COIT12208: Bike Share Australia - Project Plan & Risk Assessment

This document presents a comprehensive project plan for the Bike Share Australia case study, addressing various aspects such as assumptions, resource allocation, schedule optimization, and risk management. The project plan includes a detailed WBS summary report, outlining the project's start and finish dates, total duration, and estimated direct labor costs. Resource overallocation issues are resolved using Microsoft Project's leveling options, resulting in an increased project duration. A 'What-If' scenario analysis is conducted to assess the impact of increasing resources on the overall project schedule. A risk register identifies potential risks and mitigation plans. Furthermore, the document analyzes the impact of changes on project duration and cost, providing explanations for resource and task clashes. The analysis is supported by references to relevant academic literature and Microsoft Project documentation.

COIT12208
Assessment item 2
Name & ID of Student
Submission Date: 21-May-2018
Abstract
Bike Share Australia Case Study Project Plan

Project Plan
Part - A
List of Assumptions
Sl.
No.
Assumptions
1 6 days per week calendar, & so 1 wk = 6 days, 2 wks = 12 days & so on
2 Weekend only 1 day (Sunday) & 8 hours as net working hours
3 Number of bikes at Sydney & Melbourne = 960, TN = 3 Nos., So, the duration of
assembly = 960/3 = 320 & time to assemble each bike = 15 minute (by 1 TN) & so
duration of task 5.1 = 10 days & 5.4 = 10 days
4 Number of bikes at Brisbane = 640, TN = 2 Nos., So, the duration of assembly =
640/2 = 320 & time to assemble each bike = 15 minute (by 1 TN) & so duration of
task 5.7 = 10 days
Solution 1
Please refer file name “BSA_PartAQ1.mpp”
Solution 2
a) Resolving any resource overallocation issue using Microsoft project can be done using the
tab "level options". Once we click "level options" it opens the "resource levelling" options
and at the last section "resolving overallocations" we need to unselect two options as per
mentioned in the attachment. Without increasing number of any additional resources, the
two boxes were unselected, one is the "levelling can adjust individual assignments on a
task" and the other one is "levelling can create splits in remaining work".
b)
BSA_PartAQ1.mpp BSA_PartAQ2.mpp
Total Duration Total Cost Total Duration Total Cost
229 Days $ 542,100 234 Days $ 542,100
c) The total duration of overall project duration was 229 days it earlier file, whereas it has
moved to 234 days because of the extension of duration due to the levelling of
overallocated resources for "business analyst", "network engineer" and "technician"
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Project Plan
(Microsoft, 2018). So, after levelling the resources the duration got increased of WBS and
overall project by 5 days.
Solution 3
To, Date: 21-May-2018
Mike Edwards
Bike Share Australia
Australia
Subject: Project Plan Report
This is to inform you that, the project plan is developed based on WBS summary report and
the outcome are as explained below:
a) Start date of the project: 28-May-2018, Finish Date: 28-Feb-2019
b) Total duration: 234 Days
c) The duration of the project is 234 days because of the activity's relationship,
duration of each activity and the resource allocation. But it is to recommend that
total duration can be decreased by 5 more days by increasing the resources which
are getting overallocated.
d) Estimated direct labour cost
Resource Name Cost
Transport Analyst (TA) $47,880.00
Business Analysts (BA) $1,16,160.00
Database Analysis (DB) $18,480.00
Software Engineers (SE) $1,54,880.00
Network Engineer (NE) $70,400.00
Mechanical Engineer (ME) $47,200.00
Technician (TN) $78,000.00
Total direct labour costs $5,33,000.00
Accommodation $6,700.00
Flight $2,400.00
Total Cost $5,42,100.00
The overall schedule is also attached along with the report for your kind review and
comment at the earliest for approval, so that the same can be made baseline for tracking
during the project execution.
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Project Plan
Thanking you,
Project Manager
Solution 4:
a) “What-If” scenario: We have 7 labour resources in the schedule so to analyse the impact
of increasing any one resource by one day on the overall project duration we shall conduct
what-if analysis on below resources one-by-one and observe the impact on the overall
schedule duration.
Resource Name Max. Units Proposed Units Impact
Transport Analyst 100% 200% Duration: 234 days, & so no impact on
schedule
Business Analysts 100% 200% Duration: 234 days, & so no impact on
schedule
Database Analysis 100% 200% Duration: 234 days, & so no impact on
schedule
Software Engineers 200% 300% Duration: 234 days, & so no impact on
schedule
Network Engineer 100% 200% Duration: 231 days
Mechanical Engineer 300% 400% Duration: 234 days, & so no impact on
schedule
Technician 300% 400% Duration: 234 days, & so no impact on
schedule
b)
BSA_PartAQ3.mpp BSA_PartAQ4.mpp
Total Duration Total Cost Total Duration Total Cost
234 Days $ 542,100 231 Days $ 542,100
c) By increasing the resource network engineer by hundred percent has caused the decrease
in duration of WBS number 3, 5 & 6. This has caused the overall decrease in the duration of
the project by 3 days. Because of “What If’’ Analysis we can derive that only the network
engineer was not the constraints making the schedule to 234 days, but with increasing one
more number of that located near the overall schedule duration can be brought back to 229
days.
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Project Plan
Solution 5
a) Risk register
Risk
No.
Risk Description (Kishk & Ukaga, 2008) Impact Likelihood of
occurrence
(Low,
Medium,
High)
Degree of
impact
(Low,
Medium,
High)
1 There are around 7 direct activities which
are linked to the activity "concept
approval", and so there is a risk of getting
delayed the overall project and have a
negative impact if by any chance the
activity 1.1 gets delayed.
Serious
impact
on
project
schedule
and cost
Medium High
2 The duration estimated for obtaining the
approvals from Government employees
has been very tight with one day only. So,
there is a risk that for being these
approval at a critical path and any increase
the duration of these three approvals can
increase the overall project duration by
the equivalent days.
Serious
impact
on
project
schedule
and cost
High High
b) Mitigation Plan:
WBS Number Task Name Duration Resource
Add 1.1 and shift
the existing 1.1 as
1.2 & so on for
subsequent IDs
The above-identified risk can be
mitigated by including want more
WBS line item as review and
comment incorporation before
3 days PM and Mike
Edwards (as current
case)
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Project Plan
the concept approval
Part - B
Solution 1
Please refer file name “BSA_PartB.mpp”
Solution 2
Change Impact on project duration
(longer, shorter or no impact)
Explanation (which resources
and task clashes were the
cause)
Change 2.4.1 Sprint 1 No Impact
(earlier duration = 143 days
Now, duration = 143 days)
Although the overall duration
has not changed, but the
internal changed dates due to
the clashed and esource and
the activity relationships are
highlighted in the file
“BSA_PartB.mpp”
Change 2.4.2 Sprint 2 Longer
(earlier duration = 143 days
Now, duration = 161 days)
All the clashed and changed
activities are highlighted
Change 2.4.3 Sprint 3 Shorter
(earlier duration = 161 days
Now, duration = 137 days)
All the clashed and changed
activities are highlighted
Change 2.4.4 Sprint 4 Longer / Shorter / No Impact
(earlier duration = 137 days
Now, duration = 155 days)
Directly due to the addition of
this activity after the last
activity of the project and so
increased by equivalent
duration
Solution 3
Change Impact on project Cost
(greater)
Explanation (which additional
resources were the cause)
Change 2.4.1 Sprint 1 Greater
(earlier cost = $ 518,340
Now, cost = $ 557,220)
Earlier resource = BA & TA
Now resource = BA, TA, DB, SE
& TN
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Project Plan
Change 2.4.2 Sprint 2 Greater
(earlier cost = $ 557,220
Now, cost = $ 580260)
Earlier resource = BA, SE & TA
Now resource = BA, TA, DB, SE
& TN
Change 2.4.3 Sprint 3 Greater
(earlier cost = $ 580,260
Now, cost = $ 618,420)
Earlier resource = NE & SE
Now resource = BA, TA, DB, SE
& TN
Change 2.4.4 Sprint 4 Greater
(earlier cost = $ 618,420
Now, cost = $ 665,220)
Earlier resource = SE & TN
Now resource = BA, TA, DB, SE
& TN
References
Kishk, M. & Ukaga, C., 2008. The Impact of effective risk management on Project Success.
Cardiff, UK, 24th Annual ARCOM Conference, pp. 799-808.
Microsoft, 2018. Distribute project work evenly (level resource assignments). [Online]
Available at: https://support.office.com/en-us/article/distribute-project-work-evenly-level-
resource-assignments-59ee715d-4446-42c9-8756-4ea2a5a7e4a0
[Accessed 21 May 2018].
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