final presentation cs 410 blue team spring 2007 presented by: tom hager and eric mow

May 1, 2007May 1, 2007 CS 410 Blue GroupCS 410 Blue Group 11

Final PresentationFinal PresentationCS 410 Blue TeamCS 410 Blue Team

Spring 2007Spring 2007Presented by: Tom HagerPresented by: Tom Hager

and Eric Mowand Eric Mow


Brief OverviewBrief Overview IntroductionIntroduction Thrill Tracker OverviewThrill Tracker Overview Management PlanManagement Plan Marketing PlanMarketing Plan Evaluation PlanEvaluation Plan Phase BreakdownsPhase Breakdowns Financial SummaryFinancial Summary ConclusionConclusion


The ThrillsThe Thrills


What A Drag…What A Drag…


Blue Team SurveyBlue Team Survey

Members of the Blue Team surveyed 40 Members of the Blue Team surveyed 40 people that have been to a major theme people that have been to a major theme park in the past 10 years.park in the past 10 years.

In visiting an amusement park, what has In visiting an amusement park, what has been the one element that has taken away been the one element that has taken away from the overall experience?from the overall experience?


Blue Team Survey ObservationBlue Team Survey Observation

While waiting in line may be expected by the While waiting in line may be expected by the patron, it is obvious from the results that this patron, it is obvious from the results that this takes away from the overall experience of takes away from the overall experience of

going to a theme park.going to a theme park.


Professional OpinionProfessional Opinion

Our domain expert agreed with our findings, stating:Our domain expert agreed with our findings, stating: ““Avoiding lines is a fundamental desire for people Avoiding lines is a fundamental desire for people who attend public venues. Recent news articles who attend public venues. Recent news articles would support your presumption as well, regarding would support your presumption as well, regarding the willingness of patrons to pay for it [the the willingness of patrons to pay for it [the ThrillTracker].”ThrillTracker].”

- Mr. Doug Stagner - Mr. Doug Stagner Director of Operations, Director of Operations, Busch Gardens EuropeBusch Gardens Europe


The ProblemThe Problem

Poor real-time data collection and feedback on Poor real-time data collection and feedback on park patron habits leads to inefficiencies in park patron habits leads to inefficiencies in park utilization, causing a failure to maximize park utilization, causing a failure to maximize patron satisfaction and park revenue.patron satisfaction and park revenue.


The GoalThe Goal

Our goal is to provide a system utilizing Our goal is to provide a system utilizing real-time data collection methods that both real-time data collection methods that both increases the satisfaction of the patrons increases the satisfaction of the patrons and the revenue of the parks.and the revenue of the parks.


Turn real-time data Turn real-time data collection via RFID…collection via RFID…

……into satisfaction by into satisfaction by offering an enhanced offering an enhanced

patron experience! patron experience!


Presenting…Presenting…ThrillTrackerThrillTracker


Current Park FlowCurrent Park Flow


Proposed ThrillTracker FlowProposed ThrillTracker Flow


Major Functional ComponentsMajor Functional Components


What Thrill Tracker Will DoWhat Thrill Tracker Will Do Provide real-time attraction data and statisticsProvide real-time attraction data and statistics Create additional revenue for the parkCreate additional revenue for the park Allow patrons to customize a multiple ride Allow patrons to customize a multiple ride

itinerary online or from one of our convenient itinerary online or from one of our convenient kioskskiosks

Enhance patron trackingEnhance patron tracking Provide information services through kiosksProvide information services through kiosks Provide additional means for targeted marketingProvide additional means for targeted marketing Provide web-based preplanning solutionProvide web-based preplanning solution


Process Flow: Access Of Thrill Tracker Account Process Flow: Access Of Thrill Tracker Account Via KioskVia Kiosk

Patron Places RFID Pass Near Scanner

Can The Pass Be Read ?

Is The Pass Valid ?

Is There An Associated Account ?

Run TheAccount Setup

Routine

Store Account Data In Data

Base

Run TheAccount Access Routine

Retrieve Account Data

From Data Base

Display Error

No

No

YesNo

Pass Detected


Process Flow: Ride Access Using Thrill PassProcess Flow: Ride Access Using Thrill Pass

Run TheAccount

Update Routine

Update Account Data In Data Base

Run TheAccount Access Routine

Retrieve Account Data

From Data Base

Is The Ride And Time Correct ?

Green LightOpen Gate

Yes

No

Patron Places RFID Pass Near Scanner

Can The Pass Be Read ?

Is The Pass Valid ?

Red ErrorLightYes

Yes

No

No

Pass Detected


ThrillTracker AlgorithmThrillTracker Algorithm Used to determine number and time of ThrillPass Used to determine number and time of ThrillPass

Itinerary spots available for each attractionItinerary spots available for each attraction Will use historical and real-time data collected on Will use historical and real-time data collected on

each attractioneach attraction Intended to increase the distribution of patrons in Intended to increase the distribution of patrons in

the park by:the park by: Decreasing the number of ThrillPass spots available during Decreasing the number of ThrillPass spots available during

an attraction’s peak hoursan attraction’s peak hours Increasing the number of ThrillPass spots available during Increasing the number of ThrillPass spots available during

the hours an attraction is the least populatedthe hours an attraction is the least populated


Sample GUI (1)Sample GUI (1)


Sample Kiosk GUI (2)Sample Kiosk GUI (2)


What Thrill Tracker Won’t DoWhat Thrill Tracker Won’t Do Show real-time where every patron is anywhere Show real-time where every patron is anywhere

in the parkin the park Ensure maximum efficiency of all attractionsEnsure maximum efficiency of all attractions Eliminate lines at attractionsEliminate lines at attractions Eliminate congestion throughout the parkEliminate congestion throughout the park Allow patrons to schedule an unlimited number Allow patrons to schedule an unlimited number

of attractions of attractions


ProsProsAccurate attraction dataAccurate attraction dataAttraction flow controlAttraction flow controlData analysisData analysisAsset managementAsset managementBetter park experience for patronsBetter park experience for patronsEase of use for patronsEase of use for patrons


ConsConsPotential hardware malfunctionPotential hardware malfunctionPotential network outagePotential network outage Initial setup costInitial setup costRemodelling cost to the parkRemodelling cost to the parkEquipment durabilityEquipment durabilityTechnology longevityTechnology longevityPotential for vandalismPotential for vandalism


Phase 0 Org ChartPhase 0 Org Chart


Management PlanManagement Plan

Management Plan

Development Plan Risk Plan

Funding Plan Marketing Plan

Evaluation Plan Staffing Plan

Resource Plan


Management PlanManagement Plan Team Yahoo! Groups pageTeam Yahoo! Groups page

General discussionsGeneral discussionsFile postingFile posting

Regular communicationsRegular communicationsEmailEmail IRCIRC

Bi-weekly team meetings using IRCBi-weekly team meetings using IRCSunday and Wednesday 7:30 PMSunday and Wednesday 7:30 PMSummary posted to Yahoo! Groups pageSummary posted to Yahoo! Groups page

Additional meetings as necessaryAdditional meetings as necessary


Management PlanManagement Plan

Microsoft Project (2003)Microsoft Project (2003)Used to help manage the projectUsed to help manage the project

TasksTasksDiscussed and assigned at team meetingsDiscussed and assigned at team meetingsPosted to Yahoo! Groups pagePosted to Yahoo! Groups page


Risks Probability and Impact MatrixRisks Probability and Impact Matrix


Risk Management PlanRisk Management Plan

Identify risksIdentify risksCategorize risks based on type, severity Categorize risks based on type, severity

and probabilityand probabilityReduce risksReduce risksEvaluate risk levelEvaluate risk level


Risk Reduction MethodsRisk Reduction MethodsAvoidanceAvoidance

Eliminate causes of the riskEliminate causes of the riskAcceptanceAcceptance

Accepting the consequences of the riskAccepting the consequences of the riskTransferenceTransference

Shifting the risk to a third partyShifting the risk to a third partyMitigationMitigation

Finding ways to reduce the impact and Finding ways to reduce the impact and probability of the riskprobability of the risk


Funding PlanFunding Plan Phase 1 - NSF SBIR Grant of Up To $100,000Phase 1 - NSF SBIR Grant of Up To $100,000

Phase 2 - NSF SBIR Grant of Up To $750,000Phase 2 - NSF SBIR Grant of Up To $750,000

Phase 3 - Investment By Venture Capital Firms Phase 3 - Investment By Venture Capital Firms Including: Including: FBR Technology Venture Partners, L.PFBR Technology Venture Partners, L.P Valhalla PartnersValhalla Partners GTCR Capital Partners, L.PGTCR Capital Partners, L.P Dunluce Investors III, LLCDunluce Investors III, LLC


Marketing PlanMarketing Plan Market NeedMarket Need

““Avoiding lines is a fundamental desire for Avoiding lines is a fundamental desire for people who attend public venues.” people who attend public venues.”

Primary TargetPrimary TargetLarge scale theme parksLarge scale theme parks

Secondary TargetSecondary TargetSmaller theme parks and other attractionsSmaller theme parks and other attractions

Research CompetitionResearch Competition Advertising StrategyAdvertising Strategy



For a small fee, no more than $5.00, wouldFor a small fee, no more than $5.00, wouldyou be willing to pay for a customized you be willing to pay for a customized itinerary whereby you could shorten your itinerary whereby you could shorten your wait for selected attractions?wait for selected attractions?


Primary MarketPrimary Market

Anheuser-Busch Anheuser-Busch Six FlagsSix FlagsCedar FairCedar FairUniversal StudiosUniversal StudiosDisney Disney


Secondary MarketsSecondary Markets

DollywoodDollywood Cypress GardensCypress Gardens KnoebelsKnoebels Guntown MountainGuntown Mountain Libertyland Libertyland Ski ResortsSki Resorts Water ParksWater Parks


Marketing StrategyMarketing Strategy Target Market Roll-OutTarget Market Roll-Out

Pilot: Busch Gardens Europe, VAPilot: Busch Gardens Europe, VA Secondary: Selected Large Theme ParksSecondary: Selected Large Theme Parks Final: Other Large Theme Parks and AttractionsFinal: Other Large Theme Parks and Attractions

Advertising MediumsAdvertising Mediums IAAPA website & journalIAAPA website & journal Websites Websites Direct marketingDirect marketing

IAAPA = International Association of Amusement Parks and AttractionsIAAPA = International Association of Amusement Parks and Attractions


Development PlanDevelopment Plan

ThrillTracker•Hardware•Software•GUI

Database•MS SQL

Software•Web Interface•RFID Interface•Kiosk Interface•ThrillTracker Algorithm

DevelopmentDevelopment

Integration Integration & & System System TestingTesting

Operations Operations & Maintenance& Maintenance

StartStartStartStart

Project Design

ProjectAnalysis


Frequency of Evaluation:

1. Weekly2. As needed

Each phase will be evaluated based on its respective evaluation check list.

Evaluation PlanEvaluation Plan


Phase 0 – ConceptionPhase 0 – ConceptionMilestones and DeliverablesMilestones and Deliverables


Phase 1 Major Functional ComponentsPhase 1 Major Functional Components


Phase 1 BudgetPhase 1 BudgetStaff Quantity Hours Rate Total

Student Team

Members 5 640 $15 $48,000Database Consultant

1 200 $32 $6,400Web Application

Consultant 1 200 $29 $5,800Total $60,200

40% Overhead $24,080Total Phase 1

Staff Budget $84,280


Phase 1 BudgetPhase 1 Budget

$87,924Total Phase 1

Budget

$3,644

Total Phase 1 Equipment Budget

$3,200$3,2001Dell 2950Application Server$70$0.70100Mifare 1KRFID Cards$80$801GAOF5RFID Writer

$294$983GAO2407 RFID ReaderCostPriceQuantityPart NumberItem


Phase 1 – Proof of ConceptionPhase 1 – Proof of ConceptionMilestones and DeliverablesMilestones and Deliverables


Phase 2 Org Chart Phase 2 Org Chart


Phase 2 BudgetPhase 2 BudgetStaff Quantity Yearly Salary* Total

Project Manager 1 $80,640 $40,320

Software Engineer 4 $67,200 $134,400

QA Engineer 2 $61,440 $61,440

Web Developer 1 $55,680 $27,840

Database Specialist 1 $61,440 $30,720

Technical Writer 1 $53,760 $26,880

Network Engineer 1 $63,360 $31,680

IT Specialist 1 $61,440 $30,720

GUI Developer 1 $61,440 $30,720

Total $414,720

40% Overhead $165,888

Total Phase 2

Staff Budget $580,608

* Staff are full time employees for a 6 month period* Staff are full time employees for a 6 month period



$717,629Total Phase 2 Budget

$137,021

Total Phase 2 Equipment and Software Budget

$69,095$13,8195MS SQL 2005$3,196$7994MS Visual Studio Pro

$50$501MS SQL Developer Toolkit$9,625$87511HP nx6325 Notebook Workstations$1,825$3655Cisco 2611Routers$9,000$3,0003Slab X2RFID Kiosk

$16,000$3,2005Dell 2950Application Servers$16,000$3,2005Dell 2950Development Servers

$70$0.70100Mifare 1KRFID Cards$160$802GAOF5RFID Writer

$12,000$2,0006Envision WareRFID Antennae GatesCostPriceQuantityPart NumberItem


Phase 2 – Critical DesignPhase 2 – Critical DesignMilestones and DeliverablesMilestones and Deliverables


Phase 3 BudgetPhase 3 BudgetStaff Quantity Yearly Salary Total

Project Manager 1 $80,640 $80,640

Software Engineer 4 $67,200 $268,800

QA Engineer 2 $61,440 $122,880

Web Developer 2 $55,680 $111,360

Database Specialist 2 $61,440 $122,880

Technical Writer 1 $53,760 $53,760

Network Engineer 2 $63,360 $126,720

IT Specialist 2 $61,440 $122,880

GUI Developer 2 $61,440 $122,880

Finance Manager 1 $89,000 $89,000

Marketing Director 1 $85,000 $85,000

Attorney 1 $105,000 $105,000

Customer Support Rep 2 $41,000 $82,000

Total $1,306,800

40% Overhead $522,720

Total Yearly

Phase 3 Staff

Budget $1,829,520



$1,851,518

Total Phase 3 Budget (First Year)

$21,998

Total Phase 3 Equipment and Software Budget

$1,598$7992MS Visual Studio Pro

$1,398$6992HP Laserjet 2800Printe/Copier$10,777$82913HP xw4400Desktop Workstations

$1,825$3655Cisco 2611Routers$6,400$3,2002Dell 2950Development Servers

CostPriceQuantityPart NumberItem


Phase 3 – ProductionPhase 3 – ProductionMilestones and DeliverablesMilestones and Deliverables


Budget RecapBudget Recap

$2,657,071Implementation Cost

$1,851,518Phase 3 (First Year)

$717,629Phase 2

$87,924Phase 1


Per Park Revenue By YearPer Park Revenue By Year

$1,128,750$723,750$405,0001623,300,000 Kings Island3

$1,018,750$613,750$405,0001622,860,000Six Flags Great America3

$1,996,250$901,250$1,095,0003654,700,000Universal Hollywood3

$2,346,250$1,251,250$1,095,0003656,100,000Universal Orlando2

$928,750$523,750$405,0001622,500,000 Kings Dominion2

$1,078,750$673,750$405,0001623,100,000Cedar Point 2

$1,896,500$804,500$1,092,0003644,310,000Busch Gardens Africa1

$953,750$548,750$405,0001622,600,000Busch Gardens Europe1

Revenue By ParkRFID Pass RoyaltiesThrillPass RoyaltiesSeason DaysYearly AttendanceParkYear


Break Even AnalysisBreak Even Analysis

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

$7,000,000

$8,000,000

$9,000,000

0 1 2 3

Year

Rev

enue Yearly Revenue

Yearly Implementation Cost

EBITDA


Return On InvestmentReturn On InvestmentPilot customer amortized cost of $148.6K per year Pilot customer amortized cost of $148.6K per year

over five yearsover five yearsCost per season day is $900 for a 162 day season Cost per season day is $900 for a 162 day season Only 180 passes required to break even at $5 eachOnly 180 passes required to break even at $5 eachIf an average of 2000 passes are sold per day, If an average of 2000 passes are sold per day,

realized profit is $1.5 Million for the customerrealized profit is $1.5 Million for the customer1000% return on the initial investment1000% return on the initial investmentThrillTracker Inc. will receive a $1 royalty on each ThrillTracker Inc. will receive a $1 royalty on each

$5 ThrillPass sold and $.25 on non-ThrillPass RFID $5 ThrillPass sold and $.25 on non-ThrillPass RFID ticketstickets

Estimated first year revenue of $2.85 MillionEstimated first year revenue of $2.85 Million


Return On InvestmentReturn On Investment

The less time patrons spend in line…. The less time patrons spend in line….

More time to visit shops and concessions (and More time to visit shops and concessions (and spend money)spend money)

Better experience at the park Better experience at the park More likely to return to the parkMore likely to return to the park Better distribution throughout the park Better distribution throughout the park


ConclusionConclusion

““It's been my experience that real time data It's been my experience that real time data is a good thing... I do see value, from the is a good thing... I do see value, from the facility operator's perspective, of having facility operator's perspective, of having real time data; especially if reporting can real time data; especially if reporting can be automated and formatted to meet be automated and formatted to meet specific needs.”specific needs.”

- Mr. Stagner- Mr. Stagner


ReferencesReferences http://www.safetzone.com/ http://en.wikipedia.org/wiki/RFID http://www.themeparkinsider.com/reviews/ http://en.wikipedia.org/wiki/Busch_Gardens_Europe http://www.rcdb.com/pd20.htm http://blog.tmcnet.com/wireless-mobility/rfid-vs-wifi-for-hospital-

inventory-tracking-systems.asp http://www.tech-faq.com/rfid.shtml http://www.envisionware.com/gates http://www.dell.com/content/products/features.aspx/pedge_2950?

c=us&cs=04&l=en&s=bsd http://www.smartcardworld.com/mifare1k.asp http://www.techdefenders.com/productcart/pc/viewPrd.asp?

idcategory=8&idproduct=2047

http://www.tech-faq.com/rfid.shtml

http://www.smartcardworld.com/mifare1k.asp


References cont.References cont. http://www.slabb.com/public/x2/overview.html http://www.microsoft.com/industry/hospitality/solutions/guesttechnol

ogiesarticle.mspx http://www.informationweek.com/story/showArticle.jhtml?articleID=4

7208448 http://www.safetzone.com/stz_product_reporting.htm http://www.allbusiness.com/technology/computer-hardware-radio-fre

quency/10661-1.html

http://news.com.com/Theme+park+takes+visitors+to+RFID-land/2100-1006_3-5366509.html

http://www.pdcorp.com/crowd-control/ http://www.mousepal.com/ http://www.sptimes.com/2004/12/15/Columns/Busch_Gardens_buck

s_g.shtml

http://www.slabb.com/public/x2/overview.html

http://www.microsoft.com/industry/hospitality/solutions/guesttechnologiesarticle.mspx

http://www.microsoft.com/industry/hospitality/solutions/guesttechnologiesarticle.mspx

http://www.informationweek.com/story/showArticle.jhtml?articleID=47208448

http://www.informationweek.com/story/showArticle.jhtml?articleID=47208448

http://www.safetzone.com/stz_product_reporting.htm

http://www.allbusiness.com/technology/computer-hardware-radio-frequency/10661-1.html

http://www.allbusiness.com/technology/computer-hardware-radio-frequency/10661-1.html



http://www.pdcorp.com/crowd-control/

http://www.mousepal.com/

http://www.sptimes.com/2004/12/15/Columns/Busch_Gardens_bucks_g.shtml

http://www.sptimes.com/2004/12/15/Columns/Busch_Gardens_bucks_g.shtml


Questions?Questions?


AppendixAppendix


Major Attractions at Busch Gardens Major Attractions at Busch Gardens Europe (BGE)Europe (BGE)

-3:00328 Big Bad Wolf

-2:10-- Loch Ness Monster

1400 riders per hour

3:00-30 Griffon*


2:15336Apollo's Chariot


3:10332 Alpengeist

Maximumcapacity per hour

DurationNumber of trains

Riders per train

*NOTE: Information on this attraction is estimated, as it is still under construction. Due to itsbeing new this season, it is likely to be extremely popular.


What is RFID?What is RFID?

RFID – Radio Frequency IdentificationRFID – Radio Frequency Identification

There are two types of RFID:There are two types of RFID: ActiveActive PassivePassive

The main difference is that active RFID has its own The main difference is that active RFID has its own battery power source, where as passive RFID battery power source, where as passive RFID achieves its charge from radio waves.achieves its charge from radio waves.


Why RFID?Why RFID?


Estimated Cost Of Equipment and Estimated Cost Of Equipment and Services Provided “In the Box”Services Provided “In the Box”

$743KTotal

$100K$100K1 Installation and Integration

$100K$100K1 Development Cost

$180K$3K60Customized Slabb X2RFID Kiosks

$5.4K$2.7K2Juniper Netscreen 25Firewalls

$25.5K$3.2K8Dell PowerEdge 2950Application Servers

$92K$0.46200,000Mifare 1KRFID Passes

$240K$2K120EnvisionWare RenaissanceRFID Antennae Gates

Total CostUnit CostQuantityPart NumberItem

final presentation cs 410 blue team spring 2007 presented by: tom hager and eric mow

Documents

blue teamspring

blue groupprocess flow

blue groupthe thrillscs

blue groupsample gui

blue groupcurrent park

blue groupblue team

blue groupsample kiosk

blue groupthe goalour