Bike Share Australia Project: A COIT12208 Case Study Analysis

This document presents a comprehensive case study analysis of the Bike Share Australia project. It begins with an overview of the project's assumptions, including the distribution of technicians for bike assembly across different cities. The study uses Microsoft Project to address resource overallocation issues through levelling, comparing different scenarios to optimize project duration and cost. The report includes a project status plan outlining the project's start and end dates, duration, and cost, along with a discussion on resource constraints and potential solutions by increasing resource allocation. A what-if analysis is performed to assess the impact of increasing individual resources, such as the Business Analyst, on the project schedule. The case study also identifies and mitigates potential risks, such as delays in obtaining approvals. Part B of the study further analyzes changes in project duration and cost based on sprint modifications, evaluating the impact of resource adjustments and task dependencies.

COIT12208 Assessment item 2
Individual case study
Name of the University
ID of Student
Name of Student
Date of Submission:

Part - A
Assumptions:
1. The group of the technician will first assemble the bikes at Sydney and then from
there they will get distributed with one group going to Melbourne and the other to
Brisbane for assembling bikes at the respective locations
2. One group after assembling bike at Melbourne will reach Brisbane so that all the
technicians can assemble at Brisbane and come back to Sydney by one of the vans
3. To match the requirement of the schedule in section 4.1, 4.2 the calendar is
considered as a 6 days’ work week. 8 working hours of each resource with no
overtime allowance
Response to Question 1:
All sections answered in attachment BSA_PartAQ1
Response to Question 2:
a) To resolve the resource overallocation issue with the given constraint in Microsoft
project under resource tab levelling options, the resource levelling is done by
unchecking few selections. In resource levelling tab, 2 boxes are required to be
unchecked, is the ' levelling can adjust individual assignments on a task' and the other
is ' levelling can create splits in remaining work'.
b)
BSA_PartAQ1.mpp BSA_PartAQ2.mpp
Total Duration Total Cost Total Duration Total Cost
155 days AUD 520,800 201 days AUD 520,800
c) Among both the files, there is the difference in total duration and not in the total cost,
it is because of the levelling of resources. While levelling the resources, since the
resources has not been allowed to get increased so it has simply shifted the overall
duration by the required duration to level the resources.

Response to Question 3:
Bike Share Australia
Project Report
To: Mike Edwards Date: 18th May 2018
Cc: project director
From: project manager
Subject: project status plan
Based on the information available in WBS structure, the developed schedule for bike share
Australia has some interesting output which shall be shared along this report for your kind
perusal.
A) With the assumption of project start date on 28th of May 2018, the completion date
obtained is 21st January 2019
B) The total duration of the project is of 201 days
C) Although the project could have been completed with a minimum period of 155 days,
due to the resource constraint the project must be shifted with 201 days. If we need to
control the time schedule to 155 days, there are 4 resources which are required to be
increased. The transport analyst, the business analyst, software engineers and the
network engineer. If the number of these 4 resources could be increased then the
overall project duration can be reduced further to 155 days.
D) The estimated direct labour at the material cost which shall be consumed for the
development of the project are as under
Resource Name Cost
Transport Analyst $47,880.00
Business Analysts $1,16,160.00
Database Analysis $18,480.00
Software Engineers $1,54,880.00
Network Engineer $70,400.00
Mechanical Engineer $47,200.00
Technician $62,800.00
Total direct labour costs $5,17,800.00
Flight $2,400.00
Accommodation $600.00
Total Cost $5,20,800.00
With this, I can conclude that the project has these key features, and with for the support by
increasing the resources the project schedule can be minimised. You are kindly requested to

review the document and send your comments by 27th of May 2018, so that in case of any
correction can be done before the start of the project on 28th May 2018.
Thanking you
Project manager
Share Bike Australia
Response to Question 4:
a) To use the what if scenario calculation, each resource shall be increased by 100% to
check its impact on the overall completion.
 If the transport analyst increased from 100% to 200%: the impact on the
overall project completion date remains unchanged
 If the business analyst increased from 100% to 200%: the overall project
duration from 201 days has reduced to 175 days with the completion date on
20th December 2018
 If the software engineers increased from 200% to 300%: the impact on the
overall project completion date remains unchanged
 If the network engineer increased from 100% to 200%: the overall project
duration from 201 days has reduced to 183 days with the completion date on
31st December 2018
 If the mechanical engineer increased from 300% to 400%: the impact on the
overall project completion date remains unchanged
 If the technician increased from 300% to 400%: the impact on the overall
project completion date remains unchanged
So, with the above what if analysis we can observe that by increasing one resource of
Business Analyst From 100% to 200% has the maximum impact on the schedule
which is reducing to 175 days from 201 days. So, it is advisable to increase the
resource business analyst.
b)

BSA_PartAQ3.mpp BSA_PartAQ4.mpp
Total Duration Total Cost Total Duration Total Cost
201 days AUD 520,800 175 days AUD 520,800
c) By changing the resource business analyst from hundred percent to 200%, it has
reduced the overall project duration from 201 days to 175 days. The overall schedule
duration has been reduced in approval section, the software section, depot fit out
section and bike deployment section. If we observe the reaction of increasing business
analyst by hundred percent all the activities in the critical path which contains
business analyst has got reduced by the subsequent duration which has caused the
overall reduction in the project duration. In this analysis, it can be concluded that
since the overall project duration has not yet reached 155 days, so there is still scope
of 20 more days of Scheduled reduction, provided more resources are assigned.
Response to Question 5:
a) While working on the development of WBS in the project schedule, few risks are
discovered during development of WBS which are mentioned below:
Risk
No.
Risk Description (Clarizen Team,
2013) (MITRE, 2018)
Impact Likelihood of
occurrence
(Low,
Medium,
High)
Degree of
impact
(Low,
Medium,
High)
1 The duration for obtaining the
approval from local government
authorities has been considered
only 1 days, moreover, the overall
schedule is getting started from the
concept approval. So there is a high
threat that if the approval from
government authority is not
obtained within one day than the
whole schedule can shift by the
duration of delay in obtaining
High High High

approval.
2 Even the duration of deployment
approval is also one day and
interestingly it is coming in the
critical path so if by any chance the
local government does not agree to
the deployment plan and they
recommend some modification than
the whole schedule is supposed to
be shifted by the equivalent
duration.
High High High
b) To reduce the impact of risk, the following WBS level to mitigate the existing risk
which is mentioned above:
WBS Number Task Name Duration Resource
1.4 Risk reserve 3 days No resource
Part - B
Response to Question 1:
Attached file BSA_PartB.mpp
Response to Question 2:
Change Impact on project duration
(longer, shorter or no
impact)
Explanation (which resources
and task clashes were the
cause)
Change 2.5.1 Sprint 1 Longer Transport Analyst
Melbourne bike deployment
& last milestone M5
Change 2.5.2 Sprint 2 Shorter Business Analyst
Database Analyst

Technician
Integration testing and
Melbourne bike deployment
Change 2.5.3 Sprint 3 Greater No resource
Due to longer critical path
chain condition addition of
Circulation map design
Change 2.5.4 Sprint 4 No change The successor is not getting
attached due to relational
constraints
Response to Question 3:
Change Impact on project Cost
(greater)
Explanation (which
additional resources were the
cause)
Change 2.5.1 Sprint 1 Greater Due to increase in the
number of working hours of
BA, DA, SE, TA, and TN
Change 2.5.2 Sprint 2 Greater Due to increase in the
number of working hours of
BA, DA, SE, TA, and TN
Change 2.5.3 Sprint 3 Greater Due to increase in the
number of working hours of
BA, DA, SE, TA, and TN
Change 2.5.4 Sprint 4 Greater Due to increase in the
number of working hours of
BA, DA, SE, TA, and TN
References
Clarizen Team, 2013. Risk Management - Useful Tools and Techniques. [Online]
Available at: https://success.clarizen.com/hc/en-us/community/posts/203996208-Risk-
Management-Useful-Tools-and-Techniques
[Accessed 16 May 2018].