1. Introduction The report illustrates the causes of Myki project failure in Australia and importance of a proper IT governance. It considers certain elements of information technology governance such as strategic alliance, value delivery, resource management, risk management and performance measures. Further it considers individually the factors of strategic alignment, value delivery, resources management, risk management and performance measure and compares the imitative of company to run Myki project. With analysis, the report offers conclusion and recommendation. 2. Myki Victorian government came up with a new idea of smart card ticketing transport system. This was also to collaborate the train, bus and tram services in Victoria. With this spark of idea in 2002, a project case and a feasibility study was …show more content…
The relationship between the TTA and vendors during the project were also not very good. This, furthermore contributed to the delay of the project (Arthur Tatnall Victoria, 2013; Arthur Tatnall Victoria, 2013). According to the case, there were a lot of issues which lead to potential failures. Right from beginning, the project cost analysis and the estimated duration was too optimistic. Followed by, the tender system, vendor management, change management, project midway-assessment and so on, nothing of these were managed well. This report will discuss through each focus area of IT governance (Victorian Ombudsman, 2011). 3. The focus areas of IT Governance • “Strategic Alignment: This area mainly focuses on the alignment between IT and business operations. • Value delivery: This area is tied in with executing the benefit all through the project cycle, guaranteeing that IT conveys the guaranteed benefits irrespective of methodology, focusing on streamlining costs and demonstrating its characteristic
The initiation phase of a project is not complete without a clearly defined goal and realistic, measurable objectives that describe the business benefits which are expected to be delivered upon completion of a project (Laureate Educatio...
The series of events as shown in the ABC documentary with the application of PMBOK in complex projects will be evaluated in the following report. The Federation Square project was launched in March 1996 then embarked in 1998 and was opened in October 2002, two years behind schedule however with all manufacturing still not complete (Vic Auditor-General 2003) requiring considerable post-completion maintenance and support and further wasting of valuable resources. This was the culmination of six years hard work coupled with two different political parties and involved thousands of contract personal costing $473.3million (Report on Public Sector Agencies, May 2003 2.232). As well as been constantly besieged with issues and heavy criticism from the general public the project is an example of the major problems that can impede a project that is outside the total control of the project
The Government of Alberta Foundation project has all of their assets in line, however, in order to achieve the greatest value among linking IT investments, the project framework needs to greater align with the GAEA governance model. In projects that have such a large scope as this, a strong EA governance model when implemented correctly provides significantly improved business value of IT investments. This is a $340 million dollar a year investment over 106 ministry business processes managed by a staff of 130. Coordination is essential in the development of these IT business solutions and increased governance of the GAEA is the answer. It is a matter of the Government of Alberta CIO gaining that leadership among management executives to effectively manage this IT initiative from the top down. Alberta is currently in the engaged BA state, and this means that IT may take the backstage to fulfilling business processes. However, this is the stage to initiate governance and take great care in linking IT with business
Innovation in process which leads to reduced cost and is achieved through learning and experience
Sharma, D., Stone, M., & Ekinci, Y. (2009). IT governance and project management: A qualitative study. Journal of Database Marketing & Customer Strategy Management, 16(1), 29-50.
Kenedy & Budiawan. 2001. Value Alignment Process for Project Delivery. Research Program Delivery and Management of Built Assets.
The latter is, therefore, critical in that it determines the level from which incremental benefits from the implementation of a project are derived.
A project is a temporary endeavour undertaken to create a unique product or service. They are goal oriented, have a definite start and finish time, must be done within cost, schedule and quality parameters. Projects involve the coordinated undertaking of interrelated activities (Project Management: Achieving Competitive Advantage). According to Tom Peters, “Projects, rather than repetitive tasks, are now the basis for most value-added in business”. Based on this, it is clear that projects are of utmost importance to businesses in both the service and the manufacturing industries.
The success of a project depends not only on the skills of the project manager, but also on organisational environment and attitudes (Graham & Englund, 2004). In order for any project to be successful must there be a strong alignment between the project and business outcomes (Graham et al., 2004).
In terms of the whole project the main issues faced were around no changes to project schedule as it is not flexible and project must be completed within 1 year and the scope must be supported and not changed, and it was challenging to find a vendor who could meet these criteria.
Literature Review - IT industry in Australia, growth, issues, and challenges – Executive summary: IT industry is slowly developing in Australia. The country’s main economy is controlled by industries like mining and services. IT is slowly gaining importance as people are studying software development courses. Several companies have also opened offices. However, unlike Japan, China and India, Australia rarely gets projects from companies like IBM, Cognizant, and Oracle etc.
The transaction costs must not exceed the expected benefit. This is relevant by using any resources which were mentioned
During the project initiation stage the business problem or opportunity is outlined whilst simultaneously various TM techniques and tools can be adopted to enhance productivity and overall project success. Value engineering is a technique which can be adopted to seize the opportunity to add value in the early stages of the project. The value of a system’s outputs is optimized by crafting a mix of performance (function) and costs. Allocating time for this technique is crucial during the initiation phase, as it deals with the value process solely during the inception and conception of a new product.
After scrapping an £7.5 million project to computerize its system, the London Ambulance Service put the project out for bid again. The new budget for development was one-fifth the cost of the prior project that failed and to be done in one-third of the time of the prior effort. Only one of the over 30 respondents was able to come in at or under that £1.5 number with the desired development timeframe (Beynon-Davies, 1999). That alone should have been an indication that something was wrong in the project. However, as typical with government/union type projects, the lowest bidder was selected to complete the project and work began.
Explain how the company’s value-chain activities can be better linked to create value for the company.