. 20-21).
Hodge, G.A. and Greve, C., 2017. On public–private partnership performance: A
contemporary review. Public Works Management & Policy, 22(1), pp.55-78.

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Larsen, J.K., Shen, G.Q., Lindhard, S.M. and Brunoe, T.D., 2016. Factors affecting schedule
delay, cost overrun, and quality level in public construction projects. Journal of Management
in Engineering, 32(1), p.04015032.
Mesa, H.A., Molenaar, K.R. and Alarcón, L.F., 2019. Comparative analysis between
integrated project delivery and lean project delivery. International Journal of Project
Management, 37(3), pp.395-409.
Rachele, J., Wiesel, I., van Holstein, E., de Vries, T., Green, C. and Bicknell, E., 2019.
Making the City of Melbourne more inclusive for people with disability. The University of
Melbourne.
Sari, N., 2018. The implementation of project based learning to improve students
responsibility in social studies learning. International Journal Pedagogy of Social
Studies, 3(2), pp.19-32.