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 Management 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
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
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.
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
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
The Professional Ski Instructors of America – American Association of Snowboard Instructors
(PSIA-ASSI)
Key Stakeholders

Name of Stake Holder Stakeholder Type
World Sports TV (WSSTV) Client
PSIA_AASI Client
Stephanie Kim Project Sponsor
GRM Employees - Leandra Braham, Robert Engelhart,
Roman Kowal, Shawn Lacey, Carol Opera
Project Management Team
Ronald Kenyon - GRM Overall Project Manager
Katherine Lambert - GRM CIO of the Technology Project Team
Jim Stephens
Canadian Representative for Whistler/Blackcomb,
British Columbia
Project Manager
Darcy Fried
Canadian Representative for Revelstoke,
British Columbia
Project Manager
George Hopkins
Canadian Representative for Banff/Lake Louise,
Alberta
Project Manager
John Fraconia
Canadian Representative for Mont-
Tremblant, Quebec
Project Manager
Dereck Mitterndorf
Project Manager (European consortium)
Project Manager
Trey Jordan
Outdoor Industry Association
Project Manager
Preliminary Schedule
Item Milestone Date Responsibility
Project Scope Definition December 17, 2013 Carol Opera
Gantt Chart December 17, 2013 Carol Opera
Project Communication Plan December 17, 2013 Leandra Braham
Prototype of web design December 24, 2013 Roman Kowal
Web development plan December 24, 2013 Roman Kowal
Risk management December 24, 2013 Carol Opera
Human Resources Planning
Schedule
December 24, 2013 Shawn Lacey
Equipment and Services December 31, 2013 Robert Engelhart
Budget December 31, 2013 Robert Engelhart
Test Prototype March 31, 2014 Katherine Lambert
Finalize web design June 30, 2014 Roman Kowal

Initial user training September 31, 2014 Katherine Lambert
Install product September 31, 2014 Katherine Lambert
U.S. release October 15, 2014 Ronald Kenyon
Canadian release September 1, 2015
Ronald Kenyon
Jim Stephens
Darcy Fried
George Hopkins
John Franconia
European release September 1, 2016 Derek Minttendorf
Additional financial analysis December 31, 2016 Robert Engelhart
Project Completion Report December 31, 2016 Carol Opera
Preliminary Resource and Cost Plan
*$125/hour general cost
Deliverable/Milestone/Phase Resource Cost
Project Scope Definition
Carol Opera
Ronald Kenyon
Katherine Lambert
15 hours
Gantt Chart GRM Technology Project Team 5 hours
Project Communication Plan
Leandra Braham
Ronald Kenyon
Jim Stephens
Darcy Fried
George Hopkins
John Franconia
Derek Minttendorf
13 hours
Prototype of web design Roman Kowal 17 hours
Web development plan
Roman Kowal
Shawn Lacey
Robert Engelhart
6 hours
Risk management Carol Opera 9 hours
Human Resources Planning Schedule
Shawn Lacey
Carol Opera
11 hours
Equipment and Services
Robert Engelhart
Leandra Braham
Shawn Lacey
14 hours
Budget
Robert Engelhart
Carol Opera
Katherine Lambert
25 hours
Finalize web design
Roman Kowal
Shawn Lacey
Katherine Lambert
30 hours
Additional financial analysis Robert Engelhart 12 hours

Carol Opera
Ronald Kenyon
Project Completion Report
GRM Technology Project Team
Ronald Kenyon
Katherine Lambert
20 hours
Preliminary Project Risk Assessment
Risk
Level (High,
Medium, Low) Managerial Strategies
Business requirements not
approved by all businesses
Low
Document all requirements in Scope and
Proposal
Does existing data require
conversion to a new system
Medium
Utilize previous projects leaders either
within or outside the organization.
Reliability of the equipment
required to complete project
Low IT Staff Highly skilled
Cost of equipment to replace
if breakdown to complete project
Medium Will need to re-budget and control costs
How accurate are the estimates
for the whole project
Low
Past history demonstrates successful
estimates
Has the budget been determined Medium
Complete a cost analysis
and reevaluate throughout project
Is Existing staff capable for
success of the project
Medium
Evaluate the performance and hire when
necessary
High Staff Turnover High
All companies need to show
documentation of percentages
Specialists required to complete
project
Medium
Complete Knowledge of the
make-up of the all teams involved
Attachments
Project Approvals
Project Manager Project Sponsor
Project Client/Owner Other

Project Charter - World Snow Sports TV (WSSTV)
Project Title
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:
• 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
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.
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 dmittendorf@europe.com
Project Manager Whisteler/Blackcom
b, British Columbia
Jim Stephens James.Stephens@bc.org
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 Trey.Jordan@OIA.org
Project Manager Global Resort
Management
Ronald Kenyon rkenyon@GRM.com
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 Initiation 10days 11/29/138:00AM 12/12/135:00PM 1
2 Yes Manually Scheduled Kick off Meeting 1day 11/29/138:00AM 11/29/135:00PM 2
3 Yes Auto Scheduled Project Purpose 7 days 12/2/138:00AM 12/10/135:00PM 2
4 Yes Manually Scheduled Draft 2 days 12/2/138:00AM 12/3/135:00PM 3
5 Yes Manually Scheduled Review 4 days 12/4/138:00AM 12/9/135:00PM 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
9 Yes Manually Scheduled Review 4 days 12/5/138:00AM 12/10/135:00PM 8 3
10 Yes Manually Scheduled Approve 2 days 12/11/138:00AM 12/12/135:00PM 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 12/23/135:00PM 2
14 Yes Manually Scheduled Review 3days 12/17/138:00AM 12/19/135:00PM 13 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? 12/23/138:00AM 1/3/145:00PM 2
18 Yes Manually Scheduled Draft 5days? 12/23/138:00AM 12/27/135:00PM 3
19 Yes Manually Scheduled Review 1day? 12/30/138:00AM 12/30/135:00PM 18 3
21 Yes Manually Scheduled Prototype of Web Design 15 days 12/16/138:00AM 1/3/145:00PM 2
22 Yes Manually Scheduled Human ResourcesPlanning Schedule 5da_y_s 1/6/148:00AM 1/10/14 5:00 PM 2
23 Yes Manually Scheduled Risk Mitigation Plan 5days 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 10/15/145:00PM 3
31 Yes Manually Scheduled Canadian Release 11days 8/18/158:00AM 9/1/155:00PM 3
32 Yes Manually Scheduled European Release 11days 8/18/16 8:00AM 9/1/165:00PM 3
33 Yes Manually Scheduled Control 780 days 1/6/148:00AM 12/30/165:00PM 1
34 Yes Manually Scheduled Stat usUpdate Meeting 21days 10/3/16 8:00AM 10/31/165:00 PM 2
35 Yes Manually Scheduled System Support 87 days 9/1/168:00AM 12/30/165:00PM 2
36 Yes Auto Scheduled Closeout 44 days 11/1/168:00AM 12/30/165:00PM 1
37 Yes Manually Scheduled Additional Financial Analysis 22 days 11/1/168:00AM 11/30/165:00 PM 2
38 Yes Manually Scheduled Project Completion Report 22 days 12/1/16 8:00AM 12/30/165:00PM 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
Ronald Kenyon and
Katherine Lambert
Resorts Project update as it effects them. Monthly Phone Conference and or
Ronald Kenyon and
Katherine Lambert
Ronald Kenyon - GRM
Overall Project Manager
Comprehensive status update of the entire
timeline.
Weekly Phone or Video Conference and
GRM Employees - Leandra
Braham, Robert Engelhart,
Roman Kowal, Shawn
Lacey, Carol Opera
Katherine Lambert - GRM
CIO of the Technology Project
Team
Comprehensive status update of the entire
timeline.
Weekly Phone or Video Conference and
GRM Employees - Leandra
Braham, Robert Engelhart,
Roman Kowal, Shawn
Lacey, Carol Opera
Jim Stephens
Canadian Representative for
Whistler/Blackcomb , British
Columbia
Project update as it effects his
location.
Monthly Phone or Video Conference Ronald Kenyon and or
Katherine Lambert
Darcy Fried
Revelstoke, British Columbia
George Hopkins
Banff/Lake Louise, Alberta
Project update as it effects her
location.
Katherine Lambert
George Hopkins Canadian
Representative for Banff/Lake
Louise,
location.
Katherine Lambert
Alberta
John Fraconia
Mont-Tremblant, Quebec
location.
Katherine Lambert
Dereck Mitterndorf Project
Manager (European
location.
Bi-Monthly then Monthly as
launch date draws
Phone or Video Conference Ronald Kenyon and or
Katherine Lambert
consortium closer.
Trey Jordan Outdoor
Industry Association
Project update as it effects the
Outdoor Industry Association.
Monthly Phone Conference Ronald Kenyon and or
Katherine Lambert

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
• 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 Web designer and Marketing manager will
collaborate and communicate the needs of all
customers In turn communicate all activity to
Financial Department for any cost of quality
changes
Roman
Kowal
Shawn Lacey
Robert
Engelhart
Number of projected changes to the
requirements for the product? Before
delivery? After delivery?
M H Evaluate and test each new technology before
launch and after delivery Communicate any issues
to Project manager who will in turn communicate
to project Sponsor
Roman
Kowal/Carol
Opera
Number of other products/systems with which this
product must be interoperable
M H Arrange for backup support and determine the
financially feasibility for organizations.
Roman
Kowal
Robert
Engelhart
Limited resources from software vendors
causing insufficient support and
implementation delays
M H Project manager will monitor daily and
communicate issues to project Sponsor in a
timely manner
Carol Opera

Development of the wrong user interfaces
results in redesign and implementation
L H Development team will need to create interfaces
with compatibility for all languages and also keep
in mind the diverse cultures. Development Team
and Communication Team will work together to
gain the correct methods to incorporate into the
system. Marketing Team to position the new
apps, services globally
Change scope and financial costs may need
to be addressed and implemented
Roman
Kowal
Leandra
Braham
Shawn Lacey
Robert
Engelhart
R&D through distributed teams will improve
external knowledge sourcing, although it raises
costs of communication and coordination
M H Coordination and administrative tasks for
Project management are well suited for virtual
teams throughout the global project, whereby IT
can be used to integrate project teams across
functional areas of the enterprise. Keeping
financial cost low and coordination of project
well communicated
Leandra
Braham Robert
Engelhart
Shawn Lacey
Insufficient testing L H Have a separate test plan and significant
testing will be performed throughout
development process
Any changed made to scope must be
approved and documented by Financial
manager and project Manager
Roman
Kowal Robert
Engelhart
Carol Opera

Human Resources Planning Schedule
Item from WBS Skills Required Hours Required When Required Source (Department or External) Responsibility or Contact
1. Initiation Project 42 Hours November 26, 2013 GRM/WSSTV Ronald Kenyon
1.1. Meet with all involved parties Project 20 Hours November 26, 2013 GRM/WSSTV/PSIA_AASI Ronald Kenyon
1.1.1. Define roles Project 2 Hours November 26, 2013 GRM/WSSTV Ronald Kenyon
1.2. Define deliverables Project 6 Hours November 26, 2013 GRM/WSSTV Ronald Kenyon
1.2.1. Organization requirements Project 2 Hours November 26, 2013 GRM/WSSTV Ronald Kenyon
1.2.2. Stakeholder Needs Analysis Project 4 Hours December 3, 2013 GRM/Project Team Ronald Kenyon
1.3. Complete project purpose Project 8 Hours December 3, 2013 GRM/Project Team Ronald Kenyon
1.3.1. Draft Project 4 Hours November 29, 2013 GRM/Project Team Ronald Kenyon
1.3.2. Review Project 2 Hours December 1, 2013 GRM/Project Team Ronald Kenyon
1.3.3. Approve Project 2 Hours December 3, 2013 WSSTV Ronald Kenyon
1.4. Complete project charter Project 8 Hours December 10, 2013 GRM/Project Team Ronald Kenyon
1.4.1. Draft Project 4 Hours December 6, 2013 GRM/Project Team Ronald Kenyon
1.4.2. Review Project 2 Hours December 8, 2013 GRM/Project Team Ronald Kenyon
1.4.3. Approve Project 2 Hours December 10, 2013 WSSTV Ronald Kenyon
2. Planning Project, HR & IT 95 Hours December 31, 2013 GRM/Project Team Ronald Kenyon

2.1. Project scope definition Project, HR & IT 15 Hours December 17, 2013 GRM/Project Team
Carol Opera
Ronald Kenyon
Katherine Lambert
2.2. Gantt Chart Project 5 Hours December 17, 2013 GRM/Project Team GRM Technology Project Team
2.2.1. Define deliverable deadlines Project 3 Hours December 13, 2013 GRM/WSSTV/PSIA_AASI GRM Technology Project Team
2.3. Project Communication Plan Management 13 Hours December 17, 2013 GRM/Project Team
Leandra Braham
Ronald Kenyon
Jim Stephens
Darcy Fried
George Hopkins
John Franconia
Derek Minttendorf
2.3.1. Bi-weekly stakeholder meetings Management 1 Hour/Each Bi-Weekly GRM/WSSTV/PSIA_AASI
Ronald Kenyon
Katherine Lambert
2.3.2. Monthly team progress reports Management 1 Hour/Each Monthly GRM/Project Team
Ronald Kenyon
Katherine Lambert
2.4. Create prototype of web design
Web Design
& Programming
17 Hours June 30, 2014 GRM/Web Team
Roman Kowal
Leandra Braham
2.5. Human Resources Planning Schedule HR 11 Hours December 24, 2013 GRM/Project Team
Shawn Lacey
Carol Opera
2.6. Risk Mitigation Plan Project & Compliance 9 Hours December 24, 2013 GRM/Compliance/Legal Carol Opera
2.7. Create Budget Finance, IT & Project 25 Hours December 31, 2013 GRM/Finance
Robert Engelhart
Carol Opera
Katherine Lambert
3. Execution Project & IT 312 Hours October 15, 2014 GRM/Project Team GRM Technology Project Team
3.1. Project kickoff meeting Management 1 Hour January 2, 2014 GRM/WSSTV GRM Technology Project Team

3.1.1. All project managers Management 1 Hour January 5, 2014 GRM/Project Team GRM Technology Project Team
3.1.2. All team members Management 2 Hour January 10, 2014 GRM/Project Team GRM Technology Project Team
3.2. Design
IT, Web Design
& Programming
30 Hours January 31, 2014 GRM/Web Team
Roman Kowal
Leandra Braham
3.3. Produce Project & IT 50 Hours March 15, 2014 GRM/Web Team GRM Technology Project Team
3.4. Test Project & IT 100 Hours March 31, 2014 GRM/Web Team Katherine Lambert
3.5. Install Project & IT 80 Hours September 31, 2014 GRM/Web Team Katherine Lambert
3.6. User training Project HR & IT 40 Hours September 31, 2014 GRM/WSSTV/HR & IT Katherine Lambert
3.7. Go Live Project & IT 8 Hours October 15, 2014 GRM/Project Team/IT GRM Technology Project Team
4. Control
Project, Management
& IT
N/A December 31, 2016 GRM/Project Team/IT Ronald Kenyon
4.1. Status update meetings Management 1 Hour/Each Monthly GRM/WSSTV GRM Technology Project Team
4.2. System support IT & Web Design On Going December 31, 2016 GRM/Project Team/IT GRM Technology Project Team
5. Closeout
Project, Finance,
Management
& IT
50 Hours December 31, 2016 GRM/Project Team
Ronald Kenyon
Katherine Lambert
Jim Stephens
Darcy Fried
George Hopkins
John Franconia
Derek Minttendorf
5.1. Review if all deliverables were met
Project, Finance,
Management
& IT
30 Hours December 1, 2016 GRM/WSSTV
Ronald Kenyon

5.1.1. Compare original scope
Project, Management
& IT
Ronald Kenyon
Katherine Lambert
Jim Stephens
Darcy Fried
George Hopkins
John Franconia
Derek Minttendorf
5.1.2. Compare original schedule
Project, HR, Management
& IT
Ronald Kenyon
Katherine Lambert
Jim Stephens Darcy
Fried George
Hopkins John
Franconia
Derek Minttendorf
5.1.3. Review original costs plan
Project, Finance,
Management
& IT
10 Hours December 1, 2016 Finance
Ronald Kenyon
5.2. Equipment and Services Analysis IT & Business 14 Hours December 31, 2013 GRM/Project Team/IT
Robert Engelhart
Leandra Braham
Shawn Lacey
5.3. Financial Analysis Finance & Management 12 Hours December 31, 2016 GRM/Finance
Robert Engelhart
Carol Opera
Ronald Kenyon
5.4. Project Completion Report Project, IT & Analysis 20 Hours December 31, 2016 GRM/Project Team
Ronald Kenyon
Katherine Lambert

Task From WBS Cost Per Item No. of Units Total Cost (USD) Supplier Details Procedure Expert Advice (Y/N) Lead Time Date Required Responsibility Notes
Operations/Admin.
Project Scope Definition 1,875.00$ 1.00 1,875.00$ GRM RFP Y 7 Days 12/17/2013 Carol Opera
Gantt Chart 625.00$ 1.00 625.00$ GRM RFP Y 21 Days 12/17/2013 Carol Opera
Project Communication Plan 1,625.00$ 1.00 1,625.00$ GRM RFP Y 21 Days 12/17/2013 Leandra Braham
Prototype of web design 2,125.00$ 1.00 2,125.00$ GRM RFP Y 30 Days 12/24/2013 Roman Kowal
Web development plan 750.00$ 1.00 750.00$ GRM RFP Y 30 Days 12/24/2013 Roman Kowal
Risk management 1,125.00$ 1.00 1,125.00$ GRM RFP Y 30 Days 12/24/2013 Carol Opera
Human Resources Planning Schedule 1,375.00$ 1.00 1,375.00$ GRM RFP Y 30 Days 12/24/2013 Shawn Lacey
Patents and Licensing 50,000.00$ 1.00 50,000.00$ GRM RFP Y 30 Days 12/24/2014 Roman Kowal
Equipment and Services 1,750.00$ 1.00 1,750.00$ GRM RFP Y 40 Days 1/14/2014 Robert Engelhart
Budget 3,125.00$ 1.00 3,125.00$ GRM RFP Y 40 Days 1/14/2014 Robert Engelhart
International Lawyers 200,000.00$ 1.00 200,000.00$ White & Case LLP RFP Y 7 Days 12/17/2014 Roman Kowal
International Financial Accountant 200,000.00$ 1.00 200,000.00$
Randstand Finance &
Accounts RFP Y 7 Days 12/17/2014 Roman Kowal
Project Completion Report 2,500.00$ 1.00 2,500.00$ GRM RFP Y 2 Years 12/31/2016 Carol Opera
Additional financial analysis 1,500.00$ 1.00 1,500.00$ GRM RFP Y 2 Years 12/31/2016 Robert Engelhart
Harware & Software
Finalize web design 3,750.00$ 1.00 3,750.00$ GRM RFP Y 6 Months 6/30/2014 Roman Kowal
Enterprise SQL Server 21,000.00$ 1.00 21,000.00$ Microsoft PO N 2 Months 1/1/2014 WSSTV
8 Core (proc) Licenses w/SA
Domain name 12.99$ 3.00 38.97$ GoDaddy PO N 30 Days 10/1/2014 WSSTV
1 domain for 3 years
Web hosting server 5,609.00$ 10.00 56,090.00$ Dell PO N 2 Months 1/1/2014 WSSTV
10 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 WSSTV
2 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 GRM
HDX 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 GRM
Social 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 GRM
To 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 GRM
Any 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 GRM
500 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.
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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