• Internal Code :
  • Subject Code : PROJ6003
  • University : torrens university
  • Subject Name : Project Management 3

Case Study: Myki Project

Change management has an important role in the functioning of the organizations.The change management is concerned with the people who will be impacted due to the project and ensures that the people in the organization can employ the project deliverables (Hayes, 2018). It is an essential component of the project management as it identifies the unique obstacles to introduce and incorporate progress and resolve them by the transition at the personal and organizational levels, directing, involving and empowering citizens.Effective management of change will help combat adaptation and rising efficiencies to maintain sustainability. Structured but scalable strategies will easily involve modifying management processes in certain programs or plan initiatives to allow a significant difference to efficiency, improve profitability, to reduce any adverse impact on company results. Moreover, certain methodologies in program management explicitly recognize how important change management can be in transforming installed outcomes of the project into strategic goals that are implemented and integrated with the participants (Bones, Carvalho& de SenziZancul, 2017).

Myki is Victoria's contactless payment card system for its buses, trams, and trains was intended to replace the Metcard which was previously used.The Victorian government launched the project with a $1 billion estimate.The project aimed to enhance the payment structure, unify various ways of payments along eliminating the need of more than one wallet, which would maximize customer loyalty.There were a lot of problems which led to increase in budget and schedule in the project completion.

The key problems relevant to device efficiency and stability occur during installation and control. It is observed in the devices that when they areignored creates insecurity when the machines are touched on and off and there is a delay at each stop. The top-up points were limited and sometimes failed, which made the process complicated and caused delays in the commution. There was an online top-up option, but it wasn’t real-time as it took 90 minutes to get updated which was a prime reason for the uneasiness of the and irritation amongst the customers. The rates were the same for all the people irrespective of their age and occupation which was not acceptable to the commuters as they had been used to discounted prices as compared to the general public. The card readers were slow causing delays and discomfort for using the smart cards. All this lead to the necessary changes in the project which were required to make the card more user friendly and accepted by the public.The poor results achieved are nothing with the fact that all the stakeholders have not been sufficiently involved since the project began.The lack of contact and the lack of users involved in their initial process runs the risk of being placed or dismissed not as their idea (Lecomber&Tatnall, 2014).To fulfill this dedication the shift of the former mindset was important.

The following strategies and processes could help the company to implement the change requests:

  1. Gathering the support material for all the device related problems through customer feedback so that necessary changes can be made in the technology.

  2. Understanding if the change requests are within or outside the project scope so that the changes can be implemented successfully.

  3. Preparing a communication plan for communicating the changes to the relevant stakeholders, so that they are aware of the rectification in the system and anticipate the arrival of the new smartcards.

  4. Update the changelog and assess the change requirement according to the project will help the project team to ensure that the changes implemented are documented .

  5. Ensure inclusivity in the decision making for the change which would help the various stakeholders feel a part of the prioject and ensure that the project is accepted by all.

References

Brones, F. A., de Carvalho, M. M., & de SenziZancul, E. (2017). Reviews, action and learning on change management for ecodesign transition. Journal of Cleaner Production, 142, 8-22.

Hayes, J. (2018). The theory and practice of change management. United Kingdom: Palgrave.

Lecomber, A., &Tatnall, A. (2014, July). Project management for IT professionals: Education and training issues. In IFIP Conference on Information Technology in Educational Management (pp. 12-24). Springer, Berlin, Heidelberg.

Victoria, A. T., & Davey, B. (2013). Major eGovernment Projects in Health, Education and Transport in Victoria. Retrieved from https://aisel.aisnet.org/cgi/viewcontent.cgi?article=1005&context=bled2013.

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