GROUP ASSIGNMENT COVER SHEET

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GROUP ASSIGNMENT COVER SHEET
Student ID Number
21832188
22310215
22406921
21848556
Surname
Given Names
Vaqar
Gihan
Prasannakumar
Kim Phung
Ahmed Khan
Degembada
Palani
Tran
* Please include the names of all other group members.
Unit name and code
FIT-5111, Information Systems Development Practice
Title of assignment
MYKI Case Study - SSM
Lecturer/tutor
Gail Bourn/Henry Linger
Tutorial day and time
Wednesday, 6PM
Is this an authorised group assignment?
Yes
Campus: Caulfield
No
Has any part of this assignment been previously submitted as part of another unit/course?
Due Date: 19th May, 2010
Yes
No
Date submitted: 19th May, 2010
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lecturer/tutor.
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Updated: 14 Nov 2008
FIT 5111INFORMATION SYSTEMS
DEVELOPMENT PRACTICE
Assignment 2: MYKI SYSTEM CASE STUDY
Submitted on: 19th May, 2010
Submitted by:
Vaqar Khan - 21832188
Gihan Degambada - 22310215
Prasannakumar Palani - 22406921
Kim Phung Tran - 21848556
FIT-5111: MYKI System
TABLE OF CONTENTS
EXECUTIVE SUMMARY.................................................................................................... 3
INTRODUCTION ................................................................................................................ 4
1.
RICH PICTURE .......................................................................................................... 5
2.
PROBLEMS AND PROBLEM OWNERS .................................................................. 7
3.
POLITICAL AND CULTURAL ANALYSIS................................................................. 8
A.
POLITICAL ANALYSIS .......................................................................................... 8
B.
SOCIAL AND CULTURAL ANALYSIS.................................................................. 9
4.
RELEVANT SYSTEM .............................................................................................. 10
5.
ROOT DEFINITION, CATWOE AND CONCEPTUAL DIAGRAM.......................... 11
A.
COMMUTERS POINT OF VIEW......................................................................... 11
B.
TTA POINT OF VIEW .......................................................................................... 13
C.
KAMCO POINT OF VIEW.................................................................................... 15
6.
COMPARISON OF MYKI TO ANOTHER SYSTEM (OCTUPUS).......................... 17
7.
CONCLUSION.......................................................................................................... 20
8.
REFERENCES......................................................................................................... 21
TABLE OF TABLES
TABLE 1: STAKEHOLDERS.............................................................................................. 5
TABLE 2: PROBLEM AND PROBLEM OWNERS ............................................................ 7
Page 2 of 23
EXECUTIVE SUMMARY
This report has been created to examine the current problem situation pertaining to the
implementation of the new transport ticketing system through all transportation modes across
Melbourne Metropolitan and Victoria region.
The report outlines the analysis of MYKI project as a new technologically advanced smart card
based solution which has scanning capability to simplify the validating process. Many have
argued that the system has not been successful in term of its implementation. Problem arises
during the implementation period that causes delay for many years. The business reports
requested mainly discusses and examines all aspect of current problem situation that lies
within MYKI as mass-ticketing system project.
To satisfy requirement given, analysts utilize Soft System Methodology (SSM) to identify and
explain problem situation within MYKI project. Selected blogs, articles and textbooks have been
used as references to improve analyst understanding of the actual problem within MYKI project
before presenting analysis and constructing models.
Page 3 of 23
INTRODUCTION
MYKI system is the contactless smartcard ticketing system that is being implemented in the
state of Victoria, Australia developed by KAMCO (Keane Australia Micropayment Consortium),
a wholly owned subsidiary of the American company Keane Inc. Initiated with a total estimated
cost of $ 494 million, MYKI’s introduction has been delayed and the delayed project has been
expected to reach an estimate of $1.35 billion.
This business report analyses the important aspects considered in determining problem
situation within MYKI focusing on those issues that are forefront in causing delay with regards
to the rollout of the system.
The report starts with rich picture of problem situation then followed by details of possible
problem identified along with its problem owners. The third part of report presents the political
and cultural analysis involved in MYKI project. Report then continues with discussion on how
MYKI as relevant system should provide benefits to commuters.
Root Definition, CATWOE analysis and Conceptual models of MYKI viewed from three chosen
stakeholders are examined in fifth section of this report. In the sixth section, report is concluded
by presenting a comparison of MYKI project in Melbourne/Victoria with another similar ticketing
system (OCTOPUS) which has been successfully implemented in Hong Kong.
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1. RICH PICTURE
The rich picture depicts the major stakeholders who are influenced by or have an influence on
the MYKI system.
The rich picture shows the various interactions that various stakeholders have with the system.
Every stakeholder has an issue with the system and their issues/worries are depicted in the
clouds on top of their heads. Conflicting interests of stakeholders with the system are depicted
using crossed swords.
STAKEHOLDER
Commuter
ROLE
Major users of the system. Constitute of all the
passengers and travelers using the public
transport service (bus, train, tram & V-Line) in
Victoria.
TTA
Transport
Ticketing
Authority.
Major
stakeholders
and
project
sponsors.
Responsible for ensuring the smooth
deployment and transition of the system
Analyst
Responsible for the design and implementation
of the system. (Maybe Third Party)
Drivers
Users of the system who facilitate the journey
of the commuters.
Mandated the replacement of existing system.
Sponsors TTA.
Consultant/Vendor responsible for the
development and implementation of the new
system. Awarded contract by TTA to operate
MYKI
Government
KAMCO
Advisors
External consultants working with the
Government to resolve issues related to
delivery and budget blow-outs.
Retailer
Are responsible for selling the smartcards to
the passengers. Can also assist in the
smartcard recharge.
TABLE 1: STAKEHOLDERS
Page 5 of 23
Page 6 of 23
FIGURE 1: RICH PICTURE
2. PROBLEMS AND PROBLEM OWNERS
The following table underlines the problems faced during the usage of the MYKI system and the
respective problem owners.
PROBLEM
PROBLEM OWNERS
Overcharged journey.
Commuters
Unresponsive system. Slow response times and
abrupt crashing of system leading to unexpected
delays in journey.
Commuters, Drivers
No information about current journey at “touch-off”
Commuters
Access/Placement of MYKI scanners for disabled,
elderly passengers.
Commuters
Faulty scanning system. Lack of indication or freezing
causes confusion amongst passengers whether they
have touched-on and touched-off from the system.
Commuters
Lack of commuter awareness, training towards the
new system. Inadequate support from representatives.
TTA, KAMCO
Web Application not robust and responsive.
TTA, KAMCO
Time consuming manual top-ups on buses causing
delays in journey times.
Commuters, Drivers
MYKI not meeting expected rollout timelines, budget
over-runs.
TTA, Government, KAMCO
Retailer commission not yet clearly defined.
Retailer
TABLE 2: PROBLEM AND PROBLEM OWNERS
Based on the problem owner table above, it can be ascertained that the main stakeholders in this
project include the Commuters, TTA (Transport Ticketing Authority) and KAMCO.
Page 7 of 23
3. POLITICAL AND CULTURAL ANALYSIS
A. POLITICAL ANALYSIS
The Victorian Government approved the project on replacing the current public transport system –
the MetCard system by investing a large amount of money in the contactless smartcard ticketing
system that is called MYKI – “It’s your key”. The reason for the new system is that the number of
Victorian is increasing and the system helps commuters quickly catch and get on their train, tram or
bus (Lucas, 2009).
Moreover, the Transport Ticketing Authority (TTA) who is responsible for the delivery and
management of MYKI, pointed out goals for developing the new ticketing system such as a
successful transition from MetCard ticketing systems to the new MYKI, the new and reliable
ticketing system which is not only accepted and trusted by Victorian but also satisfy the needs of
public transport (MYKI).
On the other hand, the Public Transport User Association (PTUA) posed a question why the
Smartcard system is implemented while the current system – MetCard system still provides
commuters good and necessary services. For example, a contactless validating mechanism using
radio frequencies is also adopted in the MetCard system. (Wiki, 2010)
In addition to the PTUA, public media said that there was a doubt in winning a contract of
developing the Smartcard system from American IT firm Keane's KAMCO. Furthermore, it was
reported that after meeting with representatives of one of the bidders, one of staff members of the
Transport Ticketing Authority (TTA) left a flash drive in a meeting room. However, investigators in
the Auditor-General's office did not find out evidence supporting for the investigation. Therefore, in
their final reports to Parliament, there was none of these above concerns were included (Wiki,
2010). This may seem to take more time to investigate in order to make the above things clear.
Ministry of transport provides funding for this project and wants to get it live before November 2010
elections. On the other hand, the opposite political party criticizes the Labor government for
spending so much tax-payer’s money on MYKI. If by chance, the MYKI system is not live by
Page 8 of 23
November 2010 and the Labor government loses in the next election, the new government has
every right to terminate the system and lose all the tax-payer’s money.
B. SOCIAL AND CULTURAL ANALYSIS
Newspapers have been reporting the expensive mess linked to commuters who are not confident
with the new contactless smartcard system because of a number of program errors. Firstly,
Whalley (2010) cited Freedom of Information documents as reporting that rail and bus users were
overcharged for six month from December 2008 to May 2009 because of lack of knowledge of
using the new system while it is said that commuters just touch on and touch off as their journey
starts and finishes. Then, almost 1,600 customers received new MYKI cards with their name
incorrectly spelt or printed as "anonymous” (Lucas, 2010a). The next thing is that the company
developing the system just said that this is a ''fare calculation programming error'' when a customer
gain a balance of $151,055.36 in his smartcard (Dowling, 2010). Although the company behind the
MYKI solved the above problems, commuters still have concerns about the systems because there
are a number of limitations in the system (blogger - Whines, 2010)
MYKI system is difficult for the older generation as they find it difficult to adapt to the new ticketing
system. Older people have to wait in queues to recharge their card. Most of them feel that it is
difficult for them to recharge through the internet due to the number of steps involved. Moreover,
with the “touch-on” and ‘touch-off” system, they find it hard to validate their tickets. Hence, they find
it difficult to learn the new system and with the scarcity of MYKI representatives to assist them, it
will take some time for the acceptance of the system in the particular age group.
Lastly, it was recently reported that in order to solve problems with the system, TTA signed a
contract to hire fourteen consultants from Ernst and Young consulting company. This has created a
new attention in public in light of the reported high costs for consultants (Lucas, 2010b).
Page 9 of 23
4. RELEVANT SYSTEM
Another problem is that the MYKI system is not the only deployed system using regional bus
services and metropolitan trains in Victoria while other smartcard ticketing systems in the world
such as Singapore, Hong Kong, London and even Brisbane operate successfully and are now
being used as payment systems for the region. They developed these systems successfully, so
this is not a strange system nor is Victoria the first place to modernize its transport system.
Therefore, TTA can gain lessons learned from these systems, especially in Brisbane to find a
remedy to this problem situation.
Page 10 of 23
5. ROOT DEFINITION, CATWOE AND CONCEPTUAL DIAGRAM
A. COMMUTERS POINT OF VIEW
Stakeholder: Commuter
Comments: Commuters are necessary to be included in CATWOE analysis because they are the
major stakeholders with regards to the acceptance and adoption of the MYKI system (MYKI system
user). The success of MYKI is determined by the commuter satisfaction and most importantly the
usage patterns. MYKI is believed to provide benefit to customer such as:
•
Reduce complexity of purchasing tickets (Direct Debit and online purchase is available),
•
Rapid process as a result of ticket scanning on/off method
•
It is also expected, that MYKI money smartcard can be used for the purchase of other
goods or services either transport related, such as parking at/near stations, or unrelated
(e.g. newspapers, soft drinks)
Root Definition
Adoption of contactless smart card ticketing system to replace existing ticketing system, ensuring
lower fares, smart card durability, multiple payment options and convenience for commuters.
CATWOE Analysis
CATWOE
Description
C(ustomer)
Commuters
A(ctor)
Transport Ticketing Authority(TTA), KAMCO
T(ransformation)
Overcharged, inefficient & unreliable system to “best fare”, reliable and fault
tolerant electronic ticketing system
W(orld view)
A contactless ticketing system designed to replace the existing Metcard system
that allowing commuters to use a durable card to travel within Victoria
O(wner)
Victorian Government, TTA
E(nvironment)
Exceeding budget and rollout delays due to hardware and software malfunctions
Page 11 of 23
Conceptual Diagram
Page 12 of 23
B. TTA POINT OF VIEW
Stakeholder: Transport Ticketing Authority (TTA)
Comments: The Transport Ticketing Authority (TTA) is a state owned body established in 2003
for the management and control of transport services operating across Victoria. As part of their
portfolio the TTA is also responsible for the delivery and management of MYKI. TTA is considered
as a major stakeholder as they are accountable for the implementation of the new system and to
ensure the smooth transition and user trust and acceptance of the system.
Root Definition
Implementation and rollout of a modern and robust smartcard based ticketing system to cater and
address the major needs of the commuters. Ensuring the adoption and acceptance of the new
system and to deliver a ticketing system that meets the need of the transport operators.
CATWOE Analysis
CATWOE
Description
C(ustomer)
Commuters
A(ctor)
TTA, KAMCO
T(ransformation)
Replacement of existing tickets system with a technologically advanced system
W(orld view)
Implementation and rollout of a state of the art modern smart card based ticketing
system
O(wner)
Victorian Government, TTA
E(nvironment)
Technology adoption and rollout of a sophisticated technology product to aid
commuters
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Conceptual Model
Page 14 of 23
C. KAMCO POINT OF VIEW
Stakeholder: KAMCO (Keane Australia Micropayment Consortium)
Comment: KAMCO is considered as a major shareholder as it is responsible for the overall
development, integration and implementation of the MYKI system. KAMCO is also required to
operate MYKI for 10 years. KAMCO will be working in conjunction with the TTA and other transport
operators for the rollout of the new system.
Root Definition
KAMCO is engaged to design, build and implement the new ticketing system by the TTA. KAMCO
is responsible for the rectification of existing hardware and software faults within the MYKI system
to ensure a fool proof & damage proof system.
CATWOE Analysis
CATWOE
Description
C(ustomer)
TTA
A(ctor)
KAMCO
T(ransformation)
Rectification of hardware and software malfunction in the ticketing system.
Providing a fault tolerant, easy to use electronic ticketing system
W(orld view)
Provide state of the art scanners and softwares to ensure rectification of faults and
assist in the increase in user acceptance by providing fool proof and damage proof
electronic ticketing system.
O(wner)
Victorian state government, TTA
E(nvironment)
Exceeding budget and time delays. Pressure from opposition and competitors.
Justification of project award
Page 15 of 23
Conceptual Model
Page 16 of 23
6. COMPARISON OF MYKI TO ANOTHER SYSTEM (OCTUPUS)
Octopus card is one of the world's most successful smartcard ticketing systems owned by the
Octopus Cards Limited and later on funded by Hong Kong Government. The Octopus card is
recognized internationally, winning the Chairman's Award of the World Information Technology and
Services Alliance's 2006 Global IT Excellence Award for being the world's leading complex
automatic fare collection and contactless smartcard payment system, and for its innovative use of
technologies. Comparatively the MYKI project owner KAMCO is a fresh candidate. They lacked
experience and this affected the quality and efficiency of the project very badly.
The Octopus system was designed by Australia-based company ERG Group. The company was
selected in 1994 to lead the development of the Octopus project and was responsible for the
building and installation of the components of the Octopus system. Operations, maintenance and
development was undertaken by Octopus Cards Limited, and in 2005, it replaced the central
transaction clearing house with its own system.
The section below highlights the main differences between MYKI and Octopus.
The Octopus project began on 1993 and the card is released on 1997 with four years of
development. But before launching the system they had trials for three (3) long years which made
them to correct their mistakes(Wikipedia, 2010). Whereas in comparison to MYKI, Octopus had a
shorter time for development and a reasonable long testing time which enables them to check its
successful implementation. There was good communication between the public and the
government during the development of Octopus which made their developers to design the system
satisfying the needs of both the government and the public. On the other hand in MYKI most of the
users felt that they had not been included during the requirement gathering stage of MYKI.
Almost 95% of population of Hong Kong uses the Octopus card which makes it clear that it is easy
to buy or access the card but in contrast MYKI cards are sold only by few retailers (Harload, 2010).
During the development of Octopus cards there was a great focus on Stakeholders involvement
Page 17 of 23
which includes of both public as well transport companies in contrast there is not much involvement
of stakeholders during the development of MYKI.
The Octopus card is also used for payment at convenience stores, supermarkets, fast-food
restaurants, on-street parking meters, car parks, and other point-of-sale applications such as
service stations and vending machines.
The normal standard transaction time for octopus cards is 0.3 seconds which makes it a faster one
to use even with large crowd of people whereas for a normal transaction the MYKI card process
with minimum delay and hassle, which makes it process questionable during the large crowd of
people(Bowen, 2010). A considerable number of users of MYKI have raised their voice regarding
their privacy of storing their personal information into the system which they felt as insecure,
whereas no such issues of privacy has been raised by Hong Kong users because of the well
defined privacy information.
Octopus was designed and developed by a Hong Kong based company called AES Prodata which
helped them to understand the needs of their Hong Kong users and development has done
accordingly. But in case MYKI which is developed by a foreign company called Keane Inc where
they lacked to understand and built a system which will suit the user requirements.
The key successes behind Octopus card are the following reasons
•
•
•
•
Private –Public initiative
Extensive testing on the system
Good project control
Excellent technology upgrade
The key concerns in MYKI
•
•
•
Project overdue
Project cost escalation
Ease of use
Page 18 of 23
In conclusion, it can be noticed that Octopus is more responsive and open to public and demonstrated high
skills in change management. It would be highly recommended that MYKI learn from Octopus and do not
reinvent the wheel.
As a whole, the design of the Octopus has proven to be successful in terms of market penetration,
widespread adoption, social impact, and profitability. The most striking result is how it changed the
way people go about their daily lives. It is immersed in their every day activities from commuting to
work, to buying groceries, and to paying for a movie admission. Creative thinking combined with
innovative technology and user-centered design has resulted in a usable and valuable service and
product to create tremendous social impact.
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7. CONCLUSION
The purpose of this report is to review the MYKI in light of SSM. The complete history of MYKI has
been discussed in through this report. It is found in general that most of the users of MYKI have
been greatly disappointed with the efficiency and the service provided by it. The Software
development methodology used in MYKI development has been clearly discussed with their critical
factors. The social and the technical views of the systems have been clearly understood and
discussed in this case study.
The various customers, actors, owners and other factors have been explained with the help of
CATWOE for the identified stakeholders from the rich picture. A comparison between MYKI and
with a contactless smart card namely Octopus widely used in Hong Kong has been discussed and
with the help of it most of the drawbacks of has MYKI has been identified and discussed.
Though there are underlying and inherent weakness in the implementation approach of MYKI,
resulting in budget blowouts and impending delays in the roll out of the system, it is imperative that
concerned stakeholders review their implementation methodology and strategy in light to the other
successful deployments across the world. The users i.e. the commuters and others as identified in
the report should be made part of the overall strategy to ascertain their requirements and issues
resulting from the system and those concerns should be address in a more coherent and practical
manner to ensure the success of the system.
Page 20 of 23
8. REFERENCES
Absolute Astronomy, MYKI (2008) http://www.absoluteastronomy.com/topics/Myki
Bowen, D. (2010). Myki Transcation Issues. http://www.danielbowen.com/2010/03/29/mykitransaction-update
CRS
Case
Study
Homepage,
Retrieved
on
10th
May
2010,
from
http://www.orsoc.org.uk/about/teaching/StrategicProblems/c_s_1frs.htm
Dowling, J. (2010). Myki error credits $150,000 bonus. Retrieved May 17, 2010, from
http://www.theage.com.au/victoria/myki-error-credits-150000-bonus-20100325-qzvn.html
Harload, R. (2010). Success of Octopus. http://www.fact-index.com/o/oc/octopus_card.html,
Lucas, C. (2009). Myki ticket system shaping as an expensive mess. Retrieved May 17, 2010, from
http://www.smh.com.au/opinion/contributors/myki-ticket-system-shaping-as-an-expensive-mess20091022-h9ba.html
Lucas, C. (2010a). Myki stumbles over names. Retrieved May 17, 2010, from
http://www.theage.com.au/national/myki-stumbles-over-names-20100105-lsd2.html
Lucas, C. (2010b). Myki mess: big guns paid to mop up. Retrieved May 17, 2010, from
http://www.theage.com.au/victoria/myki-mess-big-guns-paid-to-mop-up-20100512-uy4l.html
Lucas, C (2009). Smartcard not so smart for Trams, Retrieved 16th May 2010, from
http://www.theage.com.au/national/smartcard-not-so-smart-for-tram-times-20090302-8mf9.html
Lucas, C (2008), MYKI scraping through in crucial road test, Retrieved on 15th May 2010, from
http://www.theage.com.au/news/national/myki-scraping-through-in-crucial-roadtest/2008/05/13/1210444438498.html
Lucas, C (2009), MYKI debut a debacle for commuters and drivers, Retrieved on 16th May, 2010,
from
http://www.theage.com.au/national/myki-debut-a-debacle-for-commuters-and-drivers-
20090308-8sft.html
Page 21 of 23
Myki. (n.d.). Who runs myki. Retrieved May 9, 2010, from http://www.myki.com.au/Aboutmyki/Who-runs-myki/default.aspx
Rotman, S (2009). Smartcard-based electronic-cash providers: Octopus in Hong Kong
Sexton.R (2008). Ticket farce forces extra 24M MetCard Payment, Retrieved 17th May 2010, from
http://www.theage.com.au/national/ticket-farce-forces-extra-24m-metcard-payment-200811015fxw.html
Sexton. R (2009), MYKI rollout declared odd success, Retrieved on 16th May, 2010, from
http://www.theage.com.au/national/myki-rollout-declared-odd-success-20090117-7jmf.html
Whalley, J. (2010). Myki ticket system 'overcharging' and a touch confusing. Retrieved May 17,
2010, from http://www.geelongadvertiser.com.au/article/2010/01/14/137971_news.html
Whines, (2010). Myki: another public transit ticketing disaster. Retrieved May 17, 2010, from
http://www.groundswell.fi/sim/2010/04/07/myki-another-public-transit-ticketing-disaster/
Wikipedia 2010, http://en.wikipedia.org/wiki/Myki
Wikipedia. (2010). http://www.danielbowen.com/2010/03/29/myki-transaction-update/.
Page 22 of 23
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GROUP ASSIGNMENT COVER SHEET

Transcription

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