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|
|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||Twoshopping 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|
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|
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 toBurwood 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 $50 per unit (remember to add these in MS project as materials not work)
|6.0||Staff Acquisition and training|
|6.1||Advertise positions||Start after Fund Raising 1.0||2 weeks 10% engagement of MA and RM|
|6.2||Interview||On completion of requirements analysis of HRR 4.3.1||2 weeks 25% of 3 RM or 75% of 1 RM|
|6.3||Develop training materials||On completion of the process configuration of the POS 4.4.2||2 weeks CH, RM, 50% ME|
|6.4||Undertake Training||Start after regional shop fit and 6.2 and 6.3||2weeks of RM|
|7.0||Marketing and promotion|
|7.1||Regional analysis||On completion of the review and signing of contracts 2.3 for the retails spaces.||3 weeks Marketing Analysis (MA) & RM|
|7.2||Campaign plan||After Regional analysis 7.1||2 weeks MA|
|7.3||Media tenders||After Campaign plan 7.2||9 Days 10% of MA and 10% of RM|
|7.4||Design and print||Finish 10 days before Campaign launch 7.6||5 days 50% MA|
|7.5||Campaign launch||Start 10 days before outlets open.||6 weeks no project resources|
The Factory in Burwood, from which operations will be co-ordinated will also be the centre for developing the information systems. The three regional managers will each oversee the operations in their ten respective food outlets. Shop Fitters will be hired locally. All other staff will need accommodation and travel resources when they are outside Sydney. As well as co-ordinating the build of the outlet they will also be responsible for the hiring and training of staff locally.
You’ve determined that Mo Mo Factory Outlet project has 5 key milestones which will help you motivate the team around accomplishing the project:
M1: The start of the project
M2: Food court outlets Ready
M3: All software programs complete
M4 : First Outlet Opens
M5 : Campaign Launch
|Specialists||Number of team members||$/hour|
|Regional Manager (RM)||3||$80|
|Business Analysts (BA)||1||$120|
|Production Specialist (PS)||1||$95|
|Software Engineers (SE)||2||$110|
|Catering and Hygiene Analyst (CH)||1||$80|
|Shop Fitter (SF)||6||$50|
|Electrical and Mechanical Engineer (EM)||1||$100|
|Marketing Analysis (MA)||1||$150|
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).
- 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.
- 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.
- The following holiday/non-working times:
|Good Friday||19th April 2019|
|Easter Monday||21th April 2019|
|ANZAC day||25th of April 2019|
|Queens Birthday||10th June 2019|
|Labour Day||7th October 2019|
|Summer Holiday||24th Dec 2019 to 11th Jan 2020.|
- A project title of “Mo Mo Factory Outlet project”. This is also to appear as the overall project summary at the top of your “WBS” in the .mpp file. It must appear as task 0 with WBS number 0. All tasks should be “indented” according to the WBS structure described in the case study (see table 2). See the Microsoft Project practicals for details about how to add the project title and how to make it the overall project summary.
A WBS column before the “Task Name” column and a WBS Predecessors column after the “Task Name” column as shown below:
|(task number – no column title)|
|WBS||Task Name||WBS Predecessors||Duration||Start||Finish||Predecessors||Resource Names|
- All Tasks are entered correctly in accordance with the Table 1.
- All Predecessor relations are entered in accordance with Table 1.
- All “Work” resources and “Materials” resources are allocated correctly in the resources sheet
- The milestones are to appear at the end of the task list in your schedule. See the notes after table 2 for more details about the project milestones. (Note that this is not always a requirement in a project schedule. Milestones can be embedded in the schedule or listed at the start. In this assignment you are required to add them at the end).
Part A: Developing Schedule
- Tasks are done and saved in MMFO_PartAQ1.mpp file.
- The changes have been done and saved on MMFO_PartAQ2.mpp file.
- 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.
- The output has been recorded in the following table,
|Total Duration||Total Cost||Total Duration||Total Cost|
|115 days||$741,360.00||245 days||$741,360.00|
- 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.
- No, there is no potential problem as the predecessor rules among the tasks has remained the same.
- 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.
|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.
- Two tasks have been covered in project files MMFO_PartAQ3.mpp and MMFO_PartAQ4.mpp
- 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.
- The table is,
|Total Duration||Total Cost||Total Duration||Total Cost|
|115 days||$741,360.00||260 days||$741,360.00|
- 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.
- Project quality
- Two quality issues related to the project may be,
- Lack of quality management planning for the project from the beginning
- 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.
- Two quality issues related to the project may be,
|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|
- 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
- Sprint changes
- 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.|
- 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|
- 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.