Master black belt 2015 project 2

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Jeff Taylor
Aveta Six Sigma Master Black Belt Program
Master Black Belt Project 2

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Executive Summary
As a newpioneeringhybridstart-upcompany,we have receivedpermissionfromlocal governments
(U.S.Canada and Mexico) tobe the firstlegal onlinegamblingcompanyinNorthAmerica.We are
preparingtodeliverhostinginfrastructurestomake online gamblingarealityformillionsof people in
NorthAmerica.We will deal withall faucetsof traditional gamingandlaunchitthroughthe internetfor
everyone toaccessandenjoywhichwill breakdownmanyaccessbarriersformillionsof people.The
goal is to developandmaintainahostinginfrastructurethatcansupportand maintaina pleasurable
online gamblingexperience foranyone toenjoyatanytime frommultiple accesspoints.We will operate
withinthe constraintsof the lawandbe regulatedbyall three governmentswhichwill give ourcompany
legal credibility.Toundertake ataskof thismagnitude,we formedateamof IT engineers,gambling
industryconsultants,publicandprivate managers,andstrategicanalyststogetourcompanyoperating
immediately.Ourcompanywill be the firstof itskindinNorthAmericaandwill developpoliciesand
proceduresfora newera of gamblingformanypeople. We have developedanoperationalblueprint
that takesintoaccount manydifferentvariablesandsub-variablesthatwe will analyze andimplement
intoour networkhostinginfrastructurewhile eliminatingpastandfuture processroadblocksthathave
plaguedinternetgamblingasawhole.We decidedtoimplementSix Sigmamethodologiesasthe
foundationof ourstart-upproceduresandprinciplesto:
1. Introduce newprotocol hostinginfrastructure industrial operatingcapabilities.
2. Learn frompast internetgamblingmistakesanderrors.
3. Developnewbetasoftware hostingenginesandcomplexcode structuresthatcanbe updateddaily.
4. Measure processvariationandimplementKPImeasurementsforhostengineimprovements.

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5. Implementfinancial policiesandprocedurestomonitorfraudattemptsandcreate successful
monetarydeliverance managementcapacities.
Usingmultiple pastfailure implementationonlinegamblingattemptsbyunregulatedcompanies,we
learnedthatoperatingwithingivenlegalconstraintsandprocessregulationsgivesourcompanythe
legitimacytooperate withinadelicate industrial environment.There wasanabsence of default
industrial standardsbecause individualsdevelopedoperatingguidelinesthatwere notregulated bytheir
operatingenvironment.Processescouldn’tbe successfullyimplementedandmeasuredbecause
legitimacyquestionswere atthe core of operatingstandards.Questionable financial transfers,money
managementagendas,andlegal loopholesprovidedareasonforgovernmentshutdownmentalities.
These operatingprocedurescreatedbacklash fromregulatoryauthoritiesanddidnotallow proper
growthand developmentopportunitiesforpastinternetgamblingcompanies.Byseekingandacquiring
properapprovals,we were able toavoidthe followingitemsandissuesthatledtooperational process
failuresbyotherunregulatedcompaniesinthe past.
1. Tax collectiononcapital gainswasnon-existent.
2. Online gamblinggameswere unregulatedwhich createdconfidencegamblinglegitimacyconcerns.
3. Infrastructure operatingfailuresdrivenbyimpropernetworkhardware andsoftware capabilities.
4. Monetary managementprocesseswere questionable.
5. On-line gamblingservicedeliverywasinconsistent.
6. VariousincompatibleERPsystems.
7. Customerservice complaintswentunanswered.

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Afterdiscussingouroperatingconcernswithregulatingbodies,we concludedthatpostoperational
processfailureswere due toconfidence intervalsandalack of oversightbycompanyleaderswhich
couldbe controlledandavoidedinthe future.Hostinginfrastructure deliverysystemproblemscouldbe
solved,measured,andcorrectedwithSix Sigmamethodologieswhichwouldbringlegitimacytoour
operatingpoliciesandprocedures.Past,present,andfuture roadblockscouldbe controlledor
eliminatedwhichcouldsave ourcompanyfive milliondollarsannuallybecause oversightcontrolswould
be in place.Legal finesof 10,000 per violationcouldbe reduced oreliminatedbased onourfull
cooperationeffortstoremainlegitimate.
ProcessEvolution
By implementingandexecutingthe Six Sigmaprocessof Define-Measure-Analyze-Improve-Control we
put our mainprioritiesonourhostinginfrastructure deliverysystemcapabilitiesandprotocols.Next,we
developedaprojecttobetterunderstandourinfrastructure operatingprocessesandproceduresand
howeach functionedasasingle unitandhow all of themfunctionedtogetherasa whole unit.Through
data gatheringandresearch,betasoftware testing,KPIvariable measurements,interviewswith
industrial consultants,videoconference callsfromdiscussions, legal governance relationshipregulatory
meetings,andvarioussurveys,we mappednew infrastructureprocessesandmethodstomake our
systemlegitimate andprofitable atthe same time.Ournew operatingstrategiesallowedoursystemto
flourishbecause pre-systemfailure safeguardswere implementedbefore people questionedour
businessoperationswithregulatingbodies.Personal agendasandfinancial mismanagement were past
mistakesthatshutdownmultiple onlinegamblingcompaniesinthe pastandwe were motivatedto
implementstrictself-governanceoverourstrategieswhile we made ourprofits.Inthe measurement
and analysesphases,we discoveredoperatingcapabilitiesgrew asmore endusersusedouronline
casinofor theirgamblingneedswhichchallengedourhostingdeliveryservices.Technical infrastructure
roadblocksgrew as networkcongestionexpandedfrommillionsof access points.Thispresentednew

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challengesforourcompanybecause networkupdatesbecame more complicatedandfrequentin
number.These roadblockswere unforeseenandcreatedend-usercustomerservice issuesasour
technologyinfrastructuregrewincomplexities.We hadtoseek outhelpfrommany differentinternal
and external sourcesbutourteamwaspassionate todevelopandengineernew onlinegambling
systemsfromscratch whenitwaspossible.
Findings
Our initial findingsanddataresearchwere veryhelpful toourgoverningregulatingbodiesbecause our
new strategiesdevelopedanenvironmentforonlinegamblingtoflourishsuccessfully.Pastrulesand
regulationsprovidedtoughroadblocksforimplementationeffortstosucceedwhichisthe reasonwe
usedopensource codingsowe coulddevelopindustrial infrastructure standardsfornew internet
gamblingcompaniesinthe future.Thiswasagoodfaitheffortmove toshow our regulatingbodiesthat
we were openandcontrite aboutour businessoperationsandwe hadnothingtohide.Secrecyisan
issue withgamblingandmonetaryexchange transactionssowe decidedtosurprise industrial expertsby
operatingoutinthe openand not behindcloseddoors.We wantedtocreate anenvironmentwithreal-
time gamblingactionsthatmirrorsan individual beingatan actual brick andmortar casino.If a player
has a questionorconcernabout ourgamesthenwe have customerservice people thatwillprovidereal-
time informationupdatesaboutquestionsconcerninggamblingpoliciesandprocedures.The term“real
time”isimportantforeveryplayerinouronline casinobecause people’sfinancial lively-hoodsare being
entrustedtoour casinoto function with-inlegitimate efficientoperatingstandards whichprovidesa
foundationforprocessvariationmeasurementsfornetworkstructure improvementupdatesand
increasedconfidence levelsof operation.Infrastructure speed,cycle time,financial transition,security
controls,andtechnical updatesdrive oursystemenginestobe the bestforall partiesinvolved.

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Conclusion
We hadto create a whole operatingsystemthatissubjectedtostrictrulesandoperatingprocedures
and developourprocessesverycarefully. The endresultwasthirty millioninannual savingsby
identifyingunforeseeninefficientnetworkprocesses,betatesting,deliverysystemstoreduce network
updates,andimplementingnetworkcontrolstorestore operatinglevelsof confidence toourregulating
bodies.Basedonourcore strategies,we have the opportunitytobe online gamblingpioneersthatwill
setfuture standardsof operatinggamingprotocolswhichwill be usedbymillionsof onlinegamblers
fromthree countries.We will operate withingivenlegalconstraintsand frameworkstoincrease our
brand name andbecome a profitable businessmodel forotheronline gamblingcompaniestofollow.
Our teamof proactive managers,analysts,andimplementationchampionconsultantsdeveloped
progressive strategiesforvariousoperationalprocessesandprocedures.Ourcompanyisveryhumbled
that we have an opportunitythatmanyothercompaniesdonotget and we needtomake a great first
impression whichiswhatourcompanywill be judgeduponinthe future.We know ourprogression from
three sigmato six sigmawill be achallengingprocessbutwe know patienceisavirtue thatwe must
have whenourcompanyis pioneeringanentire industrial businessprocessfromscratch.
Define Phase
As a newthrivingstartupbusiness operation,we have opportunitytopioneernew projectsthathave
neverbeentriedbeforeandwe can shape the foundationof unexploredprocessoperationscombining
newvisiongoalswithourstrategicprocessstrategiesthatwill challenge everythingthatwe thinkwe
knowaboutnewsystemdevelopment.Tosimplifythe process,we will define ourcustomerbase as
“primary”and “secondary”for classificationpurposes.We willdefine ourregulatingbodiesas“internal”
and “external”forreportingrequirements. Ourprimarycustomersare those individualsthatwe
considerthe foundationof ourprofitableendeavors.Thesecustomersrepresentthe millionsof people

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that we will be servinginouronline casino.Meetingthe needsof thesecustomerswill be very
challengingsince online gamblingisanew formof gamblingwhichfew businessesmodelsexist.They
will have certainexpectationsandwe will onlyhave once chance tomake a good firstimpressionwhich
we will be judgeduponfora longtime.Secondarycustomers representthose individualswhoare trying
to getour companyan IPO onthe stockexchange andfuture stakeholderswhowillprovideour
companyexpansive cashflowsforfuture development.These individualsalso have highexpectationsfor
our strategicbusinessoperatingprocesses.Some of theseexpectationsmightbe unreasonable because
of ourpioneerstatusinthe marketplace.We realize thatmostIPO’sare unsuccessfulinthe beginning,
but we are basingourdefinitionof successaccordingtolongterm profitgainsand beingcautiousabout
short termgains.However,we are notdiscountingourshorttermgainsbecause we needagood start
for our companyIPO.Now,letuslookat our regulatingbodylabels.Internalregulatingbodiesrepresent
industrial watchdogsthatmake sure ourcasinogamesoperate legitimatelyandfairlyforall of our
customerswhoplayour games.These groupsrepresentgovernmentagencieslike the Federal Gaming
Commission,consumerwatchdoggroups,andlaw firmsthatmake sure all of ouroperatingprocesses
run legallyandwithinoperatingconstraints.Secondaryregulatingbodiesrepresentthose groupsthat
deal withfinancial regulationsinourindustry.These groupsrepresentthe IRS,monetaryexchange
bankingservice companies,andtax firmswhomake sure thattaxesare collectedandpenaltiesare paid
for operatingviolationsof the law.

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Weight Criteria And Weights
(4) (7) (10) (6)
Legal Compliance Operating
Profits
Process
Delivery and
Implementation
Fulfillment
Customer
Satisfaction
Total
1. End-usersoftware adoption
and convenience access.
3 8 9 5 114
2. Networkhostingspeedand
serverfunctional capabilities
4 7 10 6 139
3. Infrastructure updates
supportand operatingcontrols
1 6 10 4 83
4. Monetary exchange services
and protocols
2 7 8 4 101
Online Gambling Project Significance List (Table 1)
Afterwe discussedourfindingswithourprimaryandsecondarycustomersaswell asour internal and
external regulatingbodies,we weightedwhichonline gamblingprocessestogive ourattentiontoo.
Basedon our measurements,processimplementationanddelivery fulfillmentwasweightedas the
highestvalue-addedprioritybecause ourcore operatingprocessesstartandendwithour overall online
gamblingservice capabilities.We will be hosting anentire casinoexperience onlinewithmillionsof
customersusingourgamblingservicesatone time.Ourgamblingcustomerswill continue toexpand
everydayat an exponential rate andourhostingserversmusthave the storage capacityto accept new

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usersas more bandwidthisrequiredtosustainoperations. We are startingthe processbybeta testing
our end-usersoftwaresince thisishowourcustomerswill accessourgamblingchoices.If we make our
software toocomplex,thenitwill make ithardforthe average gamblertogamble inour online casino.
We are promotingan environmentof live real-time gamingwhichwillmirrorthe experience that
average gamblersgetwhenhe orshe is inside acasino.We will needto control networkcongestion
whichcan hurt the overall onlinegamblingcasinoexperience.
Customerand RegulatoryBody Concerns
Basedon our classificationasa pioneeringcompany,we concluded thatstrategicresearchforlongterm
growthand development isessential forexpansion andwe will gothroughperiodsof trial anderrorto
perfectouroperational businessprocesses.Inotherwords,insteadof lookingatindividual benchmarks,
we will be designinganddevelopingourownblue printmodel forfuture referencegrowth.Sowhat
doesour seniorexecutiveleadershipthinkaboutcustomerandregulatorybodyfeedback?Toanswer
thisquestion, Ihave gatheredmultiplehighlightsfromvariousmanagementfeedback sources basedon
surveysandpersonal interviews.The followinginformationhasbeensummarizedforsimplicity.
Network HostingManager
“I have configuredmanydifferentnetworks of variousshapesandsizesbutIhave neverconfigureda
networkof thismagnitude.WhenIwastoldaboutthe numberof usersonthe networkatone time,I
thoughttheywere joking.Iwill have tobuildaplatformthatcan handle multipleformsof gambling
while maintainingoptimal operational efficiencylevels.A networkof thissize willneedconstantupdates
and supervisionbecause technical errorsare boundtohappen.Iam lookingforwardtobuildingthis
networkbecause itwill require multiple levelsof operatingcode torun smoothly.Itwill notbe easy,but
I like whenthe stakesare highfora project.”

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Infrastructure ImplementationManager
“The implementationrolloutprocesswill be verycomplicatedandwillhave tobe done inwaves.Each
level willhandleacertainnetworkcongestionpercentagelevel.Several differenttransitionswillbe
executedacrosseachlevel andwill have tobe monitoredforfuture problems.We are anticipatinglag
withour initial betatestingsoftware rolloutbecauseusertestingwill have tobe done before we know
anythingdefinite.Servermaintenance willbe animportantpriorityearlyonbecause configuration
needswill expandaswe attract more people toourservice outputs.Volumedistributionwill increase by
40% inthe firstquarteralone if we focuson convenience andend-usersoftware adoptionefforts.”
SeniorSix Sigma ImplementationDeliveryChampion
“Pressure andexpectationsare veryhighforour company,we have to rolloutagreat casinoexperience
inthe firstquartersince we will be “lead”pioneersforthe onlinegamblingworld.Governingbodieswill
be watchingour moves verycloselybecauseotheronline gamblingcompanieswereshutdownbecause
theywere all illegitimate operations.We don’twanttogive anyregulatingbodiesorindividualsany
regretsaboutgivingourcompanythe opportunitytopioneerthe first legitimateonline casino.”
The commentsexpressedabove varyacrossthe board.Some commentsare veryoptimisticaboutour
rollouteffortswhile othersare more guardedaboutmeetingall the hype associatedwithourinitial
rolloutefforts.The commentsfromour NetworkHostingManagerholdsthe mostweightwithour
seniorexecutives.Hisindividual commentsaboutthe complexityof ournetworkserviceswere eye
openingbecause of the time andeffortthatwill be involved withthe initial launchof our online gaming
casino.Since he has configuredvastnetworksof multiple shapesandsizes,he knowswhatneedstobe
done to have a successful service rolloutprocess.Ourhostingcapabilitieswill be judgedharshlybymany
people andsome wantusto fall flaton our face.We will relyheavilyonprocess feedbackbecause itwill
tell uswhatis workingandwhatwe needtoimprove upon.Seniorleadershiphasmade ourinitial

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rollouteffortsourtopprioritybecause alotof people will be affectedbythe final resultinthe first
quarter.Our hostinginfrastructure mustbe able towithstandanyproblematanytime sowe can start
buildingourbrandname inthe new online gamblingmarketplace.
Project Charter (Table 2)
(ProjectInformation)
Project Name:Online Gambling,Implementation,HostingandDeliverySystem
SponsoringOrganization: HybridStart-Up CompanyandGoverningBodies
Charter Date: 4/1/2015
Project Start Date: 4/2/2015
Target CompletionDate: 8/7/2015
(TeamMembers)
1. ProjectSponsor:Dave SeniorSix SigmaImplementationDeliverChampion(555-555-5555)
2. ProjectBlack Belt:Jeff (888-888-8888)
3. ProjectGreenBelt:Will (333-333-3333)
(Additional TeamMembers)
1. NetworkHostingManager:Steve (674-111-2110)
2. Infrastructure DeliveryManager:Amy(512-614-2412)

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3. HostingAnalyst:Jim(814-614-1235)
4. Lead Service Update Technician:Ron(562-314-1239)
(Principal Stakeholders)
1. VP of SystemRolloutDevelopment:Kevin(111-214-6415)
2. Director of HostingInfrastructure:Jane (314-614-1121)
3. IT SystemConfigurationManager:Jerry(415-635-9547)
4. SeniorLeadership:SeniorLeadershipTeam(131-214-6822)
(ProjectGoals)
Eliminate anynetworkinfrastructuredeficiencythatcouldinterfere withimplementationanddelivery
effortsforour online casino.We correcterrorsas we buildournetworklevel bylevel anddoproper
betatestingalongvariouspointsof the network.Whenasatisfactorylevelof processfunctionalityis
achieved,we willdocumentourprocessvariablesatthatlevel and the properconfigurationof these
variables tofunctionefficientlyatthatlevel.We will use KPIimprovementstoreportstatistical
measurementstoappropriate projectleadersanduse thatdata as a benchmarkfor future infrastructure
hostinganddeliveryimplementationefforts. Update:The followingunforeseenhurdle wasadded toour
project.Serverwiringandpartswill be more expensive thanpreviousestimatesdue tohigherdemand
and shortages causedbyserverrecallsbyourservermanufacturer.We wantto incorporate process
adjustmentstoimprove speedtransferbitratesforseveral processesthatwill be discussedinthe
measure andanalyze phasesof the project.

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(ProcessProblem)
Serverreliabilityisanunforeseenvariablethatmustbe dealtwithsoimplementationdelayscanbe
minimized.Age verification,bandwidthcontrols,financial exchanges,networksecurityhosting
capacities,speedvariables,etc.will all be affectednegativelyif ourcore infrastructure isquestionable.
We will have tohave backupserveroptionsif we wanttoproceedonschedule asplanned.Financial
transactionscannotbe delayed because monetarytransfersbetweenPointA andPointBare inreal-
time andif people can’tgettheirfundsthenonlinegamblingwill decrease.Asaresult,ourcasinoprofits
will decrease whichnegativelyaffectsourbottomline.Serverupgradeswillalsobe avariable since
faultyinfrastructure causesmore transfererrorsformultiple systemprocessesthatwe use ona daily
basisfor businessoperations.If serverscan’tbe updatedandupgradedona dailybasis,thenoursystem
cannot handle excessusersinouronline casino.Thiswasaprojectbarrierthat couldbe seriousif recall
updatesare not implementedinatimelymanner.More delaysmeansfewergamblingopportunitiesfor
our customers.
(Scope of Project)
The followingeventshave beenidentifiedashighvalue-addedprojectscope requirements:
1. Develophostingprocessesandmeasure performance variableswithKPIbenchmarks.
2. Identifyinfrastructureirregularitiesbeforetheyhappentoreduce casinodowntime.
3. Increase processspeedtransferbitratestoavoidnetworklagandincrease processreliability
confidence.
4. Implementserverupdatesandupgradesinatimelymannertoincrease the numberof players inour
online casinoatone time.

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5. Practice legal compliance measurestoavoid financial penaltiesandrandomauditsbygoverning
bodies.
(ProcessImportance)
Hostinginfrastructure servesasthe foundationforprocessimplementationanddeliveryrolloutefforts.
Eliminatinganysoftware betahiccups,infrastructurefailures,andspeeddelayswillallow ouronline
casinoto functionathigherlevelsof efficiency.Hiccups,failures,anddelaysmean more ITsupport
updatesandupgradesto our systemcapabilitieswhichmeansmore resourceswillneedtobe allocated
to inefficientprocesserrors.Ourresearchdatashowsmultiple infrastructureupgradesthatwe have
identifiedas“versions”costouronline casino$400-$600 per customerinlostgambling“plays”. We do
have serverreliabilityrecall concernsandfixingreoccurringproblemsmultiple timeswill decrease
processconfidence operatinglevels.We willsee negativeprocessvariationswithcustomertoplayratios
whichdecreaseschancesforcustomerstoplayour online casinogames.Operatingprocessperformance
levelswill needtobe at optimal heightsforcustomerstoadoptonline gamblingoverotherdelivery
methodsof gamblingamenities. Since we onlyhave firsttime gamblerswhenwe rolloutouroperations
publicly,we wanttomake a goodfirstimpressionbecausewe wanttoturn everygamblerfromfirst
timerstorepeatgamblers.Multiple infrastructureupgradesorupdatescostsourcasino$5,000 a dayto
bringin 28 additional maintenance techniciansfor networkprocessrepairs.Testinganddeveloping
networksystemcontrolswould create acceptable operatinglevelsof efficiency,cuthostingfailuresby
65% andallowmore processestofunctionatone time overour volatile network.Additional research
findingsconfirmednetworkcongestionincreasesashostinginfrastructure failuresincrease.Thisisdue
to more attemptsto accessthe networkbythe same userwhoexperiencedthe initial failureaccess
point.Asa result, customerfrustrationlevelsincrease andconfidence decreases.Thiscreatesprocess
stallsor haltsinonline gamingattemptsperuserinone houror perclickson our betasoftware.This

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leadstonetworksystemdowntimewhichisathreatto people avoidingonline gamblingandgoingto
traditional casinos.We are alreadyusingmultiple creditstreamsandnetworkingcapital forrollout
effortsandadditional streamswouldcreate hardshipsforfuture technological upgradesforhigher
efficiencylevels.We will needtomonitorourlevelsof operationsorrollouteffortscouldfail miserably.
It wouldcostour company$1.5 milliononthe firstoperatingdayalone andgrow exponentiallyhigherin
the future.
(AuthorizedResources)
Project Sponsors-Dave (SeniorSixSigma ImplementationDeliveryChampion)
As projectsponsor,Dave isresponsible forthe following:
1. Overseeingthe entire rolloutprocessof ouronline casinoanditsoperatingprocesses.
2. CoordinatinghostingimplementationeffortsbetweenMasterBlackBelts,BlackBelts,GreenBelts,
and otherpersonnel withinprocessbudgetrolloutconstraints.
3. Beingour representative whoreportstoKevin(VPof SystemRolloutEfforts) concerningprocess
progress.
Key Stakeholders-Kevin(VPofSystemRolloutEfforts)
Kevin’sjobistoreporthostinginfrastructure deliveryimplementationrolloutprocessefforts and
quarterlybusinessexpectationstoseniorexecutivesandgoverningbodies.Dave’sbudgetprojectcash
flowsare approvedbyKevinandensuresrolloutprocessoperationsare atoptimal functional levels.He
isthe mainstakeholderthatmonitorsandmeasuresprojectchartergoalsandmakessure rolloutlevels
meetprocessexpectations.He clarifiescharterby-lawswithotherteammembersandensuresproper

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projectfundingisavailable.He worksclosely withDave tocontrol processvariableswhichstreamlines
projectprocesses.He addressesconcernsandissueswithseniorexecutivesregarding:
1. Infrastructure hostingcapabilities.
2. Rollouttime delaysandprogress
3. Unexpectedvariablesandgoverningbodyconcerns
Jane-(DirectorofHosting Infrastructure) and Jerry-(ITSystem ConfigurationManager)
Both people workcloselywithSteve(NetworkHostingManager) whohandlespropernetwork
configurationprotocolsandroadblocksthatcause networkprocessproblems.Jane mapshosting
processesanddevelops blueprintsforeachcasinogamblingoperation.She wakessure thatall the
processescanfunctionwithone anothersocasinooperationsare streamlined.Thisinvolvesfinancial
transfers,creditavailability,gamingfunctions,age verification,etc.andadequate resourcestomaintain
these processesproperlyforasatisfactoryuserexperience.She alsoactsas a middlemanforfinancial
institutionsconcerningprocessquestionsandproblemswithbankingpoliciesforonline casino
gamblers.JerryworkscloselywithJane andhandlesthe actual IToperatingenvironmentandtechnician
teams.If a problemoccurswiththe actual systemitself,he leadsateamof technicianstofix the
problemsandgetsthe networktooptimal levelsof functionality.He ordersnetworkraw materialsand
upkeeppartsneededtoavoidnetworkdowntimeforouronline gamblers.He worksinthe background
and identifiespotential hardware andsoftwareproblems before theyoccur.He overseessupporttickets
that come intoour IT service technicians.

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SeniorLeadershipTeam (Four People)
Thisteam represents the boardof directors,governingbodies,(internal andexternal) auditors,andIPO
launchstakeholders.Theymanage the entire rolloutprocessfrombeginningtoendandmake sure a
goodfirstimpressionismade.ROIcapital streamsare suppliedforfuture expansionneedsandcostof
capital isreviewedandverifiedbyvariousteamsandindividuals.Dividendsandstockoptionsare
available atourinitial IPOandpurchase priceswill need tobe consistentwithmarketpredictions
concerningourcompany’svalue.Randomauditsandtaxesmustbe paidbefore profitscanbe calculated
at the endof each quarter.Ouronline gamblingprocesseswill be inreal-timewhichinvolvesmultiple
transactionsat one time.Ourcasinowill be operational 24/7whichmeansour seniorleadership
executiveswill be available 24/7on call.Ourservice will neversleepfrombeginningtoendand will have
day andnightteamsto manage and monitoronline casinohostingbusinessprocesses.Fraudand
hackingrealitieswill be monitoredbyoursecurityteamtopreventonlinetheftandillegal process
transactions.If these threatsare notstopped,thencashflowswill be hurtandgamblingplayswill
decrease.
Team Members
1. Steve-NetworkHostingManager
2. Amy-Infrastructure DeliveryManager
3. Jim HostingAnalyst
4. Ron-LeadTechnician
5. Gaming,Financial andIT consultantswhoprovide experienceadvice forprojectprocessneeds

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Outside Needs
We will need tohave representationatgoverningagenciestoaddressanyproblemsthatcome upas our
rolloutprogresses.IRSaudits,federalgamingcommissions,andoutside watchgroupswill use any
chance to questionourlegitimacy,andwe mustbe preparedtoanswer anyconcernsthat theyhave.
Thiswill cutdownon potential fines,penaltiesandlawsuitsfiledagainstouronlinecasino.JimandRon
will handle the actual codingandexecutionof gamingprocesscapabilitiesthatinvolveupgradesand
updatestoour networksystem.Ronwill write code tohandle multiple gamblingprocessesinourcasino
and all the sub-variablesthatmake upthe majorityof these processes.Networkprocessintegrity,
personal data,andsystemsecuritycheckpointswill runand be monitored dailybyJim.If anyhiccups
arise,thenupdatedsystemcodingwill be writtenonthe spot.Ronwill leadsmall specificteamsunder
Jerry’sguidance andexecute ITticketrepairs asneeded.He willgowhere the problemsexistandfix
themaccordingly.He will relayhisprogresstoJimif anysoftware processisfailingandneedsupdated
codingfor ourprocessestofunctioncorrectly.Theywill combinetheireffortsif softwareand hardware
issuesare notproperlyconfigured atanyuseraccess point,channel deliverypoint,orbugsthatneedto
be testedtofix systemhostingproblems.Hostingcommunicationbetweenprocessoperationpointsis
crucial for gamingfunctionstooperate dayand nightefficiently.Bothwillcatchproblemsunderreal-
time constraintsbefore theyoccurtoreduce networkupgradesandupdates.Maintenance will be a
dailytaskthat IT technicianswill needtobe oncall for to fix problemsof anysize atany time.Training
needswill be updatedperiodicallyforprocessestoevolve asourhostingcapabilitiesgrow.We will
encounterunknownproblemsasourrolloutprogresses,butthisisexpectedwhenyourcompanyis
chosento pioneeronline gambling.Ourconsultantswillprovideanyadditional resourcesandexpertise
we needtomeetconsumerdemands.
(SponsorApproval):Dave Date: 8/7/2015

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Project Schedule (Figure 1)
The projectschedule will be updateddailyinearlyrolloutefforts.Ourprojectschedule will have tobe
very flexible because we have somanyagentsthatwe must accountfor. The days we have allocatedwill
provide eachtaska startingpoint for reference,butwilllikelychange since we have little datafor
researchcompanies. Note:Governingbodieswill make demandsthatwill heavilyinfluence ourprogress
rolloutpostprocessexpectations.

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Task Name Duration
DEFINE 40 days
Start process survey 8 days
Implement results 6 days
Discuss findings w ith Senior Executive Leadership and Governing Bodies 2.75 days
Investigate Hosting capabilities w ith Rollout Team 9 days
Inform Senior Managers and Executives about initial process data 1.25 days
Identify important process players: (Governing Bodies, FinancialInstitutions, Process Stakeholders, Online
Gamblers, Rollout Team 1.89 days
Confirm infrastructureresources 2.64 days
Project task assignment and selection 3.25 days
Draft project schedule and timeframes 5 days
Draft monetary project budget operating necessities 1.57 days
Go over project specifics with champion sponsors 1.23 days
Discuss initial rollout project charter plans and goals 1.58 days
Approve detailed rollout project plan process (hosting, delivery, speed, and infrastructure) 5 days
Map out operational implementation process variables and sub-variables 2.02 days
Detailed project mapping implementation .95 days
Eliminate implementation process roadblocks 1.38 days
Develop project rollout success metrics (CTQs) 1.12 days
Summarize existing rollout data levels 3.02 days
Final review by processrollout sponsors 1.19 days
MEASURE 32 days
Validate (CTQs) w ith process operationalexpectations 5 days
Analyze existing hosting, infrastructure, speed, and delivery data 9 days
Implement process measurements & sample sizes for processvariation adjustments 6 days
General analysis of implementation chart rollout review s 8 days
Re-formulate data samples and process accesspoints for reporting purposes .85 days
ANALYZE 5.68 days
Rollout chart analysis process overview 2.23 days
Define and develop online casino management standards 0.78 days
Outcome comparison for rollout sources 2.93 days
Meet w ith governing bodies and rollout process vendors 0.61 days
Review findings with Senior Executives 0.76 days
IMPROVE 18.73 days
Project Team rollout improvement discussions 1.71 days
Define process implementation improvement rollout options .69 days
Summarize improvement options w ith Senior Executives 2.32 days
Capital Budget expenditure approvals 2.36 days
Begin rollout online casino processes 3.94 days
Begin operational process controls and reporting with governing bodies 5.23 days
CONTROL 23.21 days
Evaluate rollout process controlvariables and sub-variables 2.46 days
Track controlprocess variables 3.36 days
Review operationaldata for rollout learning curve standards 6 days
Provide rollout process completion status updates to process agents 12 days

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Online gambling
software is
downloaded byan
onlinegambler
Software is
downloaded?
No
NoGambling
Yes
Online gambler
createsa customer
account
Information is
uploadedto
ourservers
Technicians
create more
codeforour
servers to
accomodate
Code is loaded
onto our
servers for
testing
Code has no
errors?
No
Online service ticket
is created for IT
Dept.
ITDept.
receives ticket
ITticket is
assigned toa
maintenance
team
Team
discusses
strategies to
fix problem
Teamis
dispatchedto
fixserver
problems
Maintenance team
fixesproblemand
updatesserver?
Yes
Maintenance team
completesserver
testingandwritesa
repairsummary
report
No
Multiple teams are
assigned until
problemisfixed
Yes
Online gambling
account is active
Account is
secured by
network
safeguardsto
functionsafely
Customer
account is
active and can
beused
Gambling
gameischosen
toplay
Playpergame
rate is
recorded for
account
Speedrateper
gambling
transactionis
recorded
Yes
Preferred
gambler?
No
Betting limits are
assigned on account
Network
congestion
timeis
recorded per
gameplay
Speed rateper
gamblingtransaction
and network
congestion time is
averaged
Usersatisfaction
surveyand
promotions are
sent toonline
gamblingsoftware
account
Positive
gambling
experience?
Yes
Employeerewards
are earnedfor
workers
No
Additional trainingis
neededtomeet
customer
satisfactionlevels
Server
processing
poweris
adequate?
Yes
Serveriscertifiedby
hostinganalyst
No
More servers are
ordered fornetwork
systemupgrades
Hacking
attempts are
recorded for
dailyhosting
reports
Hacking datais
gathered and
studied
Hacking datais
turned over
governing
bodies
(Phase 1)
Rollout is
complete

22
(Figure 2) Online HostingDeliveryProcess RolloutPhase 1
Our IT departmentandtechnical maintenance teamsdocumentedmanyonlineservice tickets that
involve many variablesandsub-variableswith-inournetworkhostingdeliverysystem(casinooperating
processes).Eachservice maintenance ticketexhibitedspecificpatternsthatwasunique foreachticket
that wasrecordedand documentedinvolvingourprocessinfrastructure.Itwasdiscoveredthatserver
usage had a directimpacton serverpowerbeingsupplied.Variousnetworkinfrastructure processeshad
a unique correlationwithserverpowerlevelsbeingused.Itwasunique foreachvariable process
involvedinourhostingprocess.Some of these variablesinclude infrastructure,hosting,delivery,
software,security,accesspoints,etc.All of ourprocessvariablesinteractedtogetheratsome pointin
our hostingdeliveryprocess.We startedtolookateach variable more closelyandhow itaffectedother
hostingdeliveryprocessvariables.We hadto betterunderstandprocessvariable relationshipsbefore
we couldhave a successful rollout andwe hadto ask the followingquestionsaboutnetworksystem
upgradesandupdate costs.
1. Is serverpoweradequate forhostingprocessesassignedtoit?
2. How doesspeedaffecteachonline game beingdeliveredtoourcustomersanddoesaccesspoints
have a director indirectcorrelationwithnetworkspeeddeliveries?
3. Can our software handle all hostingdeliverycapabilitiesefficiently?
4. How many systemupdatesare necessaryforeachserverthatwe have inoperation?
5. Was networksecurityadequateforprocessoperationstorun24//7?
6. How wouldnetworkcongestionaffectourservers,hosting,speed,software,andothercore
operational businessprocesses?

23
Key MeasuresofSuccess
As we made our processflowchartsfor ouronline hostingdeliveryandprocesscontrolsrollout(Phase
1) processes,we discoveredseveral variable andsub-variable processrelationships.We assumedin the
beginningthatserverpowerwasadequate forvariousprocessdeliveriesall atone time.We also
assumedthatour software capabilitieshadnouserlimitsandplayspergame roadblocksbutwe found
functional irregularitieswiththese processassumptions.We alsofoundthatprocessmeasurements
providedunforeseenimplementationdatathatcorruptedour KPIprojectdata. We foundthat some of
these implementationissueswere variables we couldn’tcontrol andmeasure adequatelybecauseof a
lack of processcontrols.The firstproblemwe founddealtwiththe numberof useraccountsbecause we
assumedeachgamblerwouldcreate one accountpercustomer.However,we foundthatmultiple
gamblerscreated multiple accountsforvariousgamblingendeavors.One suchtrendinvolvedcreating
multiple accountsfortable gamesvs.sportsbettingprocesses.Anotherproblemwe foundinvolved
usingpersonal datato drawconclusionsaboutpreferredvs.casual gamblersspendinghabits,gambling
playspergame,rankinggamesby popularity,etc.One assumptionwasthatpreferredgamblerswould
provide more personal datainusersatisfactionsurveysbecause of knowledge experience andfinancial
earnings.However,we found casual gamblersprovidedpersonal databecause theyvaluedonlineclub
perksmore because the pool of casual gamblersgambled (more dayswithlesshoursasa whole vs.
more hours with lessdays) forpreferredgamblers becauseof financialdifferences.Thisallowedcasual
gamblerstoearn more perksbecause perkswere tiedtospecificdaysand not numberof hoursplayed.
We decidedtotake ourresearchone stepfurtherby combiningourusermeasurementKPIdatawith
our hostingdeliveryprocessKPIdata tobetterunderstandoperational correlations.Ourinitial findings
shockedeveryonebecause therewere manymore variablesandsub-variablesthatwe hadnot
accountedforwhichcouldskewour processvariationsandsamplingtechniques.We foundthese
variableshad animpact onmaintenance technicianhours,playspergame,networkfailure rates,coding

24
hours,networksystemhackingattempts,bandwidthcongestionlevels,hostingdeliveryspeedratesetc.
The rolloutprocessvariablesandsub-variableswe discoveredincludedthe following:
Hosting Infrastructure and Financial Variables
1. # of gamblersatone time
2. Bit-rate speed
3. # of servers
4. Servertype
5. ServerPower
6. ServerUpgrades
7. ServerUpdates
8. Online game type
a. Poker
b. Slots
c. Blackjack
d. Craps
e.Roulette
f.TexasHold’em
g. Keno
h. Bingo
9. Sports Betting
a. NBA
b. NFL
c. NCAA
d. Boxing
e.MLS
f.NHL
g. Horse Betting
h. Dog Race Betting
i.PGA
j. FantasyLeagues
10. Online vs.Offline
gambling
11. Counselingservicesfor
addicts
12. Creditservices
13. Preferredvs.non-
preferredgamblers
14. Gamblingperksand
promotions
15. Customerservice
16. Networksecurity
measures
17. Customeraccesspoints
a. tablet
b. smartphone
c. PC
d. Laptop
18. ISPcontracts
19. Playspergame
20. # of maintenance teams
and technicians
21. Age verification

25
22. Payvs. Free play
23. Companyalliancesand
partnerships
24. IPOinvesting
25. Investingopportunities
26. Serverdowntime
27. Serverwarranty
Software Variables
1. WIFI vs.Non-WIFI
2. Coding
3. Software gambling
deliveryspeed
4. Numberof software
gamblingaccounts
5. Software bandwidthper
user
6. Operatingsystem
compatibilityupdates
7. Apple
8. Android
9. Windows
10. Linux
11. Software betatesting
GoverningbodyVariables
1. IRS
2. Federal National orLocal Government
3. Law firm
4. Random audits
5. Legal compliance
6. Gamblingwatchdoggroups
7. Lobbyists
8. International Laws
9. Tax write offs
10. Banningminors

26
Financialmonetaryexchangeis
requestedbycustomerthrough
software
Onlinecasino
receives request
Onlinecasino
determines
monetary exchange
source
Does monetary
exchangeinvolve
bank?
No
Monetaryexchange
doesnottakeplace
Yes
Bankerconfirms
gamblerhasan
accountwithbank
Bankverifies
sufficient
funds
Bankcompletes
transaction?
No
Fundsaredenied
andcasinoasks
gamblerforanother
monetary soucre
Yes
Fundsarerecorded
byourfinancial
teamforrecord
keeping purposes
Fundsare
verifiedby
casinoas legal
andlegitimate
Casinoassigns
transaction
numberfor
with-drawel
amount
Fundsare
transferredto
useraccount
Useraccountis
creditedwith
funds
Does monetary
exchangeinvolve
casinoperks?
No
Monetaryexchange
doesnottakeplace
Does monetary
exchangeinvolve
creditservices?
No
Monetaryexchange
doesnotplace
YesCreditservices are
identifiedby
gambler,primary
andsecondary
services are
identified
Primarycredit
serviceis
identified
Creditservice
starts approval
process with
gambler
Timelinefor
credit
approvedis
givento
gambler
Creditservice
approvesfunds
forgambler
Fundsare
approved?
No
Monetaryexchange
doesnottakeplace
Yes
Creditserviceissues
funds touser
account
Fundsare
recordedby
ourfinancial
teamfor
record
keeping
purposes
Fundsare
verifiedby
casinoas legal
andlegitimate
Casinoassigns
transaction
numberfor
withdrawal
amount
Financial
transactions are
reportedto
governing body
Governing
bodyis
identified
Casinosends
appropriate
reportsto
governing
body
Governing
bodycontacts
casino
Governing
bodyrequests
information
fromcasino
Casinoresearches
andgathers
informationfor
governing body
Casinosends
reportto
governing
body
Yes
Casinoasks gambler
towithdrawperk
rewardamount
fromaccountfor
transfer
Gambler
chooses
amountto
withdraw
Casinocredits
gamblerwith
perkreward
amount
Governing
bodyreceives
reportfrom
casino
Governing
bodyexamines
reportfrom
casino
Governingbody
is satisfied?
No
Governingbody
conducts random
audi
Yes
Governingbody
doesnotconduct
randomaudit
RolloutPhase
2is complete
Figure 3: Financial Monetary Exchange and ProcessControl Rollout Phase 2

27
ProcessSummary Notes
While we were mappingoutouronline gamblingrolloutprocessphases,we discoveredmultiple unique
points.The firstpointwasthat networksystembandwidthandspeedperdeliverytransactionhad a
proportional relationshipcurve.Asmore gamblerssignedupforouronline casino,online games
increasedexponentiallyandmore speedwasneededtomake the gamesoperate efficiently.This
variable wasuncontrollable because userswoulddelete theiraccountsfora while andthenreopen
themat a laterdate.We decidedtoadjustour serveroperationboundariesbyimplantingoverclocking
time periodsof operatingvariation.We concludedathighpeaksof networkoperation(speedper
deliverytransaction) thatwe wouldimplementserveroverclockingspeedpercentageincreasesby25-
50% perserverdependingonthe time andnumber of new gamblersonour networkatone time.We
designedasetnumberof serversif we neededtoimplementthisprocessoption.We will purchase more
advancedserversforouroperational needsinthe future.The secondpointwasmore speedwasneeded
for gamesthat requiredmore gamblersatone time like poker,craps,androulette respectivelyandthis
requiredmore overclockingattemptsperserver.
1. Server(Hardware) andCoding(Software)calibrationeffortsdependonserverassignmentand
representsadependentvariablesoexaminingprocesscalibrationsuccessesanderrorsindependently
offers“novalue”addedincentive.
2. Hostingimplementationanddeliveryprocesshoursdependuponthe operatingenvironmentbeing
usedor gamblingtype beingplayedinouronline casino.Gambling“type”variablesinclude numberof
players,real time vs.practice gambling,gamblingmonetarylimits,currencyexchanges,useraccess
points,internetspeed,bandwidthallowances,modembrand,routerbrand,wiredvs.wirelessinternet,
internethotspots,secure vs.non-securenetworksetc.These sub-variablescanincrease ordecrease
implementationanddeliveryprocessvariationtime(hours) pergame playanda samplingerroris

28
assumedwhenone ormore of these sub-variablesare usedinconjunction.We mustalsoassume that
certainsub-variablesmayormay notoperate undernetworksystemcontrolswhichcanaffectively
increase ordecrease oursamplingerror.
3. Hard dollarshave adirectcorrelationwithhostingimplementationhoursand(serverupgradesand
upkeepmaintenance schedules).If aserveror groupof serversgodown,thenwe musthave
maintenance techniciansoncall 24/7 to keepnetworksystemfunctional levelsoptimal otherwise game
perplay attemptsdecrease andgambling“type”sub-variablesbecome inefficient.
4. Soft dollarshave adirectcorrelationwithgamblerconfidence inouronlinecasinowhichoffers
indirectbenefitsnotseen like secure networkcontrolstoprotectpersonal data,agambling
environmentfree of cheating,andage verificationcontrolstokeepminorsfromgamblinginourcasino
and free 24/7 techsupportfor usergamblingproblemswithourgamingservices.
Tough rolloutimplementationanddeliveryprocessdecisionswillhave tobe made baseduponvariables
and sub-variablerelationships.Budgetconstraintswillbe preliminarybecause initial rolloutprocesses
will needmore operatingcapital asourbusinessprocessesexpandin size andscope.If we candevelopa
systemthatconfinestogoverningbodyregulations,thenitisassumedwe will have efficientnetwork
systemcontrolsinouronline casino.
Measuringand Analyze Phases
Usingcritical processdata measures fromabove,we concludedthathosting,infrastructure,monetary
transfers,security,software,hardware,bandwidth,andspeedvariableshadadirectimpacton
operational processrollouts.Allof these variablesfallunderdeliveryorimplementationcore operating
processcategoriesthatwe are developingstrategiclaunchstrategiesfor.We mappedeachvariable and
concludedthateach one had at leastone significantlinkwithone ormore of the othervariables.To
simplifyourKPImeasurementschematics,we pickedafew keyvariablestomonitorandanalyze that

29
interlinkedwithmultiplerolloutprocessesforstrategiccore improvementprocessinitiatives.We hadto
be careful to eliminatebiasrealitieswhichcouldinfectourdecisionsorprocessimplementation.We
decidedtobeginwithnetworkhostingimplementationanddeliveryprocesshoursforhardware and
software pergame playwhichrepresentsamajorityof ourstrategicprocessrolloutendeavors.This
involvesoursystemrolloutschematicsforourentire online casino.Since ouronlinecasinoimplements
and deliversfive differenttypesof gamblingbasedonhardware andsoftware capabilities,we chose to
measure hourlyhostinganddeliveryprocesstimepergame play.Tosimplifythisprocess, we must
define oursystemhardware andsoftware.We chose tofocusonour launchservers (hardware) andour
coding(software) whichworktogethertoallow ourcasinoto functionefficientlyandproperly.The five
gamblingprocessesthatwe offerinouronline casinoinclude:traditionallivetable games,electronic
games,live sports,fantasysports,andlottery/propositionbets.Thiswill be the foundationforother
casinoprocessvariationsbecause theyrepresentrootvariablesof operation.(Hardware)serverhosting
implementation and(software) deliverycodinghourswill be averagedtomake statistical inferences
easiertounderstandbyprojectteammembers.Ourcodingendeavorssupplyourserverswith
instructionstofunctionaccordinglybasedonourprocessneeds.Inotherwords,eachprocess
represents50%of processfunctionsandhave to be calibratedaccordinglyforoptimumprocess
efficiency.Otherwise systemdowntime will cause significantprofitlosses.(AppendixA) represents
hardware and software costvariablesforonlinegamblingmanagerialdecisionsandnetworksystem
downtime costsforrepairsandmaintenance.Beforewe examinehostingimplementationanddelivery
processhoursfor hardware/software game perplay,here are some relevantpoints concerningour
initial rolloutstrategicplans anddeliveryrolloutvariables:
1. Financial MonetarySources
2. GovernmentLicensingCertifications

30
3. Age verificationcontrols
4. Tax reportinginitiatives
5. Social networkingrelationships
6. Application orgamblingappdevelopmentbetatesting
7. Full site vs.Mobile site page layout
Networksystemfailure meansthatanygame perplayattemptfailed inthe implementationordelivery
process.Thiscouldhave occurredin hosting,speed,monetarytransfer,security,infrastructure,
bandwidth,hardware,software,etc.(Appendix A) involvesresearchdatathatwe have gatheredtoform
our conclusionswhichaidedinthe creationof ourParetoChartin (Figures4and 5). Surprisingly,we
discovereda process correlationbetweenimplementation/deliverytime (hours) andupgrade and
upkeepmaintenance time (hours) neededto keepour online casinoprocessesoperating at maximum
capacity.
700
600
500
200
400
0
100
200
300
400
500
600
700
800
Traditional Live
Table Games
Electronic Games Live Sports Fantasy Sports Lottery/Proposition
ImplementationandDeliveryProcess(Hours)
GamblingType
Hardwareand SoftwareHosting Implementation and Delivery Process
Hours Per GamePlay by Gambling Type

31
Figure 4: (Hardware and Software Hosting implementationandDeliveryProcess Hours PerGame Play
By GamblingType
In (Figure 4) we see that traditional livetable gamesandelectronicgamestake the longestto
implement(host) anddelivertothe gamblerinour online casino.Thisrealitycorrespondswiththe
hardware and software demandsthateachgamblingtype requiresforproperexecution.Thisrequiresa
higherdirectharddollarcost and assumesahighervariationconcerningourmixedoperatingprocess
costs.Both typeshostmore playsper game byour usersthan the otherthree combinedandcreate a
“live”environmentwhere amajorityof ouronline casinoactivityoccurs.Thus,hostingbandwidthcosts
sharedby ourthird partyISP companyand oursystemnetworkwill have tobe adjustedaccordingto
game per playoutputquarterly growthKPI’s.Ourbusinessoperatingprocessesfunctionwithinfinancial
economiesof scale anditisour goal to getto managerial economiesof scale.Aswe make thistransition
leap,governingbodyprocessvariableswill increase asgamesperplayoutputincrease.We mustmake
sure that game per playprocessvariablesare legitimate andlegal orquestionable decisionmakingcan
affectour initial rolloutefforts.Live sports,Fantasysports,andLottery/Propositionrepresentmore
individualgamblingprocessesandrequire lesshostinganddeliveryprocesshourspergame playthan
the othertwo. The time constraintsare lowerbecause more peoplehave more time toplace wages.
Thus,marginal costs increase because time isnotadependentfactorvariable inourstrategicprocess
operations.These bettypesrequire muchmore effortbythe individual gamblerthanthe online casino
on average.Live andfantasysportsgamblingall requiresafixedoutcome becausegamesperplayodds
are basedona setamountof processplayers.Propositionandlotterybetsfollow sportsbettingbecause
gamesperplay are basedon an environmentcreatedbythe processplayers.Forexample,agambler
couldbeton a SuperBowl Outcome and the coinflipoutcome atthe same time.Thus, gamesperplay
increasesbecause of convenience factorsandserverbandwidthdecreaseswhichincreasesprocess
efficiency.Controllingandreducingimplementationanddeliveryhoursfortraditional live tablegames

32
and electronicgamesisarolloutprocess goal. The nextquestionswasveryobviousbecauseevery
functional systemneedsgreatnetworkanalyststomaintainit.Were maintenance hoursafunctionof
playspergame attempts?Ournetworkmaintenance analystshandle both upgrade andupkeepprocess
ticketsthatare auto generatedbyournetworkoperatingreports.Everyprocesssupportticketisfilled
out withacute detail sowe will have recordsformeasuringprocesssuccesses since none existcurrently
with-inourcompany.We realize thisprocessis inthe developmentstage because noindustrial bench-
mark workexistsforcomparison.Tryingtomicromanage everytechnicalmaintenance variable offersno
real value because upgrade andupkeepsupportticketsub-variablesvaryandeachproblemisa unique
sample of eachtickettype whichcan be foundin(AppendixB).
(Figure 5) Network UpkeepandUpgrade Maintenance Hours Per Game Play by GamblingType
We decidedtoanalyze systemsupportprocessoperations,specificallyupkeepandupgrade
maintenance hourspergame playbygamblingtype.In(Figure 5) we examinedthese relationships.This
was importanttoour rolloutprocessbecause everysystemrequiresupkeeptomaintainproductive
1150
1050
500
750
850
0
200
400
600
800
1000
1200
1400
Traditional Live
Table Games
Electronic Games Live Sports Fantasy Sports Lottery/Proposition
UpkeepandUpgradeMaintenanceHours
GamblingType
Network Upkeep and UpgradeMaintenance Hours Per GamePlay by
Gamblng Type

33
efficiencylevels.Notsurprisingisthe realityof more supporthours fortraditional livetable gamesand
electronicgames.The questionwe wantedtoknow concerned“vale added”upgrade andupkeep
supporthoursand didmaintenance hoursjustifyproperreturns.We decidedwe neededtodefine our
usercustomers(gamblers) to betterunderstandthisscenario.We researchedandfoundthatthere are
three typesof gamblerswhichinclude the professional gambler,the social gambler,andthe problem
gambler.Theyare as follows:
Professional Gambler-Rarestformof gamblerbecause theiridentityisbasedonskillsratherthanluckto
winmoneyand they have control overtheirowntime,money,andenergyspent ongambling.
Social Gambler-Thisgamblertype considersgamblingtobe a validformof recreational activityand
maintainsfull control overhisorher time,moneyandenergytogamble.
ProblemGambler-Thisgamblertype isknownas “gamblingaddict”thathas continuedinvolvementin
gamblingactivitiesdespite negative consequencesandtheygamble like theyhave nothingtolose.
We have identifiedfromourresearchthatthe social gamblerwill be more likelytoplayourtraditional
live table gamesandelectronicgamesrespectively andgamblervolume isanimportantprocessrollout
variable we mustcaterto. It isassumedthatwe needtoattract a highernumberof social gamblers
whichincreasesourprocessvariance goal vs.attractingprofessional andproblemgamblers.Asaresult,
we needtomake sure that ouronline casinotraditional live tablegamesandelectronicgamesfunction
at higherlevelsof processoperationwithouthiccupsandmultiple upgrade andupkeephourswillneed
to keepgame perplaysgoing24/7 peruser.We estimate thatthisstrategywill produce anoptional
level of returnsgiventhatmultiple playerscanbe playingeithergamblingtype atone time which
increasesgame perplaysandwill turnfirsttime gamblersintoregularcasinosocial gamblerswhenwe
do our initial rollout.We alsosee thatlive sportsrequireslessupkeepandupgrade hoursbutmore
implementationanddeliveryhoursasawhole.We wantedtoknow whythiscorrelationexistedgiven

34
that itwas an unforeseenprocessoutcome.We initiallythoughtitrepresented100% of the variable
game per playsbutwe discovereditonlyrepresented50% of thisprocessvariable.The other50%was
sportingeventsperday.We discoveredthateachsportingeventrepresenteda“unique event” which
wouldneverfollowthe same outcome atthe same time.Therefore,processmaintenance andupgrades
couldn’tbe labeledasabsolute because networkbandwidthusage dependsonthe amountof games
beingbetonper daywhichcreatesinconsistentprocessprogressreports forlive sportsbettinginour
casino.We decidedtoexpandon(Figures4and 5) and lookat the numberof networksystemfailuresin
a 24 hour/3monthperiodor a quarterlybusinessperiodbefore upgrade andupkeepmaintenancewas
necessaryforprocessimprovements.Duringthisprocess,we assumedpropercontrolswere inplace for
the implementationanddeliveryof traditional live table gamesandelectronicgamesgiventhatany
variable couldpresentitself because of real-timeplayspergame andsub-variableswouldhave alesser
impacton the otherthree processes.Asa result,we decidedto weightimplementationat50% and
deliveryat50% forprocessmeasurementnetworkfailure simplicities.We didthisbecause
implementationanddeliveryhourswere alreadyaveraged in(Figure 4) andwe couldlookat eithercore
processfor each networksystemfailuresub-variable.We are assuminggame perplaysare greaterfor
traditional live tablegamesandelectronicgamesvs.the otherthree gamblingtypesbecause bothtypes
are inlive environments.We are defininganetworksystemfailure asaneventthatprevents anonline
gamblingtype frombeingusedbyauser (gambler) toexecuteasuccessful playpergame atany time
duringimplementationordeliveryof saidgamblingtype.We calculatedaverage networksystemfailures
at (7.12) days and putit up against an uppercontrol limitbecause negative game perplaysmeansno
one gambledinouronline casinoonthat day.We foundthatimplementationanddeliveryprocessesfor
traditional live tablegamesandelectronicgamesare controlledandsemi-controlledforlivesports,
fantasysports,and lotterypropositionstypes.A controlledenvironmentmeansthereare certain
governingbodycontrolsalreadyinplace andestablishedbecause gamesfunctionbyasetof standard

35
processguidelines.Semi-controlledmeansthateverygamblingsituationisunique andhasprocess
variationwithvariablesandsub-variablesduringimplementation,deliveryandupkeep/upgrades.We
alsohad to ask ourselvesif ourthirdpartyISPCompanycouldhandle ournetworktrafficandwouldour
operational processcostsincrease asourusersincreasedinouronline casino.We conferredwithour
ISPCompanyand learnedthatourprocesscosts were dependentupon operatingdeliveryspeeds,plays
pergame,and networkhacksor intrusionsina24 hourperiod.We had to take a lookat all three
variablesconcerningtheirservice offeringtoour start-upcompanyand our abilitytorelyuponthemfor
24/7 casinooperations.We askedourISPCompanyto go intofurtherdetail andtheyofferedthe
followingobservations:
1. Networkcongestionisafunctionof game perplaysper account.
2. Deliveryspeedsfluctuateatdifferenttimesof the daysonetworkfailurescanoccurat any time.
We decidedtoresearchthisfurtheranddiscoveredthatnighttime isasub-variablethataffectsboth
networkcongestion,deliveryspeeds,andnetworksystemfailures.Thus,we neededtomonitor
nighttime processactivityverycloselybecauseof operationalprocessconstraintsthatwe discovered
whenwe conferredwithourISPCompany.Thisfindingtoldusthatwe needtobetterunderstand
operational processimplementationdeliveryandupgrade/upkeepgamblingcasinoprocessesbecause
of unknownorunstable variableroadblockconstraints.Next,we calculatedseveral statistical process
numbersthatprovidedbusinessdirectionforourprojectandprocesses.The average networksystem
assignmentcostperhourwas $36.25, the average processassignmentcostwas$46.45 perhour,the
average monthlyupgrade assignmentcost$1,300/month,the average monthlyupkeepassignmentcost
was $1,700/month, the average assignmentcostpergame playwas$9.25 per hour, the average
assignmentcostperviolationfromarandomauditwas $3.25 per game play,and the average hardware
and software costpergame playwas$2.12 (these figureswere derivedfromtablesinAppendixA).

36
Figure 6: NetworkSystem ImplementationandDeliveryFailuresby GamblingType
In (Figure 6) we see ourdistributionof networksystemprocessfailuresbygambling type overathree
monthquarterperiod andwe noticeda few unique correlations.Allfivegamblingtype processesstarted
at variouspointsinweek1 butendedabove ouruppercontrol limit fromweeks2-3.Thispatternwasa
resultof our company implementingourinitial start-upprocesswithall fivegamblingtypeswhenwe
firstlandedouronline casino.Atweek3,all ourgambling“type”processeswere notunder control and
representedourgreatestlearningcurve orperiodwhenourcasinofirststarted. Anotherobservationis
that traditional livetable gamesandelectronicgamescontinuedtobe incontrol and outof control over
our initial three monthperiodandwe needtoimprove ourimplementationanddeliveryprocessesfor
“live”gamesinour online casino.We canstart these improvementsinourupgrade andupkeep
0
2
4
6
8
10
12
14
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
NumberofFailures
Gambling Type
Number of Network System Failures by Week and Gambling
Type
Traditional Live Table Games Electronic Games Live Sports
Fantasy Sports Lottery/Proposition Average
Upper Control Limit

37
processesconcerningthesegamblingtypes.Sincebothtypesrepresent core operational processes,
implementingqualitycontrolsoverbothtypesiscritical forourcasino.A thirdobservationinvolveslive
sports,fantasysports,andproposition/lotterygamblingtypesonaverage produce lessthanthe average
failure rate of 7.12 whichmeanswe have made substantial processimprovementssinceweek3for all
three types.Live sportshasseenthe largestimprovementgiventhateachunique eventhasprocess
controlsthat are easierto implementvs.the otherfourprocesses.Ourresearchdataisan extensionof
(Figures4and 5) and we see that more processvariablesare presentedinlive bettingprocessesthan
the latter.We realize thatlive environmentprocessesalsocarrymore upkeepandupgrade maintenance
hourswhichwill give ourtechniciansqualitytime tobringtraditionallivetable games,andelectronic
gamesto optimal performance levels whileloweringnetworksystemfailures.We will be investingalot
of sunkcostsinto“live”processimplementationrespectively.The onlywaytomeasure ourROI sunk
cost investmentistosee networksystemfailuresdecrease game perplayswithbothprocesses.Oursoft
dollarstrategyresearchcostswill be hardto recoverif we cannot justifyourspendingforprocess
improvementeffortstoourstakeholders.Ouronlinecasinoprocesseshave highopportunitycosts
because ourlivelihooddepends onthe successesof “live”gamblingandwe donot want our average
variable coststocreate a scenariowhere eachgame perplaysdiminishourprofitmargins.OurISP
Companyhasassuredus that passinganyoperatingcoststo our casinowill be minimal butdoesthe
data backuptheirclaims?If those costsare passedontous at highervariationsthanwe allotted,our
implementationanddeliveryprocessbudgetscouldaffectourprocessimprovementeffortstogetto
higherlevels of sigmaquality.We realize ourdirectcostscouldaffectourinfrastructure maintenance as
well ashardware and software betatestingprocessgains.Ourindirectcostswill have amajorimpacton
our codingeffortstomake our processdeliveryoptionsmore flexibleandreliable forincreasednetwork
traffic(game perplays).We estimate thatourdeliveryprocesswill become “marginal”because more
gamblersmeans more game perplaysgiven we canimplementmore efficientprocesscontrols.The

38
betterwe understandeachprocessthe higherourcontrol successrate will be foreach gamblingtype.
Our progressionvariablesandsub-variablescouldpose amajorthreatto our processgains,sowe
decidedtoinvite ourISPCompany foropendialogue communicationconcerningcostcontrol and
allocationcostclarities.We needtobetterunderstandourdirect,indirect,andprogressive costs
associatedwithourbusinessrelationship.We neededmore thanassurancesfromourISPcompany
partnerconcerningprocessoperations.We decidedtoconductweeklyfeedbacksessions,open
communicationonline forums,anddailyKPIvariable andsub-variable measurementstatisticsforboth
companiessowe couldfix problemsbefore theyoccur.Next,we decidedtolookatourselvesand
concludedwe neededtoloweraverage networksystemfailuresfrom7(7.12 roundeddown) to 4 per
monthand then3 permonth.These strategicprocessimprovementswouldtrimthe fatbydecreasing
implementationanddeliveryfailuresby45% per weekandequate tosavingsof $35 perupkeephour
and $30 per upgrade hourfor repairand maintenance foreachgamblingprocesstype.Ourannual hard
dollarsavingscombinedforboth companieswouldbe over$2 million ayearinprocessdirect,indirect,
and progressive costallowancesalone.We realizeourimplementation,delivery,upkeepandupgrade
processesare progressive andprocessadjustmentswill be required aswe masterour implementation
and deliverycasinogamblingtypes. Asaresult,we decidedtoaskadditional questionsaboutourinitial
networksystem failures.We decidedtoaskthe followingquestions:
1. Did we needstricternetworksystemcontrolsforourlive gamblingenvironment?
2. Couldour networkinfrastructure handleanexponential increase inuseraccountsovera shortperiod
of time?
3. Do we needtoadd anotherISPcontract to control unforeseenvariablesandsub-variablesthatcould
increase networksystemfailures?
4. How much processvariationisacceptable whenmeasuringKPI’spergame play?

39
These questionswerehardtoanswerinitially sowe decidedtoquantifyournetworksystemdatato
developcertainassumptionsaboutour casinooperational processes.
1. We implementedouronline casino“live”environmentcontrolsbyintroducingadditionalKPI
measurementswhichwouldprovide more precise processmeasurementstatistical calculations.
2. Our infrastructure purchase planswere solidforthe shorttermbutlackeddirectionforthe longterm.
3. We are equippedtohandle anyvariable orsub-variablethatcouldpotentiallyincrease network
systemfailure forourfirstfive yearsof operation.
4. Game per playsvariationrepresentedaprogressivevariableandmore datawas neededtodevelop
accurate processconclusionsconcerningimprovementaccuracy.
Under these assumptions,we made processcomparisonsbetweendirect,indirect,andprogressivecosts
withoperational implementation,delivery,andupgrade/upkeepsystemhoursoverourentire network
system.We alsodecidedtoassignappropriate processmeasurementweightsdependingoncore values
and chose the followingstatistical informationtorepresentourfindings.We assumedadeliveryprocess
systemrebootperiodof 70 days peruseraccount basedon our constraintsfromgoverningbodies,
networksystemmaintenance technicians,anduser agreementobligations.
1. Numberof Failures(45)
2. Total Population(750)
3. Average time until afailure (18.50 days)
4. Failure accountrebootperiod(70 days)
Networksystemfailuresanddowntime weresampledfora (25) weekperiod.Networksystem upgrades
and upkeepmaintenance completedevery(40) days.

40
To betterunderstandnetworksystemimplementationanddeliveryfailures,we decidedtoexamine
data exchange pointsbetweenoursystemhardware,software,andproxyinfrastructures.
Column1 Column2 Column3
Location Data Exchange Point Total
Hardware PointA Server(Casino) 15
Hardware PointB Server(GamblingType) 13
Hardware PointC Server(SpecificGame) 7
Hardware Total Failures 35
Software PointA Software Coding(Casino) 14
Software PointB Software Coding(GamblingType) 10
Software PointC Software Coding(SpecificGame) 7
Software Total Failures 31
InternetNetworkProxyServers Infrastructure NetworkIntermediaries 25
Total Communication Failures 91
Notdocumented User AccessPoints 45
SummaryTotal 136

41
(Table 3) Numberof NetworkSystem FailuresBetweenHardware, Software,and Proxy Data Exchange
Points
We will refertoournetworksystemhardware as“A” andnetworksystem software as“B”. Ourgoal was
to identifythe placesandthe problemsinournetworkinfrastructure where the failureswere occurring.
Average variable andmarginal networksystemcostswoulddirectlyimpactourcompanyif we couldnot
control data exchange pointsacrossinfrastructure parameters.
(Table 3) showsmostimplementationdeliveryfailures occurredonourhardware serversandaccess
pointsA with-inourhardware andsoftware dataexchange pointsrespectively.We alsoneededtopay
special attentiontoundocumentedfailuresthatwe couldn’tcontrol whichinvolveduseraccesspoints.
User accesspointsinvolve individualuserhardware,software,andproxyserversneededtoaccessour
online casino.
Column1 Column2 Column3
Total Implementation/DeliveryAttemptsBetweenHardware,Software andProxyData
Exchange Points
Location Total
% of
Total
Hardware (Server) 375 50
Software (Coding) 295 39.3
InternetNetworkProxyServers 80 10.6
Total Implementation/Delivery Attempts 750 100

42
(Table 4) Total Implementation/DeliveryAttemptsBetweenHardware,Software and Proxy Data
Exchange Points
(Table 4) alsosupportsthistrendbecause half of ourimplementationdeliveryfailuresoccurredonour
hardware (servers) with software (coding) aclose second.Combined,bothrepresent90% of our
networksystemfailures.We alsoassumednetworkupgradesandupkeepmaintenancewascompleted
every40 days. Basedonour newresearchdata, we adjustednew ratiovariancesandstarted withthe
average time until afailure occurswhichwentfrom18.50 to 50 dayswitha standarddeviationof 5.85
days.Our sample meanis40 daysgivenournetworkupgrade andupkeepmaintenance schedule period.
(Figure 7) ImplementationandDeliveryProduction Scatter-graph
0
10
20
30
40
50
60
70
80
0 100 200 300 400 500 600 700 800
GamingImplementation/DeliveryProcess
Days
Gaming Implementation/Delivery Production
Gaming Implementation/Delivery Production
Failures UCL Average Time Until Delivery Failure Network System Maintennce LCL

43
(Figure 8) ImplementationandDeliveryProduction AgainstIndustrial NetworkSystem Operating
Standards Scatter-graph
Basedon our adjustedresearchcasinoprocessdata,we concludedthatoursysteminfrastructure is
meetingminimal implementationanddeliveryprocessexpectationswhichproducesminimalreturnsfor
our investors.If we continue onthisprocesspath,thenwe are operating atinefficientsigmalevels.Our
infrastructure needsanewoperatingblueprintsowe can achieve greateroperatinglevelsof efficiency.
Our implementationdeliveryprocessoutlookneedsadjustmentsbysystempersonnelandmanagement
to increase ourabilitytoprovide higherlevelsof usersatisfactionwithourcasinogamblers.We needed
to identifyhowourimplementationdeliveryprocesscouldincrease processstatistical gainsforour
0
20
40
60
80
100
120
140
0 100 200 300 400 500 600 700 800
GamingImplementation/DeliveryProcessDays
Gaming Delivery/Implementation Production
Gaming Implementation/Delivery Production AgainstInternational
Gaming Network SystemOperating Standards
Failures UCL Average Time Until Delivery Failure LCL

44
systeminfrastructure capabilities.We concludedthatoursystemhardware andsoftware are both
experiencingthe mostfailurescombinedbecause the numberof failuresonbothparametersare similar.
Earlierprojectprocessassumptionsaboutimplementationanddeliveryresultswere flawedandskewed.
We assumedthatgamingtypeswere reachingouronline userswithoutanysystemglitches butthat
provedtofall short of processoperatingrealities.Inotherwords,systemexpectationsdidnotmeetuser
expectations.We concludedthatif we continuedonthispath,we couldnotexpectgamblerstospend
theirhard earneddollarsona flawedimplementationanddeliverysystem.We wonderedif ourinitial
processrolloutdatahad beeninflatedordidwe overstate processgoals.We concludedthatwe relied
too heavilyonresearchdatathat wasoutdatedandadvice that producedhalf-truths.We decidedthat
we neededadditional outside sourcesthatwouldconfirmexistingprocessassumptionsorprovide more
up-to-date solutionsforcasinoprocessfunctions.We neededtofigure outfrompointsA-Cforhardware
serversandpointsA-Cforsoftware codingwhere systemglitcheswere occurringandhow process
frequencyerrorswere contributingtosystemglitches.We decidedtopromote systemglitchesand
processfrequencyerrorsfromsub-variablestovariablesrespectively.We alsocould noteliminate the
possibilityof technicianerrorbyour currentmaintenance team.The projectteamconcludedthatwe
neededafishbone orcause andeffectdiagramtohandle ournetworkimplementationanddelivery
systemglitches,frequencyprocesserrors,andquestionable networkmaintenance upkeepand upgrade
processes.Some of ourinformationcame fromourtechnicianupkeepandupgrade supporttickets
where we usedexistingsystemnetworkdatafrom(AppendixB) toimprove ournetworksystem
operatinginfrastructure.We neededbettercontrolstomake sure thatprocessdata was travelingfluidly
throughdata exchange pointsfromhardware andsoftware pointsA-C.

45
(Figure 9) Network SystemFailure,Glitches,andErrors Cause and EffectDiagram
At thispoint,we decidedtolookatourselvesinthe mirrorandre-examine ourstrategicprocessdesign
theoriesandassumptions.Whatwe thoughtwe knew producedsub-parresultsfromthe evidence,so
we decidedtogauge more reliable researchdataand advice fromadditional outside sourceswhere
processbiascouldbe reducedor eliminatedaltogether.Processratioadjustmentswerenecessaryand
we startedwithnetworkinfrastructure processvariables(hardware,software,testing,andupkeepand
upgrade maintenance) andtheirsub-variables.
System
Hardware
Inadequate Server
Power
Testing
Inadequate
NetworkSystem
TestingandBugs
BrokenSecurity
Protocols
ISPService
Failure Network
System Failure,
Glitches, and
Errors
SystemSoftware
Software Network
Incompatibility
Upkeep/Upgrade
Maintenance
Maintenance
NetworkErrors
Un-trained
Maintenance
Personnel
No-Backup
Servers
UnfriendlyUser
Interface

46
ImprovementPhase
Usingadjustedresearchdataand advice frommore reliable sourcesanddatacollectedfromupgrade
and upkeepsupportnetworkmaintenance tickets.We analyzedsystemfailures,glitches,anderrorsto
strengthenourimplementationanddeliveryimprovementefforts.
1. Inadequate ServerPower-Thiscouldbe amajor problembecause having2nd
classserverscouldcause
gamingdeliveryglitchestoouronline gamblers.Gamingwill be interruptedthroughvariousdata
exchange pointsfrompointsA-Cinournetworkinfrastructure.
2. No Backup Servers-Thisisourmainproblem because itmeanstotal casinoshutdownfailure.All of our
casinogamingvenueswouldbe eliminatedandwithoutgames,there isnoonlinecasino.We needto
have adequate backupserversfor“justintime”serverreplacement.Userbettingserversafeguards
needtobe implemented sogamingisnotinterruptedif servermalfunctionhappens.Gamingdeliveries
fromPointsA-Cshouldbe reliable24-7.
3. Software NetworkIncompatibility-Thisisaproblembecause software couldbe inoperable onour
networksystem.Softwarecouldproduce gamingerrorsbecause there isnoenginetorunour online
casinoenvironmentproperly.Ourproxyserverscannottransfer (kbps) acrossournetworktothe end
userif our networkisrejectingenginesystemsoftware andnetworkreliabilitywillbe compromised.
4. UnfriendlyUser-Interface-Thisisaproblembecause itmakesgamblinginouronline casinodifficult.
Gamblerswanta simplisticuser-interface because alotof gamblersare not tech savvy-users.Gamblers
will rejectouronline casinoandspendtheirmoneyatothergamblingestablishmentsif the gambling
processisflawed.We needto listentoourcasinouser communityandgetfeedbackaboutwhat
featuresneedtobe eliminated,improved,anddevelopedtoelevate ourendusergamblingsoftware
experience.If oursoftware takesmultiple clicks,thenoursoftware isnotuserfriendly.

47
5. BrokenSecurityProtocols-Thisisamajor problembecause userinformationisinjeopardyif hackers
can get intoour network.Personalinformationisstolenandcould be usedtocreate fraudulent
gamblingaccountsonour network.Thiscouldexplainalotof our software deliveryglitchestothe end
usergambler.
6. Inadequate NetworkSystem TestingandBugs-Thisisamajor problem if ournetworkinfrastructure is
inadequate forouronline casinooperational needs.If ournetworkcannothandle ourusergambling
traffic,thenourimplementationdeliveryprocessproducesmanyfailures.We needtogetreal-time data
and advice fromour newsourcestoverifytotal systemreadinesstooperate 24/7.We can’t assume our
networkisfree of glitches,failures,anderrorswithoutanadequate checkof systembalances.
7. ISP Service Failure-Thisisaproblemif ourISPinternetpartnerfailstodeliverourservice thatwe pay
for.Throttling(slowdown) of ourinternetspeedwill notbe toleratedandnetworkspeedmonitoring
checkswill be done frequently.We will schedule regularmeetingswithourISPCompany tobe ontop of
processeventsfromtheirend.
8. UntrainedMaintenance Personnel-Thiscouldbe aproblemif ourinternal upgrade andupkeep
analystsfail toperformtheirdutiesaccordingtosystemrequirements.We need additionaltraining
everyquartertoensure our analysts’skillsare up-to-datewithtechnological advances.Thisproblemcan
be avoidedif adequate trainingisprovidedandreal-timedataresearchforupkeepandupgradesis
provided.
9. Maintenance NetworkErrors-Thisisaproblemif ourmaintenance servicetechniciansmake frequent
errorswhichleadsto systeminfrastructure glitchesandfailures.Supervisorswill verifyworkqualityand
assigna grade foreach ticketassigned.We will be able toassess improvementgainsordeclinesbased
on finishedticketsbyourservice individualsandteams. Dataexchange pointsandproxyserverswill
functionproperlyif ourequipmentismaintainedproperly.

48
One of ourupgrade technicians: “If one of our manyserversfail,I’mcalledintoreplace the failing
componentsandlatelyithasbeenharderdue to an increase inglitches,failures,anderrors.”
One of ourupkeeptechnicians-Itiseasyforupgrade technicianstoblame usgiventhatwe are the first
responders.We needtohelpeachotherinsteadof assigningblame toeachother.
Outside maintenance consultant-Ihave foundmultiple upgrade maintenance networkerrorswhenI
performedmysystemaudits.
Basedon our findings,inadequate power,nobackupservers,brokensecurityprotocols,andinadequate
networksystemtestingare the maincauses of implementationanddeliverynetworksystemglitches,
failures,anderrors.These sub-variableswereidentifieddue tobetterdataresearchintelligencefrom
varioussources.We alsonoticed a dark horse variable concerningour networkmaintenance
technicians.We discoveredthatalot of hardware and software variableswere aresultof inefficient
upgrade and upkeepsystemmaintenance workonoursysteminfrastructure.We realizedthatsome our
variable weightassignmentsneedtobe readjustedtofitourrealitiesinsteadof ourassumptions.We
startedto investigate furtheranddiscovereditwasa combinationof managementandexecution.Our
managementsupervisorsinstructedtheirmaintenance upgrade andupkeeptechnicianstofix problems
quicklyandefficiently.Asaresultof time constraints,we foundournetworkmaintenance technicians
were using“patchwork”infrastructure techniquestofix the repairsbuttheywouldonlylastforthe
short termand wouldrequire anotherservice ticketinafew weeks.Thisprocessstrategywasfailingour
casino’simplementationanddeliveryeffortsandwe wantedtofindoutthe logicbehindthese
managerial decisions.Ourdepartmentmaintenance upkeepandupgrade managersinformedusitwas
the resultof budgetconstraintsplacedontheirdepartmentbyseniormanagement.Theysaidthat
systemmaintenance requirementshadbeengrossly understatedandthatmore operatingcapital for
maintenance wasnecessary.We decidedtoadjustourimplementationanddeliveryprocessoperating

49
strategyby reassigningfundsforthe shorttermfrom infrastructure upgradestomaintenance needsso
we couldkeepourexistinginfrastructure operatingatadequate levelsof efficiency.We alsowantedto
knowif moneywasbeingspentefficiently.Inourrandomauditson our maintenance departmentwe
discoveredthatwe hadtoo manyupgrade maintenance techniciansandnotenoughupkeep
maintenance technicians.We also discoveredabiasbetweenourupkeepandupgrade maintenance
teamsbecause of bad bloodbetweenmanagerial teamsfrombothsides.We decidedthatourteams
were competingagainstone anothertomake the otherteamlookbad infrontof the otherand we
decidedtoimplementaprocessmaintenance actionplantoeliminatemaintenance teamissueswith
one anotherand streamline crossfunctional teamcooperation.
1. We reassignedupkeepandupgrade managerstoopposite teamsinordertoestablishteamwork
mentalities.
2. An outside agencywouldconductrandomnetworksystemauditstoensure upkeepandupgrade
maintenance integrity.
3. We movedbothteamsside byside andassignedamaintenance directortooversee process
cooperationintegrationforbothsides. People thathadanyobjections wouldbe reassignedorgivena
severance package.
4. Maintenance technicianswill workwithmanydifferenttechnicianstoeliminateindividual agendas
and favoritismbetweenmanagerial teams.
5. Implementationanddeliveryfailureswill be reexaminedandpeople will be heldaccountableafter
our initial probationaryperiodforbothteams.
6. Serverinfrastructure will be checkedevery7daysto catch problemsbefore theyoccur.

50
7. Hardware,software,andproxyservertestingwouldbe conductedeachquartertoensure six sigma
levelsof operatingprocessefficiency.
8. Backup serverswouldbe orderedaheadof time for“justintime”processdeliverymaintenance
needs.
9. Networkhackingsystemcontrolswouldbe implementedtoprotectdataexchange pointsfromPoints
A-Cfor hardware andsoftware respectively.
At the moment,we are inprobationarymode andtryingto eliminatepersonalvendettasthathave
influencedprocessinfrastructure operationsconcerningourcasino.Processconfidence needstobe
restoredinour hardware,software,andproxyserversforoptimal levelsof processvariation
adjustments.We realizewe alsoneedtoimprove ourhardware andsoftware because itwillreduce the
strainon our upkeepandupgrade maintenanceteam.We have relied onsub-parserversandcoding
practicesthat have encouraged“lazy”maintenance attemptsbyourupgrade andupkeepteams.We will
install backupserverswhichshouldprovideadequatepowerforourstrategicimprovementstrategies.
We are outsourcingournetworksecuritycontrolstoa partnercompany toreinforce ourcommitmentto
protectpersonal dataand complywithprivacylaws.We will have anothergoverningbodyperforming
additional randomauditsonournetworkinfrastructure if we don’taddressnetworksafeguards
properly.We reserve the righttoprovide ourownnetworksecurityata laterdate once we have reliable
data to conductour systemmaintenance upgradesandupkeepfrom.We have hiredadditional
consultantstohandle ourprobationaryprocesstransitionforourmaintenance upgrade andupkeep
teams.Basedon ourpilotprogram,we have shownsignificantimprovements.Havingadditionaldata
integritycontrolsinplace have decreasedsystemirregularities.Crossfunctional cooperation
communicationbetweenbothmaintenance teams haseliminatedpatchworkrepairsforimportant
systemprocessrepairs.Whenbothteamsare workingtogether,ourmaintenance processesare

51
streamlined.Afterourfirst7 days, systemglitcheswerecutby25%, systemfailuresby35%,system
errorsby 20%, and systemhardware andsoftware problemsby45%.Probationaryprocesssuccesses
will be measuredasourdata is verifiedasreliableandadequate bymanydifferentsources.
Control Phase
As we progressedthrough ournetworksystemimplementationanddeliveryprocessprojectforour
online casino,we researchedanddiscoverednew datafromnew sourcesthatmirroredefficientprocess
controlsand fixes.Asaresult,we have compiledthe following processprotocolswhichwillsignificantly
improve ourimplementationanddeliveryprocessbyreducingsystemerrorsandglitches,proactivelyfix
failuresbeforetheyhappen,andimprove crossfunctionalcommunicationbetweenteam-members.
1. All maintenance upgrade andupkeeptechniqueswillbe requiredtotake continuingeducation
coursesand workwithall our techniciansatleastonce toimprove teamworkcohesion.
2. We will provide new KPInetworksystemmeasurementseveryquartertoincrease employeeprocess
accountabilities.
3. Networkspeedwillbe measuredmonthlytoensure ourISPCompanyisprovidingourcompanywitha
stronginternetnetworksignal.
4. We will buyextendedwarrantiesforourhardware serverstoreduce networksystemdowntime.
5. All maintenance technicianswill be requiredtogetrecertifiedeveryyeartomeetquality standards.
6. Both upkeepandupgrade maintenance teamswill take successandfailureoutcomesasone team.
Both will sufferif the otherteamfailstodo theirdutyandthiswill give everyone astake inthe final
outcome (Total QualityManagement).

52
7. Financial transferswill be monitoredmore closelybyourfraudteamto decrease identitytheftand
processbudgetswill be expandedaccordingtoprocessneeds.
8. Qualitycontrol charts will be writtenupquarterlyforimplementationanddeliveryprocess
benchmarks.Managersfromeach teamwill signoff toverifythatimprovementshave beenreadand
executedproperly.
9. Networkinfrastructure (hardware,software,andproxyserverswill be testedquarterlytoverify
optimal performance functionalities.
10. Upkeepandupgrade ticketswill be requiredforeveryrepairthatisdone.Inthe past,theywere only
assignedonlyforcore repairoperations.
We have gone above andbeyondourinitial implementationanddeliveryprocess goalsbecause we
were operatingoff of flaweddataresearch.We realize thatprocessflowswillbe improvedveryslowly
and certainprocessassumptionswill needtobe measuredtoprove processconfidence concerning
variablesandsub-variables.Betterqualitystandardsandholdingindividualsaccountable isthe firststep
to reduce or eliminateprocessbias.However,earlyresultspointtoimmediate shorttermprocess
improvementgainswithimplementationanddeliveryprotocolsbecause we are beingproactive instead
of beingreactive asproblemsarise.
Conclusion
Our projecthasnettedour online casinosignificantsoftdollarsavingswhichhasledtobetterhard
dollarfuture outlooksavings.Itmade uslookatour entire implementationanddeliveryprocessfrom
rollouttowhere we are now.We reliedoninaccurate dataand skewedprocessvariationsearlyonbut
are redefiningourprocessgoals.Ouraverage variable andfixedcosts(mixed costs) have beenlowered
significantlybecauseof betterprocesscontrols.Inthe beginning,we spentamajorityof start-upcosts

53
on processsunkcosts whichwe have regainedinonline gamblingsignupsfornew useraccounts.Our
overall implementationand deliveryprocessroadblockshave increasedourtotal costs butwe feel we
can reverse thistrendnowthatwe are makingdecisionsinvolvingreal-time dataresearchandupdated
informationsources.We willcontinuetoabide byall applicable lawsandcooperate withvarious
governingbodiestoreduce andeliminatewarningsandprocessoperatingpenalties.We feelthatour
probationaryperiodisagreat startingpointtoimprove processcontrolsthathave beenloose ornon-
existentandoursysteminfrastructure will needtobe verifiedandtestedmultiple timeforouronline
casinoto evolve.Projectdirectionhasbeenchecked,rechecked,andcheckedagainbecause of cross
functional teamworkthatwasimplementedintoourcasinooperatingprocesses.We have adopted
knowledge sharingopportunitieswith-inall ourcompanyfunctionstocatchprocessproblemsbefore
theyoccur. Six sigmalevelscouldnotbe achievedif we continuedoperatingunderoldprocess
improvementassumptions.Currently,we are conductingadditional researchtoconstantlyimprove our
online casinooperatingservice processes.Asaresult,we have saved(5million+) harddollarsaccording
to earlynewresearchdatabasedon real-time information.We have learnedthe followinglessons:
1. Processassumptionsandusingoutdatedinformationcanhurtfuture processevolution.
2. Successful upgrade andupkeepmaintenance canmake orbreakimplementationanddeliveryprocess
gains.
3. Game per playsisdependentonmanyprocessvariablesandsub-variablesandwe needtocontinue
to understandeachone thoroughly.
4. Networkinfrastructure needstobe monitoredandcontrolledtoreduce systemfailures,glitches,and
errors.
5. We needtowork closelywithgoverningbodiestopromote processlegitimacy whichincreases
customerconfidence levels.

54
6. Our online casinowill be the benchmarkforfuture gamblinglicenseassignments.
Our teamhas developedaprocessthathas evolvedbecausewe are notafraidto fail.Aswe knockdown
processroadblocks,newcueswill emerge aswe expandouronline casinoprocessofferingsbutthisis
the road to reach Six Sigmalevelsof processoperation.

55
Appendix A
The following represent network infrastructure delivery and implementation costs.
Assignment Cost Cost
1. Server installation cost. $75/Hr.
2. Age verification monitoringservicefrom third part
company.
$30 per check
3. Network security software and 24/7 monitoring
controls.
$100/day
4. Monetary transfer with bank. $20 per transaction
5. Monetary transfer costwith credit service. $35 per transaction
6. Gamblingindustrial consultants. $1,500/month
7. Customer onlinesupport. $20/Hr.
8. Government licensingfee. $10,000/month
Below are the network system upkeep/upgrade costs and governing body penalty/representation fees.
Item Upgrade Cost Upkeep Cost Penalty/Representation
Cost
1. Network system backup
power supply.
X $200/month X
2. Server upgrades. $500/per server X X
3. Network maintenance
technicians. X $45/Hr. X
4. Network security
upgrades.
$1,500/month X X
5. ISP contract. X $3,000/month X
6. Hardware and software
version beta testing. $40/Hr. X X
7. Random audit penalty
fee.
X X $200 per violation
8. Tax non-collection
penalty fee.
X X $1,000/month
9. Law firm representation
cost.
X X $75/Hr.
10. Underage gambler
fine.
X X $250/per violation
11. Liability insurance fee. X X $900/month
12. Gambling clinics for
new users.
X X $10/per person
13. Network wiring fixes. X $35/Hr. X
14. Addiction Counseling. X X $13/per person

56
Upkeep Network System Maintenance Ticket
(Appendix B)
ScheduledMaintenance UpkeepType:_______ TechnicianName(s):_____# of Technicians:_____
Time Started:______________ Parts RequiredforUpkeep? Yor N
Time Finished:___________________ Part Class:____ Part Type:________ Part Number:___
ServerID Number(s):______________ ServerLocation:_________________
Numberof ServersInvolved:_________ ServerWarranty: Y or N
ServerType:_________________________ PowerLevel:___________________
UpkeepMaintenance NotesbyTechnician:
Additional PartsNeededforFuture UpkeepMaintenance:
CodingRequired:Yor N? SupervisorComments:
CodingHours:______________ Date:_________________________
Follow-upneeded:Yor N TicketSupportNumber:__________________
TechnicianSignature:____________________ SupervisorSignature:____________________

57
Upgrade Network System Maintenance Ticket
(Appendix B)
ScheduledMaintenance Upgrade Type:_____ TechnicianName(s):________ # of Technicians____
Time Started:______________ Parts RequiredforUpgrades:?Y or N
Time Finished:___________________ Part Class:____ Part Type:____ Part Number:___
FiberOpticReplacement:Yor N? ServerReplacement:Yor N?
Wire Type:__________________ ServerType:_______________________
Numberof Spoolsneeded:____________ Numberof Server(s) Needed:____________
EquipmentMalfunctionNotes:
Disposal InstructionsForBrokenParts:
CodingRequired:Yor N? SupervisorComments:
CodingHours:_________________ Date:_________________________
Follow-upneeded:Yor N? TicketSupportNumber:_________________
TechnicianSignature:____________________ SupervisorSignature:_______________________

58
Appendix C Data Summaries
Column1 Column2
NetworkImplementation/DeliveryandFinancial TransferDowntime (HoursbyWeek)
Weeks Total
1 265
2 175
3 136
4 212
5 168
6 346
7 241
8 198
9 234
10 123
11 289
12 164
13 201
14 363
15 213
16 364
17 299
18 154
19 398
20 234
21 485
22 324
23 243
24 321
25 350
Total NetworkDowntimeHours 6500
(Appendix(C) Chart 1) Network Implementation-Delivery and Financial Transfer Downtime (Hours) by
Week

59
Column1 Column2
NetworkImplementation/DeliveryandFinancial TransferDowntime(Hours)byGamblingType
Total
Traditional Live Table Games 2400
ElectronicGames 2100
Live Sports 800
FantasySports 900
Lottery/Proposition 1400
Total NetworkDowntime(Hours) 7600
(Appendix(C) Chart 2) Network Implementation-Delivery and Financial Transfer Downtime (Hours) by
Gambling Type
Column1 Column2
Hardware and Software Hosting implementation and Delivery Process Hours Per Game Play By
Gambling Type
GamblingType Hours
ElectronicGames 600
Live Sports 500
FantasySports 200
Figure 4: Hardware and Software HostingImplementationDeliveryProcessHours Per Game Play

60
Column1 Column2
NetworkUpkeepandUpgrade Maintenance HoursPerGame PlaybyGamblingType
GamblingType Maintenance Hours
ElectronicGames 1050
Live Sports 500
FantasySports 750
Figure 5: NetworkUpkeepand Upgrade Maintenance Hours Per Game Play
Numberof Network SystemFailuresby Weekand
Gambling Type
Traditional Live Table
Games
Electronic
Games Live Sports
1 9 8 5
2 12 11 13
3 13 12 12
4 7 13 3
5 8 11 5
6 9 10 1
7 10 9 2
8 8 13 4
9 13 10 5
10 8 11 3
11 7 7 1
12 12 13 2
13 9 8 3
14 11 11 4
15 8 10 2

61
Fantasy Sports Lottery/Proposition Average Upper Control Limit
6 8 7.12 12
4 6 7.12 12
13 12 7.12 12
3 13 7.12 12
5 6 7.12 12
4 4 7.12 12
2 8 7.12 12
4 5 7.12 12
8 7 7.12 12
7 4 7.12 12
4 5 7.12 12
6 7 7.12 12
5 4 7.12 12
3 5 7.12 12
4 6 7.12 12
(Figure 6) Network SystemImplementationandDelivery Failuresby GamblingType

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