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2001 Special Olympics World Winter Games Alaska

Technology After Action Report

Kara Capaldo Director of Support & Volunteer Services

David Duprow

Technology Manager

Technology After Action Report June 1, 2001

2001 Special Olympics World Winter Games Alaska Technology After Action Report

Table of Contents

Section I. OVERVIEW OF TECHNOLOGY COMMITTEE / FUNCTION

A. Overview/Purpose B. Goals & Objectives

1. Goals 2. Objectives

C. Overview of Services D. Key Responsibilities

1. Pre-Games 2. Games Time

E. Legacy Section II. SCHEDULES/TIMELINES/EVENTS

A. Schedules 1. Pre-Games 2. Games 3. Post Games

B. Committee Timelines C. Events

Section III. ORGANIZATION OF TECHNOLOGY DEPARTMENT

A. GOC Overall Organizational Chart 1. Pre-Games 2. Games Time

B. GOC Department 1. Pre-Games 2. Games Time 3. Job Descriptions

C. Venue Team Organizational Chart D. Venue Team Functions E. List of Venues


Section IV. SCOPE OF TECHNOLOGY OPERATIONS A. Functional Area Organizational Chart B. Functional Area Volunteer Staff Job Descriptions C. Games Time D. Anticipated number of volunteers needed and functions

Section V. TECHNOLOGY GUIDELINES/RULES/POLICIES AND

PROCEDURES A. General Guidelines/Management Policies B. Functional Policies C. Procedures

Section VI. FORMS, DIAGRAMS AND APPENDICES

A. Products/Promotional Items/Guides B. Functional Area Layout C. Additional Items

Section VII. Key Interfaces

A. Provider B. Receiver

Section VIII. Budget


Section I. OVERVIEW OF TECHNOLOGY COMMITTEE / FUNCTION

A. Purpose The purpose of the Technology Operations Plan is to provide a detailed document describing the overall plans utilizing the necessary technology hardware and software to support the 2001 Special Olympics World Winter Games Alaska (SOWWGA). The mission statements provide the overall focus and guidance for the Technology Department. Primary Mission Statement - To provide the necessary wide area network (WAN) and local area network (LAN) hardware and network connectivity to support the following activities: a. Games Management System (GMS3) software at competitive and non-competitive

venue sites. b. Passkey database for managing housing rooms at Olympic Villages. c. Volunteer database for managing volunteer staff at all venue sites. e. Accreditation/Registration of delegations. f. General administrative needs at all venue sites.

After Action Assessment:

• The Primary Mission Statement was met with rousing success. • The equipment procured for the games was more than adequate to meet the users

needs. However, the Citrix systems deployed did have considerable printing troubles. These problems can be primarily attributed to WAN outages at those locations serviced by DSL.

• The GMS3 system worked well at a majority of the venues. o Continual updates to the system made for considerable stress on the Technology

Department. o It would be highly suggested that the next games “lock” the code at lease a

month prior to the games. However, locking the code prior to one month can cause problems.

o Specific GMS 3 issues will be detailed on a venue basis. • The Passkey this system worked well. • The Volunteer department will be addressing the Volunteer Management System. • The Accreditation Printers were very difficult to use

o Tech support for the printers was very difficult. Bill Cornett (Bespoke Software) was the primary focal point for troubleshooting.

o Two of the three printers were either broken or required constant attention. o Would not recommend the use of these card printers again. o Printers need to be tested prior to use.

• General administrative needs at all venue sites will be detailed in Section 6. Secondary Mission Statement - To provide the Games Organizing Committee (GOC) staff with the necessary local area network (LAN), network connectivity, and


hardware/software to support the planning of the 2001 Special Olympics World Winter Games Alaska. Provide the day-to-day desktop support to maintain the LAN, hardware, software, and connectivity.


• The GOC staff was provided with the necessary hardware and software to support the planning of the Games.

• Inexperienced users caused the LAN to be infected numerous times with Email based Viruses.

• Email Virus scanning software nearly reduced future problems. • The GOC’s initial calculations on Server storage size was surpass 8 months prior to

games. It is recommended that future Games limit the size of Email accounts and personal folders.

• Day-to-Day desktop support for a staff of 60+ proved more resource intensive than initially planned. It is recommended to have a full time help desk person on staff.

• Staff demands for Microsoft Visio, Microsoft Access, Adobe Photoshop & Adobe Page Maker far exceeded the available copies on hand. Staff productivity would be greatly enhanced if all had access to these software packages.

Tertiary Mission Statement – To collect the needs assessments of all non-computer related technology that will be required for all venue sites. Non-computer related technology includes telephones (both analogue & cellular), facsimile machines, analog lines, copiers, and televisions. Maintenance and upkeep of all non-computer related technology will be provided by other entities.


B. Goals and Objectives

1. Goals

Goal 1. To plan, engineer, and implement a wide area network (WAN) using the hardware, software, and network connectivity needed to meet all technology requirements of planning and executing the 2001 Special Olympics World Winter Games Alaska.


• Goal Met using DSL and Frame Relay Circuits. DSL was very problematic and not recommended for use at critical venues.

Goal 2. To plan, engineer, and implement a local area network (LAN) at each venue using the hardware, software, and network connectivity needed to meet all technology requirements at each venue site.


• Each venue had the technology needed to complete its primary goal of servicing the Athletes and GOC staff.

Goal 3. To provide a backup emergency plan for maintaining information flow during the actual period of competition. Should primary systems fail.


• Goal Met.

Goal 4. To plan, engineer, and implement the LAN for GOC staff needed to meet the planning requirements for the games.


• Goal Met

Goal 5. To provide daily desktop support for GOC staff. After Action Assessment:

• Goal Met

Goal 6. To identify the non-computer related technology requirements including telephones (analogue & cellular), faxes, analog lines, copiers, and televisions.


• Goal Met

2. Objectives


Objective 1. The WAN is being developed based upon the success of the network during the Special Olympics pre-games competition that occurred during March 09-12 2000. A total of twelve venue sites were used during this competition. During the 2001 World Games the number of venue will has double. The same planning methods will be used to design the WAN for games and consequently the equipment needs will increase. The WAN design will occur by:

a. Identifying the venue sites by name and location. b. Providing a venue list to the Project Engineering Department at Mercury

Data Group, Inc (MDGI) the contracted company for technology and Alaska Communications Systems (ACS) the local phone company, to determine availability of data connections at each venue site.

c. Conducting a site survey at each venue site to determine the physical layout

of the facilities, noting the existence or non-existence of network and telephone wiring, noting location of the telephone closet, and digitally photographing the key areas.


• The site surveys proved a valuable tool to determine additional costs necessary to install technology equipment (WAN, LAN, Phones & Fax).

• It is highly recommended that a site survey be conducted at each venue prior to any venue being chosen. There were sites chosen for venues that network access was not possible. Technology staff need to be a part of venue determinations.

d. Designing a picture layout of the WAN using Microsoft Visio, a graphic

network-design program. e.

After Action Assessment: • This was an extremely valuable visual aid.

f. Determining the bandwidth requirements for each venue site. After Action Assessment:

• The Bandwidth needs at the “Games Critical” venues was limited at peak hours due too frequent code changes to the GMS3 executable.

• If cost were not an object I would have had full T1’s at each facility however, given the cost bandwidth allocation was adequate.

g. Developing a hardware requirements list including routers, switches, hubs,

and wireless equipment for Cisco Systems.


h. Configuring, installing, and testing all Cisco equipment to ensure proper working order.


• This task proved difficult due to the delayed delivery of the equipment from Cisco Systems.

• The testing proved to be more labor intensive than originally expected due to the lack of expertise received form ACS concerning the DSL circuits.

• Over 100 man-hours were necessary to fully configure what was sold as a “easy solution” by ACS engineers.

• Originally the ACS equipment was to pass DHCP information however, ACS was blocking this traffic. Technicians fixed this by deploying static IP addresses to the DSL network.

• ACS had to reconfigure the DSL routers 3 separate times after circuit changes were made.

• In retrospect the entire WAN should have been deployed as Frame Relay versus DSL. Cost was a factor in choosing a combination of DLS and Frame Relay.

i. Installing and testing Cisco equipment at each venue site prior to the start of

games and ensuring proper working order. Installation times will be based upon access to each venue site.


• Access at Games critical venues provided little time for the necessary testing and installation.

• Access to the Games housing Venues provided little time for testing prior to installation.

• It is recommended in the future that technology has at least a day of lead time at venues to setup and test prior to systems requiring to be operational.

j. Adjust the WAN and equipment needs based upon changes by technology

and venue coordinators. After Action Assessment:

• The technology department conducted WAN equipment changes.

k. Monitoring and maintaining the WAN after installation and during the games.


• Objective met by instituting a 24hr help desk during the Games. Objective 2. The LAN development is very specific to each venue site. This is a result of different needs at each venue. The LANs will be discussed in general terms while the specifics for each venue site will be discussed in Section 5. The LANs design will occur by:


a. Identifying the venue site by name and location. b. Distributing to venue coordinators and functional area coordinators the

Technology Needs Assessment form. This identifies the technology needs for each venue site as determined by the coordinators.


• This was an evolving document because of the nature of event planning.

c. Reviewing and discussing the Technology Needs Assessment and developing total needs for all equipment.

d. Conducting a site survey at each venue site to determine the physical layout of

the facilities, noting the status of network and telephone wiring, noting location of the telephone closet, and digitally photographing the key areas.


• This was a time-consuming although necessary planning step.

e. Designing a picture layout of each LAN based upon the site survey using Microsoft Visio, a graphic network-designing program.


• Very useful visual tool for venue coordinators and during the volunteer DOT exercises.

f. Finalizing the hardware, software, and peripheral equipment list and

submitting the list for approval to GOC President and COO.

g. Submit final equipment list to MDGI for procurement.

h. Configuring and testing all equipment to ensure proper working order. After Action Assessment:

• A more time consuming task than initially anticipated. • The problems encountered with local Citrix Printing proved to be a major drain on

resources two weeks prior to games.

i. Installing and testing all LAN equipment at all venue sites prior to the start of games to ensure proper working order. Installation times will be based upon access to each venue site.

j. Adjusting the LAN and equipment needs based upon changes recommended

by technology and venue coordinators.


k. Identifying volunteers to maintain the equipment on site at each venue during games.


• Objective Met. • The estimates of technology volunteers were very accurate.

Objective 3. A backup emergency plan is crucial to maintain the flow of information in the event of a network communication failure. The simpler the emergency backup plan, the easier it is to initiate. There are many factors that will determine how to develop the plan. Development of the backup plan is based on the following:

After Action Assessment: • See section 5C for analysis of Backup Plan.

a. Identifying the venue sites that are critical and will require a backup method

of network communication. b. Determining which information is critical for distribution based upon all the

information that is being produced at each venue site.

c. Identifying the levels of priority of information distribution such as competition results, medical information, general administrative documents, and e-mail.

d. Determining what equipment will be needed based upon possible equipment

failure in the WAN.

e. Adjusting the backup plan and equipment based upon changes that are made to the WAN/LAN equipment.


• Objective met.

Objective 4. The LAN for the Games Organizing Committee is crucial for planning and preparation for the overall games. Today’s technology makes this task simpler. The development of a LAN for the GOC will require the following: a. Identifying the needs of the GOC and the necessary requirements during the

planning phase of the games. b. Planning and forecasting the total number of network servers and the role of

each machine.

c. Planning and forecasting the total number of users.


d. Identify the specific software and peripheral devices needed based upon the

role of each individual.

e. Configuring, installing, and testing all equipment to ensure proper working order.

f. Determining the level of security required for the network as it relates to users

accounts, passwords, and secure information.

g. Providing day-to-day desktop support.

h. Adjusting the GOC LAN based upon changes that are made to users, equipment needs, or job descriptions.

After Action Assessment: • Objective met.

Objective 5. Each user has a primary role based upon their job description as a GOC member. Each member has different levels of knowledge of software and hardware usage. Providing day-to-day desktop support is critical in a large business environment in order to maintain productivity. In order to provide the best desktop support the following will be required: a. Determining the level of computer knowledge of each user as they are

employed as GOC staff.

After Action Assessment: • Not done on individual basis. All users treated as basic users. • Suggest a staff indoctrination be formally written so all users understand the

structure of the office technology.

b. Identifying individual user requirements based upon their assigned duties in order to determine their level of knowledge of a specific software application.


• Not done on individual basis. All users treated as basic users.

c. Identifying the general software that will be used by all GOC staff.

After Action Assessment: Software used:

o Microsoft NT Server o Microsoft Exchange Server o Microsoft Office Professional Edition (Keep all users on same versions)


o Microsoft Outlook o GMS 3 o Oracle Client & Server o Adobe Photoshop & Illustrator o Microsoft Visio 2000 o Conversion Plus o McAfee Virus Shield o Visa Net POS Partner o UPS World Ship o Microsoft Front Page 2000 o Veritas Backup Exec o VNC o Tough N’ Go o Apache Web Server o Citrix Server & Client Software

d. Identifying the more specific software that will be used by GOC staff.

e. Defining desktop support for any computer related question that is related to hardware problems and software usage.


• Developed how to guides for Outlook Web Access, GMS 3.

f. Determining the total number of hours that will be needed per week in order to address all desktop support questions.

g. Providing alternative sources of information for software applications

including software classes, texts, or user manuals.

h. Adjusting the day-to-day schedule based upon the desktop support needs especially if addressing “show stopper” issues.


• Objective Met.

Objective 6. Non-computer related hardware has been incorporated into the “technology” definition. Non-computer related items include telephones (land & cellular), analog lines, fax machines, copiers, and televisions. In order to provide the best non-computer related support the following will be required:

a. Identifying the venue site by name and location.


b. Distributing to venue coordinators and functional area coordinators the Technology Needs Assessment form. This identifies the technology needs for each venue site as determined by the leaders.

c. Reviewing and discussing the Technology Needs Assessment and developing

totals for all equipment.

d. Conducting a site survey of each venue site to determine the physical layout of the facilities, noting the status of telephone wiring, noting location of the telephone closet, and digitally photographing the key areas.

e. Finalizing the equipment list and submitting it for approval.


• Moving all information to the logistics Venue Build out was very time consuming. • System should have been in place 6 months earlier. • Some staff members changed the technology build out by telling logistics and with out

consulting the technology Department.

f. Providing a means for maintaining and troubleshoot all non-computer related technology.

g. Designing a picture layout of each LAN based upon the site survey using

Microsoft Visio, a graphic network-designing program.

h. Adjusting the equipment needs based upon changes that are determined by technology and venue coordinators.


C. Overview of Services

Alaska is the largest state in the union. With a land area of 586,412 square miles,

it covers almost one-fifth of the lower 48 states. This large size contributes to the many remote regions and long distances between populated areas. Anchorage is the largest Alaskan city by population and averages 250,000 individuals. The 2001 Special Olympics World Winter Games Alaska will be taking place within the Anchorage city bowl with one competition venue located north of the city (Eagle River) and one competition venue located south of the city (Girdwood). The vast expanse of the city and outlying areas creates a challenge in setting up the WAN and LAN at each of the thirty-one venues.

The entire operating area for the 2001 SOWWGA will consist of approximately

70 mile distance stretching from the north at Harry J. McDonald Memorial Center, through the Anchorage city bowl, and to the south at the Alyeska Resort Hotel. The main goal is to implement a WAN that will bring all venue sites together in one domain. The venue sites consist of 7 competitive sites, 8 non-competitive venue sites, and 14 hotels serving as Olympic Villages. The WAN structure will be accomplished utilizing the expertise of Mercury Data Group, Inc (MDGI), Alaska Communications Systems (ACS), and Cisco Systems.

MDGI is a local computer and network solutions company that will provide the

design and implementation of the WAN. MDGI is also providing the out source support for the GOC staff which includes the day-to-day desktop support.

ACS is a local service provider, wireless, and telecom company that will be

providing the necessary infrastructure and data connectivity at all venue sites. ACS will assist in the planning and implementation of the WAN. ACS is as a sponsor of the 2001 Special Olympics World Winter Games.

Cisco Systems is a worldwide leader in networking technology and will be

providing the necessary hardware including routers, switches, and wireless equipment to connect all venue sites in a single domain. Cisco Systems is a sponsor of the 2001 Special Olympics World Winter Games.


D. Key Responsibilities

1. Pre Games

a. Technology department

1. Setup, test, maintain and troubleshoot GOC staff LAN. 2. Provide day-to-day desktop support for GOC staff. 3. Troubleshoot any network connectivity problems. 4. Serve as a staff member to the GOC for all issues dealing with

technology while planning for the games. 5. Develop all necessary plans for 2001 World Games. 6. Provide any necessary changes to the GOC LAN as required. 7. Develop a list of requirements for construction of the WAN/LAN to

MDGI. 8. Adjust all plans for any venue management or functional area changes. 9. Identify, inform, and lead a group of volunteers that will serve as

technology leaders, technology assistants, and GMS 3 operators. 10. Provide scheduled GMS 3 training for GOC, volunteers, and others as

needed with assistance from Bespoke Software. 11. Provide out source technical support to the GOC. 12. Purchase necessary hardware and software as needed for GOC staff. 13. Provide technical knowledge and support for all computer related

issues. 14. Provide project engineering of the WAN. 15. Develop contact meetings with appropriate organizations in order to

obtain hardware for WAN. 16. Determine the total number of technical support staff required during

2001 World Games 17. Determine the total numbers for hardware and software for the wide

area network. 18. Assist with maintaining and troubleshooting network connectivity to

the GOC headquarters and warehouse.

b. Alaska Communication Systems 1. Provide network connectivity to the GOC headquarters office and

warehouse. 2. Assist with maintaining and troubleshooting network connectivity to

the GOC headquarters and warehouse. c. CISCO Systems

1. Provide the necessary hardware for implementing the wide area network prior to and during games.

2. Assist with planning and implementing the wide area network.


After Action Assessment: • Cisco’s services were not required for this process.

3. Assist with troubleshooting any Cisco technology prior to and during games.


• Cisco’s services were not required for this process.

2. Games

a. Technology department 1. Maintain all the duties as described in pre-games section. 2. Plan, setup, test, maintain and troubleshoot 2001 World Games WAN

and LAN. 3. Provide day-to-day support to WAN/LAN prior to and during the 2001

World Games. 4. Supervise and lead the Technology Committee members in all aspects

of LAN setup and takedown at each venue site. 5. Assist Technology Committee volunteers with any day-to-day

requirements in maintaining the LAN at each venue site. 6. Assist with implementation of the wide area network plan and local

area networks prior to and during games. 7. Assist with planning, setup, testing, maintaining and troubleshooting

2001 World Games WAN and LAN. 8. Continue dialog with ACS and Cisco Systems regarding the

maintenance and upkeep of the WAN prior to and during 2001 World Games.

b. Alaska Communication Systems

1. Maintain all duties as described in pre-games section. 2. Provide network connectivity to all venue sites prior to and during

games. 3. Assist with maintaining & troubleshooting network connectivity to all

venue sites prior to and during games. d. Cisco Systems

1. Maintain all the duties as described in pre-games section. 2. Provide the necessary hardware for implementing the wide area

network prior to and during games. 3. Assist with planning and implementing the wide area network.




4. Assist with troubleshooting any Cisco technology prior to and during games.




E. Legacy

The 2001 SOWWGA will be the largest sporting event ever held in the state of Alaska. This within itself is a legacy that will be left behind in the minds of all GOC staff, participating athletes and coaches, volunteers, and the general public. Along with the memory of the games, technology will leave behind a written plan documenting the planning, designing, implementing, and testing of infrastructure for a wide area network as well as local area network at each venue site. This document will provide instruction for any future events that require a WAN of this magnitude.


Section II. SCHEDULES/TIMELINES/EVENTS A. Schedules

1. Pre Games Timeline 2. Games Timeline 3. Post Games

All timelines are located in Section 6E and are subject to change due to the availability of hardware and software, manpower, ability to access venue sites, and funding.

B. Committee Timelines Technology Committee Scheduled Meetings

Wednesday-September 13, 2000 Thursday-October 12, 2000 E-mail update Thursday-November 30, 5:30 p.m. GMT Meeting Egan Center Thursday-December 14, 2000 Thursday-January 11, 2001 5:30 p.m. 809 G ST Thursday-February 01, 2001 5:30 p.m. GMT Meeting Egan Center Saturday-February 17, 2001 10:00 a.m. 619 East Ship Creek Volunteer Area (Technology Specific Training)


• The number of meetings conducted was adequate. • GMS 3 training should have been further developed to highlight the changes from

the previous version used at Pre-Games. • See attached volunteer comments.

All Technology Committee meetings will be held at the AMLJIA Conference

Room located on the 3rd floor of the AMLJIA building on the corner of 8th and G Streets. The meeting schedule and location is tentative and is subject to change based upon other meetings, access to location, and availability of personnel to attend.

C. Events

There are no events for the Technology Department.


Section III. ORGANIZATION OF TECHNOLOGY DEPARTMENT

A. GOC Overall Organization Chart 1. Pre Games and Games

Administrative Asst.Athlete StaffReceptionist

Office Mgr.Mara Urciuoli

OperationsLoren Smith

Delegation & Participant Svc.Leslye Langla

Sports & CompetitionJoel Summers

Public RelationsNance Larsen

Special EventsGloria Allen

Support ServicesKara Capaldo

Cultural & Educ. ExchangeHeather Handiside

Administration

Melissa AndersonExec. Dir. & COO

Ben StevensPresident & CEO

SOWWGABoard of Directors

Special Olympics Inc.


B. GOC Department Chart 1. Pre Games

2. Games Time

Volunteer Services Coordinator RecruitmentChris Samlaska

Volunteer Services Coordinator Database/SchedulingMorgan Ottley

Volunteer Services Coordinator Training & OrientationDoris Cerny

Volunteer Services Coordinator Volunteer ManagementRachael Barber

Volunteer Services Coordinator RecognitionTerry Umatum

Vol. Services

Technology ManagerDavid Duprow

GMS3Bill Cornett

Technology

Director of Support ServicesKara Capaldo

COOMelissa Anderson

President & CEOBen Stevens


Special Olympic Inc.

Volunteer Services Coordinator RecruitmentChris Samlaska

Volunteer Services Coordinator Database/SchedulingMorgan Ottley

Volunteer Services Coordinator Training & OrientationDoris Cerny

Volunteer Services Coordinator Volunteer ManagementRachael Barber

Volunteer Services Coordinator RecognitionTerry Umatum

Vol. Services

Technology ManagerDavid Duprow

Mercury Data Group, Inc.WAN/LAN Hardware

Cisco SystemsWAN Hardware

Alaska Communication SystemsNetwork Connectivity

GMS3Bill Cornett

Technology

Director of Support ServicesKara Capaldo

COOMelissa Anderson

President & CEOBen Stevens


Special Olympic Inc.


3. Job Description for Technology Manager POSITION: TECHNOLOGY MANAGER David M. Duprow DEPARTMENT: SUPPORT SERVICES SUPRERVISOR: DIRECTOR OF SUPPORT SERVICES SUMMARY: The Technology Manager serves as the focal point for the GOC staff and Technology Committee in all matters relating to technology. These include but are not limited to procurement, deployment, configuration, maintenance and repair of the GOC Technology assets. (Technology assets are defined as: Computer Workstations, File and Print servers, Database Servers, Software, Switches, Routers, Hubs, and network cabling from wall termination to workstation.) The manager fosters communication through participation in all GOC general staff and Support Services Departmental meetings. The Technology Manager serves as a liaison between the functional area, venue management teams, and any other committees to ensure that the technological needs of each venue site are provided for and available for use as requested. DUTIES AND RESPONSIBILITIES:

1. Responsible to the Games Organizational Committee (GOC) for all technology related issues including computer hardware, software, peripherals, and network cabling.

2. Maintain and manage games wide area network (WAN). 3. Maintain and manage LAN at GOC headquarters. 4. Perform preventative maintenance as necessary on hardware, software,

and peripheral equipment in the WAN. 5. Develop and implement Emergency Actions Plans for data gathering

and transfer in the event of network disruption. 6. Direct troubleshooting efforts for all WAN problems and develop

plans to correct problems with minimal network outages. 7. Train Venue Site Technology Leaders as necessary to operate the

GMS 3 System. 8. Responsible for finding GMS 3 Operators. 9. During World Games report to Joint Operations Command Center

(JOCC) Leader with daily technology brief. Briefing will include network status, network outages, venue site technology status, venue site technology outages, venue site personnel difficulties, and any corrective actions taken or planned.

10. Contact all Technology Leaders for end of day briefing and prior to the start of events on each day to verify network status and coordinate any corrective actions.

11. Dispatch a network technician to venue sites that require assistance with network maintenance.

12. Be responsible for the duties of Venue Site Technology Leaders and the daily assignments of their duties at venue sites.

13. Manage the setup and break down of all venue sites.


14. Ensure that the venue site technology is ready for use one hour prior to the start of any scheduled Games activities

15. Assist with configuration and testing LAN/WAN as needed. 16. Any other duties deemed necessary to maintain the WAN and LAN.

TERM: Active from February 1998 through the departure of delegations to their home

countries after the 2001 Special Olympics World Winter Games Alaska. COMMITMENT: 20-30+ hours per week in 2000; 40+ hours per week in 2001. Must be

available to work from 23 February through 13 Mar 2001 for an unspecified number of hours.

QUALIFICATIONS:

Bachelor's degree in Computer Science, Electrical Engineering, Information Systems or related specialty, and/or equivalent experience/training. Experience: One-year experience as a microcomputer specialist, including an equivalent education and business/industry experience. One-year experience as a customer support representative, or equivalent education and business/industry experience.

Other Qualifications: Extensive knowledge of microcomputers, LAN's, and common microcomputer application software. Must be able to identify and resolve user difficulties, and to provide clear, direct verbal/phone support. Ability to troubleshoot technical problems not previously encountered.

Committed to the success of the 2001 Special Olympics World Winter Games Alaska.

Excellent supervisory, communication and organizational skills. After Action Assessment:

Likes • The scope of the LAN/WAN design and implementation was an excellent learning

opportunity for all facets of the project. • The willingness of the technology committee to do everything and anything possible

to make the project happen. • Ability for five separate organizations to put together a network (MDGI, Cisco,

ACS, Bespoke, Special Olympics)

Dislikes • Waiting for equipment to be picked up and delivered on time by logistics. • Having to field tech support calls and diagnose receive errors for the DOD fax

machines. • Another department functionally tested these machines. • Their inability to work as advertised made the Technology Department look

bad.


• Dealing with ACS over WAN issues that were supposed to be easy to install. • Lost man-hours due to WAN/DSL implementation and troubleshooting. • The 14 hour DSL network outage that occurred during Opening Ceremonies that

was not fully explained by ACS. • Not having the Circuits up and tested fully as originally planned. • Citrix printing issues that consumed too many man-hours prior to implementation

and during games. • Initially there was a lack of security, Software and Hardware Missing from office

locations. Internet Abuse during games • Had to remind several people at venue sites about appropriate computer usage.

Suggest internet filtering software. i.e.: Super Scout, Net Watcher. Maybe an actual Computer Usage policy that users need to sign along with their applications

What worked for you personally?

• The network in general! • Great pride was taken in the concept becoming reality. • Empowering technology leaders at each venue. • The Web updates. • Automatic updates of Games results.

What didn’t work (made implementation difficult) • Difficult getting equipment to location on time. (Logistics) • DSL was a problem to get implemented and it was difficult to troubleshoot why

outages occurred. • Local Citrix printing. • Thin Clients - Linux clients required extra care and attention, Next time use CE based

thin clients. Several Printing issues that had to be resolved before deployment

What would you keep • The people who worked in the technology committee. • Frame Relay. • Required two additional staff members for Games

• Assistant Technology Leader • Help Desk Supervisor

Points of view Overall: The network design that was envisioned over a year ago was realized in full. Once operational, there were a variety of network problems however no significant games time was lost due to network connectivity issues. This is seen as a positive reflection on the desire and dedication of the entire Technology committee. General comments from out of state technology personnel and SOI complimented this dedication.


C. Venue Team Organizational Chart –NA

D. Venue Team Functions – NA

E. List of Venues

1. Auxiliary Venues 2001 SOWWGA GOC Headquarters After Action Assessment:

• Systems maintained by Technology Staff • Two days into the event it was noted that system maintenance was to be performed

nightly. • A recommendation was made to the Directors which was approved • Each night all systems went down for preventative maintenance from Midnight to 2

a.m. • Maintenance included: Rebooting the 4 servers and main router; backing up of

games critical databases.

2001 SOWWGA Warehouse After Action Assessment:

• This venue served well as a computer configuration center for games PC’s.

Joint Operations Command Center (JOCC) After Action Assessment:

• Setup and recovery timing was adequate. • Citrix Printing Issues were noted by staff. • We were about 2 systems short for providing access for those needing to get

primary job work completed. (1 for Risk Management, 1 additional for medical). • Many tech problems evolved from staff users down loading large files across the

network. Solution for the JOCC is to have more bandwidth back to the main server. • Phones: When the phones were originally requested for JOCC they did not have

forwarding programmed as a feature. This is an issue I recommend you look at one by one. There were three positions I saw as needing the forwarding: Staff admin, FBI and Risk Management.

• Citrix: The sessions timed out seeming to cause printers and other sessions to get lock out.

• Other problems came from the incident tracking database. Some records seemed to get locked out or disappear when the Citrix session timed out. You may wish to consider having two incident tacking systems: 1. Medical, 2. Public Safety.


Auxiliary Girdwood Clinic After Action Assessment:

• No GOC technology Deployed Transportation Depot at 5th Street Parking Structure After Action Assessment:

• Setup and recovery timing was adequate. • Internet DSL worked well for Transportation Staffs needs. • Computer to users ratio adequate.

Transportation Depot at Airport After Action Assessment:

• Setup and recovery timing was adequate. • Internet DSL worked well for Transportation Staffs needs. • Computer to users ratio adequate.

Bus Depot at Alaska Railroad Depot After Action Assessment:

• DOD Fax had difficulty receiving faxes. Delegation Welcome Center – ASI After Action Assessment:

• Setup and recovery timing was adequate; delivery was late. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues.

Olympic Town - Egan Center After Action Assessment:

• Setup and recovery timing was adequate; delivery was late. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. • The Citrix lost server connection too often and the system was slow. • Next time we need to use better quality fax machines.


• Need to have international capable phone lines for the Delegation Center. Polyclinic – HealthSouth After Action Assessment:

• Setup and recovery timing was adequate; delivery was late. • Computer to users ratio was adequate.

Opening and Closing Ceremonies - Sullivan Arena After Action Assessment:

• Setup and recovery timing was adequate. • Bob Talmage Associates (BTA) (Production Company) required dedicated internet

access • Internet access was provided by ACS through DSL. • BTA Phone requirements far exceeded the capabilities of the facility • The BTA people were very demanding and difficult to deal with when their needs

were not met immediately.

FBI Operations Center After Action Assessment:

• Setup and recovery timing was adequate. • Facility equipment was used except for WAN. • No outages reported.

Eurest Facility After Action Assessment:

• Setup and recovery timing was adequate. • DOD Fax had difficulty receiving faxes.

2. Competition Venues

Alpine - Westin Alyeska Prince Hotel After Action Assessment:

• Setup and recovery timing was adequate; Equipment delivery was late and sent to storage location which took 3 hours to locate.

• Computer to users ratio was adequate.


• Staff noted Citrix Printing Issues and DOD fax problems. • Frequent updates to GMS 3 executable caused frustration to Technology staff and

Sport teams because of excessive time to download. • An improper upgrade of the Oracle Client at the Race Administration Center by

Bespoke Personnel caused the loss of a workstation for 3 hours. A backup system was already in place minimizing outage.

• It is recommended that the Technology Staff only complete all upgrades and all GMS 3 updates be frozen 1 month prior to games.

• The GMS .exe script that would start to run with every restart...good idea, bad idea. Upon every restart the script would delete the existing .exe file and start a 20 to 30 min download of the new one. It was a great idea if the network ran faster. We did find a quick solution to solve the problem but in the future it might be nice to have a script that asks the GMS Op if they would like to update the software.

• It was quite nice to be able to monopolize Bespoke’s time as GMS programmers to help Race Officials work through some of their issues.

Alpine – Race Training Center After Action Assessment:

• Setup and recovery timing was adequate; Equipment delivery was late and sent to storage location which took 3 hours to locate.

• Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. • Frequent updates to GMS 3 executable caused frustration to Technology staff and

Sport teams. Cross Country Skiing/Snow Shoeing – Kincaid Park After Action Assessment:

• Setup and recovery timing was adequate; Equipment delivery was late. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. GMS Comments: • Frequent updates were required to the GMS 3 system to fix “bugs” which caused

frustration to Technology staff and Sport teams because of excessive time to download.

• Wireless problems attributed to power stability issues and a hybrid Linux Router that didn’t pass DHCP traffic. The wireless equipment was donated and had intermittent outages.

• Cisco Bridges would have resolved this issue. • A couple of things need to be fixed for the next people to use the Relay Event.


• We have to be able to assign a relay team bib number. All the members of a team have the same number with different color bibs.

• We have to be able to assign the start order of the members of each team. • Need to have alternates on a team but not have the alternates print out on the final

results if they did not ski or run. • Final result reports will not print the full time if it is more than one hour • There is a report called the "Final Score Differential Report" that has a problem.

If that report is more than one page long and you are looking at page one when you click on the print button, it will print multiple copies of a blank page with a header, numbered page 2 of 1. It will keep printing pages until you halt the print que or the printer jams. If you scroll to the last page of the report and then print it every thing works fine.

• When someone is editing an event, all other users are locked out. It would be good if others could access the event in a "Read Only" mode to print division results at other locations will the event is still in progress. We have been using runners to carry print outs from the timing buildings up the hill to the chalet for posting.

• On the "print heat sheets" screen there is a check box for "Show previous round/qual scores". It would be better for us if there were separate check boxes for qualifying scores and previous round scores. Having both scores on our heat sheets caused a great confusion with a couple of our coaches here at XC Skiing.

• The "Final Score Differential Report" sorts competitors by country. It would be MUCH more useful if it was sorted by division then by place. It would also be very helpful if we could generate this report from within the "data entry" screen. Right now we have to get out of the data entry screen to check the 15% rule then go back in to make any changes then print final results.

Figure Skating -Tesoro Sports Center After Action Assessment:

• Setup and recovery timing was adequate. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. • USFSA and GMS 3 personnel worked well together unlike Pre-Games. • The Technology Leader acted as the liaison between the Computer program that

SO uses (GMS) and the program (HAL2) that the United States Figure Skating Association uses (USFSA). We recreated the GMS figure skating events, entered results from HAL2 into GMS and printed labels from GMS for the awards area.

• GMS is not used to run the event. Results from HAL2 must be entered into GMS . Therefore the GMS system must have a matching set of events as the HAL2 program or there will be confusion.

• GMS treats skaters as belonging to a set of broad criteria such as all Pairs skaters, Single skaters, Dance skaters. GMS set up 8 events with these criteria but HAL2 created 56 separate events for this competition.


• We manually recreated these events on GMS from information provided by HAL2 printouts of Official Forms. Although it was time consuming in the beginning, the entering of results was very easy. The Skating Competition Referee did not create some events until the day of the event. The original events set up by GMS had to be deleted.

• Naming of event stages/parts was also different in GMS from the traditional terms used in Figure Skating . This had to be changed in the new GMS events as well.

• What went well: It was successful having a USFSA Accountant acting as the liaison between HAL2 and GMS. Events could be created on GMS that reflected what actual events are being competed in and the results to the audience were in a form that they have experience in viewing.

• Award presentation went smoothly from an accuracy viewpoint. The award labels for each separate event went out on one sheet stapled to a signed (by the Competition Ref and Accountant) copy of the results from HAL2. This was an excellent synergy between the programs.

• Most Figure skaters are not used to getting a label on their awards and we received many good comments about this. HAL2 does not print awards labels.

• The ability to cross check results of HAL2 and GMS led to the high accuracy achieved.

• It was important to have GMS and the USFSA Accountants in the same room to facilitate communication.

• We had excellent Tech support by GMS and SO. • We had difficulty deleting GMS events due to GMS restrictive permission system.

This left empty or obsolete events "out there" on GMS and the SO website. Granting permission to the GMS operator to delete any FS event can solve this.

• If possible there needs to be better communication between HAL2 and GMS. • HAL2 is capable of exporting event data in HTML. If resources permit there might

be a way to incorporate this into GMS without manual input. • Conclusion: Someone who is familiar with the USFSA Accounting methods and

protocols needs to be part of the GMS team. Floor Hockey -Federal Express Hanger After Action Assessment:

• Setup and recovery timing was adequate; Equipment delivery was late. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. • GMS 3 was unable to handle a tournament style event like this so on site

Technology Created a Excel worksheet to track the Games. • Because GMS 3 couldn’t handle the event automatic updates to the Web were not

available. • Numerous complaints were noted that the scores that were on the web were not

current.


• The daily schedule on the Web was not available till late in the day making it difficult for Host Teams to match up with their teams.

Snowboarding -Hilltop Ski Area After Action Assessment:

• Setup and recovery timing was adequate; Equipment installation was delayed because of a miscommunication between the GOC staff and Alpine Alternative building owners.

• Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. • GMS 3 was unable to communicate with the Tag Hauer timer Chronoprinter 503. • Manual entry of racers scores was necessary.

Speed Skating -Harry J. McDonald Memorial Center After Action Assessment:

• Setup and recovery timing was adequate; Equipment delivery was late. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. GMS Comments: • Too many changes to code. A lot of bugs in the program from updating to a new

version too close to games. Code must be frozen at least one month prior to Games. • Need more communication between Sports Leaders and Technology to decide what

reports are needed. Need more training on how to produce the needed reports. • Training provided by Bespoke was really disorganized and not venue or sport

specific. No set agenda. • Needed multiple heats per division. Bespoke was to add this and didn’t. Had to

produce multiple heat sheets manually. • GMS had a problem of taking over the printer and not letting go. This would occur

in printing out results. If you printed out labels and then from the same screen tried to print out the results, GMS would send the printer into non-stop mode. The printer problem would also occur if you clicked on the print button twice.

• Custom Heat sheets need work. It would not remember the last edited version that was saved. It was a nice addition to be able to do custom heat sheets, however the bugs need to be worked out.

• Generic reports were well done. • Summary reports only worked when sorted low to high. High to low did not work. • Label printing worked great. • The timing system link to GMS worked great. • Divisioning had some bugs. If you tried to compact a division, it would count the

scratched entries. • Bespoke was very responsive to fixing bugs.


• Good system. Just needs to be tested more prior to Games. • When freezing code, only freeze to new features. Can still fix bugs. • Training class needs to be better organized. Needs to be a structured class, not just

sitting down and answering questions. • GMS did not take advantage of Oracle. Oracle is too consuming if its full benefits

are not going to be used. GMS should be put into SQL. • Need a quick reference for reports. • Bespoke staff were a great help. Definitely needed. • Bespoke needs to provide an oracle staff person.

3. Olympic Villages Hilton Hotel After Action Assessment:

• Setup and recovery timing was adequate; Equipment delivery was late. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues. • Staff noted problems with incorrect phones and fax numbers assigned by Hotel

staff. • AN additional software package was required to be purchased 2 days into the

games to properly update the Games Web Site (Front Page 2000). • Digital camera card readers were required to be purchased 4 days into the games. • A last minute construction change by the Hotel caused three rooms to be

redesigned. • Citrix would sometimes log into someone else's session with their documents still

open. Providing separate sessions could have helped. • Citrix would give strange errors such as the skull and crossbones, freezing while

logging in. • Lack of some storage/retrieval devices such as Sony card readers, cd burners. They

were much needed in the media center. • Citrix printer server needed to be constantly kept logged in. Even a self-pinging

program didn't prevent auto log outs. Sheraton Hotel After Action Assessment:

• Setup and recovery timing was adequate. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues. • The WAN in the Sheraton was overloaded by the Publications Staff’s PC. This

made the Citrix run slow and freeze up, also causing printer problems.


• Don’t think that everyone knew who I was or what they were supposed to call me for. Might want to make it clearer to rest of volunteers what the technology people are there for.

• My venue never had a 5:00 am meeting, though we still got there at 5. Venue coordinator’s might want to rethink having a meeting that early that no one is going to show up to because it’s so early. A mid-morning one would probably be preferable.

• Not much for a Technology leader to do when everything works. Might want to think about a strictly “on-call” technology staff, something along the lines of a morning check-up and evening check-up with “on-call” status during the day.

Best Western Barratts Inn, Captain Cook Hotel, Days Inn, Hawthorne Suites, Holiday Inn, Residence Inn (Officials Support Center), West Coast, Matanuska Hall, Kenai Dorms Elmendorf AFB After Action Assessment:

• Setup and recovery timing was limited. • Computer to users ratio was adequate. • Staff noted Citrix Printing Issues and DOD fax problems. • Liked the ability to be on-call with our personal cell phones. I was able to help the

users over the phone a lot of time without having to go down to the (non-critical) site (like telling them to reboot because Citrix was down).

• Technology booklet was very useful to leave at the sites. I had a few users that tried to solve their own problems before calling me.

• Fax machines were real fancy. Too fancy. It gave the users too many options, which resulted on incorrectly programming the faxes to do the wrong thing, basically locking them up. Next time, simpler technology.


Section IV. SCOPE OF TECHNOLOGY OPERATIONS

A. Technology Department Organizational Chart


B. Technology Volunteer Staff Job Descriptions POSITION: VENUE SITE TECHNOLOGY LEADER DEPARTMENT: SUPPORT SERVICES SUPRERVISOR: TECHNOLOGY MANAGER SUMMARY: The Venue Site Technology Leader serves as the focal point for all matters of and relating to venue site technology. These duties include but are not limited to maintenance and repair of the venue technology assets and GMS 3 data entry. (Venue Site Technology assets are defined as: Computer Workstations, Routers, Switches, Hubs, Phones, Copiers, Fax Machines, and network cabling from wall termination to Workstation.) The Venue Site Technology Leaders foster communication through participation in monthly Technology and Venue (specific) Management Team meetings. The Venue Site Technology Leaders serve as a liaison between the Functional Area Team Leaders and the Technology Manager. The Venue Site Technology Leaders work with the Technology Manager to ensure that all materials needed to set up and break down venue sites are available and the technology is ready for use one hour prior to the start of any scheduled Games activities. DUTIES AND RESPONSIBILITIES:

• Responsible to the Technology Manager for reporting status of the WAN and LAN at venue sites.

• Manage and maintain LAN at venue site. • Perform preventative maintenance as directed by Technology Manager on

hardware, software, and peripheral equipment at venue site. • Attends Technology and Venue Committee meetings, assisting with

overall planning and responsibilities of committee. • Safeguards all hardware, software, and peripheral equipment from

beginning of shift till close of business each day. • Implements Emergency Plans for data gathering and transfer in the event

of network problems. • Coordinates troubleshooting efforts with Technology Manager on all LAN

equipment. • Provides hands on input and resolution techniques necessary to fix

problems allowing for minimal downtime of network equipment. • Is responsible for the duties of Venue Site Technology Assistants and the

daily assignments of their duties at the venue site. • Provide quality assurance for all data entered into GMS 3, to ensure that

information entered is consistent with results produced. • Assists/Trains Assistant Technology Leader as necessary to enter GMS 3

data. • If no GMS 3 operator is assigned to a Venue Site, Technology Leader is

responsible for GMS 3 data entry. • Assists with configuration and testing LAN/WAN as needed. • Sets up and break down venue site.


• Any other duties deemed necessary to maintain the LAN. TERM: Active from September 2000 through completion of the 2001 Special Olympics

World Winter Games Alaska. COMMITMENT:

Months: Time: •July – August 2000 2-4 hours per month •September through December 2000 5 – 10 hours per month •January through February 15, 2001 20 hours per month

•March/Games Week 8-12 hour shifts daily, March 4 – 11, 2001 QUALIFICATIONS: High degree of knowledge of computer hardware and software,

computer peripheral devices, and network planning, implementation, and maintenance. Knowledge of analysis skills, networks, computer systems, and testing. Knowledge of LAN/WAN networking systems integration.

Committed to the success of the 2001 Special Olympics World

Winter Games Alaska. Able to work with a multiple number of individuals with diverse

backgrounds. Able to coordinate and delegate tasks. Excellent supervisory, communication and organizational skills.


B. Technology Area Volunteer Staff Job Descriptions-continued

POSITION: ASSISTANT TECHNOLOGY LEADER DEPARTMENT: SUPPORT SERVICES SUPRERVISOR: VENUE SITE TECHNOLOGY LEADER SUMMARY: The Venue Site Assistant Technology Leader serves as the focal point for all matters delegated by the Venue Site Technology Leader. These duties include but are not limited to maintenance and repair of the Venue Technology assets and GMS 3 data entry. (Venue Technology assets are defined as: Computer Workstations, Routers, Switches, Hubs, Phones, Copiers, Fax Machines, and network cabling from wall termination to Workstation.) The Venue Site Assistant Technology Leader foster communication through participation as directed by Venue Site Technology Leader in monthly Technology and Venue (specific) Management Team meetings. The Venue Site Assistant Technology Leaders work with the Venue Site Technology Leaders to set up and break down their venue sites are available and the technology is ready for use one hour prior to the start of any scheduled Games activities. DUTIES AND RESPONSIBILITIES:

• Responsible to the Venue Site Technology Leader for all aspects of the LAN at venue sites.

• Attends as directed by Venue Site Technology Leader meetings of the Technology Committee meetings, assisting with overall planning and responsibilities of committee, if possible.

• Attends as directed by Venue Site Technology Leader meetings of Venue Coordinator Committee meetings, assisting with overall planning and responsibilities of committee, if possible.

• Assists the Venue Site Technology Leader with maintaining the LAN. • Safeguards all hardware, software, and peripheral equipment from

beginning of shift till close of business each day. • Assists in implementation of Emergency Plans for data gathering and

transfer in the event of network problems. • Informs Venue Site Technology Leader of any LAN performance issues. • As directed providing hands on input and resolution techniques necessary

to fix problems allowing for minimal downtime of network equipment. • Enters GMS 3 data if no GMS 3 operator is assigned or available. • Assists with configuration and testing LAN/WAN as needed. • Sets up and break down venue site. • Any other duties deemed necessary to maintain the LAN.

TERM: Active from September 2000 through completion of the 2001 Special Olympics


Months: Time:


•July – August 2000 1-2 hours per month •September through December 2000 2-4 hours per month •January through February 15, 2001 10 hours per month

•March/Games Week 8-12 hour shifts daily, March 4–11, 2001 QUALIFICATIONS: High degree of knowledge of computer hardware and software,

computer peripheral devices, network planning, implementation, and maintenance. Knowledge of networks, computer systems, and testing.

Committed to the success of the 2001 Special Olympics World

Winter Games Alaska. Able to work with a multiple number of individuals with diverse

backgrounds. Excellent follower, with good communication and organizational

skills.


B. Technology Area Volunteer Staff Job Descriptions-continued

POSITION: GMS 3 OPERATOR DEPARTMENT: SUPPORT SERVICES SUPRERVISOR: VENUE SITE TECHNOLOGY LEADER SUMMARY: The GMS 3 Operator serves on the Technology Committee and participates in their monthly meetings as well as the Venue Management Team monthly meetings. It is the responsibility of the Technology Leader to ensure that the GMS 3 Operator serves to assist with all aspects of GMS 3 software during competition. Attends required GMS 3 training. DUTIES AND RESPONSIBILITIES:

Responsible to the Venue Site Technology Leader for all aspects of the GMS 3 software including data entry of competition results, dissemination of results, and any other required needs involving the GMS 3 software.

Ensure the security of all results that are input into the GMS 3 system. Provide quality assurance for all data entered into GMS 3, to ensure that

information entered is consistent with results produced. TERM: Active from September 2000 through completion of the 2001 Special Olympics


Months: Time: •July – August 2000 1-2 hours per month •September through December 2000 1-2 hours per month •January through February 15, 2001 4 hours per month

•March/Games Week 8-12 hour shifts daily, March 4–11, 2001 QUALIFICATIONS: Comfortable with general computer hardware and software,

computer peripheral devices, and Windows based software. Committed to the success of the 2001 Special Olympics World

Winter Games Alaska.


C. Games Time (Scope Volunteers)

The scope for the Technology volunteers during the Games is to be the operational unit who assists in setting up, maintaining, operating, troubleshooting and protection of the Technological assets (both WAN and LAN) deployed throughout the Anchorage vicinity. In addition, the flow of information from venue to the headquarters is critical. Numerous individuals and committees are expecting to receive the results that are handled by these key individuals after each competition.


Technology Volunteers

Venue Technology Leader Assistant Technology Leader

Robert Carver Luke Spring Takeshi Morgan

Technology Manager

Fred Duprow

Telephone Standby Bill Corbett Robert Carver Jesse Hoover

2001 SOWWGA GOC Headquarters 619 East Ship Creek Road Anchorage, AK 99501 2001 SOWWGA Warehouse

1101 Whitney Road Anchorage, AK 99501

Jim Macgregor Shannon Gunderson

Scott Meyer 2001 SOWWGA GOC JOCC 619 East Ship Creek Road Anchorage, AK 99501

Jim Weeks

Ryan Combs

5th Street Parking Structure Transportation Depot 245 West 5th Avenue Anchorage, AK 99501

Alaska Railroad Depot 411 West 1st Avenue Anchorage, AK 99501

Egan Center Olympic Town 555 West 5th Avenue Anchorage, AK 99501

Robert Sonnenberg Jayson Sullivan & Yoon Lee

Melissa ( Bespoke) Delegation Welcome Center

Alaska Seafood International 6689 Seafood Dr. Anchorage AK 9950 Transportation ANC Airport North Terminal

Dave Odegard

Gloria Scarborough

Venue Technology Leader Assistant GMS Operator


Technology Leader Polyclinic HEALTHSOUTH 4001 Lake Otis Parkway Anchorage, AK 99508

Residence Inn (Judges Support Center) 1025 East 35th Avenue Anchorage, AK 99508

Courtney J. Willis

Sullivan Arena Opening Ceremonies 1600 Gambell Street Anchorage, AK 99501

Luke Spring

Valerie HonamanValerie Honaman Patricia Hoyer Abraham Duke

Alpine Westin Alyeska Prince Hotel 1000 Arlberg Road Girdwood, AK 99587

Rebecca Duke Rebecca Duke Thomas john Miller David Hall

Alpine Race Training Center Arlberg Road/Base of Chair 4 Girdwood, AK 99587

Sam Duke

Eddie Knapp Eddie Knapp John C. Lincoln

Cross Country Kincaid Park Main Entrance Off Raspberry Anchorage, AK

John C. Lincoln

Randy Ribble

Snow shoeing Kincaid Park Main Entrance Off Raspberry Anchorage, AK

Glynn Macsurak

Ricky Nelson Bill Pearch

Floor Hockey Federal Express Hanger 5800 Lockheed Anchorage, AK 99502

Elizabeth Pearch


Venue Technology Leader Assistant

Technology Leader GMS Operator

June Finkbinder

Snowboarding Hilltop Ski Area 7015 Abbot Road Anchorage, AK 99516

Marcus Ballou

Michael Miliello Michael Miliello Dean Sun

Figure Skating Tesoro Sports Center 51 O’Malley Center Drive Anchorage, AK 99515

Dean Sun

Linda Stangl Vivian Latkowski

Vivian Latkowski

Speed Skating Harry J McDonald Memorial Center Mile 22 Old Glenn Highway Eagle River, AK 99577

Kathryn Browning

North Villages Neftali Herada

Matanuska Hall North Star Inn 7153 Fighter Drive Elmendorf AFB, AK 99506

Kenai Dorms Bldg 7537 Sharp Avenue Elmendorf AFB, AK 99506

Days Inn 321 East 5th Street Anchorage, AK 99501

Holiday Inn – Downtown 239 West 4th Avenue Anchorage, AK 99501

Jayson Sullivan

Central Villages Jesse Hoover

Hilton Hotel 500 West 3rd Avenue Anchorage, AK 99501

Elan D. Aqua

Captain Cook 4th and K Street Anchorage, AK 99501

Jim Macgregor

Stephen Ning


Venue Technology Leader Assistant

Technology Leader GMS Operator

West Villages Best Western Barratts 4616 Spenard Road Anchorage, AK 99517

Jayson Sullivan

West Coast 3333 West Int. Airport Rd. Anchorage, AK 99502

Hawthorne Suites 1110 West 8th Avenue Anchorage, AK 99501

Jay Grover

East Villages Sheraton Hotel 401 East 6th Avenue Anchorage, AK 99501

Shannon Gunderson & Jesse Hoover

Iona Fletcher


Section V. TECHNOLOGY GUIDELINES/RULES/POLICIES AND PROCEDURES

A. General Guidelines

1. General Rules and Guidelines for Technology Leaders

a) Maintaining network connectivity is critical for the flow of information. If network connectivity goes down, implement the Emergency Back up Plan which can be found in Section 5C1.

b) Ensure all technology equipment is up and running 1 hour prior to the start of the

competition day. This is critical to ensure that there is time to troubleshoot any problems or contact headquarters for assistance.

c) Security is vital. Ensure that all computer hardware and peripherals are properly

secured at the end of each day.

d) It is not the Technology Leader or Assistant Technology Leaders’ responsibility to repair or perform any type of maintenance on any non-computer related items. This includes telephones, cellular telephones, faxes, and copiers. If there is a problem with any non-computer related technology and technology leaders and assistant technology leaders do not feel they can quickly remedy the problem, contact headquarters for further instruction.

e) Assist GOC related individuals where you can with who request help with their

own personal technology equipment however, do not make this a priority. In most cases maintain focus on the equipment that is related to the venue site. Technology leaders may encounter personal technology equipment at the Media Centers and Olympic Villages.

f) Each workstation installed at each competition or non-competition venue has a

specific purpose. Try not to involve these workstations in any other business other than their main purpose.

g) Web browsing should be kept to a minimum.

h) No audio or video streaming will be allowed on workstations. Bandwidth will be

very minimal to maintain the GMS 3. Any additional traffic over the network will greatly decrease our ability to function. Technology leaders should be very aware of the bandwidth use from competition venue sites.

i) If technology leaders or assistant technology leaders feel they are in a situation

that they cannot resolve, contact headquarters.

j) Each venue site will be provided a list of telephone numbers of who to call for technology issues (i.e. Helpdesk support). Call these numbers when ever


necessary to maintain the function of the venue site and all associated equipment. Telephone numbers will be published after telephones are installed and numbers are assigned.

2. General Guidelines For Timing Systems

There are five competition venues that will be using timing systems and

producing critical results data. These venues are alpine skiing, cross-country skiing, snowboarding, snowshoeing, and speed skating. Results will either be automatically transferred or manually entered to the GMS 3 software. Results are than used for divisioning and placement of athletes in each competition.

Each timing system will have a primary and secondary method of data transfer. The primary method involves the automatic transfer of results from a primary electronic timer that is connected via an RS232 (or similar) cable to a GMS 3 workstation. The secondary method involves the manual data entry of results into the GMS 3 workstation. To better understand the flow of information for both the primary and secondary methods see Timing System Flow Chart in Section 6 Diagrams.

Each venue site will be using specific hardware and software for producing results data and is described for each venue site:

a. Alpine Skiing

Alpine ASR1, 2 & 3 – Alge TDC 4000 timer and Sendrace USSA software. As of this documents publication, Sendrace USSA software does not communicate with GMS 3 and is currently being developed.

b. Cross Country Skiing

Lynx timer and FinishLynx software. Lynx communicates with GMS 3.

c. Snowboarding

Tag Hauer timer Chronoprinter 503. As of this documents publication, this timer does not communicate with GMS 3.

d. Snowshoeing

Pyro timer system that is not compatible with GMS 3. Results will be manually entered into GMS 3.

e. Speed skating

Lynx timer and FinishLynx software. Lynx communicates with GMS 3.


B. Functional Policies – Games Help Desk

1. The Games Help Desk will be accessible 24hrs a day from 26 February through 12 March.

2. During Venue daily operation Technology representative is responsible for

local troubleshooting.

3. If Technology representative is unable to resolve the problem they will contact 277-2620 or 277-2317.

4. If Technology representative is unavailable contact 277-2620 or 277-2317.

C. Procedures

1. Emergency Backup Plan - Games

In the event of network connectivity failure, the Emergency Backup Plan will be used in order to continue the flow of information from venue to venue. The Venue Technology Leader will coordinate and direct LAN technology problems while the MOCC Technology Staff will coordinate and direct WAN related issues. The Games WAN Network will be divided into three sections: Games Critical, Non-Critical and Auxiliary Internet Only Venues. Each section will be discussed below:

a) Games Critical Venues: Speed Skating, Cross Country, Snow Shoeing, Figure Skating, Snowboarding, Alpine Skiing, Delegation Welcome Center, Polyclinic, JOCC FBI, Hilton Hotel.

1. The Games Critical Venues will be functioning over a Frame

Relay Network with auto negotiated dial backup capabilities. Speeds will vary form 768K to 128K depending upon venue needs.

2. In the event of a network connectivity failure the MOCC

Technology Staff will be automatically notified of a circuit outage by network monitoring software.

3. The auto negotiated dial backup will within 3 minutes restore

network connectivity at 56 Kbs. 4. The MOCC Technology Staff will coordinate and direct WAN

related issues and keep the Venue Technology Leader updated accordingly.

5. The Technology Staff will notify and work with ACS to resolve

network outages. If an outage is not resolved in 10 minutes or less during competition or in 30 minutes or less during a break in


competition, the Technology Staff will contact the JOCC regarding the problem.

6. GMS 3 operations will continue on site although slower. In the

event of a total loss of connectivity save all results or information locally if possible. If system failure prevents this, maintain an accurate record of information.

7. Fax all results or information to JOCC for data entry. 8. If faxing is not an option, than hand carry all results to JOCC. If

time allows, maintain all results or information until the end of the day and complete the data entry upon returning to the headquarters office.


• The Emergency Backup Plan worked seamlessly when needed.

b) Games Non-Critical Venues: Egan Center, Residence Inn, Best Western Barrett, Captain Cook, Days Inn, Hawthorne Suites, Sheraton, West Coast International, Kenai Dorms, Matanuska Hall, Holiday Inn Downtown.

1. The Games Non-Critical Venues will be functioning over a DSL

Modem Network. DSL Connections will 640/320Kbs (speeds may vary depending upon distance from ACS facilities)

2. In the event of a network connectivity failure the MOCC

Technology Staff will be automatically notified of a circuit outage by network monitoring software.

3. The MOCC Technology Staff will remotely troubleshoot the

problem and try to resolve. If not resolved in 15 minutes or less during competition or in 30 minutes or less during a break in competition, the Technology Staff will contact the JOCC regarding the problem.

4. If the Technology Staff will notify and work with ACS to resolve

network outages. 5. GMS 3 operations will not be able to continue till the network

outage is fixed. The other available forms of communications (voice, radio, & Fax) should be used to continue games operations.

c) Games Auxiliary Internet Only Venues: Transportation Deport Airport &

5th Ave Garage, and SOI Operation at the Sheraton.


1. The Games Non-Critical Venues will be functioning over a DSL Modem Network. DSL Connections will 640/320Kbs (speeds may vary depending upon distance from ACS facilities)

2. In the event of a network connectivity failure the users will notify

the Venue Technology Leader of circuit outages. 3. The Venue Technology Leader will notify the MOCC Technology

Staff of outages if not resolved in 15 minutes or less during competition or in 30 minutes or less during a break in competition, the Technology Staff will contact the JOCC regarding the problem.

4. If the Technology Staff will notify and work with ACS to resolve

network outages.

2. Technology Operations - Daily

a) Maintain and troubleshoot GOC staff LAN.

b) Serve as a staff member to the GOC for all issues dealing with technology while planning for the games.

c) Develop all necessary plans for 2001 World Games.

d) Develop a list of requirements for construction of the WAN/LAN to

MDGI.

e) Adjust all plans for any changes in venue or functional area management.

f) Identify, inform, and lead a group of volunteers that will serve as technology leaders, assistant technology leaders, and GMS 3 operators.

g) Provide project engineering of the WAN.

h) Assist with maintaining and troubleshooting network connectivity to the

GOC headquarters and warehouse.

i) Perform nightly backups of GOC Servers and key user Data via Backup Exec version 7.0. A two-week tape rotation is being employed; Monday’s backup tape is being kept off site in case of a catastrophic network failure.


Section 6. FORMS, DIAGRAMS, AND APPENDICES Specific details for each venue can be found in section 3.D.1 A. 2001 World Games WAN Diagram


B. Auxiliary Venues 1. 2001 GOC Headquarters

a) Visio diagram

b) Venue layout – N/A c) Network Equipment (See Visio Diagram Above)


2. 2001 GOC Warehouse a) Visio diagram

b) Venue layout N/A c) Network Equipment (See Visio Diagram Above)


3. Joint Operations Command Center (JOCC)

a) Vision diagram

b) Venue layout c) Network Equipment (See Visio Diagram Above)


4. Transportation Depot – 5th Street Parking Structure a) Visio diagram

b) Venue layout c) Network Equipment (See Visio Diagram Above)


5. Bus Depot – Alaska Railroad Depot

a) Visio diagram:

b) Venue layout: 1 Telephone 1 Fax c) Network Equipment (See Visio Diagram Above)


6. Delegation Welcome Center - TBD a) Vision diagram

b) Venue layout (See Visio for Venue Layout) c) Network Equipment (See Visio Diagram Above)


7. Olympic Town – Egan Center a) Vision diagram



8. Polyclinic - HealthSouth a) Visio diagram



9. Opening and Closing Ceremonies – Sullivan Arena a) Visio diagram N/A b) Venue layout c) Network Equipment (See Visio Diagram Above)


C. Competition Venues 1. Alpine Skiing – Westin Alyeska Prince Resort Hotel & Race Training Center

a) Visio diagram



2. Cross Country Skiing / Snow shoeing – Kincaid Park a) Visio diagram



3. Figure Skating – Tesoro Sports Centre

a) Visio diagram



4. Floor Hockey – Federal Express Hanger a) Visio diagram



5. Snowboarding – Hilltop Ski Area a) Visio diagram



6. Speed Skating - Harry J. McDonald Memorial Center a) Visio diagram



D. Olympic Villages 1. Best Western Barrats Inn

a) Visio diagram



2. Captain Cook Hotel a) Visio diagram



3. Days Inn a) Visio diagram



4. Hawthorne Suites

a) Visio diagram



5. Hilton Hotel a) Visio diagram



6. Holiday Inn-Downtown a) Visio diagram



7. Residence Inn (Officials Support Center) a) Visio diagram



8. Sheraton Hotel

a) Visio diagram



9. West Coast International Inn a) Visio diagram



10. Matanuska Hall – North Stat Inn a) Visio diagram



11. Kenai Dorms a) Visio diagram



Section VI. FORMS, DIAGRAMS AND APPENDICES Technology Staff Schedule – projected and actual hours worked

Projected Actual W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T

Nov 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 Tech Manager 8 8 8 4 8 8 8 8 4 8 8 8 8 4 8 8 H H 4 8 8 11 147 Asst Tech Mgr 4 H H 4

Help Desk 4 4 4 4 4 4 4 4 4 4 4 4 4 4 H H 4 4 4 4 72 Total 8 12 16 0 0 8 12 12 12 12 0 0 8 12 12 12 12 0 0 8 12 8 0 0 0 0 8 12 12 15 223 264.25

F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S

Dec 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Tech Manager 8 4 8 8 8 8 4 8 8 11 8 4 8 8 Vac H Vac Vac H Vac Vac 8 8 119 Asst Tech Mgr 4 4 2 4 H H 8 4 26

Help Desk 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 H H 4 4 4 4 4 80 Total 16 0 0 8 12 12 12 16 0 0 8 12 12 17 16 0 0 8 12 12 4 0 0 0 0 12 4 16 12 4 0 225 206

0 M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W

Jan 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Tech Manager H 8 8 8 8 8 8 8 11 8 8 8 8 8 8 8 8 8 11 8 8 8 8 182 198 Asst Tech Mgr 4 4 4 4 4 4 24

Help Desk 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 4 88 126.5 WAN 50 Total 0 12 12 12 16 0 0 12 12 12 15 16 0 0 12 12 12 12 16 0 0 12 12 12 15 12 0 0 16 16 16 294 374.5

Games Setup T F S S M T W T F S S M T W T F S S M T W T F S S M T W

Feb 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 Tech Manager 8 8 8 8 8 8 8 8 10 10 10 10 3 8 10 10 10 10 10 16 10 191 230 Asst Tech Mgr 4 4 4 4 4 4 6 8 8 8 8 3 6 8 8 8 8 8 12 8 131 173

Help Desk 4 4 4 4 4 4 4 4 4 4 4 4 8 8 8 8 8 8 16 8 120 145 Router Install 6 8 8 8 6 8 6 50 140

Wan Troubleshooting 3 3 3 3 3 15

Total 12 16 0 0 16 16 16 16 16 0 0 27 33 33 33 31 6 0 30 32 26 26 26 0 0 26 44 26 507 688

Games Setup Games Games Recovery 0 T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S

Mar 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 Tech Manager 12 12 8 5 10 12 12 12 12 12 12 16 10 8 8 8 8 8 8 8 8 8 8 8 8 8 249 208 Asst Tech Mgr 8 12 8 5 8 8 8 8 8 8 8 12 8 8 8 8 133 91

Help Desk/Games Support 8 8 8 8 8 8 8 8 2 8 4 4 4 4 4 4 4 4 4 4 4 4 122 161.5 Wan 80

recovery at MDGI 20

Total 28 24 24 18 26 28 28 28 28 22 20 36 18 20 16 20 0 0 12 12 12 12 12 0 0 12 12 12 12 12 0 504 560.5

Total Projected Hours 1753 2093.25


Equipment Lists Total Computers Faxes Phones, Copiers, Faxes and TV’s

2001 Special Olympics World Winter Games Alaska Venue Build - Technology Summary

Item Quantity 128K Wan Link 7 256K Wan Link 1 3640 Router 1 512 K Wan Link 1 56K Modem 11 768K Wan Link 1 8 Port Hub 1 Citrix Computer 32 Copier 23 Copier, large, heavy duty with 8 sorter/stapler Credential Computer 4 Credential Printer 3 Desktop Computer 40 Display Projector for Computer 2 DSL 640/320K 11 DSL 960/320K High Speed 1 Internet DSL Modem 320/240K Internet 4 only Fax Lines 39 Fax Machine 39 Fax Machine High Speed 3 Laptop Computer 6 Pair Gain Modem 6 Phone 67 Phone Lines 88 Printer 49 Printer Special for Credential 2 Router 24 Screen for Projector 1 Switch 16 Wireless Gear 2

• No additional equipment was needed than planned during the games.

Section VIII. Budget

Estimated Summary of Technology Infrastructure Costs Phone Lines $ 11,492.60 Wan Data Lines $ 10,673.90 Data Install (CAT 5) $ 2,366.00 High Speed Internet Access $ 6,444.00 Backup Plan $ 5,774.90 Total $ 36,751.40 WAN data Circuits ACS WAN Data Circuit $ 9,632.90 MTA WAN Data Circuit $ 1,041.00 Data Circuit Total $ 10,673.90 Backup Plan ACS Backup Circuits $ 2,927.00 MTA Backup Circuits $ 25.90 Alyeska Phone Line for Backup $ 50.00 Modems for backup purchased from MDGI $ 2,772.00 Backup Plan Total $ 5,774.90 Phone ACS Phones $ 2,125.00 GCI Phones $ 375.00 Facility Phones $ 37.50 Egan Center Phones $ 390.00 Alyeska Phones $ 600.00 Winter Telecom Phones $ 258.75 Hilton Phones $ 5,850.00 Sheraton Phones $ 1,515.00 MTA Phones $ 341.35 Phone Total $ 11,492.60 Data Wiring Raven Data Wiring Install $ 390.00 Unitech Data Wiring Install $ 419.00 Winter Telecom Wiring Install $ 1,557.00 Data Wiring Total $ 2,366.00 Games Internet Access ACS Internet Access Total $ 6,444.00

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