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COIT12208 Project Management Case: Mo Mo Factory Outlet

COIT12208 Assessment item 2 — Individual case study

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 

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
Fund Raising

Securing retail spaces

Retail Spaces Fit out

Systems Development

Hardware Acquisition

Staff Acquisition and training

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. 

Task Name
Comments/task sequence
Effort and Resources 
Fund Raising  
Project start date 10th June 2019
3 weeks   Rakshya, Aashish and Dipesh. (Don’t   show these resources in the project plan )
Securing retail spaces
Start after fund raising 
A region manager will be recruited at each site. 
Determine locations
Work can be done simultaneously in each region 
2 weeks simultaneous work by each of the three RM’s 
Negotiate rental contract
After Determining Location 2.2
4 weeks of 3 RM’s
Review and Sign Contracts
After Review and Sign Contracts
2 weeks 1 RM 
Retail Spaces   Fit out

After the Review & Sign Contract. 5.1.4 carpentry   work can commence. 
Three days each shopping centre

30days of 2 SF and 10% of RM
Start After Sydney
30days of 2 SF and 10% of RM
Start after Sydney
30days of 2 SF and 10% of RM

One days each shopping centre
Start once Carpentry   in Sydney is complete 2.1.1
10days of 2 SF and 10% of RM
Start once Carpentry   in Melbourne is complete 2.1.2
10days of 2 SF and 10% of RM
Start once Carpentry   in Brisbane is complete 2.1.3
10days of 2 SF and 10% of RM
Work can be done at each site at the same time
Twoshopping centres each day
Start once Electrics in Sydney is complete 2.2.1
5 days of 2 SF and 10% of RM
Start once Electrics in Melbourne is complete 2.2.2
5 days of 2 SF and 10% of RM
Start once Electrics Brisbane is complete 2.2.3
5 days of 2 SF and 10% of RM

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)

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.

   Inventory   control
After IB Acceptance   1.1.
2 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)
   Modelling   production lines  
After inventory control   5.1.1
2 wks of Business Analysts (BA) ,Software Engineer (SE) and Production Specialist (PS)

   Capacity   planning
After inventory control   5.1.1
1 wks Software Engineer (SE) and Production Specialist (PS)
   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)
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

Task Name \Module
4.2 Logistics
4.3 Human Resource Roistering
4.4 Point of Sales System
4.5 Purchase Order
4.6 General ledger


Requirements Analysis /codes Identification
3 days with BA, RM,PS
2 wks BA, RM, PS
4 wks BA, RM, CH,EM
2 wks BA, RM
4 days BA, 
Start     after Fund Raising1 1.0 and relevant testing of previous modules per     network diagram above.
Process Configuration
1 wk BA,SE,PS
4 days BA, SE 
3 wks BA, SE, RM
1 wk BA, SE
1 wk
After     requirements Analysis/Codes identification
System population
1 wks SE,PS
2 wks SE, RM
2 wks CH, SE and PS
3 wks SE

3 days BA, CH,PS, RM
Start     after process configuration is tested
2 days SE, PS
4 days SE, RM
2 wks SE, RM
3 days SE & PS, RM
2days BA, RM
Start     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 

To 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.
Hardware Order
The day after the IB Acceptance   1.0

  Develop Tender Document
After IB acceptance
6 days work for BA, RM,   PS, EM & CH
  Open Tender
After Develop Tender   Document 5.1.1
2 weeks no resources
  Award Tender
After Open tender 5.1.2
1 day  BA & RM
  Review & Sign Contract
After Award tender 5.1.3
1 day  BA &RM
Hardware Shipping
After Sign review Contract   5.1.4. All equipment is delivered toBurwood NSW
2 weeks, no resources
Hardware   received and checked 

4 Day PS,SF and EM
 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
2 days
2 days
2 days
5 days
2 days
5 days

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)
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
    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 

    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)

Staff   Acquisition and training

Advertise positions 
Start after Fund   Raising 1.0
2 weeks 10% engagement   of MA and RM
On completion of   requirements analysis of HRR 4.3.1
2 weeks 25% of 3 RM or   75% of 1 RM
Develop training   materials
On completion of the   process configuration of the POS 4.4.2
2 weeks CH, RM, 50% ME
Undertake Training
Start after regional   shop fit  and 6.2 and 6.3
2weeks of  RM 

Marketing and   promotion

Regional analysis
On   completion of the review and signing of contracts 2.3 for the retails spaces.
 3 weeks Marketing Analysis (MA) & RM
Campaign plan
After Regional   analysis 7.1
2 weeks MA
Media tenders
After Campaign   plan  7.2
9 Days 10% of MA and 10%   of RM
Design and print
Finish 10 days before   Campaign launch 7.6
5 days 50% MA
Campaign launch 
Start 10 days before   outlets open.
6 weeks no project   resources 

Table 1

The Factory in Burwood, from which operations will be co-ordinated will also be the centre for developing the information systems. The three regional managers will each oversee the operations in their ten respective food outlets. Shop Fitters will be hired locally. All other staff will need accommodation and travel resources when they are outside Sydney.  As well as co-ordinating the build of the outlet they will also be responsible for the hiring and training of staff locally. 


You’ve determined that Mo Mo Factory Outlet project has 5 key milestones which will help you motivate the team around accomplishing the project: 

M1: The start of the project 

M2: Food court outlets Ready 

M3: All software programs complete 

M4 : First Outlet Opens  

M5 : Campaign Launch 

The Team.

Number of team   members 
Regional Manager (RM)
Business Analysts (BA)
Production Specialist (PS)
Software Engineers (SE)
Catering and Hygiene Analyst (CH)
Shop Fitter (SF)
Electrical and Mechanical Engineer (EM)
Marketing Analysis (MA)

Table 2

Do not include specific names such as your own or the owners in your resource sheet. Use the role name when you enter the resources in the resource sheet. For example, you would enter Software Engineer, Work (in the type field), SE (in the Initial field), 200% (in max), $110.00 / hr (in Std. Rate).

Note: For the purposes of this assignment, unless otherwise specified, you should only allocate one of the required resources to each task.


As you develop your schedule and answer the questions below, there may be assumptions that you need to make about the case study. If that is the case, make sure that you list all your assumptions at the beginning of the document. Assumptions should not contradict information given in the specification and must be reflected in your solution. Each assumption must be justified and stated clearly. Marks will be deducted for any unreasonable assumption or for stating an assumption and then ignoring it in your assignment.

Part A: Developing the Schedule

For part A of the assessment you must complete the following tasks and questions. Read all the questions before you commence the tasks. The schedule is to be developed in an appropriately named Microsoft Project 2016 file (see the name specified below) and the questions are to be answered in a Word document. Any assumptions must also be listed at the beginning of the Word document (after the coversheet).

  1. Use Microsoft Project to develop the project schedule according      to the instructions below. 

For this assignment, unless the specification states otherwise, you must initially allocate only one of each required resource to a task.  To clarify, some examples from past assignments are given below. 

  • One Workshop Assistant (WA)  to work on task “2.1.1 Painting Sydney” for 2 weeks.
  • One Mechanical Engineer and two Software Engineers to work together on task “15.4 robitic arm repair” for 3 weeks. Be careful when you change 100% SE to 200% ms project does not reduce the duration to 1.5 weeks. Keep it as 3 weeks by clicking on the green tab before you click out of the task.

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  • 5.4 Workstation installation would require a Craft Artisan and Workshop assistant but also Flight and Accommodation for the Craft Artisan allowing for him to visit Hawthorn and Toowong. This will require not just the material resource “accommodation” for the number of days of the task but also for any weekends and any other none working days spent away from Sydney.

All tasks must be automatically scheduled tasks for this assignment. Remember to make this the default setting before you begin adding tasks to your schedule.

  1. The following holiday/non-working times:

Good Friday
19th  April   2019
Easter Monday
21th April 2019
25th of April 2019


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. 

  1. The output has been recorded in the following table, 
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. 

  1. 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
  1. 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. 
  2. 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.

  1. 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

  1. 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. 

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