ISTM5900-01-u09a1-NyeJ

Running head: INTEGRATIVE PROJECT 1
OceanWaves Luxury Resort Integrative Project
Jim Nye
Capella University
ISTM5900-Information Systems and Technology Management Capstone
Dr. Stephen Schneider
June 12, 2015

INTEGRATIVE PROJECT 2
Abstract
The purpose of the project is to integrate all of the different point-of-sale systems into one
system. This includes the installation of a new Point-of-Sale system by one vendor. This system
will resolve the issues of non-standardization as well having all of the data linked together. The
overall project outcome of the project will also include development and integration of one
master database. The outcome will also include the implementation of a new Point-of-Sale
system. The result and deliverables of this project will increase consistency and timeliness in the
data that is being generated, create a common communications link between all outlets, and
provide a higher quality of means on upper management decisions in terms of strategy and
marketing. The assumption of this project includes that the vendor, MICROS Corporation, has
been officially selected for the installation and support of the Point-of-Sale system. Another
assumption is that the budget has already approved for all equipment, labor, and other contract
costs.
Keywords: Project Management, Disparate Systems, Point-of-Sale, Standardization

Table of Contents
Abstract ............................................................................................................................... 2
List of Figures ..................................................................................................................... 6
List of Tables....................................................................................................................... 7
Executive Summary............................................................................................................ 8
OceanWaves Luxury Resort Integrative Project................................................................. 9
Effective Stakeholder Communications............................................................................ 10
Benefits of Effective Stakeholder Communications ......................................................11
Issues and Failures for Stakeholder Communications ...................................................11
Stakeholder Communications Plan ............................................................................... 12
Integrate Technology Solutions with Strategic Business .................................................. 14
Overview....................................................................................................................... 14
Hotel Business Strategies and Goals............................................................................. 15
Ocean Waves Luxury Resort Strategy and Goals ......................................................... 16
Technology Infrastructure That Will be Installed ......................................................... 17
Managing Complex Enterprise Technology Systems ....................................................... 18
Basic Principles............................................................................................................. 18
Managing the Enterprise Technology ........................................................................... 19
Management of OceanWaves Luxury Resort Enterprise System ................................. 20
Designing an Enterprise Architecture ............................................................................... 21

Basics of an Enterprise Architecture............................................................................. 21
Steps for Designing an Enterprise Architecture ............................................................ 22
Step 1: Identifying the Purpose................................................................................ 22
Step 2: Identifying the Drivers and Constraints....................................................... 23
Step 3: Identifying the Framework .......................................................................... 23
Creating the Models.................................................................................................. 25
Managing Risk Mitigation for an Enterprise System ....................................................... 26
Sources of Risk and Their Impact on Project Outcomes .............................................. 26
Qualitative and Quantitative Risk Analysis Processes.................................................. 27
Qualitative Risk Analysis.............................................................................................. 28
Risk Mitigation ............................................................................................................. 31
Risk Matrix for Resort Project...................................................................................... 32
Evaluating Data to Create Business Intelligence and Data Modeling .............................. 33
Determining the Quality of the Data Elements That Will Become Master Data .......... 34
Factors that Influence the Quality of Data .................................................................... 35
Resolving Differences in Data Between Systems......................................................... 36
Addressing Missing Data.............................................................................................. 37
Apply Innovative and Transformative Management Skills to Leading the Information
Technology Organization………………………………………………………………...38
Innovative Leadership................................................................................................... 38

Transformational Leadership ........................................................................................ 39
Change Management Process as Part of the Innovations and Transformations ........... 40
Management Skills and Change Management for Ocean Waves Project ..................... 41
Summary........................................................................................................................... 41
References......................................................................................................................... 43
Appendix A: Project Scope.............................................................................................. 47
Appendix B: List of Stakeholders.................................................................................... 49
Appendix C: WBS ........................................................................................................... 50
Appendix D: Stakeholder Letter from John Armstrong................................................... 56
Appendix E: Stakeholder Letter from Management Team .............................................. 57

List of Figures
Figure 1. Customer Relationship Management Integration of Business……………..15
Figure 2: TOGAF Framework………………………………………………………..24
Figure 3: MetaModel Example……………………………………………………….25

List of Tables
Table 1. Symptoms of Communication Failure…………………………………………12
Table 2. Communications Plan………………………………………………………….13
Table 3. Issues of Current Point of Sale System and Reporting………………………...16
Table 4. Hardware and Software Infrastructure…………………………………………17
Table 5. Likelihood Scoring……………………………………………………………..30
Table 6. Ranking of Impacts…………………………………………………………….30
Table 7. Identified Risks………………………………………………………………...32
Table 8. Ocean Waves Project Risk Matrix……………………………………………..33
Table 9. Data Quality Factor Determinants……………………………………………..34
Table 10. Steps for Resolving Missing Data……………………………………………37
Table 11, Innovative Skills………………………………………………………………38
Table 12. Transformational Leadership Skills…………………………………………..40
Table A1. Acceptance Criteria…………………………………………………………..47
Table A2. Project Constraints…………………………………………………………...47
Table A3. Project Assumptions………………………………………………………….48
Table B1. List of Stakeholders…………………………………………………………..49
Table C1. Work Breakdown Structure…………………………………………………..50

Executive Summary
system by installing point-of-sale systems into each outlet at OceanWaves Luxury Resort. This
integration will also include linking the disparate data sets together into one master database and
deriving reporting tools from this database. An additional outcome for the Integrative Project is
the delivery of an overall project plan that will encompass the core competencies of the course.
These competencies include effective communications, technology integration, managing and
designing an enterprise system, risk management, and data modeling.

OceanWaves Luxury Resort Integrative Project
Ocean Waves Luxury Resort is a luxury resort based on the island of Kauai, Hawaii. The
resort features a 500-room hotel, three restaurants, four bars, one gift shop, and a spa. The resort
started out as a hotel in 1986 and has seen much success with its expansions over time. The
resort is privately owned by the Nelson family, who have lived on the islands for many
generations. Recently, the Nelson family has decided to hire a general manager, John
Rockefeller, to oversee and manage the entire property.
Prior to Mr. Rockefeller being hired, each outlet was independently run by their own
management staff. This includes having its own point-of-sale systems with custom made
reporting. Mr. Rockefeller wants to consolidate and integrate all of the disparate systems into
one point-of-sale system that will provide tools to perform business intelligence and reporting
features.
system. This includes the installation of a new Point-of-Sale system by one vendor. This system
will resolve the issues of non-standardization as well having all of the data linked together. The
overall project outcome will also include development and integration of one master database.
The outcome will also include the implementation of a new Point-of-Sale system. The result and
deliverables of this project will increase consistency and timeliness in the data that is being
generated, create a common communications link between all outlets, and provide a higher
quality of means on upper management decisions in terms of strategy and marketing.
Another purpose of this project is to provide better customer service in terms of the
processes in placing charges to guests’ receipts. One of the main issues that is happening within
the resort is that due to no computerized linkages between the outlets, the waitstaff or clerks have

to call the hotel to verify that the guests can charge to their room. This causes delays and
sometimes upset guests due to the extra steps involved for processing these charges.
Resort Consulting has been contracted to oversee the installation of the new system as
well as the development of master data management system. Prior to Resort Consulting being
contracted, the point-of sale system that will be used is designed and created by MICROS
Systems. An additional outcome for the Integrative Project is the delivery of an overall project
plan that will encompass the core competencies of the course.
Effective Stakeholder Communications
Of all the fundamentals of projects, effective stakeholder communications is the most
critical. Stakeholder communication should not be thought of as getting agreements or buy-ins
for ideas from the project manager. It is also not used in leadership strategy for following the
project manager’s orders or direction. Stakeholder communication is the fundamental idea that
all concepts, ideas, and other processes are understood correctly by all parties involved.
The process of communicating effectively is understanding the stakeholders that are
involved with the project. This includes determining the ranking of importance of each of the
stakeholders, determining the reasons why that they need communications, and creating an
effective communications strategy that will produce the desired outcome. Additionally, there
needs to be a system or process in place to determine the amount of effectiveness.
Effective communication with senior managers is not a one-off effort by an individual
project manager. Rather, it’s an ongoing collegiate effort by all project practitioners in
the organization, designed to inform, educate, and influence senior managers so that
“sensible” project decisions become the norm. This effort is significantly helped by the
presence of an effective project management office (PMO) structure, but simply

generating accurate project data does not inform senior managers or help them make wise
decisions. (Weaver, 2007, para. 3)
Benefits of Effective Stakeholder Communications
Building credibility and trust are the major benefits of effective stakeholder
communications. The communication that the stakeholders receive that is relevant and timely to
their needs can build a positive attitude towards the project manager or the project itself.
Effective communications increases understanding of what is trying to be achieved in terms of
the deliverables and other goals of the project. It also helps with building relationships amongst
stakeholders, organizations and other people. Dialogue is established and formulated for which
the project manager can gain a better understanding of the interests, needs, and attitudes of
stakeholders and other parties involved. Finally, effective communication focuses on the
stakeholders who can have great influence, both positive and negative, on the project. This focus
includes the building of both long-term and short-term relationships that can assist with decision
making and possibly political matters.
Issues and Failures for Stakeholder Communications
There are two possible issues that need to be addressed for effective communications.
The first is the possibility of incomplete or untimely information. Information can be considered
incomplete for many different reasons. These reasons could include the information that was
generated previously and is still in circulation may not have been updated for the recent
communication reports. Another reason could include that one stakeholder may have one part of
the information while another has the other necessary information part. The second issue
evolves around stakeholders perceptions of communications with other projects. It is possible
that these experiences were negative and the prejudice still lies with the stakeholders.

Projects can fail due to inadequate or ineffective stakeholder communications. Weaver
describes in Table 1 the symptoms of communication failure in projects.
Table 1
Symptoms of Communication Failure
Symptom Communication Failures
Time Too Short/Insufficient Budget  Project Estimates Not Believed
 Project Estimates Not Requested
Scope Not Properly Defined  Relevance and Use of Project Management
Processes Not Communicated to
Decisions-Makers
 Lack of Understanding for Sufficient Time
of Planning and Scope Definition
 Failure to Identify and Communicate With
All Key Stakeholders
Non-Creation of Adequate Contingencies  False Belief in the Accuracy of Project
Management Processes
 Lack of Information On The Inherent
Variability of the Project Environment
 Lack of Confidence in Project Managers to
Manage Uncertainty and Risk
(Weaver, para 43)
Stakeholder Communications Plan
In order to assure that the stakeholders have effective communications, proper
management procedures must be in place. According to the PMBOK, “Project Communication
Management includes the processes that are required to ensure timely and appropriate planning,
collection, creation, distribution, storage, retrieval, management, control, monitoring, and the
ultimate disposition of project information” (Project Management Institute, 2013, p. 287). These
activities include informal and formal communication processes. Additionally, these processes
can include reports, meetings, oral conversations, memos, and other documents.
With the Ocean Waves Luxury Resort project, there are a number of stakeholders that
have their own style and means of appropriate communications. These communications include

different documents, meetings, and presentations. Each stakeholder was given an initial
assessment for their own style, preference of frequency, and the ranking of importance of their
communication needs. Table 2 provides a matrix for the communication plan for each of these
stake holders.
Table 2
Communications Plan
Type Objective Medium Frequency Audience Owners Deliverable
Kickoff Meeting Introduction to Team
and Project
Review Objectives
Face to Face
Conference Call
Once Project Sponsor
Governing
Member
Team Advisor
Data Designer
Point of Sale
System Designer
Installers
Project Manager
Project
Manager
Agenda
Meeting
Minutes
Project Team
Meetings
Project Status
Review Objectives
Discuss Issues
Face to Face
Conference Call
Weekly Governing
Member
Team Advisor
Data Designer
Point of Sale
System Designer
Project Manager
Project
Manager
Team
Advisor
Agenda
Meeting
Minutes
Schedule
Status Reports
Design Meetings Create and Develop
Design Ideas and
Solutions
Discuss Issues
Face to Face
Conference Call
Weekly Team Advisor
Data Designer
Point of Sale
System Designer
Project Manager
Project
Manager
Data
Designer
Point of
Sale
System
Designer
Agenda
Meeting
Minutes
Schedule
Status Reports
Monthly Status
Meeting
Project Status
Review Objectives
Discuss Issues
Face to Face
Conference Call
Email
Monthly Project Sponsor
Governing
Member
Team Advisor
Data Designer
Point of Sale
System Designer
Installers
Project Manager
Project
Manager
Agenda
Meeting
Minutes
Schedule
Status Reports
Training
Meetings
Formal Training of
POS System
Face to Face Daily after
each POS
system
Installation
Project Sponsor
Governing
Member
Team Advisor
Data Designer
Point of Sale
Project
Manager
Data
Designer
Point of
Sale
Agenda
Meeting
Minutes
Schedule
Status Reports
Training and

System Designer
Installers
Project Manager
Testers and Users
of POS System
Systems
Designer
Procedure
Guide
Matrix excerpted from Project Management Docs (Piscopo, para 33)
Integrate Technology Solutions with Strategic Business
Overview
Business integration can be considered an overall strategy to take information
technology(IT) and align it with business strategy and goals. This also includes synchronizing
the technology with cultures and objectives of a business. To do this will require discussions that
will be both collaborative and strategic that strive to meet the needs of the goals of the business
and develop the appropriate technological solutions. However, it is important to understand that
not only will technological solutions be engineered to the wants and needs of the business goals,
but the business processes will also be redesigned to fit the technology solutions.
The overall goal of any information technology solution is to increase efficiency and
satisfaction for a business’s operation functions. Business owners and executives expect a
significant return on investment for such integration by increasing such efficiencies in processes
and improve production while reducing the number of steps, equipment, or even personnel to
achieve the strategic goals. It has been proven that information technology integration can
provide positive results within a firm. Figure 1 provides comparative results for a CRM system.

Figure 1. Customer Relationship Management Integration with Business. (Charles
Schwab, 2010, p. 3)
Hotel Business Strategies and Goals
Hotels have an overall mission of providing facilities and services to guests. In order to
increase revenue, hotels need to either meet or exceed expectations of any current guests staying
at their facility. Additionally, the hotel or hotel resorts needs to attract new guests by utilizing
proper marketing functions as well as ensuring that their image shows that their resort and staff
have high quality standards and professionalism. This guest loyalty is what drives revenues for
the business.
The customer experience becomes an opportunity to grow revenue. Those who really
understand who the customers are, what they want and what drives their buying decision,
have a huge advantage. We’ve seen from our customer research that 65% of all guests

are likely to re-book hotels where they’ve had a great experience, and staff attentiveness
ranks as the top driver of great hotel experiences. (Gagliardi, n.d., para. 5-6)
Ocean Waves Luxury Resort Strategy and Goals
Prior to the acceptance of this project, each outlet was independently run by their own
management staff. This includes having their own point-of-sale systems with custom made
reporting. One of the goals of management of the resort consolidating and integrating all of the
disparate systems into one point-of-sale system that will provide tools to perform business
intelligence and reporting features. During an initial assessment of the current system in place
conducted by upper management, there were several issues that were causing communication,
duplicate data, and time delay issues. These included:
Table 3
Issues of Current Point-of Sale System and Reporting
Inconsistent and duplicate data and data sets
Data not currently being shared or integrated with different outlets
Management has to read several monthly reports from the different outlets which have different
formats and structures
If a guest wishes to charge to their room at one of the outlets, such as a restaurant, the cashier has
to call the hotel front desk to verify the guest can charge to their room. This causes unnecessary
delays and the cashiers not being able to service more customers.
The overall strategic goal of the resort is to increase profits and customer loyalty by
providing excellent service and amenities to the guests that stay or use the resort. The project
will support this goal by interconnecting all outlets through the point of sale system. This will
serve the purpose of the strategic information goal of standardization of processes and data. This
system will also generate custom reports to all individual outlets as well as the upper

management that will provide necessary and key information for the strategic goals of the project
in terms of profit and losses, trends, marketing, sales, and inventory reporting.
Technology Infrastructure That Will be Installed
The following table shows the hardware and software that will be installed at each
property outlet and the main office.
Table 4
Hardware and Software Infrastructure
Hotel 3 Workstations
Micros Hotel/Restaurant Application
Hotel Server
Restaurants 12 Workstations
Restaurant Server
Bars 12 Workstations
Restaurant Server
Gift Shop 1 Workstation
Micros Gift Shop Application
Gift Shop Server
Spa 1 Workstation
Micros Spa Application
Spa Server
Housekeeping 1 Workstation
Hotel and Food/Beverage
Managers
Micros Hotel/Restaurant Application Installed on Desktop PC’s
Business Intelligence and Reporting Tool
Gift Shop and Spa Managers Micros Hotel/Restaurant Application Installed on Desktop PC’s
Marketing Micros Hotel/Restaurant Application Installed on Desktop PC’s
Resort General Manager Micros Hotel/Restaurant Application Installed on Desktop PC’s
Resort Routers
Fiber Optic Cable
Storage and Backup Drives
Network Server

Managing Complex Enterprise Technology Systems
Basic Principles
Enterprise systems management can be seen as the monitoring and controlling of all the
components of an IT infrastructure with in an enterprise or organization. This can include the
applications that are also running. Enterprise management systems are usually offered by other
firms such as IBM and Oracle. “These commercial software packages promise the seamless
integration of all the information flowing through a company-financial and accounting
information, human resource3 information, supply chain information, customer information”
(Davenport, 1998, p. 121).
Enterprise systems are designed to solve a problem that can occur with most mid to large
organizations. This problem is the fragmentation of information. Over time, information is
collected, generated, and stored across different computer systems and applications. This data is
used to support various functions of business from business intelligence to accounting. This data
is housed on different individual or legacy systems that support individual activities. Most of
these systems are comprised of smaller computers, workstations, and some mainframes.
The management of such systems can be challenging due to that the larger the number of
computers and their associated applications and systems, the harder they are to manage. The
solution of managing the system is to monitor the status of the components and applications.
However, it is inefficient to check each computer, system, or application individually. It is better
to have a system in place, an enterprise management system that centralizes this practice. This
will provide the benefits of costs and other resource savings.
Another major issue with managing these systems is the idea that much of the systems do
not communicate effectively with other systems which leads to their data not being properly

handled or transferred properly. The other implications with this include that such
incompatibility can have an effect on management decision making, productivity baselines, and
overall profitability.
Managing the Enterprise Technology
One of the solutions to monitoring the computers, servers, networks, and workstations is
to install software that will serve as a monitoring agent. This software will perform health
checks and other status updates at required regular intervals. This frees up actual personnel from
doing these checks for which they can then focus on other tasks. This monitoring agent can then
be configured to sending messages to an IT specialist, engineering, or other administrators.
These messages could include both reactive and proactive monitoring events. A reactive
monitoring event would include an immediate alert if there was a problem that needs to be
addressed in a short time. A proactive monitoring event would include having the monitoring
agent send messages recommending that the administrator review a possibility that something
might happen that would require certain preventative measures. Another solution is to not only
have the agent send alerts, but to automatically implement a corrective action. This would be
implemented if the problem is recognized and the solution is not complex and easy to initiate.
The applications will also need some type of monitoring agent. After all, the
functionality of the system is the applications that the users use for their activities.
The choice of approach for application monitoring will depend on many factors such as
infrastructure platforms used, application architecture, number of users, transaction
volumes, size of network and others considerations, not least price. Once configured, the
chosen monitoring tool will generally need to be integrated into the incumbent
framework application (if present). Alternatively, most application monitoring vendors

supply their own full-capable management server, administration and event browser
consoles. (Feathered Owl, n.d., para. 33)
To monitor applications, the application transactions are actually monitored to ensure
everything is running correctly. This monitoring to the transactions includes reviewing to see if
the steps of the transaction do complete, they complete within an accepted time limit, the overall
transaction is completed, and the overall transaction is completed on time. This can be done by
creating simulated transactions and running them through the associated transactions. Another
way is to install an agent just like the hardware and network infrastructure monitoring agents that
provides monitoring and corrective actions. A third way would be to perform actual audits that
look at the transactions and their associated data to see if they are compliance.
With any of these solutions, there can be a hybrid of both actual people and “agentless”
systems that perform the work. Both have their advantages and disadvantages. This depends on
the size and complexity of the system. Additionally, it also depends on the network
infrastructure for the amount of bandwidth and network linkage.
Management of OceanWaves Luxury Resort Enterprise System
OceanWaves Luxury Resort currently contracts with different vendors for the legacy
systems hardware and applications. This includes upgrades, updates, and other technical support
that is required and maintained by their agreements and contracts. In the past, each manager of
their perspective departments was responsible for the purchase of their own computer system and
applications. They then utilized these systems to create the custom databases and their
associated applications for their direct and indirect activities.
Because all of the outlets will be now using the MICROS System hardware systems and
their proprietary software applications, this enterprise management will be performed by the

vendor, Micros. They will utilize both reactive and proactive monitoring of all systems by
installing agents within all workstations and servers that will send messages to their support
center. They will also provide twenty-four hour technical support that the users can access either
through instant messaging or voice. This management will also include doing the necessary
updates and upgrades for the purpose of security and configurability issues.
Designing an Enterprise Architecture
Basics of an Enterprise Architecture
Enterprise architecture can be viewed as the foundation or blueprint of optimizing and
placing of resources in the IT environment for the support of business processes and IT
infrastructure. The overall goal of such an architecture is to unify the environment of hardware
and software systems across the organization. This unity is linked to the business processes and
procedures along with its strategy. This goal helps promote alignment, standardization, reusage
of current or existing IT assets, the sharing of methodology of software development and
management across the organization. What will be achieved by these goals includes decreasing
such costs of the IT infrastructure, increasing the strategic presence of such architecture, and
being responsive.
The purpose of enterprise architecture is to create a map of IT assets and business processes
and a set of governance principles that drive an ongoing discussion about business strategy
and how it can be expressed through IT. There are many different suggested frameworks to
develop an enterprise architecture, as discussed later on. However, most frameworks contain
four basic domains, as follows:
1. Business architecture: documentation that outlines the company's most important
business processes;

2. Information architecture: identifies where important blocks of information, such as a
customer record, are kept and how one typically accesses them;
3. Application system architecture: a map of the relationships of software applications to
one another; and
4. The infrastructure technology architecture: a blueprint for the gamut of hardware, storage
systems, and networks. The business architecture is the most critical, but also the most
difficult to implement, according to industry practitioners. (Minoli, n.d., paras. 3-4)
Steps for Designing an Enterprise Architecture
Step 1: Identifying the Purpose
Just as when one is designing any system or architecture, it is important to begin the
process with identifying the purpose or purposes of the architecture. Essentially questions need
to be answered such as what information is considered important for the architecture, how much
detail to support the analysis, and who will use the architecture. With these purposes formulated,
the models and data can then be selected that are appropriate for the architecture design.
The primary purpose of doing the Ocean Wave’s Luxury Resort architecture is to
improve the efficiency of interoperability and communication between all of the outlets within
the resort. Another purpose is to provide a reporting system to upper level management of key
performance indicators and other business intelligence for better decision making from
procurement to marketing. This improvement will increase guest satisfaction by providing a
seamless system for sharing data between the outlets.
A top-level view of what information is important for the architecture would include the
data that is shared between outlets such as a guest’s information and ability to charge. Another
piece of information is the different scenarios of the interactions between the guests and the staff

and the processes that occur. The management and staff will all be key people who will be using
this architecture throughout the resort.
Step 2: Identifying the Drivers and Constraints
The next step is to discuss items that will drive the content of the architecture. These
items could include the impacts of removing or replacing applications or other hardware, which
applications support business processes, and what processes will need to be developed for new
strategies. Along with this review of the impact and analysis of the content of the architecture is
to ensure that business assumptions and rules are also identified and established. These could
include ensuring regulations are being followed that could imply constraints to any system or
privacy to the data that is being used.
Step 3: Identifying the Framework
The next and important step in designing the architecture is to select the framework that
will be used. This framework provides a guide for establishing what information will be needed
that will be gathered from stakeholders who will use the architecture. It also provides a means of
organizing such information. The framework uses rule sets on how to model such processes like
business processes. There are many such frameworks to choose from including TOGAF,
Zachman, EA3, and DoDAF. Each one of these is applicable to more than one organization.
The selection of such a model depends on the complexity of the organization and what the
framework provides in terms of properties, components, functions, and services.
For this project, the TOGAF framework is used. It is well established and comprehensive
enough to provide enough information to identify what is needed to be modeled. Figure 2 shows
the steps in the framework. These steps includes the identification of such a framework, the

business and infrastructure architecture, and the planning of migration, implementation and
change management.
Figure 2. TOGAF Framework (Cherkaoui & Taleb, 2012, p. 47)
The designing of the architecture for this project will be focused primarily on the
business architecture, which will include a subsection of application architecture. The business
architecture demonstrates the common core functions of each of the outlets. For example, the
core functions of a hotel include reservations, front desk, housekeeping, and marketing. These
functions are further clarified by describing the top-level activities and processes. These
activities could include checking in a guest, cleaning a room, and doing the nightly audit. The
application architecture then describes the how the different applications interact with the
business architecture and other systems. This architecture then describes groups of capabilities
that manage such data.

Creating the Models
Based on the answers to the questions described in the previous sections, an overall
model, or metamodel, is created to show an abstract view of the architecture. This includes
showing the data that is being captured and the associated relationships. This view includes such
items as what applications will support what business processes and what their purpose or
relationships will be. Figure 3 shows an example of a metamodel.
Figure 3. Metamodel Example (Schwfrik, 2011, p. 7)
This metamodel will include relationships between elements of the architecture,
definitions of such elements, and the connection between the business questions and their
relationships. With this metamodel as a guide, the other models can be then used to answer the
other business questions.

Managing Risk Mitigation for an Enterprise System
Sources of Risk and Their Impact on Project Outcomes
Risk management is very important in project management. If properly applied, it can
reduce the likelihood of a project failing in terms of time, costs, or scope. To first understand the
sources of risk and their associated impacts, it is best to define risk. The PMBOK defines risk
as:
An uncertain event or condition that, if it occurs, has a positive or negative effect on one
or more project objectives such as scope, schedule, cost, and quality. A risk may have
one or more causes and, if it occurs, it may have one or more impacts” (Project
Management Institute, 2013, p. 310).
It is crucial to a project manager or team to have an understanding of the risks in terms of
where they originate first. It is also important that each risk that is discovered will need further
analysis to determine if there is a positive or negative impact, what parts of the project are
impacted, and what mitigations, if any, need to be in place.
There are varieties of sources that can cause risk to a project. Most sources of risk share
common characteristics or are a part of several different categories within projects. These can
include project uniqueness, the assumptions and constraints of a project, people, stakeholders,
and change management or movement. To break this down further and for simplicity, the
sources of project risk could be broken down into internal and external risks.
The internal risks would deal with much of the management of the program or project.
These risks could include items such as unknown or improperly managed stakeholders, project
scope being improperly defined, schedule commitments that are not accurately predicted or
impossible to achieve, and improper controls of design or other changes. Other sources could

include missing plans and controls for integration, resources are inadequate for the project,
conflicts in project priorities, or technology issues such as new and poorly understood integrated
technologies to the project.
External risks can include unpredictable items such as natural disasters, sabotage,
improper controls and mechanisms with external vendors or other providers, and unforeseen
requirements such as regulations and laws. There are also predictable sources of risk such as
operational risks, social, environmental, and media. Customer risks are sometimes an issue.
These could include the customer not making appropriate decisions on time, key staff being
replaced, or the customer no longer wants the project due to internal conflicts. Just as with
internal risks, there could be issues with the technologies such as computer systems failing.
The impact of these risks, just as stated earlier, would include positive or negative effects
to the scope, schedule, costs, and quality of the project. For example, the scope risks, which
could include a lack of clarity of the scope definition, could cause such issues as scope creep,
conflicts with the customer and possible delays in acceptance of the customer if the criterion was
not met or defined. The majority of risk impacts are assessed by both qualitative and quantitative
measurements. They are looked at both in their degrees of probability and given a valuation such
as time or money.
Qualitative and Quantitative RiskAnalysis Processes
Qualitative and quantitative risks are essentially the same risks. However, qualitative
risks refer to risks that are analyzed in a more subjective manner in terms of the nature of the
risks and their uncertainties or probabilities of them occurring. Qualitative risks are risks that are
analyzed in terms of probability of occurring, impact, and tolerance but in a subjective type of
manner. With this analysis, these risks are ranked in terms of importance and a quantitative risk

assessment can be performed. The quantitative risks are ones that are numerically analyzed in
terms of costs, such as monetary or time, when exposed to such risks. Since these are more
numeric, then these risks are assessed in more of an objective manner.
Not all risks can be managed due to time and resource constraints. Therefore an effected
qualitative risk analysis should be performed. The risk breakdown structure can assist with this
due to that it categorizes the risks and breaks them down. Then a risk probability and impact
matrix can be created. The smallest level risks would be placed into the matrix and a subjective
assessment would be determined by the project team or other types of expert judgment of the
probability of such risks occurring and a scale of low to high of the impact to the project. If any
of the risks identified are more into the high probability and impact range or area of the risk
matrix, then these would be placed in a higher priority for managing.
One of the major types of risk areas that can affect different aspects of a project is
scheduling. Sometimes, an element or activity cannot be changed in terms of scheduling due to
its dependencies and other factors. If there is a risk of delay in this activity, then the
ramifications to other processes can cause an overall project delay including costs in additional
time and money. Therefore, after doing a qualitative analysis, it is best to further determine and
analyze such risks in quantifiable terms.
Qualitative Risk Analysis
Once the risks have been identified, it is necessary to determine the priority and impact of
such project risks. A project manager cannot focus on all of the risks identified all of the time.
Prioritizing such risks includes a qualitative analysis, which measures the probability of such
occurrences of such risks and their impacts. The analysis is beneficial due to it can possibly
reduce levels of uncertainty and focus on high-level risks that will have the most impact on the

project. This analysis uses a descriptive scale for measurement. A typical descriptive scale could
include subjective systems such as low, medium, high or a ranking system such as a scale from 1
– 10. A risk probability and impact matrix is then established using this scale showing both the
likelihood of the risk occurring and the level of impact if the risk were to occur. “A qualitative
risk assessment can also help you determine if there are any specific types or categories of risks
that would require special attention or any risk events that need to be handled in the near-term”
(Project Management Skills, n.d., para. 17).
Qualitative risk analysis uses risks from previous identification methods such as risk
registers brainstorming to determine the probability and impacts. The technique that is used for
assisting with demonstrating the probability and impacts of the risks is a risk matrix. The risk
matrix shows management and stakeholders of what the risks are, what could be involved with
the risk such as procedural changes or costs, and what time will be involved dependent on the
severity and probability.
After establishing how the risk matrix will be used in context of the organization such as
analyzing process issues, the first step to creating the risk matrix is to establish a scaling system
of frequency or likelihood of such risks. Likelihood scoring is based on the expertise,
knowledge, and actual experience of the group scoring the likelihood. In assessing likelihood, it
is important to consider the nature of the risk. Risks are assessed on the probability of future
occurrence; how likely is the risk to occur? How frequently has this occurred?
It should be noted that in assessing risk, the likelihood of a particular risk materializing
depends upon the effectiveness of existing controls. In assessing the likelihood, consideration
should be given to the number and robustness of existing controls in place, with evidence

available to support this assessment. Generally the higher the degree of controls in place, the
lower the likelihood (Health Service Executive, 2011, pp. 4 - 5).
Table 5 gives an example for likelihood scoring which is used in the Ocean Waves
Luxury Resort project.
Table 5
Likelihood Scoring
Ranking Frequency/Probability
4 – Very Likely Frequency: More than 6 times
Probability: Greater than 75%
3 – Likely Frequency: 4 – 5 times
Probability: 50 to 75%
2 – Unlikely Frequency: 2 – 3 times
Probability: 25 – 75%
1 – Very Unlikely Frequency: 1 – 2 times
Probability: 0 – 25%
The next step is to assess the impact of such risks to the project. This is accomplished by
first assigning a ranking for each impact description. Table 6 provides an example of description
of impacts to their relative scores.
Table 6
Ranking of Impacts
Ranking Impact Description
4 Major

3 Moderate
2 Minor
1 Very Minor
Once the qualitative analysis is completed, a quantitative analysis can be performed. A
value is assigned to each risk in terms of cost and time. With these values in place, a number of
tools can be used such as sensitivity analysis and expected monetary value analysis. The benefits
of such tools is that we can see how sensitive the risks are to changes in the project and what
costs we are gaining or losing to assist with decision making. Another tool that is used in the
Monte Carlo analysis, which uses complex calculations to provide data for what-if scenarios
especially on the effects of the project schedule.
Risk Mitigation
Once the risks are identified and analyzed in terms of both their probabilities and
impacts, there needs to be a further determination of what strategies need to be conducted to
mitigate such risks. There are strategies for both negative and positive impact type of risks. In
relationship to negative risks, “The purpose of such strategies is to lessen or reduce, if not totally
eliminate the adverse impacts of the known or perceived risks inherent in a particular
undertaking, even before any damage or disaster takes place” (Cantoria, 2011, para. 2). These
risk strategies can be placed into four different categories. These categories include avoidance,
transference, mitigation, and acceptance. Avoidance is the action of neglecting the risks to avoid
any exposures. Transference is where the risk is transferred to another party. This usually
includes a third party. Mitigation is where there is action taken on the risks by both partially

avoiding and accepting the risks. The final strategy is acceptance of the risk. This approach will
incorporate actions that will cover costs and schedule issues.
The monitoring, controlling, and reporting part of risk mitigation involves the proactive
steps of implementing the risk responses, tracking the risks, and monitoring such risks
throughout the project. This will need to be done on a regular basis with the appropriate
documentation that determines when a risk needs to be reviewed and what actions will be taken.
Risk monitoring should be assigned to either a Risk Manager or a Project Manager.
Risk Matrix for Resort Project
Doing an initial brainstorming session, there were several risks that were agreed upon
associated with the project. They then were categorized for grouping purposes. Table 7 shows
the risks associated with the Ocean Waves Luxury Resort Project
Table 7
Identified Risks
Risk Category
Incorrect Time Estimation Scheduling
Over or Under Utilization of Staff Scheduling
Delays in Schedule Scheduling
Equipment Not Available Scheduling
Unforeseen Disasters Such as
Floods, Tsunami’s
Scheduling
Inadequate Testing Technical
Systems Not Compatible Technical
Network Downtime Technical
Equipment Failure Technical
Lack of Information Quality
Breakdown in Communication Quality
The next steps were to rank both the frequency/probabilities of the risks occurring and
their impacts. The mitigation strategies were then formulated for each of these risks. Table 8
shows the risk matrix for all of the associated risks.

Table 8
Ocean Waves Project Risk Matrix
Risk Probability/Frequency
Ranking
Impact
Ranking
Mitigation
Incorrect Time
Estimation
3 4 Provide Buffer and Slack Time
in Case of Delays
Over or Under
Utilization of Staff
3 4 Utilize MS Project to Ensure
Staffing is Allocated Correctly
Delays in Schedule 3 4 Provide Buffer Time in Case of
Delays
Equipment Not
Available
3 4 MICROS will Ship Equipment
Immediately to Allow for
Shipping Time
Unforeseen Disasters
Such as Floods,
Tsunami’s
1 4 Readjust Schedule as Necessary
Inadequate Testing 3 4 Formal Test Plan
Systems Not
Compatible
1 2 MICROS Providing Hardware
and Software
Network Downtime 4 4 Provide Buffer and Slack Time
in Case of Delays
Equipment Failure 1 3 MICROS will Provide Extra
Equipment for Contingencies
Lack of Information 1 3 Ensure Adequate Research is
Done During Planning Phase
Breakdown in
Communications
3 3 Communication Plan
Evaluating Data to Create Business Intelligence and Data Modeling
According to Kevin Coleman, “Data is the lifeblood of the hotel reporting, analytics and
dashboards that are the output of any such business-intelligence initiative. While high-quality
data (complete, accurate and uniform) won't alone ensure the success of your hotel business-
intelligence initiative, low-quality data (full of holes, errors and inconsistencies) will certainly
ensure the failure of your initiative” (Coleman, 2013, para 1). This statement summarizes the
importance of quailty data, especially for the hotel industry. There are a number of strategies and

factors that will assist the organization for determining data quality between systems and placing
such data into the master data system.
Determining the Quality of the Data Elements That Will Become MasterData
It has been proven many times that poor data quality can lead to major ramifications
before, during, and after the data is integrated An assessment of the data in terms of quality must
be done in a systematic or organized sense which has to be very thorough. This assessment will
primarily part of the data profiling stage. Data profiling can be generally be seen as providing
information about the quality of data, but will also assist with showing the unique characteristics
and discrepancies with the data.
The planning the how to determine the quality of data that will become the master data
will include “the statistical analysis and assessment of data values within a data set for
consistency, uniqueness and logic” (Rouse, para. 2). This analysis will be done before the data is
integrated as well as ongoing after the initial migration is over with. The analysis will provide
reports of all activities and summaries before and after the data is migrated into a master data
system.
To determing the consistency, uniqueness, and logic of the data, there are seven factors
that will be used to determine the data quality which are based on predetermined rules and
conditions set by the data governence team. Table 9 shows these factors.
Table 9
Data Quality Factor Determinants
Factor Definition
Accurate Accurate data refers to how closely the data
correctly captures what it was designed to
capture.
Complete Complete data is data that has all those items
required to measure the intended activity or

event.
Legible Legible data is data that the intended users will
find easy to read and understand
Relevant Relevant data meets the needs of the
information users
Reliable Reliable data is collected consistently over
time and reflects the true facts.
Timely Timely data is collected within a reasonable
agreed time period after the activity that it
measures and is available when it is required
and as often as it is required.
Valid Valid data is collected in accordance with any
rules or definitions applicable for that type of
information. These rules check for correctness
and meaningfulness before the data is used.
(Health Information and Quality Authority, pp. 11-18)
Factors that Influence the Quality of Data
There are certainly a number of processes or factors that contribute or impact the quality
data. The impact of quality can be shown in certain degrees from negligible to severe depending
on the issues at the time and the context of the data with the business processes. Essentially, the
factors can be broken down into three different areas. These areas include the quality of the
values of the data, the quality of the obtainment of the data, and the quality of the content of the
data. The values of the data include lack of consistency within the data set and the cleaning
process during any transfers. Obtaining data has factors of too much data and its related
definitions. The content of the data include factors of complex user requirements and
incompleteness of the data.
Related to these three overall factors of influence, there are other factors to consider.
These are termed in their relationship if the data is being brought from the outside or making
changes to the data once it is internal. Factors such as initial data conversion, system
consolidation, manual data entry, batch feeds, and synchronization can impact the quality of data.
The issues with these factors include incorrect data mapping, unreliable data, data duplication,

mistakes in manual data entries, spreading bad data to all databases, and the possibility of data
taken out its intended context.
Much of working with data involves the data processing, data cleansing, and data purging
stages. Within the data processing stage, there are factors such as the changes within programs
or changing applications that have not been tested for impact to the data. On the opposite side of
the coin, the applications cannot handle new procedures in the changes to the data due to new
policies. Data cleansing can involve factors of cleaning data to new specifications for the actual
data requirements, which results in the data being incorrect for actual usage versus new
compliance models. Additionally, “Data cleansing is dangerous mainly because data quality
problems are usually complex and interrelated. Fixing one problem may create many others in
the same or other related data elements” (Maydanchik, para. 50). During the data purging stage,
factors such as data being deleted by accident or such data that is purged affects other data that is
still being used.
Resolving Differences in Data Between Systems
During any data integration or consolidation, there are going to be differences in the data
between systems. Much of the data entities that are being integrated can show different values
that represent exactly the same entity. For example, a person may be referred to as Mr. John
Smith, John Smith, Smith, John, and Smith, J. and be the same person. When the data is being
brought over or consolidated, obviously the organization does not want to deal with this
duplication and, at the same time, ensure that this person’s information is the same across all
applications and systems.
The data steward or the data governance team will have to understand and answer
questions that could impact the processes as well as the quality of data. Such questions could

include what are the restrictions and constraints, what are the minimal thresholds, can any
actions be undone once the merge is complete, and when and where will the consolidations be
performed. With these questions, there will need to processes in place such as ensuring
awareness for false positives and negatives. Additionally, an impact assessment and resolution
plan needs to be set in place if such false positives and negatives are identified.
Addressing Missing Data
Within all data sets that are going be areas of missing data. The reasons for such data is
missing can either be issues before or during the integration of the data or being purposely
omitted. The issues that could happen before could be incorrect data cleansing or just poor
quality of data. The data could be missing purposely due to that a particular data entity does not
require any customer input. There are a number steps that could be put used to handle such
missing data as describe in Table 10. Depending on the context of where the data is needed in
the business organization would a particular step be used. Just as with resolving differences in
data between systems, the oversight of addressing of missing data will fall onto the data steward
and the data governance teams.
Table 10.
Steps for Resolving Missing Data
Step
Ignore the entry
Fill in the information manually
Use a global name such as “N/A” or
“Unknown” to fill in the missing value
Use an average value, such as average income,
to fill in the missing value
Apply the value based on the categories’ mean
or median
Use the most probable value base on
techniques such as decision tree analysis

Apply Innovative and Transformative Management Skills to Leading the Information
Technology Organization
Innovative Leadership
An innovative organization is one that new ideas are brought forth by a team that knows
their product, their business, and the market. Especially for an IT organization, it is important
for the leader to develop and encourage an environment that strives on continuous improvement,
innovation, and initiative. They encourage their team to pursue endless possibilities while
accepting other points of view and experiences from different sources. All of this will result in
increasing potential growth, sustainability, and prosperity.
To foster such an environment, there are certain skills or steps that is recommended for a
leader follow. The steps encompass and identify factors such as how people want to be lead,
their functionality in how they can provide value, and adopting change. Table 11 shows a
summary of these steps.
Table 11
Innovative Skills
Skill Summary
Place Trust in Others Encourage team members to trust themselves
to trust others
Demonstrates that transparency can work
Collaborate Encourage and demonstrate collaboration with
internal and external team members
Communicate Communicate not only to present ideas, but
that team members can openly communicate
with each other.
Team members can openly challenge each
other for learning experiences
Be a Change Agent Understands and emphasizes disruptions and
changes
See opportunities in risks and issues
Encouraging entrepreneurial attitudes during
times of change

Change Courses When Appropriate Intentionally change course or direction to
promote adaptation and different views.
Encourages leaders and team members to
reflect and answer questions of what must they
continue to do, what they should stop doing,
and what should they start doing.
Transformational Leadership
Transformational leadership is related to innovative leadership. They both have the same
goal of building up a team and encouraging them to perform at their best. This is opposite to
another term, transactional leadership, which is more focused on normal operations and uses
more disciplinary power for motivation.
A transformational leader goes beyond managing day-to-day operations and crafts
strategies for taking his company, department or work team to the next level of
performance and success. Transformational leadership styles focus on team-building,
motivation and collaboration with employees at different levels of an organization to
accomplish change for the better. Transformational leaders set goals and incentives to
push their subordinates to higher performance levels, while providing opportunities for
personal and professional growth for each employee. (Ingram, n.d., para. 4)
Transformational leadership, therefore, tries to utilize processes and other skill sets to
have their followers look beyond self-interests and strive to do what is best for their teams or
organizations. Table 12 shows the skills that are to be utilized for transformational leadership.
These skills are also interrelated with Innovative Leadership and can be combined in any
fashion.
Table 12
Transformational Leadership Skills

Skill Summary
Communication of Goals and Vision Provide clear direction of goals and vision
Communicate without uncertainty
Listening, Collaborating, and Empowering Listen to what is being stated.
Allow team members to collaborate to fulfill a
task or come up with new ideas
Empower employees with making decisions on
tasks to a certain level
Allow employees to have buy-in with
decisions
Build Relationships Create strong relationships with both internal
and external employees that promote
communication and trust
Provide Stimulus Keep the team engaged
Promote increasing of knowledge and skill sets
Lead by Example Demonstrate good integrity, quality, and pride
Change Management Process as Part of the Innovations and Transformations
With any IT project, there are going to be changes as the project progresses. These
changes could happen for a variety of reasons. These could include risk mitigations, scheduling,
resources, or other unforeseen issues. It is important to realize that change does not happen in a
bubble but rather one small change could affect the entire organization. A good leader will
understand that changes will happen and will need to utilize both innovative and
transformational skills to keep the project, team, and possibly the organization on the correct
path.
Change management objectives include “sponsorship, buy-in, involvement, impact,
communication, and readiness” (Mind Tools, para. 9). Sponsorship implies that any change will
have support from senior management. Buy-in refers to getting buy-in from everyone involved
with the change. This includes people who could be directly or indirectly involved. Involvement
ensures that the correct people are involved with the implementation of changes. Impact
involves reviewing how the changes will affect people and processes. Communication needs to

be a priority to everyone involved of such changes. Readiness provides contingencies as well as
preparing all people for adapting to changes. This includes having the correct information,
training, and assistance.
Management Skills and Change Management for Ocean Waves Project
This project involves upper management, consultants, and vendors. Each person who is
involved has high skill set that takes initiative, innovation, and self-management. The
management skill set that will be used will not be transactional. It will be a hybrid of both
innovative and transformative processes. The leadership style of the project will be more of an
assumed role of coordination and facilitation rather than top-down decision making. This will
require a collaborative environment that encourages communication, team synergy, and
empowerment.
It is anticipated that changes will occur during the project due to that new equipment and
processes will be put in place. All changes that must happen will require formal requests to the
project manager and Ocean Waves upper management. The change requests must include the
reason for the change and possible impacts. These requests will be communicated via email or
meetings which include copies of such requests to all team members for collaboration, feedback,
and buy-in. The project manager and Ocean Waves upper management will have the final
decision of such changes. The project manager will be responsible for updating all schedules
and communicating with all affected personnel about such changes.
Summary
OceanWaves Luxury Resort was facing issues and dilemmas that face any organization
that uses different point-of-sale systems, disparate data sets, and different reporting methods.
These issues and dilemmas could include miscommunication or non-communication between

computer systems, outlets, and other organizations. Additionally, there are issues with data
integrity, such as duplication, missing or misinterpreted data, and security. Especially with
OceanWaves Luxury Resort, the lack of standardization interrupts the flow of information
between different resort outlets and did not provide an accurate picture of the “health” of the
resort to the General Manager.
In order for this project to be successful, it is important to have a solid foundation of
knowledge and skills in terms of project management including risk management and leading
teams in an innovative and transformative style. These knowledge areas and skills include
effective communications, understanding and aligning technology with strategic business goals,
and designing and managing enterprise systems. Additionally, it is important to understand data
in terms of business intelligence and data modeling. Finally, it is important to understand that
there is always risk in a project and to ensure that proper mitigation strategies are in place.

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Appendix A: Project Scope
Scope
Deliverables and Acceptance Criteria
The overall scope of this project will include the installation and delivery of a new point-
of-sale system by MICROS Systems. This will also include the development and design of a
master data management system that will include the data generated from the point-of-sale
system. To be accepted by the management of Ocean Waves Luxury Resort, the following
conditions must be met:
Table A1
Acceptance Criteria
All appropriate staff receive formal training of new system
Technical Issues do not exceed 10% of feedback
All outlet managers and general manager must sign-off prior to acceptance
Project Exclusions
The point of sale system that will be installed in the hotel will not be integrated with any
web-based travel sites such as Expedia.
Project Constraints
Table A2
Project Constraints
Project must be completed by December 30th, 2015
Project must not exceed $100,000
Due to the locality of the resort, all equipment will have to be shipped in via ship or air.

Assumptions
Table A3
Project Assumptions
The majority of the installation of hardware will be done during the slow season which
will not adversely affect business during down time.
Both the Resort Consulting and Micros Systems staff will be staying at the resort at no
cost.
The initial assessment of installing a new point of sale system and a new master data
management system along with the contracting was completed by Ocean Waves Luxury Resort
management prior to Resort Consulting being contracted.

Appendix B: List of Stakeholders
Table B1
List of Stakeholders
Name Title Functions
John Rockefeller General Manager Project Sponsor
Shelly Donahue Hotel Manager Governing Member of Project
Team
Steve Dunlap Assistant Hotel Manager Governing Member of Project
Team
Terry Wineman Hotel Housekeeping Manager Project Team Advisor
Mary Green Food and Beverage Manager Governing Member of Project
Team
Bob Winslow Assistant Food and Beverage
Manager, Restaurants
Project Team Advisor
Marion King Assistant Food and Beverage
Manager, Bars
Greg Long Spa Manager Project Team Advisor
Jim Nye Project Manager for Resort
Consulting
Project Manager
Kirk Troutman Data Analyst for Resort
Consulting
Data Analysis and Analytics
Designer
Sally Struthers Data Analyst for Resort
Consulting
Data Analysis and Analytics
Designer
Tom Murphy Supervisor, MICROS Systems Supervision of MICROS Team
Point of Sale System Designer
Teresa West Consultant, MICROS Systems Point of System Designer
Stan Gable Technician, MICROS Systems Hardware and Software
Installation
Jeff Gordon Technician MICROS Systems Hardware and Software
Installation
Hotel Front Desk Staff and
Night Auditor
Hotel Staff Testers and Users of POS
System
Cashiers and Waitstaff Food and Beverage Staff Testers and Users of POS
System
Spa Cashiers Spa Staff Testers and Users of POS
System
Tammy Drysdell Marketing Director, Ocean
Waves Luxury Resort

Appendix C: WBS
Table C1
Work Breakdown Structure
Task Name Duration Start Finish Resource Names
Integrative Project and
Ocean Waves Integrated
Project Plan
189 days Wed 4/15/15 Wed 12/30/15
Integrative Project 51 days Wed 4/15/15 Fri 6/19/15
Initiating 3 days Wed 4/15/15 Fri 4/17/15
Kickoff Meeting 1 day Wed 4/15/15 Wed 4/15/15 John Rockefeller,Shelly
Donahue,Steve Dunlap,Bob
Winslow,Greg Long,Jim Nye,Kirk
Troutman,Marion King,Mary
Green,Sally Struthers,Stan
Gable,Teresa West,Terry
Wineman,Tom Murphy,Jeff
Gordon,Tammy Drysdell
Creation of Project
Statement
3 days Wed 4/15/15 Fri 4/17/15 Jim Nye
Project Statement
Submission
0 days Fri 4/17/15 Fri 4/17/15 Jim Nye
Planning and Execution 48 days Sat 4/18/15 Fri 6/19/15
Project Proposal 7 days Sat 4/18/15 Sun 4/26/15 Jim Nye
Final Project Proposal
Submission
0 days Sun 4/26/15 Sun 4/26/15 Jim Nye
Integrative Project Plan
- Researchand Synthesis
43 days Sun 4/26/15 Fri 6/19/15
Communicating
Effectively with
Stakeholders
11 days Sun 5/3/15 Fri 5/15/15 Jim Nye
Integrate Technology
Solutions in Alignment
with Strategic Business
Manage Complex
Enterprise Technology
Systems
Design an Enterprise
Architecture as the
Organizing Logic for
Business Processes and IT
Infrastructure

Manage Risk Mitigation
for an Enterprise System
Evaluate Data to Create
Business Intelligence and
Data Modeling the Drive
Strategic Decision
Making
Apply Innovative and
Transformative
Management Skills to
Leading the IT
Project Draft Completion 6 days Sun 5/31/15 Fri 6/5/15 Jim Nye
Project Draft Submission 0 days Sun 6/7/15 Sun 6/7/15 Jim Nye
Final Draft Completion 6 days Sun 6/7/15 Fri 6/12/15 Jim Nye
Final Draft Submission 0 days Fri 6/12/15 Fri 6/12/15 Jim Nye
Ocean Waves Luxury
Resort Integrated
Project Plan
189 days Wed 4/15/15 Wed 12/30/15
Initiating 6 days Sun 4/26/15 Fri 5/1/15
Prepare the Infrastructure 6 days Sun 4/26/15 Fri 5/1/15 Jeff Gordon,Jim Nye,Kirk
Troutman,Sally Struthers,Stan
Gable,Teresa West,Tom Murphy
Planning 37 days Sun 4/26/15 Fri 6/12/15
Stakeholder Register 37 days Sun 4/26/15 Fri 6/12/15 Jim Nye
Scope Document 37 days Sun 4/26/15 Fri 6/12/15 Jim Nye
Work Breakdown
Structure
Communications Plan 37 days Sun 4/26/15 Fri 6/12/15 Jim Nye
Risk Plan 37 days Sun 4/26/15 Fri 6/12/15 Jim Nye
Change Control Processes 37 days Sun 4/26/15 Fri 6/12/15 Jim Nye
Final Project Plan
Submission
Execution 126 days Fri 6/19/15 Fri 12/11/15
Point of Sale System
Design
111 days Mon 6/22/15 Mon 11/23/15
Hotel POS System 30 days Mon 6/22/15 Fri 7/31/15
Research Business
Functions for Hotel POS
system
10 days Mon 6/22/15 Fri 7/3/15 Jim Nye,Jeff Gordon,Kirk
Troutman,Sally Struthers,Stan
Gable,Steve Dunlap,Teresa West,Tom
Murphy,Shelly Donahue
Design User Interface for
Hotel POS system
10 days Mon 7/6/15 Fri 7/17/15 Jim Nye,Kirk Troutman,Sally
Struthers,Steve Dunlap,Teresa
West,Tom Murphy
Create Prototype of Hotel 10 days Mon 7/20/15 Fri 7/31/15 Jim Nye,Kirk Troutman,Sally

POS System Struthers,Steve Dunlap,Teresa
West,Tom Murphy
Testing of Prototype of
Hotel POS System
Struthers,Steve Dunlap,Teresa
West,Tom Murphy,Shelly
Donahue,Terry Wineman,Hotel Front
Desk Staff & Night Auditor
Acceptance of Design and
Programming of Hotel
POS from Prototype
0 days Fri 7/31/15 Fri 7/31/15 Jim Nye,Steve Dunlap,Shelly Donahue
Food and Beverage POS
System
40 days Mon 8/3/15 Fri 9/25/15
Research Business
Functions for Food and
Beverage POS system
10 days Mon 8/3/15 Fri 8/14/15 Bob Winslow,Jim Nye,Marion
King,Mary Green
system
Struthers,Teresa West,Tom Murphy
Create Prototype of Food
and Beverage POS
System
System
Struthers,Teresa West,Tom
Murphy,Bob Winslow,Cashiers and
Waitstaff,Mary Green
Programming of Food and
Beverage POS System
from Prototype
0 days Fri 9/25/15 Fri 9/25/15 Bob Winslow,Jim Nye,Mary Green
Spa POS System 41 days Mon 9/28/15 Mon 11/23/15
Research Business
Functions for Spa POS
system
10 days Mon 9/28/15 Fri 10/9/15 Greg Long,Jim Nye,Kirk
Troutman,Sally Struthers,Teresa
West,Tom Murphy
Spa POS system
10 days Mon
10/12/15
Fri 10/23/15 Jim Nye,Kirk Troutman,Sally
Create Prototype of Spa
POS System
10 days Mon
10/26/15
Spa POS System
11 days Mon 11/9/15 Mon 11/23/15 Greg Long,Jim Nye,Kirk
Troutman,Sally Struthers,Spa
Cashiers,Teresa West,Tom Murphy
Programming of Spa POS
System from Prototype
0 days Mon
11/23/15
Mon 11/23/15 Greg Long,Jim Nye,Tom Murphy
Point of Sale System
Installation
70 days Mon 8/3/15 Fri 11/6/15
Hotel POS System 20 days Mon 8/3/15 Fri 8/28/15

Installation of POS
System Workstations and
Related Equipment
10 days Mon 8/3/15 Fri 8/14/15 Jeff Gordon,Jim Nye,Stan Gable,Tom
Murphy
Testing of POS System
Workstations and Related
Equipment
Murphy,Hotel Front Desk Staff &
Night Auditor,Shelly Donahue,Steve
Dunlap,Teresa West
Training Staff on POS
System Workstations,
Interfaces, and Related
Equipment
5 days Mon 8/24/15 Fri 8/28/15 Jim Nye,Teresa West,Tom Murphy
Update Documents and
Procedures for Business
Processes
Acceptance of POS
System
0 days Fri 8/28/15 Fri 8/28/15 Jim Nye,Shelly Donahue,Steve Dunlap
System
25 days Mon 8/31/15 Fri 10/2/15
Installation of POS
Related Equipment
Murphy
Connecting and
Integrating POS System
with Hotel POS System
Murphy
Equipment
Murphy,Bob Winslow,Cashiers and
Waitstaff,Mary Green,Teresa West
Equipment
Processes
Acceptance of POS
System
0 days Fri 10/2/15 Fri 10/2/15
Spa POS System 25 days Mon 10/5/15 Fri 11/6/15
Installation of POS
Related Equipment
Murphy
Connecting and
Integrating POS System
with Hotel POS System
5 days Mon
10/19/15
Fri 10/23/15 Jeff Gordon,Jim Nye,Stan Gable,Tom
Murphy
Equipment
5 days Mon
10/26/15
Fri 10/30/15 Jeff Gordon,Jim Nye,Stan Gable,Tom
Murphy,Greg Long,Spa Cashiers

Equipment
Processes
Acceptance of POS
System
0 days Fri 11/6/15 Fri 11/6/15 Greg Long,Jim Nye
MasterDatabase 25 days Mon 11/9/15 Fri 12/11/15
Design Master Database 15 days Mon 11/9/15 Fri 11/27/15 Jim Nye,Kirk Troutman,Sally
Integrate Current Data
Sets
10 days Mon
11/30/15
Data Analytics and
Custom Report Creation
25 days Mon 11/9/15 Fri 12/11/15
Create and Implement
Data Analytics Program
for Senior Management
and Marketing
Department
Create Custom Reports
for Hotel Management
10 days Mon
11/30/15
for Food and Beverage
Management
10 days Mon
11/30/15
for Spa Management
10 days Mon
11/30/15
Processes
10 days Mon
11/30/15
Monitoring and
Controlling
179 days Wed 4/15/15 Wed 12/16/15
Overseeing and
Implementing Quality
179 days Wed 4/15/15 Wed 12/16/15 Jim Nye,Kirk Troutman,Sally
Overseeing and
Implementing Change
Control Processes
179 days Wed 4/15/15 Wed 12/16/15 Jim Nye,Kirk Troutman,Sally
Closing 11 days Wed
12/16/15
Wed 12/30/15
Lessons Learned
Documentation
5 days Wed
12/16/15
Tue 12/22/15 Jim Nye,Kirk Troutman,Sally
Signoff and Acceptance 2 days Tue 12/29/15 Wed 12/30/15 Bob Winslow,Greg Long,Jim
Nye,John Rockefeller,Marion
King,Mary Green,Shelly
Donahue,Steve Dunlap,Tammy

Drysdell,Teresa West,Tom Murphy

Appendix D: Stakeholder Letter from John Armstrong
April 15, 2015
Ocean Waves Luxury Resort
1986 Ocean Waves Way
Lihue, HI. 96766
To whom it may concern:
Jim Nye is the Project Manager under contract from Resort Consulting. He was selected by me
as well as the management team here at Ocean Wave Luxury Resort due to his drive to succeed
and gain experience with managing an IT Project. He was also selected due to Resort Consulting
has a successful reputation with their personnel and project successes.
If I can be of any further assistance, please do not hesitate to contact me.
Me ka 'oia'i'o
John Rockefeller, Ocean Waves Luxury Resort General

Appendix E: Stakeholder Letter from Management Team
April 15, 2015
Ocean Waves Luxury Resort
1986 Ocean Waves Way
Lihue, HI. 96766
To whom it may concern:
Jim Nye is the Project Manager under contract from Resort Consulting. He was selected by the
Ocean Waves Luxury Resort Management Team here at Ocean Wave Luxury Resort due to his
drive to succeed and gain experience with managing an IT Project. He impressed us by his
knowledge and understanding of resort operations. Additionally, he has the ability to effectively
communicate with all different people with different skillsets and knowledge. He was also
selected due to Resort Consulting has a successful reputation with their personnel and project
successes.
We look forward to working with Jim and his staff. We also wish him the best of luck in
achieving his future goals and achieving his Master’s degree in Project Management.
Me ka 'oia'i'o
Shelly Donahue, Hotel Manager
Steve Dunlap, Assistant Hotel Manager
Mary Green, Food and Beverage Manager
Greg Long, Spa Manager

ISTM5900-01-u09a1-NyeJ

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