FIT 5111- INFORMATION SYSTEMS DEVELOPMENT PRACTICE
Assignment 2: MYKI SYSTEM CASE STUDY
Submitted on: 19th May, 2010
Submitted by:
Vaqar Khan - 21832188 Gihan Degambada - Prasannakumar Palani - Kim Phung Tran -
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 POLITICAL ANALYSIS ...... 8 SOCIAL AND CULTURAL ANALYSIS ...... 9 4. RELEVANT SYSTEM ...... 10 5. ROOT DEFINITION, CATWOE AND CONCEPTUAL DIAGRAM...... 11 COMMUTERS POINT OF VIEW ...... 11 TTA POINT OF VIEW ...... 13 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 FIT-5111: MYKI System 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 utilise 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.
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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.
Page 4 of 23 FIT-5111: MYKI System 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 ROLE Commuter 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. Government Mandated the replacement of existing system. Sponsors TTA. KAMCO Consultant/Vendor responsible for the development and implementation of the new system. Awarded contract by TTA to operate MYKI 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
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FIGURE 1: RICH PICTURE
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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 Commuters, Drivers abrupt crashing of system leading to unexpected delays in journey.
No information about current journey at “touch-off” Commuters
Access/Placement of MYKI scanners for disabled, Commuters elderly passengers.
Faulty scanning system. Lack of indication or freezing Commuters causes confusion amongst passengers whether they have touched-on and touched-off from the system.
Lack of commuter awareness, training towards the TTA, KAMCO new system. Inadequate support from representatives.
Web Application not robust and responsive. TTA, KAMCO Time consuming manual top-ups on buses causing Commuters, Drivers delays in journey times.
MYKI not meeting expected rollout timelines, budget TTA, Government, KAMCO over-runs.
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.
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3. POLITICAL AND CULTURAL ANALYSIS
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
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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.
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).
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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.
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5. ROOT DEFINITION, CATWOE AND CONCEPTUAL DIAGRAM
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
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Conceptual Diagram
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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
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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
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Conceptual Model
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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 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 FIT-5111: MYKI System 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
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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.
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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.
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8. REFERENCES
Bowen, D. (2010). Myki Transcation Issues. http://www.danielbowen.com/2010/03/29/myki- transaction-update
Harload, R. (2010). Success of Octopus. http://www.fact-index.com/o/oc/octopus_card.html,
Wikipedia. (2010). http://www.danielbowen.com/2010/03/29/myki-transaction-update/.
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
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- mess-20091022-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
Myki. (n.d.). Who runs myki. Retrieved May 9, 2010, from http://www.myki.com.au/About- myki/Who-runs-myki/default.aspx
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/ http://www.orsoc.org.uk/about/teaching/StrategicProblems/c_s_1frs.htm http://en.wikipedia.org/wiki/Myki http://www.absoluteastronomy.com/topics/Myki
Page 21 of 23 FIT-5111: MYKI System http://www.theage.com.au/national/smartcard-not-so-smart-for-tram-times- 20090302-8mf9.html http://www.theage.com.au/national/ticket-farce-forces-extra-24m-metcard-payment-20081101- 5fxw.html http://www.theage.com.au/news/national/myki-scraping-through-in-crucial-road- test/2008/05/13/1210444438498.html http://www.theage.com.au/national/myki-debut-a-debacle-for-commuters-and-drivers-20090308- 8sft.html http://www.theage.com.au/national/myki-rollout-declared-odd-success-20090117-7jmf.html
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GROUP ASSIGNMENT COVER SHEET Student ID Number Surname Given Names Ahmed Khan Vaqar Degembada Gihan Palani Prasannakumar Tran Kim Phung * 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 Campus: Caulfield Is this an authorised group assignment? Yes No Has any part of this assignment been previously submitted as part of another unit/course? Yes No
Due Date: 19 th May, 2010 Date submitted: 19 th May, 2010 All work must be submitted by the due date. If an extension of work is granted this must be specified with the signature of the lecturer/tutor. Extension granted until (date) ...... Signature of lecturer/tutor ...... Please note that it is your responsibility to retain copies of your assessments. Intentional plagiarism amounts to cheating in terms of Monash University Statute 4.1 – Discipline .
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Updated: 14 Nov 2008