Download - World Snow Sports TV Lacey_Shawn
World Snow Sports TV (WSSTV)
GRM (Global Resort Management)
Shawn Lacey ▪ Robert Engelhart ▪ Roman Kowal ▪ Leandra Braham ▪ Carol Opera
Contents Executive Summary ............................................................................................................................................ 3
Memorandum of Understanding (MOU) .............................................................. Error! Bookmark not defined.
Team 1 Work Breakdown Structure .................................................................................................................... 4
Project Purpose and Justification - World Snow Sports TV (WSSTV) ................................................................ 6
Project Stakeholder Needs Analysis - World Snow Sports TV (WSSTV) ......................................................... 9
Project Proposal - World Snow Sports TV (WSSTV) .......................................................................................... 11
Project Charter - World Snow Sports TV (WSSTV)............................................................................................. 17
Project Scope -World Snow Sports TV (WSSTV) ............................................................................................ 19
Gantt Chart ...................................................................................................................................................... 21
Communications Manag ement Plan - World Snow Sports TV (WSSTV) ...................................................... 22
Planning and Web Site Layout/Structure ........................................................................................................ 24
Global Resort Management IT .......................................................................................................................... 25
Web Site Creation Strategy ............................................................................................................................... 25
Project Risk Management Plan - World Snow Sports TV (WSSTV) .................................................................. 39
Human Resources Planning Schedule ............................................................................................................... 42
Additional Financial Analysis - World Snow Sports TV (WSSTV) ................................................................... 48
Project Completion Report - World Snow Sports TV (WSSTV) .......................................................................... 50
Executive Summary
GRM (Global Resort Management) will use our services to develop an online snow sports channel
for World Snow Sports TV (WSSTV). GRM will use their high personal skills, excellent
communication qualifications, and connections to partners to present a highly effective product.
Since projects are often plagued by problems, conflicts and crises, we will minimize the risks by
strategically making the decision to continue with the project until its successful end. Our
infrastructure will correctly forecast the performance and throughput requirement. We will be
innovative from a scientific, technological, design and operational perspective.
Work Breakdown Structure
Introduction
The project will not only be for 50 resorts within the United States that are interested but also it will branch out to resorts in Europe and Canada over the next few years.
This project overall will be working on an advertising platform for the resorts and for the retailers and manufacturers, subscriptions, and mobile applications for the channel. Below is the outline of our work for this project.
Outline of work – Developing an online snow sports channel.
1. Initiation
1.1. Meet with all involved parties 1.1.1. Define roles
1.2. Define deliverables 1.2.1. Organization requirements 1.2.2. Stakeholder Needs Analysis
1.3. Complete project purpose 1.3.1. Draft 1.3.2. Review 1.3.3. Approve
1.4. Complete project charter 1.4.1. Draft 1.4.2. Review 1.4.3. Approve
2. Planning 2.1. Project scope definition 2.2. Gantt Chart
2.2.1. Define deliverable deadlines 2.3. Project Communication Plan
2.3.1. Bi-weekly stakeholder meetings 2.3.2. Monthly team progress reports
2.4. Create prototype of web design 2.5. Human Resources Planning Schedule 2.6. Risk Mitigation Plan 2.7. Create Budget
3. Execution 3.1. Project kickoff meeting
3.1.1. All project managers 3.1.2. All team members
3.2. Design 3.3. Produce
3.4. Test 3.5. Install 3.6. User training 3.7. Go Live
4. Control 4.1. Status update meetings 4.2. System support
5. Closeout 5.1. Review if all deliverables were met
5.1.1. Compare original scope 5.1.2. Compare original schedule 5.1.3. Review original costs plan
5.2. Equipment and Services Analysis 5.3. Financial Analysis 5.4. Project Completion Report
Project Purpose and Justification - World Snow Sports TV (WSSTV)
Project Title World Snow Sports TV (WSSTV)
Project Purpose:
GRM (Global Resort Management) will provide IT project management services to support World Snow Sports TV (WSSTV). The idea is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. An advertising platform for resorts. A separate advertising platform for equipment manufacturers and retailers will be implemented. We will include subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.) A low-cost or no-cost subscription model that will expand the database of potential snow sports customer. Mobile applications that will be enable dissemination of news, discount offers, and short video content. (Requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)
Background and Strategic Context
The entire project will encompass not only the United States but also resort areas in Canada and Europe. There are Fifty U.S resorts areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. The strategy is to create a scalable system to accommodate more U.S. areas as they come on board. The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint.
GRM IT Leadership:
Project Leader – Shawn Lacey Communications Director – Leandra Braham Financial Manager – Robert Engelhart Marketing Manager – Carol Opera Web Manager – Roman Kowal
Mission Statement:
Global Resort Management is committed to adding, organizing, and designing a system that will bring value to each entity. We will have a proactive role in selecting and executing the use of resources to provide a competitive and strategic advantage for all that is supported.
Strategy:
Global Resort Management has formed an IT team to undertake the requirements set forth. The team will use their leadership collectively and operate as a cross-functional project team to communicate and deliver the weekly deliverables. The deliverables will be completed on time and submitted for review on a weekly basis. We will assign specific project responsibilities to each team member. If determined if additional personnel will be needed on a full or contract basis the team will report to GRM CIO Katherine Lambert.
The IT Team has analyzed the risks and recognizes there are IT issues, governmental issues, and political and cultural issues that must be addressed in the areas of IT governance, technology transfer, unified communications, and acceptable international advertising protocols. For the initial project management, the focus will be predominantly on IT issues and with the recognition that the other issues will likely impact the project development and management. The leaders have to work with the creative and innovative talent in the partners’ pool of people and define and communicate new directions as they arise. Research and development is the very essence of the project and will ensure a continuing stream of new products and technologies in the global market-place. We will compile small projects at a relatively low cost and then shift the money into the promising ideas as the development work evolves. As project management continues to expand, the matrix organizational design emerges more fully and will share common resources provided by the functional entities and appropriate stakeholders. The project ultimately will provide a satisfactory return on investment to the organization and its partners.
Priority:
Communications management between the management group, resort areas, manufacturers and retailers must be developed for the open flow of information using multiple communication technologies
The United States project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities. Communications must be established and maintained with the Canadian and European stakeholders from project inception as they are committing development funds for the project. The core project features must be replicable and scalable as a Canadian launch is scheduled for September 1, 2015 and a European launch is scheduled for September 1, 2016
Related Projects
All of the project partners desire to reach current and potential customers by using modern communications technologies and advertising. All partners are interested in the growth of social media and mobile advertising in addition to the use of the website videos. While each resort area has made some use of social media, GRM IT will survey them to be sure. It is anticipated that the manufacturers and retailers will also need direction in the use of social media. To generate increased sales, it is imperative to create method of inserting video advertising into online videos. These can be pre-roll, mid-roll, or overlays. Stakeholders have expressed strong interest in making the videos available on mobile devices for customer viewing
Project Client/Owner World Snow Sports TV (WSSTV) (The person who requires the project to be undertaken)
Project Sponsor: Stephanie Kim will provide the direction and funding authorizations for the project in the United States. She is also responsible for overall communication with the U.S. resort areas
Project Manager: Ronald Kenyon
Project Status: Initiation Phase: The project has been assessed and is in the stages of planning and design. The project team is also in the process of researching the best technology and resources to meet the customer's needs, as well as determining what hardware and software solutions would produce the expected results.
Special Provisions: The projects initial phase will focus on the U.S. areas which must be completed and launched by October 15, 2014. While in the first stage, attentions will also be focused on the commitments to both the Canadian and European areas. The Canadian launch deadline is September 1, 2015 and the European deadline is September 1, 2016.
Project Approvals
__________________________ __________________________ Project Manager GRM Project Sponsor
__________________________ __________________________ Project Client/Owner CIO at GRM
Project Stakeholder Needs Analysis - World Snow Sports TV (WSSTV)
Name of Stake Holder
Stakeholder Type
Importance of the
Project
Interest of the Project
How we will engage this Stake Holder
Deliverable(s) from
Stakeholders
World Sports TV
(WSSTV)
Client
High - United States
Launch Date is Oct.
15, 2014
Create their online sports
channel
Frequently with timely progress
updates
Signed contract
PSIA_AASI
Stephanie Kim
Project Sponsor
Client
High - United States
Launch Date is Oct.
15, 2014
Direct supporter of the online
sports channel
Frequently with timely progress
updates
Specific specifications
of the project
GRM Employees -
Leandra Braham, Robert
Engelhart, Roman Kowal,
Shawn Lacey, Carol
Opera
Project
Management
Team
Extremely High
To develop, design, test,
implement, and complete the
requested project
Daily
Open communication
of progress and or
issues
Ronald Kenyon - GRM
Overall Project
Manager
Extremely High
Responsible for the entire
project
Daily/Weekly
Availability and open
line of
communication
Katherine Lambert -
GRM
CIO of the
Technology
Project Team
High
Responsible for the entire
project
Daily/Weekly
Availability and open
line of
communication
Jim Stephens Canadian
Representative for
Whistler/Blackcomb ,
British Columbia
Project Manager
Med/High - Launch
Date is Sept. 1, 2015
Project manager of the
Canadian sports channel
Periodically with timely progress
updates and then frequently as launch
date approaches
Open line of
communication as to
progress and
knowledge of any
concerns
Darcy Fried Canadian
Representative for
Revelstoke,
British Columbia
Project Manager
Med/High - Launch
Date is Sept. 1, 2015
Project manager of the
Canadian sports channel
Periodically with timely progress
updates and then frequently as launch
date approaches
Open line of
communication as to
progress and
knowledge of any
concerns
George Hopkins
Canadian Representative
for Banff/Lake Louise,
Alberta
Project Manager
Med/High - Launch
Date is Sept. 1, 2015
Project manager of the
Canadian sports channel
Periodically with timely progress
updates and then frequently as launch
date approaches
Open line of
communication as to
progress and
knowledge of any
concerns
John Fraconia Canadian
Representative for Mont-
Tremblant, Quebec
Project Manager
Med/High - Launch
Date is Sept. 1, 2015
Project manager of the
Canadian sports channel
Periodically with timely progress
updates and then frequently as launch
date approaches
Open line of
communication as to
progress and
knowledge of any
concerns
Dereck Mitterndorf
Project Manager
(European consortium)
Project Manager
Medium - Launch
Date is Sept. 1, 2016
Project manager of the
European sports channel
Periodically with timely progress
updates and then frequently as launch
date approaches
Open line of
communication as to
progress and
knowledge of any
concerns
Trey Jordan
Outdoor Industry
Association
Project Manager
High
Representative for the outdoor
manufacturers and retailers
interests
Periodically with updates as deadlines
approach
Open line of
communication and
with the project
management team as
well as with Stephanie
Kim
Project Proposal - World Snow Sports TV (WSSTV)
Project Title World Snow Sports TV (WSSTV)
Project Purpose GRM (Global Resort Management) will provide IT project management services to support World Snow Sports TV (WSSTV). The idea is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. An advertising platform for resorts is to be developed as well as a separate advertising platform for equipment manufacturers and retailers will be implemented. We will include subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.) A low-cost or no-cost subscription model that will expand the database of potential snow sports customer. Mobile applications that will be enable dissemination of news, discount offers, and short video content. (This requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)
Background and Strategic Context The entire project will encompass not only the United States but also resort areas in Canada and Europe. There are 50 U.S. resort areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. The strategy is to create a scalable system to accommodate more U.S. areas as they come on board. The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint.
Priority Communications management between the management group, resort areas, manufacturers and retailers must be developed for the open flow of information using multiple communication technologies
The United States project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities.
Communications must be established and maintained with the Canadian and European stakeholders from project inception as they are committing development funds for the project. The core project features must be replicable and scalable as a Canadian launch is scheduled for September 1, 2015 and a European launch is scheduled for September 1, 2016.
Other related Projects All of the project partners desire to reach current and potential customers by using modern communications technologies and advertising. All partners are interested in the growth of social media and mobile advertising in addition to the use of the website videos. While each resort area has made some use of social media, GRM IT will survey them to be sure. It is anticipated that the manufacturers and retailers will also need direction in the use of social media. To generate increased sales, it is imperative to create method of inserting video advertising into online videos. These can be pre-roll, mid-roll, or overlays.
Stakeholders have expressed strong interest in making the videos available on mobile devices for customer viewing.
Project Objective The project objective is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. The U.S. project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities. The Canadian launch is scheduled for September 1, 2015 and a European launch is scheduled for September 1, 2016.
Scope including key deliverables
In Scope In scope will be to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. The scope of the entire project will eventually encompass not only the United States but also resort areas in Canada and Europe. The U.S. project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities. 50 U.S. resort areas have already committed to the project. 25 manufacturers and retailers are committed to the project. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the north-eastern United States. Communications must be established and maintained with the Canadian and European stakeholders from project inception.
Out of Scope
• Video creation • Advertisements creation • Maintenance and upgrades • Initial support of languages beyond English, German & French • Manage any other projects beyond this proposal
Assumptions
• Management will ensure that project team members are available as needed to complete project tasks and objectives.
• Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.
• Project team members will adhere to the Communications Plan. • Mid and upper management will foster support and “buy-in” of project goals and objectives. • Dedicated staff will remain in their current roles. • Dedicated staff will cross train one another as needed. • Availability of partner and vendor staff as needed. • New hardware and software is functional. • Project scope will not be modified. • All timelines will need to be met on time. • Constant communication with all stakeholders. • Requirements cannot be deviated. • Maintain mitigation standards to minimize where and when possible. • All project participants will abide by the guidelines identified within this plan
Constraints • Schedule • Budget • Resources • Quality • Software to be reused, if any • Existing software to be incorporated, if any • Technology to be used • External interfaces
Deliverables
• An advertising platform for resorts. • An advertising platform for equipment manufacturers and retailers. • Subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to
subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.)
• A low-cost or no-cost subscription model that will expand the database of potential snow sports customer.
• Mobile applications that will enable dissemination of news, discount offers, and short video content. (Requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)
Governance Project Client/Owner World Snow Sports TV (WSSTV)
Project Sponsor Stephanie Kim will provide the direction and funding authorizations for the project in the United States. She is also responsible for overall communication with the U.S. resort areas
Project Manager Ronald Kenyon
Manager of the Project Manager Katherine Lambert – CIO at GRM Project Team Members Project Leader – Carol Opera Communications Director – Leandra Braham Financial Manager – Robert Engelhart Marketing Manager – Shawn Lacey Web Manager – Roman Kowal
Steering Committee/Working Party Global Management Group World Snow Sports TV (WSSTV) The Professional Ski Instructors of America – American Association of Snowboard Instructors (PSIA-ASSI)
Key Stakeholders
Name of Stake Holder
Stakeholder Type
World Sports TV (WSSTV)
Client
PSIA_AASI
Client
Stephanie Kim
Project Sponsor
GRM Employees - Leandra Braham, Robert Engelhart, Roman Kowal, Shawn Lacey, Carol Opera
Project Management Team
Ronald Kenyon - GRM
Overall Project Manager
Katherine Lambert - GRM
CIO of the Technology Project Team
Jim Stephens Canadian Representative for Whistler/Blackcomb,
British Columbia
Project Manager
Darcy Fried Canadian Representative for Revelstoke,
British Columbia
Project Manager
George Hopkins Canadian Representative for Banff/Lake Louise,
Alberta
Project Manager
John Fraconia Canadian Representative for Mont-
Tremblant, Quebec
Project Manager
Dereck Mitterndorf Project Manager (European consortium)
Project Manager
Trey Jordan Outdoor Industry Association
Project Manager
Preliminary Schedule Item Milestone Date Responsibility
Project Scope Definition December 17, 2013 Carol Opera Gantt Chart December 17, 2013 Carol Opera
Project Communication Plan December 17, 2013 Leandra Braham Prototype of web design December 24, 2013 Roman Kowal Web development plan December 24, 2013 Roman Kowal
Risk management December 24, 2013 Carol Opera
Human Resources Planning Schedule
December 24, 2013
Shawn Lacey
Equipment and Services December 31, 2013 Robert Engelhart Budget December 31, 2013 Robert Engelhart
Test Prototype March 31, 2014 Katherine Lambert Finalize web design June 30, 2014 Roman Kowal
Initial user training September 31, 2014 Katherine Lambert Install product September 31, 2014 Katherine Lambert
U.S. release October 15, 2014 Ronald Kenyon
Canadian release
September 1, 2015
Ronald Kenyon Jim Stephens Darcy Fried
George Hopkins John Franconia
European release September 1, 2016 Derek Minttendorf Additional financial analysis December 31, 2016 Robert Engelhart Project Completion Report December 31, 2016 Carol Opera
Preliminary Resource and Cost Plan *$125/hour general cost
Deliverable/Milestone/Phase Resource Cost
Project Scope Definition Carol Opera
Ronald Kenyon Katherine Lambert
15 hours
Gantt Chart GRM Technology Project Team 5 hours
Project Communication Plan
Leandra Braham Ronald Kenyon Jim Stephens Darcy Fried
George Hopkins John Franconia
Derek Minttendorf
13 hours
Prototype of web design Roman Kowal 17 hours
Web development plan Roman Kowal Shawn Lacey
Robert Engelhart
6 hours
Risk management Carol Opera 9 hours
Human Resources Planning Schedule Shawn Lacey Carol Opera
11 hours
Equipment and Services
Robert Engelhart Leandra Braham
Shawn Lacey
14 hours
Budget
Robert Engelhart Carol Opera
Katherine Lambert
25 hours
Finalize web design
Roman Kowal Shawn Lacey
Katherine Lambert
30 hours
Additional financial analysis Robert Engelhart 12 hours
Carol Opera Ronald Kenyon
Project Completion Report
GRM Technology Project Team Ronald Kenyon
Katherine Lambert
20 hours
Preliminary Project Risk Assessment
Risk Level (High,
Medium, Low)
Managerial Strategies
Business requirements not approved by all businesses
Low Document all requirements in Scope and
Proposal
Does existing data require conversion to a new system
Medium Utilize previous projects leaders either
within or outside the organization.
Reliability of the equipment required to complete project
Low
IT Staff Highly skilled
Cost of equipment to replace if breakdown to complete project
Medium
Will need to re-budget and control costs
How accurate are the estimates for the whole project
Low Past history demonstrates successful
estimates
Has the budget been determined
Medium Complete a cost analysis
and reevaluate throughout project Is Existing staff capable for
success of the project
Medium Evaluate the performance and hire when
necessary
High Staff Turnover
High All companies need to show
documentation of percentages
Specialists required to complete project
Medium Complete Knowledge of the
make-up of the all teams involved
Attachments
Project Approvals
Project Manager Project Sponsor
Project Client/Owner Other
Project Charter - World Snow Sports TV (WSSTV)
Project Title
World Snow Sports TV (WSSTV)
Project Start Date:
December 1, 2013
Project End Date: United States Launch – October 15, 2014. Canadian Launch – September 1, 2015. European Launch – September 1, 2016. Completion Date – December 2016
Project Manager
Ronald Kenyon - GRM
Project Objectives:
The project objective is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events.
This project will provide the following:
• An advertising platform for resorts. • An advertising platform for equipment manufacturers and retailers. • Subscriptions that will offer reduced rates for lodging. Local attractions, and ski tickets
to subscribers. • A low-cost or no-cost subscription model that will expand the database of potential snow
sports customer. • Mobile applications that will enable dissemination of news, discount offers, and short
video content. Project Approach
The entire project will encompass not only the United States but also resort areas in Canada and Europe. There are 50 U.S. resorts areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. Developing U.S. market first provides a bit of additional planning time and ability to debug processes before the international projects begin.
The strategy is to create a scalable system to accommodate more U.S. areas as they come on board. The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint.
To do the above the project will involve critical coordination by internal communication between GRM and the Stakeholders. To keep open communication between all parties the following steps will be taken:
1. A regional bi-weekly interactive video conference will be haled between the project leaders
of each stakeholder and GRM. a. Conferences will have up to 12 participants depending on each region.
2. Monthly webcast will be held to update all of the project participants on the progress of the project.
Project Responsibilities
Role Organization Name Contact Information Project Manager European
Consortium Derek Mittendorf [email protected]
Project Manager Whisteler/Blackcom b, British Columbia
Jim Stephens [email protected]
Project Manager Revelstoke, British Columbia
Darcy Fried Darcy.Fried@ bc.org
Project Manager Banff/Lake Louise, Alberta
George Hopkins 4205739LL@ alberta.com
Project Manager Mont-Tremblant, Quebec
John Franconia JohnathonFranc onia@que bec .ca
Project Manager Outdoor Industry Association
Trey Jordan [email protected]
Project Manager Global Resort Management
Ronald Kenyon [email protected]
Project Approvals
Signature Organization Derek Mittendorf European Consortium
Jim Stephens Whisteler/Blackcomb, British Colombia Darcy Fried Revelstoke, British Columbia George Hopkins Banff/Lake Louise, Alberta John Franconia Mont-Tremblant, Quebec Trey Jordan Outdoor Industry Association Ronald Kenyon Global Resort Management
Project Scope -World Snow Sports TV (WSSTV)
In Scope Out of Scope (Exclusions) Assumptions Constraints
1. Develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live web casts of snow sports competitions, and area events.
2. Project only includes the United States, and resort areas in Canada and Europe.
3. Advertising platform for resorts.
4. Advertising platform for equipment manufacturers and retailers.
5. Subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers.
6. A low-cost or no-cost subscription model that will expand the database of potential snow sports customers.
7. Mobile applications that will enable dissemination of news, discount offers, and short video content.
1. Specific programming and any other projects beyond this proposal.
2. Any locations outside the initial request.
3. Any languages beyond English, German & French.
4. Advertising creation.
5. Specific rates for goods and services.
6. Video creation
7. Maintenance and upgrades.
1. Management will ensure that project team members are available as needed to complete project tasks and objectives.
2. Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.
3. Project team members will adhere to the Communications Plan.
4. Mid and upper management will foster support and “buy-in” of project goals and objectives.
5. Dedicated staff will remain in their current roles.
6. Dedicated staff will cross train one another as needed.
7. Availability of partner and vendor staff as needed.
8. New hardware and software is functional.
9. Project scope will not be modified.
10. All timelines will need to be met on time.
11. Constant communication with all stakeholders.
1. Schedule
2. Budget
3. Resources
4. Quality
5. Software to be reused, if any
6. Existing software to be incorporated, if any
7. Technology to be used
8. External interfaces
12. Requirements cannot be deviated.
13. Maintain mitigation standards to minimize where and when possible.
14. All project participants will abide by the guidelines identified within this plan
.
Issues not resolved: None at this time
Gantt Chart
ID Active Task Mode Name Duration Start Finish Predecessors Outline Level
1 Yes Auto Scheduled Ini tiation 10 days 11/29/138:00AM 12/12/135:00 PM 1
2 Yes Manually Scheduled Kick off Meeting 1day 11/29/138:00AM 11/29/135:00 PM 2
3 Yes Auto Scheduled Project Purpose 7 days 12/2/13 8:00AM 12/10/135:00PM 2
4 Yes Manually Scheduled Draft 2 days 12/2/13 8:00AM 12/3/13 5:00PM 3
5 Yes Manually Scheduled Review 4 days 12/4/138:00AM 12/9/13 5:00PM 4 3
6 Yes Manually Scheduled Approve 1day 12/10/138:00AM 12/10/135:00PM 5 3
7 Yes Auto Scheduled Project Charter 8 days 12/3/138:00AM 12/12/135:00PM 2
8 Yes Manually Scheduled Draft 2 days 12/3/13 8:00AM 12/4/13 5:00PM 3
9 Yes Manually Scheduled Review 4 days 12/5/13 8:00AM 12/10/135:00 PM 8 3
10 Yes Manually Scheduled Approve 2 days 12/11/138:00AM 12/12/135:00 PM 9 3
11 Yes Auto Scheduled Planning 36 days? 12/13/138:00AM 1/31/14 5:00PM 1
12 Yes Auto Scheduled Pro ject Scope Definition 7 days 12/13/138:00AM 12/23/135:00 PM 2
13 Yes Manually Scheduled Draft 2 days 12/13/138:00AM 12/16/135:00 PM 3
14 Yes Manually Scheduled Review 3 days 12/17/138:00AM 12/19/135:00 PM 13 3
15 Yes Manually Scheduled Approve 2 days 12/20/138:00AM 12/23/135:00 PM 14 3
16 Yes Manually Scheduled Gantt Chart 4 days 12/17/138:00AM 12/20/135:00PM 2
17 Yes Auto Scheduled Project Communication Plan 10 days? 12/23/138:00 AM 1/3/145:00PM 2
18 Yes Manually Scheduled Draft 5 days? 12/23/138:00 AM 12/27/135:00 PM 3
19 Yes Manually Scheduled Review 1day? 12/30/138:00AM 12/30/135:00PM 18 3
20 Yes Manually Scheduled Approve 4 days 12/31/138:00AM 1/3/145:00PM 19 3
21 Yes Manually Scheduled Prototype of Web Design 15 days 12/16/138:00 AM 1/3/145:00PM 2
22 Yes Manually Scheduled Human Resources Planning Schedule 5 da_y_s 1/6/148:00AM 1/10/14 5:00 PM 2
23 Yes Manually Scheduled Risk Mi tigation Plan 5 days 1/13/14 8:00AM 1/17/145:00PM 2
24 Yes Manually Scheduled Create Budget 23 days 1/1/148:00AM 1/31/14 5:00PM 2
25 Yes Auto Scheduled Execution 694 days 1/6/148:00AM 9/1/165:00 PM 1
26 Yes Manually Scheduled Test Prototype 61days 1/6/148:00AM 3/31/14 5:00PM 2
27 Yes Manually Scheduled Finalize Web Design 65 days 4/1/148:00AM 6/30/14 5:00PM 2
28 Yes Manually Scheduled Initial Training 66 days 7/1/148:00AM 9/30/14 5:00 PM 2
29 Yes Auto Scheduled Project Install 502 days 10/1/14 8:00AM 9/1/165:00PM 2
30 Yes Manually Scheduled U.S.Release 11days 10/1/148:00AM 10/15/14 5:00PM 3
31 Yes Manually Scheduled Canadian Release 11days 8/18/15 8:00AM 9/1/155:00PM 3
32 Yes Manually Scheduled European Release 11days 8/18/16 8:00AM 9/1/16 5:00PM 3
33 Yes Manually Scheduled Control 780 days 1/6/148:00AM 12/30/16 5:00 PM 1
34 Yes Manually Scheduled Stat us Update Meeting 21days 10/3/16 8:00AM 10/31/16 5:00 PM 2
35 Yes Manually Scheduled System Support 87 days 9/1/168:00AM 12/30/16 5:00PM 2
36 Yes Auto Scheduled Closeout 44 days 11/1/168:00AM 12/30/16 5:00 PM 1
37 Yes Manually Scheduled Addi tional Financial Analysis 22 days 11/1/168:00AM 11/30/16 5:00 PM 2
38 Yes Manually Scheduled Project Completion Report 22 days 12/1/16 8:00AM 12/30/16 5:00PM 2
Communications Management Plan - World Snow Sports TV (WSSTV)
Stakeholder What Information? When? How? (Format/Medium) Who is responsible? World Sports TV (WSSTV) Comprehensive status update of the entire
scope of the project based on the WBS timeline.
Bi-weekly Phone or Video Conference and Written status report.
Ronald Kenyon and Katherine Lambert
PSIA_AASI Stephanie Kim Project Sponsor
Comprehensive status update based on the scope of the project that affects them.
Bi-weekly Phone or Video Conference and Written status report.
Ronald Kenyon and Katherine Lambert
Resorts Project update as it effects them. Monthly Phone Conference and or Written status report.
Ronald Kenyon and Katherine Lambert
Ronald Kenyon - GRM Overall Project Manager
Comprehensive status update of the entire scope of the project based on the WBS timeline.
Weekly Phone or Video Conference and Written status report.
GRM Employees - Leandra Braham, Robert Engelhart, Roman Kowal, Shawn Lacey, Carol Opera
Katherine Lambert - GRM CIO of the Technology Project Team
Comprehensive status update of the entire scope of the project based on the WBS timeline.
Weekly Phone or Video Conference and Written status report.
GRM Employees - Leandra Braham, Robert Engelhart, Roman Kowal, Shawn Lacey, Carol Opera
Jim Stephens Canadian Representative for Whistler/Blackcomb , British Columbia
Project update as it effects his location.
Monthly Phone or Video Conference Ronald Kenyon and or Katherine Lambert
Darcy Fried Canadian Representative for Revelstoke, British Columbia George Hopkins Canadian Representative for Banff/Lake Louise, Alberta
Project update as it effects her location.
Monthly Phone or Video Conference Ronald Kenyon and or Katherine Lambert
George Hopkins Canadian Representative for Banff/Lake Louise,
Project update as it effects his location.
Monthly Phone or Video Conference Ronald Kenyon and or Katherine Lambert
Alberta John Fraconia Canadian Representative for Mont-Tremblant, Quebec
Project update as it effects his location.
Monthly Phone or Video Conference Ronald Kenyon and or Katherine Lambert
Dereck Mitterndorf Project Manager (European
Project update as it effects his location.
Bi-Monthly then Monthly as launch date draws
Phone or Video Conference Ronald Kenyon and or Katherine Lambert
consortium closer. Trey Jordan Outdoor Industry Association
Project update as it effects the Outdoor Industry Association.
Monthly Phone Conference Ronald Kenyon and or Katherine Lambert
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Planning and Web Site Layout/Structure
Global Resort Management IT
Web Site Creation Strategy
Version 1.0
12/24/13
1/17/2014 Web Site Creation Strategy Page 1
Web Site Creation Strategy
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Web site creation strategy
Developing a Web presence in the marketplace for any company is an important part of a successful marketing plan. This project is working towards developing an online snow sports channel for World Snow Sports TV.
Planning the site
RESEARCH
Research and scheduling
• WSSTV has hired GRM IT to provide the overall project management to developing their online snow sports channel.
Vision and purpose
• The online snow sports channel will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events.
Strategic objectives
• An advertising platform for resorts.
• An advertising platform for equipment manufacturers and retailers.
• Subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.)
• A low-cost or no-cost subscription model that will expand the database of potential snow sports customer.
• Mobile applications that will enable dissemination of news, discount offers, and short video content. (Requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)
• Integrate social media communications • The main public-facing website(s) must engage the viewer and be capable of displaying video,
live and on-demand webcasts, animation, social media, and advertising. • The main public-facing website must initially be localized in English, German, and French, so as
to minimize the necessity of re-development as the project scales.
Critical success factors
• GRM IT’s Web Manager – Roman Kowal, will work with WSSTV’s IT staff and GRM’s project team to complete WSSTV’s online snow sports channel in a timely manner, cost effectively, and make sure all objectives are met.
Web Site Creation Strategy
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Technology
• WSSTV plans to create and host their site in-house with the support of their IT staff. GRM will continue to support WSSTV’s IT team on a contracted basis for as long as they need. Servers will run Windows 2012, we will use a SQL database for our data-driven site, and the Web Manager will work with WSSTV to create the design for the site.
Risk and pain factors
• The major risk in this plan is that WSSTV is that site development, site hosting, and video hosting will be done internally. This puts all of the risk and responsibility on WSSTV and GRM without the assistance of a third-party company.
STRATEGY
Brainstorm
• There should be the main site visitors go to, an area off of the main page for individual resort areas, and social media connections. There needs to be a desktop view of the site created as well as a mobile viewing version.
PLAN
Look and feel
• See Planning and Web Site Layout/Structure
• Colors, Graphics, and Layout – Below is a screen shot of the home page. The webpage will
carry a modern sleek look using golden yellow, black, and white as its primary color scheme. Graphics will include logos as well as advertisements.
• Each Heading will have a drop down menu for more specific options. There will also be a
social media presence on the webpage.
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Project identification
• GRM project management team will work to survey the resorts to better understand their needs. Also find out which resorts already have social media sites and which do not. Roman will create the prototype of the design and review it with each of the resorts for feedback. Then go forward with completing the website with the WSSTV IT team.
Deliverables
• The website as a whole, instructions for updates, how to create and upload videos, social media account information, server and database maintenance recommendations,
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Building the site
DISCOVERY
Team structure
Role Resource name Contact Information
Project lead
Roman Kowal – GRM (512) 555-0158
Marketing manager
Shawn Lacey – GRM (420) 555-0131
Graphic designer
Michael Parker – WSSTV (549) 555-2482
Web developer 1
Kelly Baker – WSSTV (568) 555-3256
Web developer 2
Adam Smith - WSSTV (725) 555-3277
Content
• Content for the WSSTV website will be very extensive due to the large number of parties involved. This content will need to be broke up into sections based on each main hearder link, and each header’s sub-link (or drop down menu). Please view website at http://romankowal11.wix.com/wsstv#!news/cvxz for what type of content will need to be provided.
Project plan
• See Gantt Chart
Risk assessment
• See separate risk assessment plan
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DESIGN
Conceptual design and prototypes
• Please refer to the following link to view a mockup/final layout for each page, frame, and section to the site.
http://romankowal11.wix.com/wsstv#!news/cvxz
Technology architecture
• [Determine how elements on the site will interact with your internal systems such as customer databases, product catalog, shopping cart, order confirmation, e-mail, and security, as well as external elements such as credit card and order verification systems.]
Quality assurance
• Test site design with initial 12 resorts to ensure all objectives for the site are met and function properly. Address any found issues prior to release.
IMPLEMENTATION
Content development
• Company Information – Information will need to be provided by all organizations which will be mentioned on the “About” page. This will include WSSTV, PSIA, AASI, and any other organization which will be deemed necessary to mention.
• Product List & Catalogs – WSSTV will make available an e-commerce site where retailers
and manufacturers will be allowed to sell gear and paraphernalia. To do this, retailers/manufactures will need to provide the necessary information to create a product list/ catalog.
• Locations – Locations will include all necessary information from WSSTV office locations,
as well as affiliate organization, and resorts that participate.
Contact Information – Contact information of all organization will be collected to provide to customers.
Graphic assets
Graphic assets will include the following:
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• Logos of all affiliates, including WSSTV. Because most Logos are already created, they will only need to be collected, but a graphic designer will be available to work on images which may need work to follow the theme of the website.
• An FTP server will be necessary to manage all graphics as well as allow for retailers,
affiliates, resorts, etc. to upload any necessary graphics which they would like to see added to their parts of the webpage.
• Management of graphic styles will be at the consent of the Web Manager.
Templates
Specific Pages have been built to just plug information in. Once resorts, affiliates, retailers, etc. provide the necessary information, it will be easy to plug in necessary information into templates. Several examples would include the following:
• Channels Link – Below is a screen shot template of the Channels Link. As provided, it will
be easy to plug in each television station, with detailed information underneath.
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• Resorts – Below is a screen shot template of the United States Resorts Link. A link has been
provided for both Europe and Canada as well. This sections template allows each resort to be mentioned in the same capacity as any other resort. Resorts will be able to provide a quick description, contact information, as well as a link to their own resorts website.
About – Below is a screen shot template of the about section. The About Link provided sub- links to each affiliates “about” page. As seen below, each affiliate will have the opportunity to provide a picture as well as a brief description of who they are and what they do.
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News – The News section template is very simple. It will be a constant news feed where affiliates and journalists can post recent news. It will be easy to upload and each article will follow the same format.
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Functionality testing
1. While testing the website we will test for the following: (taken from http://www.softwaretestinghelp.com/web-testing-exa mple-test-cases/)
Links i. Internal Links ii. External Links iii. Mail Links iv. Broken Links
2. Forms: i. Field validation ii. Error message for wrong input iii. Optional and Mandatory fields
3. Database: Testing will be done on the database integrity. 4. Cookies: Testing will be done on the client system side, on the temporary Internet files.
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5. Performance: Performance testing can be applied to understand the web site’s scalability, or to benchmark the performance in the environment of third party products such as servers and middleware for potential purchase.
6. Connection Speed: Tested over various networks like Dial Up, ISDN etc • Load: i. What is the no. of users per time? ii. Check for peak loads and how system behaves iii. Large amount of data accessed by user • Stress: i. Continuous Load ii. Performance of memory, CPU, file handling etc..
7. Usability: Usability testing is the process by which the human-computer interaction characteristics of a system are measured, and weaknesses are identified for correction. • Ease of learning • Navigation • Subjective user satisfaction • General appearance
8. Server Side Interface: In web testing the server side interface should be tested. This is done by verify that communication is done properly. Compatibility of server with software, hardware, network and database should be tested.
9. Client Side Compatibility: The client side compatibility is also tested in various platforms, using various browsers etc.
10. Security: The primary reason for testing the security of a web is to identify potential vulnerabilities and subsequently repair them. • Network Scanning • Vulnerability Scanning • Password Cracking • Log Review • Integrity Checkers • Virus Detection
Project Risk Management Plan - World Snow Sports TV (WSSTV)
Risk Likelihood
(H/M/L) Impact (H/M/L)
Risk response (Containment or contingency strategies)
Responsibility
Sponsors availability to spend time in formal requirements gathering meetings to identify project deliverables and timeline
M H Project Manager to communicate with Sponsor weekly or sooner if issues arise. Sponsor to make herself available throughout project
Carol Opera
Scope Creep M H Design and execute a strong scope change procedure. All scope change are to be documented, approved or denied by project management and Sponsor
Carol Opera
New Systems not live by required launch L H Close monitoring of project progress and milestones Documentation of deliverables completed when due
Roman Kowal/Shawn Lacey
Reasonableness of delivery deadlines H H Each division Manager will monitor throughout the execution process Communicate all situations and issues to project Sponsor, as required
Leandra Braham Robert Engelhart Roman Kowal Shawn Lacey Carol Opera
Insufficient Resources L H Identify in project charter the project resources needed for success. Secure executive management signoff for the commitment of the resources for the duration of the project. Identify back up plan for each resource.
Leandra Braham Robert Engelhart Roman Kowal Shawn Lacey Carol Opera
Will Human resource management be capable of directing and achieving the organizations objectives?
H H Management must continuously scan the human resource environment in order to identify developments that can either enhance or threaten its survival. Advise financial division of any higher costs related to training and development of staff
Leandra Braham Robert Engelhart
Do the employees have the right kind of skills And enough people available
M H Managers will recognize gaps and develop skills continuously to enable succession plans while employees develop. If need arises will hire part-time help to have all deliverables completed by deadlines
Leandra Braham Shawn Lacey
Number of customers who will use this product and the consistency of their needs relative to the product
M H W eb designer and Marketing manager will collaborate and communicate the needs of all customers In turn communicate all activity to Financial Department for any cost of quality changes
Roman Kowal Shawn Lacey Robert Engelhart
Number of projected changes to the requirements for the product? Before delivery? After delivery?
M H Evaluate and test each new technology before launch and after delivery Communicate any issues to Project manager who will in turn communicate to project Sponsor
Roman Kowal/Carol Opera
Number of other products/systems with which this product must be interoperable
M H Arrange for backup support and determine the financially feasibility for organizations.
Roman Kowal Robert Engelhart
Limited resources from software vendors causing insufficient support and implementation delays
M H Project manager will monitor daily and communicate issues to project Sponsor in a timely manner
Carol Opera
Development of the wrong user interfaces results in redesign and implementation
L H Development team will need to create interfaces with compatibility for all languages and also keep in mind the diverse cultures. Development Team and Communication Team will work together to gain the correct methods to incorporate into the system. Marketing Team to position the new apps, services globally Change scope and financial costs may need to be addressed and implemented
Roman Kowal Leandra Braham
Shawn Lacey
Robert Engelhart
R&D through distributed teams will improve external knowledge sourcing, although it raises costs of communication and coordination
M H Coordination and administrative tasks for Project management are well suited for virtual teams throughout the global project, whereby IT can be used to integrate project teams across functional areas of the enterprise. Keeping financial cost low and coordination of project well communicated
Leandra Braham Robert Engelhart Shawn Lacey
Insufficient testing L H Have a separate test plan and significant testing will be performed throughout development process Any changed made to scope must be approved and documented by Financial manager and project Manager
Roman Kowal Robert Engelhart Carol Opera
Human Resources Planning Schedule
Item from WBS
Skills Required
Hours Required
When Required
Source (Department or External)
Responsibility or Contact
1. Initiation
Project
42 Hours
November 26, 2013
GRM/WSSTV
Ronald Kenyon
1.1. Meet with all involved parties
Project
20 Hours
November 26, 2013
GRM/WSSTV/PSIA_AASI
Ronald Kenyon
1.1.1. Define roles
Project
2 Hours
November 26, 2013
GRM/WSSTV
Ronald Kenyon
1.2. Define deliverables
Project
6 Hours
November 26, 2013
GRM/WSSTV
Ronald Kenyon
1.2.1. Organization requirements
Project
2 Hours
November 26, 2013
GRM/WSSTV
Ronald Kenyon
1.2.2. Stakeholder Needs Analysis
Project
4 Hours
December 3, 2013
GRM/Project Team
Ronald Kenyon
1.3. Complete project purpose
Project
8 Hours
December 3, 2013
GRM/Project Team
Ronald Kenyon
1.3.1. Draft
Project
4 Hours
November 29, 2013
GRM/Project Team
Ronald Kenyon
1.3.2. Review
Project
2 Hours
December 1, 2013
GRM/Project Team
Ronald Kenyon
1.3.3. Approve
Project
2 Hours
December 3, 2013
WSSTV
Ronald Kenyon
1.4. Complete project charter
Project
8 Hours
December 10, 2013
GRM/Project Team
Ronald Kenyon
1.4.1. Draft
Project
4 Hours
December 6, 2013
GRM/Project Team
Ronald Kenyon
1.4.2. Review
Project
2 Hours
December 8, 2013
GRM/Project Team
Ronald Kenyon
1.4.3. Approve
Project
2 Hours
December 10, 2013
WSSTV
Ronald Kenyon
2. Planning
Project, HR & IT
95 Hours
December 31, 2013
GRM/Project Team
Ronald Kenyon
2.1. Project scope definition
Project, HR & IT
15 Hours
December 17, 2013
GRM/Project Team
Carol Opera
Ronald Kenyon Katherine Lambert
2.2. Gantt Chart
Project
5 Hours
December 17, 2013
GRM/Project Team
GRM Technology Project Team
2.2.1. Define deliverable deadlines
Project
3 Hours
December 13, 2013
GRM/WSSTV/PSIA_AASI
GRM Technology Project Team
2.3. Project Communication Plan
Management
13 Hours
December 17, 2013
GRM/Project Team
Leandra Braham Ronald Kenyon Jim Stephens Darcy Fried
George Hopkins John Franconia
Derek Minttendorf
2.3.1. Bi-weekly stakeholder meetings
Management
1 Hour/Each
Bi-Weekly
GRM/WSSTV/PSIA_AASI
GRM Technology Project Team
Ronald Kenyon Katherine Lambert
2.3.2. Monthly team progress reports
Management
1 Hour/Each
Monthly
GRM/Project Team
GRM Technology Project Team
Ronald Kenyon Katherine Lambert
2.4. Create prototype of web design
Web Design & Programming
17 Hours
June 30, 2014
GRM/Web Team
Roman Kowal Leandra Braham
2.5. Human Resources Planning Schedule
HR
11 Hours
December 24, 2013
GRM/Project Team
Shawn Lacey Carol Opera
2.6. Risk Mitigation Plan
Project & Compliance
9 Hours
December 24, 2013
GRM/Compliance/Legal
Carol Opera
2.7. Create Budget
Finance, IT & Project
25 Hours
December 31, 2013
GRM/Finance
Robert Engelhart
Carol Opera Katherine Lambert
3. Execution
Project & IT
312 Hours
October 15, 2014
GRM/Project Team
GRM Technology Project Team
3.1. Project kickoff meeting
Management
1 Hour
January 2, 2014
GRM/WSSTV
GRM Technology Project Team
3.1.1. All project managers
Management
1 Hour
January 5, 2014
GRM/Project Team
GRM Technology Project Team
3.1.2. All team members
Management
2 Hour
January 10, 2014
GRM/Project Team
GRM Technology Project Team
3.2. Design
IT , Web Design & Programming
30 Hours
January 31, 2014
GRM/Web Team
Roman Kowal
Leandra Braham
3.3. Produce
Project & IT
50 Hours
March 15, 2014
GRM/Web Team
GRM Technology Project Team
3.4. Test
Project & IT
100 Hours
March 31, 2014
GRM/Web Team
Katherine Lambert
3.5. Install
Project & IT
80 Hours
September 31, 2014
GRM/Web Team
Katherine Lambert
3.6. User training
Project HR & IT
40 Hours
September 31, 2014
GRM/WSSTV/HR & IT
Katherine Lambert
3.7. Go Live
Project & IT
8 Hours
October 15, 2014
GRM/Project Team/IT
GRM Technology Project Team
4. Control
Project, Management & IT
N/A
December 31, 2016
GRM/Project Team/IT
Ronald Kenyon
4.1. Status update meetings
Management
1 Hour/Each
Monthly
GRM/WSSTV
GRM Technology Project Team
4.2. System support
IT & Web Design
On Going
December 31, 2016
GRM/Project Team/IT
GRM Technology Project Team
5. Closeout
Project, Finance, Management
& IT
50 Hours
December 31, 2016
GRM/Project Team
GRM Technology Project Team Ronald Kenyon
Katherine Lambert Jim Stephens Darcy Fried
George Hopkins John Franconia
Derek Minttendorf
5.1. Review if all deliverables were met
Project, Finance, Management
& IT
30 Hours
December 1, 2016
GRM/WSSTV
GRM Technology Project Team Ronald Kenyon
5.1.1. Compare original scope
Project, Management & IT
5 Hours
December 1, 2016
GRM/WSSTV
GRM Technology Project Team Ronald Kenyon
Katherine Lambert Jim Stephens Darcy Fried
George Hopkins John Franconia
Derek Minttendorf
5.1.2. Compare original schedule
Project, HR, Management
& IT
5 Hours
December 1, 2016
GRM/WSSTV
GRM Technology Project Team Ronald Kenyon
Katherine Lambert Jim Stephens Darcy
Fried George Hopkins John
Franconia Derek Minttendorf
5.1.3. Review original costs plan
Project, Finance, Management
& IT
10 Hours
December 1, 2016
Finance
GRM Technology Project Team Ronald Kenyon
5.2. Equipment and Services Analysis
IT & Business
14 Hours
December 31, 2013
GRM/Project Team/IT
Robert Engelhart Leandra Braham
Shawn Lacey
5.3. Financial Analysis
Finance & Management
12 Hours
December 31, 2016
GRM/Finance
Robert Engelhart
Carol Opera Ronald Kenyon
5.4. Project Completion Report
Project, IT & Analysis
20 Hours
December 31, 2016
GRM/Project Team
GRM Technology Project Team
Ronald Kenyon Katherine Lambert
Task From WBS Cost Per Item No. of Units Total Cost (USD) Supplier Details Procedure Expert Advice (Y/N) Lead Time Date Required Responsibility Notes
Operations/Admin.
Project Scope Definition 1,875.00$ 1.00 1,875.00$ GRM RFP Y 7 Days 12/17/2013 Carol Opera
Gantt Chart 625.00$ 1.00 625.00$ GRM RFP Y 21 Days 12/17/2013 Carol Opera
Project Communication Plan 1,625.00$ 1.00 1,625.00$ GRM RFP Y 21 Days 12/17/2013 Leandra Braham
Prototype of web design 2,125.00$ 1.00 2,125.00$ GRM RFP Y 30 Days 12/24/2013 Roman Kowal
Web development plan 750.00$ 1.00 750.00$ GRM RFP Y 30 Days 12/24/2013 Roman Kowal
Risk management 1,125.00$ 1.00 1,125.00$ GRM RFP Y 30 Days 12/24/2013 Carol Opera
Human Resources Planning Schedule 1,375.00$ 1.00 1,375.00$ GRM RFP Y 30 Days 12/24/2013 Shawn Lacey
Patents and Licensing 50,000.00$ 1.00 50,000.00$ GRM RFP Y 30 Days 12/24/2014 Roman Kowal
Equipment and Services 1,750.00$ 1.00 1,750.00$ GRM RFP Y 40 Days 1/14/2014 Robert Engelhart
Budget 3,125.00$ 1.00 3,125.00$ GRM RFP Y 40 Days 1/14/2014 Robert Engelhart
International Lawyers 200,000.00$ 1.00 200,000.00$ White & Case LLP RFP Y 7 Days 12/17/2014 Roman Kowal
International Financial Accountant 200,000.00$ 1.00 200,000.00$ Randstand Finance &
Accounts RFP Y 7 Days 12/17/2014 Roman Kowal
Project Completion Report 2,500.00$ 1.00 2,500.00$ GRM RFP Y 2 Years 12/31/2016 Carol Opera
Additional financial analysis 1,500.00$ 1.00 1,500.00$ GRM RFP Y 2 Years 12/31/2016 Robert Engelhart
Harware & Software
Finalize web design 3,750.00$ 1.00 3,750.00$ GRM RFP Y 6 Months 6/30/2014 Roman Kowal
Enterprise SQL Server 21,000.00$ 1.00 21,000.00$ Microsoft PO N 2 Months 1/1/2014 WSSTV8 Core (proc) Licenses w/SA
Domain name 12.99$ 3.00 38.97$ GoDaddy PO N 30 Days 10/1/2014 WSSTV1 domain for 3 years
Web hosting server 5,609.00$ 10.00 56,090.00$ Dell PO N 2 Months 1/1/2014 WSSTV10 servers to prepare for global expansion
Resort Training 2,500.00$ 2.00 5,000.00$ WSSTV N/A N 7 Days 7/1/2014 WSSTV2 trainers for 2 days
Training Travel and Lodge 700.00$ 24.00 16,800.00$ WSSTV N/A N N/A 7/1/2014 WSSTV
12 sites in NE region. 2 representative per site$400 for flight costs per rep
Business Class ISP Provider 100,000.00$ 1.00 100,000.00$ Time Warner RFP Y 7 Days 7/1/2014 WSSTV
Networking Equipment 100,000.00$ 1.00 100,000.00$ Cisco RFP Y 30 Days 10/1/2014 WSSTV
Enterprise Application Software 50,000.00$ 1.00 50,000.00$ GRM RFP Y 6 Months 6/30/2014 GRM
Video Conferencing 28,000.00$ 1.00 28,000.00$ Polycom PO Y 6 Months 8/1/2014 GRMHDX 8000-720 Executive Bundle
Marketing & Advertising
Social Media Marketing 32,000.00$ 1.00 32,000.00$ HubSpots PO Y 2 Months 8/31/2014 GRMSocial Media Marketing Tool
Televsion Ads 125,000.00$ 1.00 125,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM
Magazine Ads 125,000.00$ 1.00 25,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM
Promotional Events 50,000.00$ 1.00 50,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM
Merchandise & Gear 50,000.00$ 1.00 50,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM
Miscellaneous
Public Relation 100,000.00$ 1.00 100,000.00$ TBD N/A Y 2 Months 8/31/2014 GRM
Employee Wages Budget 1,000,000.00$ 1.00 1,000,000.00$ TBD N/A Y 7 Days 7/1/2014 GRMTo be distributed among employees.
Any unforseen Items 1,000,000.00$ 1.00 1,000,000.00$ TBD N/A N N/A N/A GRMAny unforseen items or services which we will need.
File Storage 3,000.00$ 1.00 3,000.00$ BaseCamp PO Y 2 Months 6/30/2014 GRM500 GB of file storage, Unlimited users, SSL data encryption and daily backups
Total 3,234,053.97$
Procurement involves obtaining the goods and services required to deliver the project. It is important to indicate not only the cost, but information required for the management of the project, such as lead time, date required, full supplier contact details, procurement procedure (might
need a formal RFP / RFQ), expert advice (attorney),etc. Full supplier contact info is not required for this project. Supplier name will suffice in this case.
Equipment and Services Procurement Schedule - World Snow Sports TV (WSSTV)
Additional Financial Analysis - World Snow Sports TV (WSSTV)
Scope of the Document:
The goal: to successfully generate $70-$100 million dollars in U.S. sports industry growth within five years.
(GRM) Global Resort Management's project management team, with the support of Professional Ski Instructors of America - American Association of Snowboard Instructors or (PSIA-AAIS) using the memorandums of agreement from several parties totalling $33.3 million dollars will explain how this can be achieved.
Investors: Funding:
Resort areas in the United States $25 Million Canadian Partners $5 Million European Partners $1.3 Million PSIA-AASI $2 Million $ 33.3 Million Total Project Budget
**Note GRM has been only allotted a two year technology budget of $4 million dollars to pay for
the expenses to make the project successful. If a request more funding it must be justified by
directly relating to the project goals.
The funding of the project is $33.3 Million dollars and to re-coup the project cost in five years coupled with the anticipated industry growth to meet the target goals the following must be achieved.
To reach the minimum $70 Million: $33.3 Million dollars divided by 5 = $6.66 Million dollars + $70 Million divided by 5 = $14 Million dollars. The total dollars earned each year would need to be just under $22 Million a year.
To reach the maximum $100 Million: $33.3 Million dollars divided by 5 = $6.66 Million dollars + $100 Million divided by 5 = $20 Million dollars. The total dollars earned each year would need to be just under $27 Million a year.
Keys to success:
• Project design and development o The project must be replicable scalable and developed to accommodate growth
globally to minimize unnecessary costs.
o IT, governmental, political, and cultural issues must be addressed. Primary concerns include IT governance, technology transfer, unified communications and acceptable advertising protocols.
• Project operation
o The organization must continue to market and promote their brand while maintaining the highest standards with close attention to the latest trends and hot spots in the world for intelligent and responsible growth.
o The finance department must develop a solid annual budget for all expenses including maintenance, upgrades, and expansion.
• Project maintenance
o The organization must maintain develop a global structure (most likely outsourced) for the care, maintenance and upgrades of hardware and software. The organization would be wise to set up SLA's (Service level Agreements) with any and all vendors they work with to understand the terms and conditions of each contract.
Project life-cycle costing takes into account all types of project costs that can be incurred in any one of the three areas listed above over a period of time. This, then, gives the total cost of ownership. After accounting for all the costs, critical go-no-go decisions are made. Some of the costs that are accounted for include capital investment, financing, purchase, development, and resale value over a life time of a project/technology product.
• In order to meet the anticipated industry growth the organization must create and maintain a budget that makes sense and stick to
• Yearly Budget
The determination of the yearly budget was based the projects five year anticipated plan. In order for the organization to re-coup its $33.3 million dollar initial investment it would need to generate a minimum of $6.6 million a year. Based on the projected figures the organization is in line to generate a minimum of $20 million a year striving for the $27 million a year goal. The plan is not only to re-coup the $6.6 million each year but to set aside that income at the rounded figure of $7 million dollars for operations and expansion. The numbers break down in the chart below.
$ 7 million Dollar Annual Budget
Hardware and
Software
5%
Misc.
5%
Maintenance and
Service
15%
Operations
15%
Advertising
20%
Expansion
20%
Marketing
20%
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Project Completion Report - World Snow Sports TV (WSSTV)
Project Summary
Develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live web casts of snow sports competitions, and area events. The Project will include the United States, and resort areas in Canada and Europe. All the project partners desire to reach current and potential customers by using modern communications technologies and advertising. All partners are interested in the growth of social media and mobile advertising in addition to the use of the website videos. While each resort area has made some use of social media, GRM IT will assess them to be sure. It is anticipated of the manufacturers and retailers will also need direction in the use of social media.
Using a low-cost or no-cost subscription model will expand the database of potential snow sports customers. The subscriptions t will offer reduced rates for lodging, local attractions, and ski tickets to subscribers
Stakeholders have expressed strong interest in making videos available on mobile devices for customer viewing. Mobile applications will enable dissemination of news, discount offers, and short video content. To generate increased sales, it is imperative to create a method of inserting video advertising into online videos. These can be pre-roll, mid-roll, or overlays.
Performance versus Objectives
Our objectives are to create system which will encompass not only the United States but also resort areas in Canada and Europe. There are Fifty U.S resorts areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. To meet the objectives we have defined the appropriate persons who will run the project. If they did not have the relevant knowledge or experience, they received the necessary training to complete the project. We performed an analysis, to devise procedures / engineering solutions to minimize the risks.
The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint are to continuously communicate with people from different departments or businesses to make sure we clarify terminology so that we were able to all be on the same page. The existing data required conversion to a new system and we have utilized previous projects leaders either within or outside the organization to allow the conversions to take place smoothly, without down time.
An advertising platform for resorts and equipment manufacturers and retailers has been established and the technology has been implemented. The Web development team has created a website which includes all resorts, a reservation system, and access to online store and video uploads. The creation of mobile applications has enabled dissemination of news, discount offers, and short video content. These are available on all platforms including, Apple iOS and Android devices.
The accuracy of the estimates for the project is appropriate and has been demonstrated through the careful analysis of past history. However, as equipment may breakdown, there will need to be a strategy in place to re-budget and control costs.
During delivery the Sponsor/Project Board will need to project and satisfy itself that it is sensible and viable to continue in the future. To do this it must be sure that:
• The quality of the deliverables produced to date is acceptable • The required benefits are still achievable • The actual costs incurred plus revised estimates for future costs are acceptable • The resources required for planned future work can be made available • The need for the project has not changed • Risks are acceptable • Overall the project is still viable
Project Management
As soon as the authority is given to commence work, the Project Manager must take control of day-to-day actions and manage the project so that it runs as close as possible to the approved plan.
This means: • Allocating work to the project team(s) in accordance with the plan • Monitoring progress during development of the deliverables products by the team(s) • Ensuring that deliverables meet specified levels of quality • Ensuring the delivery of completed deliverables to the required destination(s); • Monitoring costs and use of resources • Reporting progress and exceptions to the Sponsor/ Project Board via Reports
Project Teams
• Mobilize the staff and other resources needed to build the products and deliverables that will enable the required outcome
• Plan, monitor and control the work and resources of the project • Manage risks and issues as they occur • Maintain communications with those impacted by the project and its outcome
• Report progress and issues to Management/Project Board/Stakeholders • Decide ongoing viability in the light of experience and any changes in requirements • Ensure deliverables are fit for purpose and will enable benefits to be realized • Evaluate the outcome of the project against the Project Plan • Ensure that any lessons learned are shared with those who might benefit from them • Release resources used by the project • Review any benefits achieved by the end of the project • Plans exist for a post project review to measure to what degree the deliverables have been
achieved. • Determine the need for any improvements or modifications • Ensure that the project is handed over to a person who will deliver the outcomes
Future Modifications
As more business is generated though the system, there will also be the need to have a long-term perspective and the systems viewpoint in place We will continue to create and develop a more scalable system to accommodate additional U.S. areas, as well as customers, as they come on board. The IT and Human /Resource departments will monitor the performance of the system, and as the need arises, begin a hiring campaign to fill the required output.
To remain competitive, technology advancements will need to be implemented into the system. The customer base will increase and the need to include a reservation system on the application platform will be required.
The Marketing Department along with Research and Development Department will continue to obtain and acquire the needed consumer opinions which drive the economy of the organizations. Their voices are amplified like never before, and marketers need to be tuned in and responsive. Realize that every marketing action taken this year will aim for one objective: to positively alter customer experiences, opinions and behaviors.