COIT12208 The Mo Mo Factory Outlet Project: Assessment Item 2 Answer

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COIT12208 Assessment item 2 — Individual case studyIntroduction and Student Guide

This assessment item is to be completed individually.

The case study simulates a project management scenario where the student takes on the role of project manager.  The case information is not complete so where necessary students will have to argue the pros and cons of any assumptions they make. If necessary, students are expected to find relevant information in the academic literature to justify their answers and provide appropriate references.

The following information is provided to assist students to develop their assessment solution:

  • Product development case description
  • Specific assessment questions that must be answered
  • Information regarding the submission of the assessment 
  • Marking guide 

Important notes regarding assignment submission

  1. You must aim to submit your assignment at least 1 hour before the due date. This will avoid unnecessary late penalties if you have any technical issues while submitting your assignment.
  2. If you do have a problem uploading your assignment online and cannot get help from TASAC, make sure that you email your assignment files to your tutor before the due date. This will allow your tutor to view the work that was completed before the deadline. Note that you will also be required to submit the assignment online through Moodle.
  3. Any drafts in Moodle may be automatically submitted by Moodle at the due date. However, you must not rely on this for your submission. Note that this does mean that you should not leave something uploaded as a draft if you do not want it to be submitted automatically. If you upload after the due date (this includes students with extensions) you must ensure that you press ‘submit for marking’ or you may incur a further late penalty.

Preparation for the assignment

  1. You must complete the MP practicals 1 and 2 before you start this assignment.
  2. You must also complete practical 3 before you attempt to add resources to your assignment.

You are required to take your Microsoft Project practical’s and this assignment to your tutorial/practical classes from week 3 onwards. The course is scheduled to commence the practical’s in week 3 and you are expected to start work on this assignment in week 6 (or earlier).

The Mo Mo Factory Outlet Case Description 

The last four years had been a roller coaster ride for the companies three founders Raju, Vaneet and Dipesh. The readymade Nepalese’s dumpling (Mo Mo) business had exploded before their eyes.  Their choice of street front premises had proved very successful. As the business expanded they were able to grow with the acquisition of a warehouse at the rear of the property from which they were able to manufacture and dispatch there product to restaurants and supermarkets across Sydney and with the capacity to produce product for the whole of Australia and beyond.    

The next stage of growth comes with some substantial constraints which will direct the nature of future projects.  The easiest thing to do, is more of the same but that requires extending the geographic reach of its distribution which in turn, pushes up costs. The last few months have shown that the wholesales customer base would not tolerate the required price increase. Forays into the Brisbane and Melbourne markets have cost the company dearly and left the company strapped for cash. The only positive outcome from these trials, was the knowledge gained to structure air flight delivery to those capitals.

To revitalise the company’s fortunes and to pay for the up keep of the company yacht,  Rakshya, Aashish and Dipesh have put together a plan to grow the business and change the business model and revenue stream of the company.   

The Mo Mo Factory are to risk cannibalising there exiting business and to start selling directly to the general public. The project will involve setting up retail outlets in 10 shopping centre food court in each of the three eastern seaboard capitals. 30 shops in all. 

Project work has been divided into 7  sections from which you the Project manager will create the WBS for the project 
1.0Fund Raising 
2.0Securing retail spaces
3.0Retail Spaces Fit out
4.0Systems Development
5.0Hardware Acquisition
6.0Staff Acquisition and training
7.0Marketing and promotion

As old Alumni’s of CQU Rakshya, Aashish and Dipesh had come to the college and requested your help to turn their plan into a set of MS project worksheets. You will carry out this work individually with the assistance of your tutor.

You have responsibility for scheduling the work of a team of 16 professionals and will need to manage their labour, accommodation and air travel costs. Other transport and material costs will be incorporated into the Mo Mo Factory’s operational cost centre and will not be included in your MS Project plan. You also do not need to include your our own labour cost/resources and that of Rakshya, Aashish and Dipesh in the MS project files.

Rakshya, Aashish and Dipesh have left some notes that formed the basis of the plan and your structure for your WBS in your Ms Project in this table below. 

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Answer :

Part A: Developing Schedule 

  1. Tasks are done and saved in MMFO_PartAQ1.mpp file. 
  2. The changes have been done and saved on MMFO_PartAQ2.mpp file. 
    1. Microsoft project offers different options for leveling over allocated resources. After going to Resource à Leveling option, different controls were set. Like do not split tasks, and do not allow to adjust individual assignments to tasks. Then the leveling was automatic and day to day basis. The leveling was done without allocating more resources and by extending the time between tasks based on the predecessor rules. 
    Developing Schedule
    1. The output has been recorded in the following table, 
WBSTask NameComments/task sequenceEffort and Resources 
1.0Fund Raising  Project start date 10th June 20193 weeks   Rakshya, Aashish and Dipesh. (Don’t show these resources in the project plan )
2.0Securing retail spacesStart after fund raising A region manager will be recruited at each site. 
2.1Determine locations Work can be done simultaneously in each region 2 weeks simultaneous work by each of the three RM’s 
2.2Negotiate rental contractAfter Determining Location 2.24 weeks of 3 RM’s
2.3Review and Sign ContractsAfter Review and Sign Contracts2 weeks 1 RM 
3.0Retail Spaces Fit out

3.1  CarpentryAfter the Review & Sign Contract. 5.1.4 carpentry work can commence. Three days each shopping centre
30days of 2 SF and 10% of RM
3.1.2MelbourneStart After Sydney30days of 2 SF and 10% of RM
3.1.3BrisbaneStart after Sydney30days of 2 SF and 10% of RM
3.2   Electrics
One days each shopping centre
3.2.1SydneyStart once Carpentry in Sydney is complete 2.1.110days of 2 SF and 10% of RM
3.2.2MelbourneStart once Carpentry in Melbourne is complete 2.1.210days of 2 SF and 10% of RM
3.2.3BrisbaneStart once Carpentry in Brisbane is complete 2.1.310days of 2 SF and 10% of RM
3.3  PlumbingWork can be done at each site at the same timeTwo  shopping centres each day
3.3.1SydneyStart once Electrics in Sydney is complete 2.2.15 days of 2 SF and 10% of RM
3.3.2MelbourneStart once Electrics in Melbourne is complete 2.2.25 days of 2 SF and 10% of RM
3.3.3BrisbaneStart once Electrics Brisbane is complete 2.2.35 days of 2 SF and 10% of RM

4.0Systems DevelopmentThe Mo Mo factory did not set out to replace information systems for this project , but it soon became clear that sound financial control and accurate demand pull, product delivery were essential.

7 software modules were Identified. All will be cloud hosted services but will require substantial configuration.    Discussion with software engineers indicated this section would take 70 days. Diagram below turned out to be an over simplification with more detailed dependences outlined in the inserted table below the diagram. 
Each module has multiple tasks Each task requires multiple resources (these are summary headings and we never assign resources to summary headings)

4.1Manufacturing Resource ProcessingThe BA later explained first module 4.1 was in fact 5 tasks shown in the next 5 rows. Details of the other modules:  4.2,4.3,4.4,4.5 were later forwarded in an e-mail in table form ( below ) as the  associated tasks were similar.
4.1.1   Inventory controlAfter IB Acceptance 1.1.2 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)
4.1.2   Modelling production lines  After inventory control 5.1.12 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)

   Capacity planning
After inventory control 5.1.11 wks Software Engineer (SE) and Production Specialist (PS)
4.1.4   Live production reportingAfter Modelling production Lines   5.1.2 and Capacity Planning 5.1.33 Days  Business Analysts (BA) Software Engineer (SE) and Production Specialist (PS)
4.1.5   IntegrationsAfter Activity learning 5.1.22 Day of Business Analysts (BA) , Software Engineer (SE) and Production Specialist (PS)

The other software modules all have similar tasks so have been arranged in this table below

Task Name \Module4.2 Logistics4.3 Human Resource Roistering4.4 Point of Sales System4.5 Purchase Order4.6 General ledgerComments

Requirements Analysis /codes Identification3 days with BA, RM,PS2 wks BA, RM, PS4 wks BA, RM, CH,EM2 wks BA, RM4 days BA, Start after Fund Raising1 1.0 and relevant testing of previous modules per network diagram above.
Process Configuration1 wk BA,SE,PS4 days BA, SE 3 wks BA, SE, RM1 wk BA, SE1 wk
After requirements Analysis/Codes identification
System population1 wks SE,PS2 wks SE, RM2 wks CH, SE and PS3 wks SE

3 days BA, CH,PS, RM
Start after process configuration is tested
Test2 days SE, PS4 days SE, RM2 wks SE, RM3 days SE & PS, RM2days BA, RMStart after system population

In addition to these instructions the BA tells you the Logistics requirements 4.2.1 cannot be started until Inventory Control 4.1.1 has completed 

5HardwareTo fit out at each of the 30 locations
   Micro Wave
   Point of Sale equipment
   LCD Screens
   Warmer cabinets
Don’t need to include these capital resources in the plan.
5.1Hardware OrderThe day after the IB Acceptance 1.0
5.1.1  Develop Tender DocumentAfter IB acceptance6 days work for BA, RM, PS, EM & CH
5.1.2  Open TenderAfter Develop Tender Document 5.1.12 weeks no resources
5.1.3  Award TenderAfter Open tender 5.1.21 day  BA & RM
5.1.4  Review & Sign ContractAfter Award tender 5.1.31 day  BA &RM
5.2.1Hardware ShippingAfter Sign review Contract 5.1.4. All equipment is delivered to Burwood NSW2 weeks, no resources
5.2.2Hardware received and checked 
4 Day PS,SF and EM
5.3 Food court outlet configuration Staff from Sydney will be used for these tasks. One SE / EM will travel in a hired van to each city meaning we can do only one region at a time in addition accommodation and van rental will need to be calculated for these tasks  

Van travel time in days between regions will need to be added to the task or new tasks created for capturing the correct labour and material
Sydney-2 days2 days
Melbourne2 days-5 days
Brisbane2 days5 days-

5.3.1Warmer Cabinet assemblyOn arrival of the Hardware 5.2. 1 days each site. Start or Finish in Sydney to avoid paying for weekend accommodation. 2 weeks of SF and EM and RM 10% per region plus travel time

Accommodation is $100 per unit/day
Van Hire are $50 per unit/day. (remember to add these in MS project as materials not work)
5.3.2    Servers/network½  days each site. Start or Finish in Sydney to avoid paying for weekend accommodation. Requires the network (5.3.1) to be in place. 6 days of SE. Should be done in conjunction with Network. Server will be delivered with Warmer Cabinets. SE can travel with the van or Fly down
5.3.3    POS AssemblyOn arrival of the Hardware 5.2. 2 days each site. Start or Finish in Sydney to avoid paying for weekend accommodation. Requires the Servers (4.1) to be in place.4 weeks of EM, SE and RM 10%. Per region plus travel time. Separate van trip delivering POS and LED Screens. Require accommodation while away from Sydney.  Van Hire and accommodation for EM 

5.3.4    LED Screen installationAfter 5.3.2 and 5.3.36 days of both CH & SE and  RM 10%.  Will require flights for the CH and accommodation

Sections 5.3.1 to 5.3.5 will need subtasks for the different location to provision the differing resource requirements The relevant team members will need to fly from the factory in Sydney to the other capitals to complete the work for each of these tasks. While others will travel by van. It will be necessary to make 2 van trips to each location one for Cabinets and server the other for POS and led’s as they won’t all fit in the first trip.These tasks will consume flight resources and Accommodation resources but only for the time away from Sydney. All of them will need van resources
Accommodation is $100 per unit
Flights are $200 per unit. Van Hire $50 per unit (remember to add these in MS project as materials not work)

6.0Staff Acquisition and training



Total Duration

Total Cost

Total Duration

Total Cost

115 days 


245 days 


  1. As no additional resources have been added so the cost has remained the same. But it has taken more time to complete a project as no resources was over allocated in the second schedule. So the duration of project has increased. 
  2. No, there is no potential problem as the predecessor rules among the tasks has remained the same. 
  3. The memo is given below. It is intended for 


To: Owners of Mo Mo Factory Outlet 


From: Project Manager 

Subject: Completion of the Planning Stage of Mo Mo Factory Outlet Project 


We are writing the memo to inform you that the completion of the planning stage of Mo Mo Factory Outlet Project. It has been assumed that the project will commence from 10th June 2019. And the project has been estimated to be completed by 8th June 2019. The total duration of the project is 245 days. 

As there is a limited number of resources for the project and there are various dependencies among the project activities, so it is taking a little longer to complete the project without over allocating tasks to any resources. It is recommended to add more resources for some tasks to reduce the total duration of the project. 

The direct costs for different resource types of the project has been given in the following table. The total cost of the project has been estimated as $741,360.00. 

Resource Name


Regional Managers (RM) 


Business Analysts (BA) 


Production Specialist (PS) 


Software Engineers (SE) 


Catering and Hygiene Analyst (CH)


Shop Fitter (SF)


Electrical and Mechanical Engineer (EM)


Marketing Analyst (MA)


Total direct labour costs:






Van Hire


Total Cost


Please find the project schedule in the MMFO_PartAQ2.mpp file attached to this memo. Please feel free to contact us for any clarifications and more information. 

Thank you. 

1. Two tasks have been covered in project files MMFO_PartAQ3.mpp and  MMFO_PartAQ4.mpp

2. As the resources were lesser and most of the resources had over allocation issues, so the resources BA, PS, SE, CH, EM, and MA were selected. 

3. The table is, 



Total Duration

Total Cost

Total Duration

Total Cost

115 days


260 days 


4. Some of the tasks under system development, staff acquisition and training, Marketing and promotion have been shortened by adding more resources. There is no changes in the total cost of the project but the duration has been changed. This is because the amount of work was same even though it was handled by more resources and due to some dependencies, the total duration has changed and increased even after allocating more resources. Hence, it is recommended not to allocate more resources to the project. Rather it may needed to resolve the over allocation issues. 

5. Project quality 

  1. Two quality issues related to the project may be, 
    1. Lack of quality management planning for the project from the beginning 
    2. And there are lack of testing for the entire information system. For example, there is no dedicated quality assurance plan or system testing, and acceptance testing. 
WBS Number

Task Name





Opening the First outlet    


0 day  


Quality assurance 


15 days  


  1. Other tasks are, risk management and quality management. These two tasks must continue in parallel to the project life cycle to ensure effective quality and risk management process. Without those tasks it will be difficult to handle risks during the project and without quality assurance it will be difficult to verify and validate the final outcome of the project. Hence, these two tasks are important for the overall success of the project. 

Part B: Revising the Plan

1. Sprint changes 

2. Impact of changes on project duration 


Impact on project duration
(longer, shorter or no impact)

Explanation ( which resources and task clashes were the cause)

Removal of POS module  


Removal of the POS module left the schedule disconnected as it broke some of the dependency rules like the tasks that had predecessor tasks in the activities under POS module 

Addition 5.2.1 Sprint 1 

No Impact 

Due to the slack time and over allocated resources the durations were same for the tasks. 

Addition 5.2.2 Sprint 2

No Impact

Due to the slack time and over allocated resources the durations were same for the tasks.

Addition 5.2.3 Sprint 3

No Impact

Due to the slack time and over allocated resources the durations were same for the tasks.

Addition 5.2.4 Sprint 4

No Impact

Due to the slack time and over allocated resources the durations were same for the tasks.

3. Impact of changes on project cost 


Impact on project Cost
(greater )

Explanation ( which additional resources were the cause)

Removal of POS Module

Lesser ($605,360.00)

As removal of the module reduced the resources allocated to the task and it reduced the overall cost. 

Addition 5.2.1 Sprint 1 

More ($707,760.00)

As more resources has been added 

Addition 5.2.2 Sprint 2

More ($784,560.00)

As more resources has been added

Addition 5.2.3 Sprint 3

More ($835,760.00)

As more resources has been added

Addition 5.2.4 Sprint 4

More ($886,960.00)

As more resources has been added

4. A project manager can take different approaches to monitor the progresses of sprints. For example, a project manager can conduce meetings with the team members working in a sprint on daily basis and can take updates from them. Then the project manager can mark a sprint as completed while monitoring the Gantt chart for the overall progress of the project.