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:
Important notes regarding assignment submission
Preparation for the 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|
|2.0||Securing retail spaces|
|3.0||Retail Spaces Fit out|
|6.0||Staff Acquisition and training|
|7.0||Marketing 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.
|WBS||Task Name||Comments/task sequence||Effort and Resources|
|1.0||Fund Raising||Project start date 10th June 2019||3 weeks Rakshya, Aashish and Dipesh. (Don’t show these resources in the project plan )|
|2.0||Securing retail spaces||Start after fund raising||A region manager will be recruited at each site.|
|2.1||Determine locations||Work can be done simultaneously in each region||2 weeks simultaneous work by each of the three RM’s|
|2.2||Negotiate rental contract||After Determining Location 2.2||4 weeks of 3 RM’s|
|2.3||Review and Sign Contracts||After Review and Sign Contracts||2 weeks 1 RM|
|3.0||Retail Spaces Fit out|
|3.1||Carpentry||After the Review & Sign Contract. 5.1.4 carpentry work can commence.||Three days each shopping centre|
|3.1.1||Sydney||30days of 2 SF and 10% of RM|
|3.1.2||Melbourne||Start After Sydney||30days of 2 SF and 10% of RM|
|3.1.3||Brisbane||Start after Sydney||30days of 2 SF and 10% of RM|
|3.2||Electrics||One days each shopping centre|
|3.2.1||Sydney||Start once Carpentry in Sydney is complete 2.1.1||10days of 2 SF and 10% of RM|
|3.2.2||Melbourne||Start once Carpentry in Melbourne is complete 2.1.2||10days of 2 SF and 10% of RM|
|3.2.3||Brisbane||Start once Carpentry in Brisbane is complete 2.1.3||10days of 2 SF and 10% of RM|
|3.3||Plumbing||Work can be done at each site at the same time||Two shopping centres each day|
|3.3.1||Sydney||Start once Electrics in Sydney is complete 2.2.1||5 days of 2 SF and 10% of RM|
|3.3.2||Melbourne||Start once Electrics in Melbourne is complete 2.2.2||5 days of 2 SF and 10% of RM|
|3.3.3||Brisbane||Start once Electrics Brisbane is complete 2.2.3||5 days of 2 SF and 10% of RM|
|4.0||Systems Development||The 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)|
|4.1||Manufacturing Resource Processing||The 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 control||After 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 5.1.1||2 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)|
|After inventory control 5.1.1||1 wks Software Engineer (SE) and Production Specialist (PS)|
|4.1.4||Live production reporting||After Modelling production Lines 5.1.2 and Capacity Planning 5.1.3||3 Days Business Analysts (BA) Software Engineer (SE) and Production Specialist (PS)|
|4.1.5||Integrations||After Activity learning 5.1.2||2 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|
|5||Hardware||To fit out at each of the 30 locations|
Point of Sale equipment
|Don’t need to include these capital resources in the plan.|
|5.1||Hardware Order||The day after the IB Acceptance 1.0|
|5.1.1||Develop Tender Document||After IB acceptance||6 days work for BA, RM, PS, EM & CH|
|5.1.2||Open Tender||After Develop Tender Document 5.1.1||2 weeks no resources|
|5.1.3||Award Tender||After Open tender 5.1.2||1 day BA & RM|
|5.1.4||Review & Sign Contract||After Award tender 5.1.3||1 day BA &RM|
|5.2.1||Hardware Shipping||After Sign review Contract 5.1.4. All equipment is delivered to Burwood NSW||2 weeks, no resources|
|5.2.2||Hardware 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|
|5.3.1||Warmer Cabinet assembly||On 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/network||½ 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 Assembly||On 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 installation||After 5.3.2 and 5.3.3||6 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)
|6.0||Staff Acquisition and training|
|Total Duration||Total Cost||Total Duration||Total Cost|
|115 days ||$741,360.00||245 days ||$741,360.00|
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.
|Regional Managers (RM) ||$191,360.00|
|Business Analysts (BA) ||$114,240.00|
|Production Specialist (PS) ||$61,560.00|
|Software Engineers (SE) ||$117,920.00|
|Catering and Hygiene Analyst (CH)||$32,000.00|
|Shop Fitter (SF)||$112,800.00|
|Electrical and Mechanical Engineer (EM)||$47,200.00|
|Marketing Analyst (MA)||$46,080.00|
|Total direct labour costs:||$723,160.00|
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.
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||$741,360.00||260 days ||$741,360.00|
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
|WBS Number||Task Name||Predecessor’s||Duration ||Resource|
|M6||Opening the First outlet ||M4||0 day |
|9.0||Quality assurance ||4.0||15 days ||SE|
Part B: Revising the Plan
1. Sprint changes
2. Impact of changes on project duration
|Change||Impact on project duration|
(longer, shorter or no impact)
|Explanation ( which resources and task clashes were the cause)|
|Removal of POS module ||Longer ||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
|Change||Impact on project Cost|
|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.