World Snow Sports TV Lacey_Shawn

World Snow Sports TV (WSSTV)

GRM (Global Resort Management)

Shawn Lacey ▪ Robert Engelhart ▪ Roman Kowal ▪ Leandra Braham ▪ Carol Opera

Contents Executive Summary ............................................................................................................................................ 3

Memorandum of Understanding (MOU) .............................................................. Error! Bookmark not defined.

Team 1 Work Breakdown Structure .................................................................................................................... 4

Project Purpose and Justification - World Snow Sports TV (WSSTV) ................................................................ 6

Project Stakeholder Needs Analysis - World Snow Sports TV (WSSTV) ......................................................... 9

Project Proposal - World Snow Sports TV (WSSTV) .......................................................................................... 11

Project Charter - World Snow Sports TV (WSSTV)............................................................................................. 17

Project Scope -World Snow Sports TV (WSSTV) ............................................................................................ 19

Gantt Chart ...................................................................................................................................................... 21

Communications Manag ement Plan - World Snow Sports TV (WSSTV) ...................................................... 22

Planning and Web Site Layout/Structure ........................................................................................................ 24

Global Resort Management IT .......................................................................................................................... 25

Web Site Creation Strategy ............................................................................................................................... 25

Project Risk Management Plan - World Snow Sports TV (WSSTV) .................................................................. 39

Human Resources Planning Schedule ............................................................................................................... 42

Additional Financial Analysis - World Snow Sports TV (WSSTV) ................................................................... 48

Project Completion Report - World Snow Sports TV (WSSTV) .......................................................................... 50

Executive Summary

GRM (Global Resort Management) will use our services to develop an online snow sports channel

for World Snow Sports TV (WSSTV). GRM will use their high personal skills, excellent

communication qualifications, and connections to partners to present a highly effective product.

Since projects are often plagued by problems, conflicts and crises, we will minimize the risks by

strategically making the decision to continue with the project until its successful end. Our

infrastructure will correctly forecast the performance and throughput requirement. We will be

innovative from a scientific, technological, design and operational perspective.

Work Breakdown Structure

Introduction

The project will not only be for 50 resorts within the United States that are interested but also it will branch out to resorts in Europe and Canada over the next few years.

This project overall will be working on an advertising platform for the resorts and for the retailers and manufacturers, subscriptions, and mobile applications for the channel. Below is the outline of our work for this project.

Outline of work – Developing an online snow sports channel.

1. Initiation

1.1. Meet with all involved parties 1.1.1. Define roles

1.2. Define deliverables 1.2.1. Organization requirements 1.2.2. Stakeholder Needs Analysis

1.3. Complete project purpose 1.3.1. Draft 1.3.2. Review 1.3.3. Approve

1.4. Complete project charter 1.4.1. Draft 1.4.2. Review 1.4.3. Approve

2. Planning 2.1. Project scope definition 2.2. Gantt Chart

2.2.1. Define deliverable deadlines 2.3. Project Communication Plan

2.3.1. Bi-weekly stakeholder meetings 2.3.2. Monthly team progress reports

2.4. Create prototype of web design 2.5. Human Resources Planning Schedule 2.6. Risk Mitigation Plan 2.7. Create Budget

3. Execution 3.1. Project kickoff meeting

3.1.1. All project managers 3.1.2. All team members

3.2. Design 3.3. Produce

3.4. Test 3.5. Install 3.6. User training 3.7. Go Live

4. Control 4.1. Status update meetings 4.2. System support

5. Closeout 5.1. Review if all deliverables were met

5.1.1. Compare original scope 5.1.2. Compare original schedule 5.1.3. Review original costs plan

5.2. Equipment and Services Analysis 5.3. Financial Analysis 5.4. Project Completion Report

Project Purpose and Justification - World Snow Sports TV (WSSTV)

Project Title World Snow Sports TV (WSSTV)

Project Purpose:

GRM (Global Resort Management) will provide IT project management services to support World Snow Sports TV (WSSTV). The idea is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. An advertising platform for resorts. A separate advertising platform for equipment manufacturers and retailers will be implemented. We will include subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.) A low-cost or no-cost subscription model that will expand the database of potential snow sports customer. Mobile applications that will be enable dissemination of news, discount offers, and short video content. (Requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)

Background and Strategic Context

The entire project will encompass not only the United States but also resort areas in Canada and Europe. There are Fifty U.S resorts areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. The strategy is to create a scalable system to accommodate more U.S. areas as they come on board. The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint.

GRM IT Leadership:

Project Leader – Shawn Lacey Communications Director – Leandra Braham Financial Manager – Robert Engelhart Marketing Manager – Carol Opera Web Manager – Roman Kowal

Mission Statement:

Global Resort Management is committed to adding, organizing, and designing a system that will bring value to each entity. We will have a proactive role in selecting and executing the use of resources to provide a competitive and strategic advantage for all that is supported.

Strategy:

Global Resort Management has formed an IT team to undertake the requirements set forth. The team will use their leadership collectively and operate as a cross-functional project team to communicate and deliver the weekly deliverables. The deliverables will be completed on time and submitted for review on a weekly basis. We will assign specific project responsibilities to each team member. If determined if additional personnel will be needed on a full or contract basis the team will report to GRM CIO Katherine Lambert.

The IT Team has analyzed the risks and recognizes there are IT issues, governmental issues, and political and cultural issues that must be addressed in the areas of IT governance, technology transfer, unified communications, and acceptable international advertising protocols. For the initial project management, the focus will be predominantly on IT issues and with the recognition that the other issues will likely impact the project development and management. The leaders have to work with the creative and innovative talent in the partners’ pool of people and define and communicate new directions as they arise. Research and development is the very essence of the project and will ensure a continuing stream of new products and technologies in the global market-place. We will compile small projects at a relatively low cost and then shift the money into the promising ideas as the development work evolves. As project management continues to expand, the matrix organizational design emerges more fully and will share common resources provided by the functional entities and appropriate stakeholders. The project ultimately will provide a satisfactory return on investment to the organization and its partners.

Priority:

Communications management between the management group, resort areas, manufacturers and retailers must be developed for the open flow of information using multiple communication technologies

The United States project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities. Communications must be established and maintained with the Canadian and European stakeholders from project inception as they are committing development funds for the project. The core project features must be replicable and scalable as a Canadian launch is scheduled for September 1, 2015 and a European launch is scheduled for September 1, 2016

Related Projects

All of the project partners desire to reach current and potential customers by using modern communications technologies and advertising. All partners are interested in the growth of social media and mobile advertising in addition to the use of the website videos. While each resort area has made some use of social media, GRM IT will survey them to be sure. It is anticipated that the manufacturers and retailers will also need direction in the use of social media. To generate increased sales, it is imperative to create method of inserting video advertising into online videos. These can be pre-roll, mid-roll, or overlays. Stakeholders have expressed strong interest in making the videos available on mobile devices for customer viewing

Project Client/Owner World Snow Sports TV (WSSTV) (The person who requires the project to be undertaken)

Project Sponsor: Stephanie Kim will provide the direction and funding authorizations for the project in the United States. She is also responsible for overall communication with the U.S. resort areas

Project Manager: Ronald Kenyon

Project Status: Initiation Phase: The project has been assessed and is in the stages of planning and design. The project team is also in the process of researching the best technology and resources to meet the customer's needs, as well as determining what hardware and software solutions would produce the expected results.

Special Provisions: The projects initial phase will focus on the U.S. areas which must be completed and launched by October 15, 2014. While in the first stage, attentions will also be focused on the commitments to both the Canadian and European areas. The Canadian launch deadline is September 1, 2015 and the European deadline is September 1, 2016.

Project Approvals

__________________________ __________________________ Project Manager GRM Project Sponsor

__________________________ __________________________ Project Client/Owner CIO at GRM

Project Stakeholder Needs Analysis - World Snow Sports TV (WSSTV)

Name of Stake Holder

Stakeholder Type

Importance of the

Project

Interest of the Project

How we will engage this Stake Holder

Deliverable(s) from

Stakeholders

World Sports TV

(WSSTV)

Client

High - United States

Launch Date is Oct.

15, 2014

Create their online sports

channel

Frequently with timely progress

updates

Signed contract

PSIA_AASI

Stephanie Kim

Project Sponsor

Client

High - United States

Launch Date is Oct.

15, 2014

Direct supporter of the online

sports channel

Frequently with timely progress

updates

Specific specifications

of the project

GRM Employees -

Leandra Braham, Robert

Engelhart, Roman Kowal,

Shawn Lacey, Carol

Opera

Project

Management

Team

Extremely High

To develop, design, test,

implement, and complete the

requested project

Daily

Open communication

of progress and or

issues

Ronald Kenyon - GRM

Overall Project

Manager

Extremely High

Responsible for the entire

project

Daily/Weekly

Availability and open

line of

communication

Katherine Lambert -

GRM

CIO of the

Technology

Project Team

High

Responsible for the entire

project

Daily/Weekly

Availability and open

line of

communication

Jim Stephens Canadian

Representative for

Whistler/Blackcomb ,

British Columbia

Project Manager

Med/High - Launch

Date is Sept. 1, 2015

Project manager of the

Canadian sports channel

Periodically with timely progress

updates and then frequently as launch

date approaches

Open line of

communication as to

progress and

knowledge of any

concerns

Darcy Fried Canadian

Representative for

Revelstoke,

British Columbia

Project Manager

Med/High - Launch






date approaches

Open line of

communication as to

progress and

knowledge of any

concerns

George Hopkins

Canadian Representative

for Banff/Lake Louise,

Alberta

Project Manager

Med/High - Launch






date approaches

Open line of

communication as to

progress and

knowledge of any

concerns

John Fraconia Canadian

Representative for Mont-

Tremblant, Quebec

Project Manager

Med/High - Launch






date approaches

Open line of

communication as to

progress and

knowledge of any

concerns

Dereck Mitterndorf

Project Manager

(European consortium)

Project Manager

Medium - Launch



European sports channel



date approaches

Open line of

communication as to

progress and

knowledge of any

concerns

Trey Jordan

Outdoor Industry

Association

Project Manager

High

Representative for the outdoor

manufacturers and retailers

interests

Periodically with updates as deadlines

approach

Open line of

communication and

with the project

management team as

well as with Stephanie

Kim

Project Proposal - World Snow Sports TV (WSSTV)

Project Title World Snow Sports TV (WSSTV)

Project Purpose GRM (Global Resort Management) will provide IT project management services to support World Snow Sports TV (WSSTV). The idea is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. An advertising platform for resorts is to be developed as well as a separate advertising platform for equipment manufacturers and retailers will be implemented. We will include subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.) A low-cost or no-cost subscription model that will expand the database of potential snow sports customer. Mobile applications that will be enable dissemination of news, discount offers, and short video content. (This requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)

Background and Strategic Context The entire project will encompass not only the United States but also resort areas in Canada and Europe. There are 50 U.S. resort areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. The strategy is to create a scalable system to accommodate more U.S. areas as they come on board. The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint.

Priority Communications management between the management group, resort areas, manufacturers and retailers must be developed for the open flow of information using multiple communication technologies

The United States project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities.

Communications must be established and maintained with the Canadian and European stakeholders from project inception as they are committing development funds for the project. The core project features must be replicable and scalable as a Canadian launch is scheduled for September 1, 2015 and a European launch is scheduled for September 1, 2016.

Other related Projects All of the project partners desire to reach current and potential customers by using modern communications technologies and advertising. All partners are interested in the growth of social media and mobile advertising in addition to the use of the website videos. While each resort area has made some use of social media, GRM IT will survey them to be sure. It is anticipated that the manufacturers and retailers will also need direction in the use of social media. To generate increased sales, it is imperative to create method of inserting video advertising into online videos. These can be pre-roll, mid-roll, or overlays.

Stakeholders have expressed strong interest in making the videos available on mobile devices for customer viewing.

Project Objective The project objective is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. The U.S. project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities. The Canadian launch is scheduled for September 1, 2015 and a European launch is scheduled for September 1, 2016.

Scope including key deliverables

In Scope In scope will be to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events. The scope of the entire project will eventually encompass not only the United States but also resort areas in Canada and Europe. The U.S. project must be completed and launched by October 15, 2014 to take advantage of pre-season sales and marketing opportunities. 50 U.S. resort areas have already committed to the project. 25 manufacturers and retailers are committed to the project. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the north-eastern United States. Communications must be established and maintained with the Canadian and European stakeholders from project inception.

Out of Scope

• Video creation • Advertisements creation • Maintenance and upgrades • Initial support of languages beyond English, German & French • Manage any other projects beyond this proposal

Assumptions

• Management will ensure that project team members are available as needed to complete project tasks and objectives.

• Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.

• Project team members will adhere to the Communications Plan. • Mid and upper management will foster support and “buy-in” of project goals and objectives. • Dedicated staff will remain in their current roles. • Dedicated staff will cross train one another as needed. • Availability of partner and vendor staff as needed. • New hardware and software is functional. • Project scope will not be modified. • All timelines will need to be met on time. • Constant communication with all stakeholders. • Requirements cannot be deviated. • Maintain mitigation standards to minimize where and when possible. • All project participants will abide by the guidelines identified within this plan

Constraints • Schedule • Budget • Resources • Quality • Software to be reused, if any • Existing software to be incorporated, if any • Technology to be used • External interfaces

Deliverables

• An advertising platform for resorts. • An advertising platform for equipment manufacturers and retailers. • Subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to

subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.)

• A low-cost or no-cost subscription model that will expand the database of potential snow sports customer.

• Mobile applications that will enable dissemination of news, discount offers, and short video content. (Requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)

Governance Project Client/Owner World Snow Sports TV (WSSTV)

Project Sponsor Stephanie Kim will provide the direction and funding authorizations for the project in the United States. She is also responsible for overall communication with the U.S. resort areas

Project Manager Ronald Kenyon

Manager of the Project Manager Katherine Lambert – CIO at GRM Project Team Members Project Leader – Carol Opera Communications Director – Leandra Braham Financial Manager – Robert Engelhart Marketing Manager – Shawn Lacey Web Manager – Roman Kowal

Steering Committee/Working Party Global Management Group World Snow Sports TV (WSSTV) The Professional Ski Instructors of America – American Association of Snowboard Instructors (PSIA-ASSI)

Key Stakeholders

Name of Stake Holder

Stakeholder Type

World Sports TV (WSSTV)

Client

PSIA_AASI

Client

Stephanie Kim

Project Sponsor

GRM Employees - Leandra Braham, Robert Engelhart, Roman Kowal, Shawn Lacey, Carol Opera

Project Management Team

Ronald Kenyon - GRM

Overall Project Manager

Katherine Lambert - GRM

CIO of the Technology Project Team

Jim Stephens Canadian Representative for Whistler/Blackcomb,

British Columbia

Project Manager

Darcy Fried Canadian Representative for Revelstoke,

British Columbia

Project Manager

George Hopkins Canadian Representative for Banff/Lake Louise,

Alberta

Project Manager

John Fraconia Canadian Representative for Mont-

Tremblant, Quebec

Project Manager

Dereck Mitterndorf Project Manager (European consortium)

Project Manager

Trey Jordan Outdoor Industry Association

Project Manager

Preliminary Schedule Item Milestone Date Responsibility

Project Scope Definition December 17, 2013 Carol Opera Gantt Chart December 17, 2013 Carol Opera

Project Communication Plan December 17, 2013 Leandra Braham Prototype of web design December 24, 2013 Roman Kowal Web development plan December 24, 2013 Roman Kowal

Risk management December 24, 2013 Carol Opera

Human Resources Planning Schedule

December 24, 2013

Shawn Lacey

Equipment and Services December 31, 2013 Robert Engelhart Budget December 31, 2013 Robert Engelhart

Test Prototype March 31, 2014 Katherine Lambert Finalize web design June 30, 2014 Roman Kowal

Initial user training September 31, 2014 Katherine Lambert Install product September 31, 2014 Katherine Lambert

U.S. release October 15, 2014 Ronald Kenyon

Canadian release

September 1, 2015

Ronald Kenyon Jim Stephens Darcy Fried

George Hopkins John Franconia

European release September 1, 2016 Derek Minttendorf Additional financial analysis December 31, 2016 Robert Engelhart Project Completion Report December 31, 2016 Carol Opera

Preliminary Resource and Cost Plan *$125/hour general cost

Deliverable/Milestone/Phase Resource Cost

Project Scope Definition Carol Opera

Ronald Kenyon Katherine Lambert

15 hours

Gantt Chart GRM Technology Project Team 5 hours

Project Communication Plan

Leandra Braham Ronald Kenyon Jim Stephens Darcy Fried


Derek Minttendorf

13 hours

Prototype of web design Roman Kowal 17 hours

Web development plan Roman Kowal Shawn Lacey

Robert Engelhart

6 hours

Risk management Carol Opera 9 hours

Human Resources Planning Schedule Shawn Lacey Carol Opera

11 hours

Equipment and Services

Robert Engelhart Leandra Braham

Shawn Lacey

14 hours

Budget

Robert Engelhart Carol Opera

Katherine Lambert

25 hours

Finalize web design

Roman Kowal Shawn Lacey

Katherine Lambert

30 hours

Additional financial analysis Robert Engelhart 12 hours

Carol Opera Ronald Kenyon

Project Completion Report

GRM Technology Project Team Ronald Kenyon

Katherine Lambert

20 hours

Preliminary Project Risk Assessment

Risk Level (High,

Medium, Low)

Managerial Strategies

Business requirements not approved by all businesses

Low Document all requirements in Scope and

Proposal

Does existing data require conversion to a new system

Medium Utilize previous projects leaders either

within or outside the organization.

Reliability of the equipment required to complete project

Low

IT Staff Highly skilled

Cost of equipment to replace if breakdown to complete project

Medium

Will need to re-budget and control costs

How accurate are the estimates for the whole project

Low Past history demonstrates successful

estimates

Has the budget been determined

Medium Complete a cost analysis

and reevaluate throughout project Is Existing staff capable for

success of the project

Medium Evaluate the performance and hire when

necessary

High Staff Turnover

High All companies need to show

documentation of percentages

Specialists required to complete project

Medium Complete Knowledge of the

make-up of the all teams involved

Attachments

Project Approvals

Project Manager Project Sponsor

Project Client/Owner Other

Project Charter - World Snow Sports TV (WSSTV)

Project Title

World Snow Sports TV (WSSTV)

Project Start Date:

December 1, 2013

Project End Date: United States Launch – October 15, 2014. Canadian Launch – September 1, 2015. European Launch – September 1, 2016. Completion Date – December 2016

Project Manager

Ronald Kenyon - GRM

Project Objectives:

The project objective is to develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events.

This project will provide the following:

• An advertising platform for resorts. • An advertising platform for equipment manufacturers and retailers. • Subscriptions that will offer reduced rates for lodging. Local attractions, and ski tickets

to subscribers. • A low-cost or no-cost subscription model that will expand the database of potential snow

sports customer. • Mobile applications that will enable dissemination of news, discount offers, and short

video content. Project Approach

The entire project will encompass not only the United States but also resort areas in Canada and Europe. There are 50 U.S. resorts areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. Developing U.S. market first provides a bit of additional planning time and ability to debug processes before the international projects begin.

The strategy is to create a scalable system to accommodate more U.S. areas as they come on board. The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint.

To do the above the project will involve critical coordination by internal communication between GRM and the Stakeholders. To keep open communication between all parties the following steps will be taken:

1. A regional bi-weekly interactive video conference will be haled between the project leaders

of each stakeholder and GRM. a. Conferences will have up to 12 participants depending on each region.

2. Monthly webcast will be held to update all of the project participants on the progress of the project.

Project Responsibilities

Role Organization Name Contact Information Project Manager European

Consortium Derek Mittendorf [email protected]

Project Manager Whisteler/Blackcom b, British Columbia

Jim Stephens [email protected]

Project Manager Revelstoke, British Columbia

Darcy Fried Darcy.Fried@ bc.org

Project Manager Banff/Lake Louise, Alberta

George Hopkins 4205739LL@ alberta.com

Project Manager Mont-Tremblant, Quebec

John Franconia JohnathonFranc onia@que bec .ca

Project Manager Outdoor Industry Association

Trey Jordan [email protected]

Project Manager Global Resort Management

Ronald Kenyon [email protected]

Project Approvals

Signature Organization Derek Mittendorf European Consortium

Jim Stephens Whisteler/Blackcomb, British Colombia Darcy Fried Revelstoke, British Columbia George Hopkins Banff/Lake Louise, Alberta John Franconia Mont-Tremblant, Quebec Trey Jordan Outdoor Industry Association Ronald Kenyon Global Resort Management

Project Scope -World Snow Sports TV (WSSTV)

In Scope Out of Scope (Exclusions) Assumptions Constraints

1. Develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live web casts of snow sports competitions, and area events.

2. Project only includes the United States, and resort areas in Canada and Europe.

3. Advertising platform for resorts.

4. Advertising platform for equipment manufacturers and retailers.

5. Subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers.

6. A low-cost or no-cost subscription model that will expand the database of potential snow sports customers.

7. Mobile applications that will enable dissemination of news, discount offers, and short video content.

1. Specific programming and any other projects beyond this proposal.

2. Any locations outside the initial request.

3. Any languages beyond English, German & French.

4. Advertising creation.

5. Specific rates for goods and services.

6. Video creation

7. Maintenance and upgrades.

1. Management will ensure that project team members are available as needed to complete project tasks and objectives.

2. Failure to identify changes to draft deliverables within the time specified in the project timeline will result in project delays.

3. Project team members will adhere to the Communications Plan.

4. Mid and upper management will foster support and “buy-in” of project goals and objectives.

5. Dedicated staff will remain in their current roles.

6. Dedicated staff will cross train one another as needed.

7. Availability of partner and vendor staff as needed.

8. New hardware and software is functional.

9. Project scope will not be modified.

10. All timelines will need to be met on time.

11. Constant communication with all stakeholders.

1. Schedule

2. Budget

3. Resources

4. Quality

5. Software to be reused, if any

6. Existing software to be incorporated, if any

7. Technology to be used

8. External interfaces

12. Requirements cannot be deviated.

13. Maintain mitigation standards to minimize where and when possible.

14. All project participants will abide by the guidelines identified within this plan

.

Issues not resolved: None at this time

Gantt Chart

ID Active Task Mode Name Duration Start Finish Predecessors Outline Level

1 Yes Auto Scheduled Ini tiation 10 days 11/29/138:00AM 12/12/135:00 PM 1

2 Yes Manually Scheduled Kick off Meeting 1day 11/29/138:00AM 11/29/135:00 PM 2

3 Yes Auto Scheduled Project Purpose 7 days 12/2/13 8:00AM 12/10/135:00PM 2

4 Yes Manually Scheduled Draft 2 days 12/2/13 8:00AM 12/3/13 5:00PM 3

5 Yes Manually Scheduled Review 4 days 12/4/138:00AM 12/9/13 5:00PM 4 3

6 Yes Manually Scheduled Approve 1day 12/10/138:00AM 12/10/135:00PM 5 3

7 Yes Auto Scheduled Project Charter 8 days 12/3/138:00AM 12/12/135:00PM 2

8 Yes Manually Scheduled Draft 2 days 12/3/13 8:00AM 12/4/13 5:00PM 3

9 Yes Manually Scheduled Review 4 days 12/5/13 8:00AM 12/10/135:00 PM 8 3

10 Yes Manually Scheduled Approve 2 days 12/11/138:00AM 12/12/135:00 PM 9 3

11 Yes Auto Scheduled Planning 36 days? 12/13/138:00AM 1/31/14 5:00PM 1

12 Yes Auto Scheduled Pro ject Scope Definition 7 days 12/13/138:00AM 12/23/135:00 PM 2

13 Yes Manually Scheduled Draft 2 days 12/13/138:00AM 12/16/135:00 PM 3

14 Yes Manually Scheduled Review 3 days 12/17/138:00AM 12/19/135:00 PM 13 3

15 Yes Manually Scheduled Approve 2 days 12/20/138:00AM 12/23/135:00 PM 14 3

16 Yes Manually Scheduled Gantt Chart 4 days 12/17/138:00AM 12/20/135:00PM 2

17 Yes Auto Scheduled Project Communication Plan 10 days? 12/23/138:00 AM 1/3/145:00PM 2

18 Yes Manually Scheduled Draft 5 days? 12/23/138:00 AM 12/27/135:00 PM 3

19 Yes Manually Scheduled Review 1day? 12/30/138:00AM 12/30/135:00PM 18 3

20 Yes Manually Scheduled Approve 4 days 12/31/138:00AM 1/3/145:00PM 19 3

21 Yes Manually Scheduled Prototype of Web Design 15 days 12/16/138:00 AM 1/3/145:00PM 2

22 Yes Manually Scheduled Human Resources Planning Schedule 5 da_y_s 1/6/148:00AM 1/10/14 5:00 PM 2

23 Yes Manually Scheduled Risk Mi tigation Plan 5 days 1/13/14 8:00AM 1/17/145:00PM 2

24 Yes Manually Scheduled Create Budget 23 days 1/1/148:00AM 1/31/14 5:00PM 2

25 Yes Auto Scheduled Execution 694 days 1/6/148:00AM 9/1/165:00 PM 1

26 Yes Manually Scheduled Test Prototype 61days 1/6/148:00AM 3/31/14 5:00PM 2

27 Yes Manually Scheduled Finalize Web Design 65 days 4/1/148:00AM 6/30/14 5:00PM 2

28 Yes Manually Scheduled Initial Training 66 days 7/1/148:00AM 9/30/14 5:00 PM 2

29 Yes Auto Scheduled Project Install 502 days 10/1/14 8:00AM 9/1/165:00PM 2

30 Yes Manually Scheduled U.S.Release 11days 10/1/148:00AM 10/15/14 5:00PM 3

31 Yes Manually Scheduled Canadian Release 11days 8/18/15 8:00AM 9/1/155:00PM 3

32 Yes Manually Scheduled European Release 11days 8/18/16 8:00AM 9/1/16 5:00PM 3

33 Yes Manually Scheduled Control 780 days 1/6/148:00AM 12/30/16 5:00 PM 1

34 Yes Manually Scheduled Stat us Update Meeting 21days 10/3/16 8:00AM 10/31/16 5:00 PM 2

35 Yes Manually Scheduled System Support 87 days 9/1/168:00AM 12/30/16 5:00PM 2

36 Yes Auto Scheduled Closeout 44 days 11/1/168:00AM 12/30/16 5:00 PM 1

37 Yes Manually Scheduled Addi tional Financial Analysis 22 days 11/1/168:00AM 11/30/16 5:00 PM 2

38 Yes Manually Scheduled Project Completion Report 22 days 12/1/16 8:00AM 12/30/16 5:00PM 2

Communications Management Plan - World Snow Sports TV (WSSTV)

Stakeholder What Information? When? How? (Format/Medium) Who is responsible? World Sports TV (WSSTV) Comprehensive status update of the entire

scope of the project based on the WBS timeline.

Bi-weekly Phone or Video Conference and Written status report.

Ronald Kenyon and Katherine Lambert

PSIA_AASI Stephanie Kim Project Sponsor

Comprehensive status update based on the scope of the project that affects them.

Bi-weekly Phone or Video Conference and Written status report.


Resorts Project update as it effects them. Monthly Phone Conference and or Written status report.


Ronald Kenyon - GRM Overall Project Manager

Comprehensive status update of the entire scope of the project based on the WBS timeline.

Weekly Phone or Video Conference and Written status report.


Katherine Lambert - GRM CIO of the Technology Project Team

Comprehensive status update of the entire scope of the project based on the WBS timeline.

Weekly Phone or Video Conference and Written status report.


Jim Stephens Canadian Representative for Whistler/Blackcomb , British Columbia

Project update as it effects his location.

Monthly Phone or Video Conference Ronald Kenyon and or Katherine Lambert

Darcy Fried Canadian Representative for Revelstoke, British Columbia George Hopkins Canadian Representative for Banff/Lake Louise, Alberta

Project update as it effects her location.


George Hopkins Canadian Representative for Banff/Lake Louise,



Alberta John Fraconia Canadian Representative for Mont-Tremblant, Quebec



Dereck Mitterndorf Project Manager (European


Bi-Monthly then Monthly as launch date draws

Phone or Video Conference Ronald Kenyon and or Katherine Lambert

consortium closer. Trey Jordan Outdoor Industry Association

Project update as it effects the Outdoor Industry Association.

Monthly Phone Conference Ronald Kenyon and or Katherine Lambert

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Planning and Web Site Layout/Structure

Global Resort Management IT

Web Site Creation Strategy

Version 1.0

12/24/13

1/17/2014 Web Site Creation Strategy Page 1



Web site creation strategy

Developing a Web presence in the marketplace for any company is an important part of a successful marketing plan. This project is working towards developing an online snow sports channel for World Snow Sports TV.

Planning the site

RESEARCH

Research and scheduling

• WSSTV has hired GRM IT to provide the overall project management to developing their online snow sports channel.

Vision and purpose

• The online snow sports channel will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live webcasts of snow sport competitions, and resort area events.

Strategic objectives

• An advertising platform for resorts.

• An advertising platform for equipment manufacturers and retailers.

• Subscriptions that will offer reduced rates for lodging, local attractions, and ski tickets to subscribers. (These reduced rates may be in the form of downloadable coupons, discount codes, or resort promotions.)

• A low-cost or no-cost subscription model that will expand the database of potential snow sports customer.

• Mobile applications that will enable dissemination of news, discount offers, and short video content. (Requires commonly-used platforms including, at minimum, Apple iOS and Android devices.)

• Integrate social media communications • The main public-facing website(s) must engage the viewer and be capable of displaying video,

live and on-demand webcasts, animation, social media, and advertising. • The main public-facing website must initially be localized in English, German, and French, so as

to minimize the necessity of re-development as the project scales.

Critical success factors

• GRM IT’s Web Manager – Roman Kowal, will work with WSSTV’s IT staff and GRM’s project team to complete WSSTV’s online snow sports channel in a timely manner, cost effectively, and make sure all objectives are met.



Technology

• WSSTV plans to create and host their site in-house with the support of their IT staff. GRM will continue to support WSSTV’s IT team on a contracted basis for as long as they need. Servers will run Windows 2012, we will use a SQL database for our data-driven site, and the Web Manager will work with WSSTV to create the design for the site.

Risk and pain factors

• The major risk in this plan is that WSSTV is that site development, site hosting, and video hosting will be done internally. This puts all of the risk and responsibility on WSSTV and GRM without the assistance of a third-party company.

STRATEGY

Brainstorm

• There should be the main site visitors go to, an area off of the main page for individual resort areas, and social media connections. There needs to be a desktop view of the site created as well as a mobile viewing version.

PLAN

Look and feel

• See Planning and Web Site Layout/Structure

• Colors, Graphics, and Layout – Below is a screen shot of the home page. The webpage will

carry a modern sleek look using golden yellow, black, and white as its primary color scheme. Graphics will include logos as well as advertisements.

• Each Heading will have a drop down menu for more specific options. There will also be a

social media presence on the webpage.



Project identification

• GRM project management team will work to survey the resorts to better understand their needs. Also find out which resorts already have social media sites and which do not. Roman will create the prototype of the design and review it with each of the resorts for feedback. Then go forward with completing the website with the WSSTV IT team.

Deliverables

• The website as a whole, instructions for updates, how to create and upload videos, social media account information, server and database maintenance recommendations,



Building the site

DISCOVERY

Team structure

Role Resource name Contact Information

Project lead

Roman Kowal – GRM (512) 555-0158

Marketing manager

Shawn Lacey – GRM (420) 555-0131

Graphic designer

Michael Parker – WSSTV (549) 555-2482

Web developer 1

Kelly Baker – WSSTV (568) 555-3256

Web developer 2

Adam Smith - WSSTV (725) 555-3277

Content

• Content for the WSSTV website will be very extensive due to the large number of parties involved. This content will need to be broke up into sections based on each main hearder link, and each header’s sub-link (or drop down menu). Please view website at http://romankowal11.wix.com/wsstv#!news/cvxz for what type of content will need to be provided.

Project plan

• See Gantt Chart

Risk assessment

• See separate risk assessment plan



DESIGN

Conceptual design and prototypes

• Please refer to the following link to view a mockup/final layout for each page, frame, and section to the site.

http://romankowal11.wix.com/wsstv#!news/cvxz

Technology architecture

• [Determine how elements on the site will interact with your internal systems such as customer databases, product catalog, shopping cart, order confirmation, e-mail, and security, as well as external elements such as credit card and order verification systems.]

Quality assurance

• Test site design with initial 12 resorts to ensure all objectives for the site are met and function properly. Address any found issues prior to release.

IMPLEMENTATION

Content development

• Company Information – Information will need to be provided by all organizations which will be mentioned on the “About” page. This will include WSSTV, PSIA, AASI, and any other organization which will be deemed necessary to mention.

• Product List & Catalogs – WSSTV will make available an e-commerce site where retailers

and manufacturers will be allowed to sell gear and paraphernalia. To do this, retailers/manufactures will need to provide the necessary information to create a product list/ catalog.

• Locations – Locations will include all necessary information from WSSTV office locations,

as well as affiliate organization, and resorts that participate.

Contact Information – Contact information of all organization will be collected to provide to customers.

Graphic assets

Graphic assets will include the following:



• Logos of all affiliates, including WSSTV. Because most Logos are already created, they will only need to be collected, but a graphic designer will be available to work on images which may need work to follow the theme of the website.

• An FTP server will be necessary to manage all graphics as well as allow for retailers,

affiliates, resorts, etc. to upload any necessary graphics which they would like to see added to their parts of the webpage.

• Management of graphic styles will be at the consent of the Web Manager.

Templates

Specific Pages have been built to just plug information in. Once resorts, affiliates, retailers, etc. provide the necessary information, it will be easy to plug in necessary information into templates. Several examples would include the following:

• Channels Link – Below is a screen shot template of the Channels Link. As provided, it will

be easy to plug in each television station, with detailed information underneath.



• Resorts – Below is a screen shot template of the United States Resorts Link. A link has been

provided for both Europe and Canada as well. This sections template allows each resort to be mentioned in the same capacity as any other resort. Resorts will be able to provide a quick description, contact information, as well as a link to their own resorts website.

About – Below is a screen shot template of the about section. The About Link provided sub- links to each affiliates “about” page. As seen below, each affiliate will have the opportunity to provide a picture as well as a brief description of who they are and what they do.



News – The News section template is very simple. It will be a constant news feed where affiliates and journalists can post recent news. It will be easy to upload and each article will follow the same format.



Functionality testing

1. While testing the website we will test for the following: (taken from http://www.softwaretestinghelp.com/web-testing-exa mple-test-cases/)

Links i. Internal Links ii. External Links iii. Mail Links iv. Broken Links

2. Forms: i. Field validation ii. Error message for wrong input iii. Optional and Mandatory fields

3. Database: Testing will be done on the database integrity. 4. Cookies: Testing will be done on the client system side, on the temporary Internet files.



5. Performance: Performance testing can be applied to understand the web site’s scalability, or to benchmark the performance in the environment of third party products such as servers and middleware for potential purchase.

6. Connection Speed: Tested over various networks like Dial Up, ISDN etc • Load: i. What is the no. of users per time? ii. Check for peak loads and how system behaves iii. Large amount of data accessed by user • Stress: i. Continuous Load ii. Performance of memory, CPU, file handling etc..

7. Usability: Usability testing is the process by which the human-computer interaction characteristics of a system are measured, and weaknesses are identified for correction. • Ease of learning • Navigation • Subjective user satisfaction • General appearance

8. Server Side Interface: In web testing the server side interface should be tested. This is done by verify that communication is done properly. Compatibility of server with software, hardware, network and database should be tested.

9. Client Side Compatibility: The client side compatibility is also tested in various platforms, using various browsers etc.

10. Security: The primary reason for testing the security of a web is to identify potential vulnerabilities and subsequently repair them. • Network Scanning • Vulnerability Scanning • Password Cracking • Log Review • Integrity Checkers • Virus Detection

Project Risk Management Plan - World Snow Sports TV (WSSTV)

Risk Likelihood

(H/M/L) Impact (H/M/L)

Risk response (Containment or contingency strategies)

Responsibility

Sponsors availability to spend time in formal requirements gathering meetings to identify project deliverables and timeline

M H Project Manager to communicate with Sponsor weekly or sooner if issues arise. Sponsor to make herself available throughout project

Carol Opera

Scope Creep M H Design and execute a strong scope change procedure. All scope change are to be documented, approved or denied by project management and Sponsor

Carol Opera

New Systems not live by required launch L H Close monitoring of project progress and milestones Documentation of deliverables completed when due

Roman Kowal/Shawn Lacey

Reasonableness of delivery deadlines H H Each division Manager will monitor throughout the execution process Communicate all situations and issues to project Sponsor, as required

Leandra Braham Robert Engelhart Roman Kowal Shawn Lacey Carol Opera

Insufficient Resources L H Identify in project charter the project resources needed for success. Secure executive management signoff for the commitment of the resources for the duration of the project. Identify back up plan for each resource.

Leandra Braham Robert Engelhart Roman Kowal Shawn Lacey Carol Opera

Will Human resource management be capable of directing and achieving the organizations objectives?

H H Management must continuously scan the human resource environment in order to identify developments that can either enhance or threaten its survival. Advise financial division of any higher costs related to training and development of staff

Leandra Braham Robert Engelhart

Do the employees have the right kind of skills And enough people available

M H Managers will recognize gaps and develop skills continuously to enable succession plans while employees develop. If need arises will hire part-time help to have all deliverables completed by deadlines

Leandra Braham Shawn Lacey

Number of customers who will use this product and the consistency of their needs relative to the product

M H W eb designer and Marketing manager will collaborate and communicate the needs of all customers In turn communicate all activity to Financial Department for any cost of quality changes

Roman Kowal Shawn Lacey Robert Engelhart

Number of projected changes to the requirements for the product? Before delivery? After delivery?

M H Evaluate and test each new technology before launch and after delivery Communicate any issues to Project manager who will in turn communicate to project Sponsor

Roman Kowal/Carol Opera

Number of other products/systems with which this product must be interoperable

M H Arrange for backup support and determine the financially feasibility for organizations.

Roman Kowal Robert Engelhart

Limited resources from software vendors causing insufficient support and implementation delays

M H Project manager will monitor daily and communicate issues to project Sponsor in a timely manner

Carol Opera

Development of the wrong user interfaces results in redesign and implementation

L H Development team will need to create interfaces with compatibility for all languages and also keep in mind the diverse cultures. Development Team and Communication Team will work together to gain the correct methods to incorporate into the system. Marketing Team to position the new apps, services globally Change scope and financial costs may need to be addressed and implemented

Roman Kowal Leandra Braham

Shawn Lacey

Robert Engelhart

R&D through distributed teams will improve external knowledge sourcing, although it raises costs of communication and coordination

M H Coordination and administrative tasks for Project management are well suited for virtual teams throughout the global project, whereby IT can be used to integrate project teams across functional areas of the enterprise. Keeping financial cost low and coordination of project well communicated

Leandra Braham Robert Engelhart Shawn Lacey

Insufficient testing L H Have a separate test plan and significant testing will be performed throughout development process Any changed made to scope must be approved and documented by Financial manager and project Manager

Roman Kowal Robert Engelhart Carol Opera

Human Resources Planning Schedule

Item from WBS

Skills Required

Hours Required

When Required

Source (Department or External)

Responsibility or Contact

1. Initiation

Project

42 Hours

November 26, 2013

GRM/WSSTV

Ronald Kenyon

1.1. Meet with all involved parties

Project

20 Hours

November 26, 2013

GRM/WSSTV/PSIA_AASI

Ronald Kenyon

1.1.1. Define roles

Project

2 Hours

November 26, 2013

GRM/WSSTV

Ronald Kenyon

1.2. Define deliverables

Project

6 Hours

November 26, 2013

GRM/WSSTV

Ronald Kenyon

1.2.1. Organization requirements

Project

2 Hours

November 26, 2013

GRM/WSSTV

Ronald Kenyon

1.2.2. Stakeholder Needs Analysis

Project

4 Hours

December 3, 2013

GRM/Project Team

Ronald Kenyon

1.3. Complete project purpose

Project

8 Hours

December 3, 2013

GRM/Project Team

Ronald Kenyon

1.3.1. Draft

Project

4 Hours

November 29, 2013

GRM/Project Team

Ronald Kenyon

1.3.2. Review

Project

2 Hours

December 1, 2013

GRM/Project Team

Ronald Kenyon

1.3.3. Approve

Project

2 Hours

December 3, 2013

WSSTV

Ronald Kenyon

1.4. Complete project charter

Project

8 Hours

December 10, 2013

GRM/Project Team

Ronald Kenyon

1.4.1. Draft

Project

4 Hours

December 6, 2013

GRM/Project Team

Ronald Kenyon

1.4.2. Review

Project

2 Hours

December 8, 2013

GRM/Project Team

Ronald Kenyon

1.4.3. Approve

Project

2 Hours

December 10, 2013

WSSTV

Ronald Kenyon

2. Planning

Project, HR & IT

95 Hours

December 31, 2013

GRM/Project Team

Ronald Kenyon

2.1. Project scope definition

Project, HR & IT

15 Hours

December 17, 2013

GRM/Project Team

Carol Opera


2.2. Gantt Chart

Project

5 Hours

December 17, 2013

GRM/Project Team

GRM Technology Project Team

2.2.1. Define deliverable deadlines

Project

3 Hours

December 13, 2013

GRM/WSSTV/PSIA_AASI


2.3. Project Communication Plan

Management

13 Hours

December 17, 2013

GRM/Project Team

Leandra Braham Ronald Kenyon Jim Stephens Darcy Fried


Derek Minttendorf

2.3.1. Bi-weekly stakeholder meetings

Management

1 Hour/Each

Bi-Weekly

GRM/WSSTV/PSIA_AASI



2.3.2. Monthly team progress reports

Management

1 Hour/Each

Monthly

GRM/Project Team



2.4. Create prototype of web design

Web Design & Programming

17 Hours

June 30, 2014

GRM/Web Team

Roman Kowal Leandra Braham

2.5. Human Resources Planning Schedule

HR

11 Hours

December 24, 2013

GRM/Project Team

Shawn Lacey Carol Opera

2.6. Risk Mitigation Plan

Project & Compliance

9 Hours

December 24, 2013

GRM/Compliance/Legal

Carol Opera

2.7. Create Budget

Finance, IT & Project

25 Hours

December 31, 2013

GRM/Finance

Robert Engelhart

Carol Opera Katherine Lambert

3. Execution

Project & IT

312 Hours

October 15, 2014

GRM/Project Team


3.1. Project kickoff meeting

Management

1 Hour

January 2, 2014

GRM/WSSTV


3.1.1. All project managers

Management

1 Hour

January 5, 2014

GRM/Project Team


3.1.2. All team members

Management

2 Hour

January 10, 2014

GRM/Project Team


3.2. Design

IT , Web Design & Programming

30 Hours

January 31, 2014

GRM/Web Team

Roman Kowal

Leandra Braham

3.3. Produce

Project & IT

50 Hours

March 15, 2014

GRM/Web Team


3.4. Test

Project & IT

100 Hours

March 31, 2014

GRM/Web Team

Katherine Lambert

3.5. Install

Project & IT

80 Hours

September 31, 2014

GRM/Web Team

Katherine Lambert

3.6. User training

Project HR & IT

40 Hours

September 31, 2014

GRM/WSSTV/HR & IT

Katherine Lambert

3.7. Go Live

Project & IT

8 Hours

October 15, 2014

GRM/Project Team/IT


4. Control

Project, Management & IT

N/A

December 31, 2016

GRM/Project Team/IT

Ronald Kenyon

4.1. Status update meetings

Management

1 Hour/Each

Monthly

GRM/WSSTV


4.2. System support

IT & Web Design

On Going

December 31, 2016

GRM/Project Team/IT


5. Closeout

Project, Finance, Management

& IT

50 Hours

December 31, 2016

GRM/Project Team


Katherine Lambert Jim Stephens Darcy Fried


Derek Minttendorf

5.1. Review if all deliverables were met


& IT

30 Hours

December 1, 2016

GRM/WSSTV


5.1.1. Compare original scope

Project, Management & IT

5 Hours

December 1, 2016

GRM/WSSTV


Katherine Lambert Jim Stephens Darcy Fried


Derek Minttendorf

5.1.2. Compare original schedule

Project, HR, Management

& IT

5 Hours

December 1, 2016

GRM/WSSTV


Katherine Lambert Jim Stephens Darcy

Fried George Hopkins John

Franconia Derek Minttendorf

5.1.3. Review original costs plan


& IT

10 Hours

December 1, 2016

Finance


5.2. Equipment and Services Analysis

IT & Business

14 Hours

December 31, 2013

GRM/Project Team/IT

Robert Engelhart Leandra Braham

Shawn Lacey

5.3. Financial Analysis

Finance & Management

12 Hours

December 31, 2016

GRM/Finance

Robert Engelhart

Carol Opera Ronald Kenyon

5.4. Project Completion Report

Project, IT & Analysis

20 Hours

December 31, 2016

GRM/Project Team



Task From WBS Cost Per Item No. of Units Total Cost (USD) Supplier Details Procedure Expert Advice (Y/N) Lead Time Date Required Responsibility Notes

Operations/Admin.

Project Scope Definition 1,875.00$ 1.00 1,875.00$ GRM RFP Y 7 Days 12/17/2013 Carol Opera

Gantt Chart 625.00$ 1.00 625.00$ GRM RFP Y 21 Days 12/17/2013 Carol Opera

Project Communication Plan 1,625.00$ 1.00 1,625.00$ GRM RFP Y 21 Days 12/17/2013 Leandra Braham

Prototype of web design 2,125.00$ 1.00 2,125.00$ GRM RFP Y 30 Days 12/24/2013 Roman Kowal

Web development plan 750.00$ 1.00 750.00$ GRM RFP Y 30 Days 12/24/2013 Roman Kowal

Risk management 1,125.00$ 1.00 1,125.00$ GRM RFP Y 30 Days 12/24/2013 Carol Opera

Human Resources Planning Schedule 1,375.00$ 1.00 1,375.00$ GRM RFP Y 30 Days 12/24/2013 Shawn Lacey

Patents and Licensing 50,000.00$ 1.00 50,000.00$ GRM RFP Y 30 Days 12/24/2014 Roman Kowal

Equipment and Services 1,750.00$ 1.00 1,750.00$ GRM RFP Y 40 Days 1/14/2014 Robert Engelhart

Budget 3,125.00$ 1.00 3,125.00$ GRM RFP Y 40 Days 1/14/2014 Robert Engelhart

International Lawyers 200,000.00$ 1.00 200,000.00$ White & Case LLP RFP Y 7 Days 12/17/2014 Roman Kowal

International Financial Accountant 200,000.00$ 1.00 200,000.00$ Randstand Finance &

Accounts RFP Y 7 Days 12/17/2014 Roman Kowal

Project Completion Report 2,500.00$ 1.00 2,500.00$ GRM RFP Y 2 Years 12/31/2016 Carol Opera

Additional financial analysis 1,500.00$ 1.00 1,500.00$ GRM RFP Y 2 Years 12/31/2016 Robert Engelhart

Harware & Software

Finalize web design 3,750.00$ 1.00 3,750.00$ GRM RFP Y 6 Months 6/30/2014 Roman Kowal

Enterprise SQL Server 21,000.00$ 1.00 21,000.00$ Microsoft PO N 2 Months 1/1/2014 WSSTV8 Core (proc) Licenses w/SA

Domain name 12.99$ 3.00 38.97$ GoDaddy PO N 30 Days 10/1/2014 WSSTV1 domain for 3 years

Web hosting server 5,609.00$ 10.00 56,090.00$ Dell PO N 2 Months 1/1/2014 WSSTV10 servers to prepare for global expansion

Resort Training 2,500.00$ 2.00 5,000.00$ WSSTV N/A N 7 Days 7/1/2014 WSSTV2 trainers for 2 days

Training Travel and Lodge 700.00$ 24.00 16,800.00$ WSSTV N/A N N/A 7/1/2014 WSSTV

12 sites in NE region. 2 representative per site$400 for flight costs per rep

Business Class ISP Provider 100,000.00$ 1.00 100,000.00$ Time Warner RFP Y 7 Days 7/1/2014 WSSTV

Networking Equipment 100,000.00$ 1.00 100,000.00$ Cisco RFP Y 30 Days 10/1/2014 WSSTV

Enterprise Application Software 50,000.00$ 1.00 50,000.00$ GRM RFP Y 6 Months 6/30/2014 GRM

Video Conferencing 28,000.00$ 1.00 28,000.00$ Polycom PO Y 6 Months 8/1/2014 GRMHDX 8000-720 Executive Bundle

Marketing & Advertising

Social Media Marketing 32,000.00$ 1.00 32,000.00$ HubSpots PO Y 2 Months 8/31/2014 GRMSocial Media Marketing Tool

Televsion Ads 125,000.00$ 1.00 125,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM

Magazine Ads 125,000.00$ 1.00 25,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM

Promotional Events 50,000.00$ 1.00 50,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM

Merchandise & Gear 50,000.00$ 1.00 50,000.00$ TBD RFP Y 2 Months 8/31/2014 GRM

Miscellaneous

Public Relation 100,000.00$ 1.00 100,000.00$ TBD N/A Y 2 Months 8/31/2014 GRM

Employee Wages Budget 1,000,000.00$ 1.00 1,000,000.00$ TBD N/A Y 7 Days 7/1/2014 GRMTo be distributed among employees.

Any unforseen Items 1,000,000.00$ 1.00 1,000,000.00$ TBD N/A N N/A N/A GRMAny unforseen items or services which we will need.

File Storage 3,000.00$ 1.00 3,000.00$ BaseCamp PO Y 2 Months 6/30/2014 GRM500 GB of file storage, Unlimited users, SSL data encryption and daily backups

Total 3,234,053.97$

Procurement involves obtaining the goods and services required to deliver the project. It is important to indicate not only the cost, but information required for the management of the project, such as lead time, date required, full supplier contact details, procurement procedure (might

need a formal RFP / RFQ), expert advice (attorney),etc. Full supplier contact info is not required for this project. Supplier name will suffice in this case.

Equipment and Services Procurement Schedule - World Snow Sports TV (WSSTV)

Additional Financial Analysis - World Snow Sports TV (WSSTV)

Scope of the Document:

The goal: to successfully generate $70-$100 million dollars in U.S. sports industry growth within five years.

(GRM) Global Resort Management's project management team, with the support of Professional Ski Instructors of America - American Association of Snowboard Instructors or (PSIA-AAIS) using the memorandums of agreement from several parties totalling $33.3 million dollars will explain how this can be achieved.

Investors: Funding:

Resort areas in the United States $25 Million Canadian Partners $5 Million European Partners $1.3 Million PSIA-AASI $2 Million $ 33.3 Million Total Project Budget

**Note GRM has been only allotted a two year technology budget of $4 million dollars to pay for

the expenses to make the project successful. If a request more funding it must be justified by

directly relating to the project goals.

The funding of the project is $33.3 Million dollars and to re-coup the project cost in five years coupled with the anticipated industry growth to meet the target goals the following must be achieved.

To reach the minimum $70 Million: $33.3 Million dollars divided by 5 = $6.66 Million dollars + $70 Million divided by 5 = $14 Million dollars. The total dollars earned each year would need to be just under $22 Million a year.

To reach the maximum $100 Million: $33.3 Million dollars divided by 5 = $6.66 Million dollars + $100 Million divided by 5 = $20 Million dollars. The total dollars earned each year would need to be just under $27 Million a year.

Keys to success:

• Project design and development o The project must be replicable scalable and developed to accommodate growth

globally to minimize unnecessary costs.

o IT, governmental, political, and cultural issues must be addressed. Primary concerns include IT governance, technology transfer, unified communications and acceptable advertising protocols.

• Project operation

o The organization must continue to market and promote their brand while maintaining the highest standards with close attention to the latest trends and hot spots in the world for intelligent and responsible growth.

o The finance department must develop a solid annual budget for all expenses including maintenance, upgrades, and expansion.

• Project maintenance

o The organization must maintain develop a global structure (most likely outsourced) for the care, maintenance and upgrades of hardware and software. The organization would be wise to set up SLA's (Service level Agreements) with any and all vendors they work with to understand the terms and conditions of each contract.

Project life-cycle costing takes into account all types of project costs that can be incurred in any one of the three areas listed above over a period of time. This, then, gives the total cost of ownership. After accounting for all the costs, critical go-no-go decisions are made. Some of the costs that are accounted for include capital investment, financing, purchase, development, and resale value over a life time of a project/technology product.

• In order to meet the anticipated industry growth the organization must create and maintain a budget that makes sense and stick to

• Yearly Budget

The determination of the yearly budget was based the projects five year anticipated plan. In order for the organization to re-coup its $33.3 million dollar initial investment it would need to generate a minimum of $6.6 million a year. Based on the projected figures the organization is in line to generate a minimum of $20 million a year striving for the $27 million a year goal. The plan is not only to re-coup the $6.6 million each year but to set aside that income at the rounded figure of $7 million dollars for operations and expansion. The numbers break down in the chart below.

$ 7 million Dollar Annual Budget

Hardware and

Software

5%

Misc.

5%

Maintenance and

Service

15%

Operations

15%

Advertising

20%

Expansion

20%

Marketing

20%

_

Project Completion Report - World Snow Sports TV (WSSTV)

Project Summary

Develop an online snow sports channel that will provide global news, basic snow sports skill education, resort overviews, videos, resort contact information, live web casts of snow sports competitions, and area events. The Project will include the United States, and resort areas in Canada and Europe. All the project partners desire to reach current and potential customers by using modern communications technologies and advertising. All partners are interested in the growth of social media and mobile advertising in addition to the use of the website videos. While each resort area has made some use of social media, GRM IT will assess them to be sure. It is anticipated of the manufacturers and retailers will also need direction in the use of social media.

Using a low-cost or no-cost subscription model will expand the database of potential snow sports customers. The subscriptions t will offer reduced rates for lodging, local attractions, and ski tickets to subscribers

Stakeholders have expressed strong interest in making videos available on mobile devices for customer viewing. Mobile applications will enable dissemination of news, discount offers, and short video content. To generate increased sales, it is imperative to create a method of inserting video advertising into online videos. These can be pre-roll, mid-roll, or overlays.

Performance versus Objectives

Our objectives are to create system which will encompass not only the United States but also resort areas in Canada and Europe. There are Fifty U.S resorts areas committed to the project as well as 25 manufacturers and retailers. For the initial pilot project the U.S. rollout will be confined to 12 resort areas located in the North Eastern United States. To meet the objectives we have defined the appropriate persons who will run the project. If they did not have the relevant knowledge or experience, they received the necessary training to complete the project. We performed an analysis, to devise procedures / engineering solutions to minimize the risks.

The technology involved in the products and/or services and organizational processes will be approached from two principal directions: the strategic or long-term perspective and the systems viewpoint are to continuously communicate with people from different departments or businesses to make sure we clarify terminology so that we were able to all be on the same page. The existing data required conversion to a new system and we have utilized previous projects leaders either within or outside the organization to allow the conversions to take place smoothly, without down time.

An advertising platform for resorts and equipment manufacturers and retailers has been established and the technology has been implemented. The Web development team has created a website which includes all resorts, a reservation system, and access to online store and video uploads. The creation of mobile applications has enabled dissemination of news, discount offers, and short video content. These are available on all platforms including, Apple iOS and Android devices.

The accuracy of the estimates for the project is appropriate and has been demonstrated through the careful analysis of past history. However, as equipment may breakdown, there will need to be a strategy in place to re-budget and control costs.

During delivery the Sponsor/Project Board will need to project and satisfy itself that it is sensible and viable to continue in the future. To do this it must be sure that:

• The quality of the deliverables produced to date is acceptable • The required benefits are still achievable • The actual costs incurred plus revised estimates for future costs are acceptable • The resources required for planned future work can be made available • The need for the project has not changed • Risks are acceptable • Overall the project is still viable

Project Management

As soon as the authority is given to commence work, the Project Manager must take control of day-to-day actions and manage the project so that it runs as close as possible to the approved plan.

This means: • Allocating work to the project team(s) in accordance with the plan • Monitoring progress during development of the deliverables products by the team(s) • Ensuring that deliverables meet specified levels of quality • Ensuring the delivery of completed deliverables to the required destination(s); • Monitoring costs and use of resources • Reporting progress and exceptions to the Sponsor/ Project Board via Reports

Project Teams

• Mobilize the staff and other resources needed to build the products and deliverables that will enable the required outcome

• Plan, monitor and control the work and resources of the project • Manage risks and issues as they occur • Maintain communications with those impacted by the project and its outcome

• Report progress and issues to Management/Project Board/Stakeholders • Decide ongoing viability in the light of experience and any changes in requirements • Ensure deliverables are fit for purpose and will enable benefits to be realized • Evaluate the outcome of the project against the Project Plan • Ensure that any lessons learned are shared with those who might benefit from them • Release resources used by the project • Review any benefits achieved by the end of the project • Plans exist for a post project review to measure to what degree the deliverables have been

achieved. • Determine the need for any improvements or modifications • Ensure that the project is handed over to a person who will deliver the outcomes

Future Modifications

As more business is generated though the system, there will also be the need to have a long-term perspective and the systems viewpoint in place We will continue to create and develop a more scalable system to accommodate additional U.S. areas, as well as customers, as they come on board. The IT and Human /Resource departments will monitor the performance of the system, and as the need arises, begin a hiring campaign to fill the required output.

To remain competitive, technology advancements will need to be implemented into the system. The customer base will increase and the need to include a reservation system on the application platform will be required.

The Marketing Department along with Research and Development Department will continue to obtain and acquire the needed consumer opinions which drive the economy of the organizations. Their voices are amplified like never before, and marketers need to be tuned in and responsive. Realize that every marketing action taken this year will aim for one objective: to positively alter customer experiences, opinions and behaviors.

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