This report has been shaped to examine the reason of a failed T-card project initiated for automating Sydney’s transportation ticketing system, the objective of the system was to create a smart card that can be used with the CityRail, Sydney Busses, Sydney ferries service, trams and it will also bring all other private transport service providers into city’s integrated ticketing system (Anonymous, Tcard viewed on 24 sep 09).
The contract was awarded to a Perth based ERG Group, child company ITSL (Integrated Ticketing Solutions Ltd.) in 2003. ERG Group has successfully completed Hong Kong, Singapore, London, Stockholm and many other big countries ticketing systems all over the world.
In 2005 the system was tested over school students and was expanded in 2006 by implementing it over the entire private busses network, but unfortunately the system couldn’t provide the expected outcome and the bus drivers threaten the government for a boycott because of crashing the ticketing machine very frequently, (Baker, Jordan, Sydney Morning Herald, viewed on 26-sep-09) in addition the project came under strong doubt after ERG request the govt. for another AU$14 Million after spending AU$54 Million. The Government renegotiated over and over again until 2008 when the Vendor gave the deadline for 2010 (Case Study), the Transport minister cancel the contract and called the system a failure.
After much review we discover that ERG made some very juvenile mistakes which became the reasons for failure, the main reason behind the failure was improper planning which include unrealistic scope, lack of involvement of key stake holder and improper controlling and monitoring processes throughout the project.
In the end we have recommended some actions which can be taken to revive the system again and if managed and followed properly can make the different ending, it includes proper tracking system throughout project, involving the concern authorities all the way through to the project ending so that they will own the system, moreover the multifaceted structure of fare system was also one of the major reason of failure and rather than just making money PTTC should encourage more people into public transport by providing them the efficient ticketing system.
TABLE OF CONTENTS
1.1. MYKI Ticketing System
1.2. T-Card Ticketing System
2. PROBLEMS IDENTIFICATION
2.1. IDENTIFYING KEY STAKE HOLDERS
2.2. SCOPE OF THE SYSTEM WAS VAGUE
2.3. MPLEMENTATION PROCESS
3.1. Tracking System
3.2. Scope Management
3.3. Proper involvement of stake holders
3.4. Simplifying the Fare System
3.5. Using the readymade system
3.6. Implementing Progressively
The Projects under discussion is T-Card and Myki Ticketing System for NSW and Victoria, the systems T-Card and Myki were initiated to completely automate the old complex ticketing system throughout Sydney and Victoria State. The objectives of the systems were to make the people life easier, simpler and reduce the cost of maintenance which government is currently spending.
1 MYKI Ticketing System
Myki Ticketing System was also designed on the same RFID technology as T-Card but has to be implemented in Victoria which has entirely different ticketing system then Sydney and therefore both the systems were different in functionality. The state govt. realize the need of automation of ticketing system and awarded AU$494 Million tender to Kamco Consortium in 2005 (Smartcard ticketing takes major step forward, From the office of the premier- viewed on 24 sep 2009), the deadline of the system was 2007 and the budget was AU$494 Million but in 2007 the Transport minister announced 1 year delay and the budget was almost doubled which was very disturbing for the taxpayers but the minister said the system will be the best system and it really worth it....
Please join StudyMode to read the full document