...Project Proposal Michael Ball I am proposing a new indoor theme park to be built in Westchester County that would be opened year round even during the cold winter months. This theme park would have similar rides that an outdoor theme park would have such as roller coasters and a ferris wheel. Patron The person who will be funding this project is Westchester County executive Rob Astorino. I believe he would be willing to fund this project because he has signed agreements to help keep Playland, Westchester’s outdoor amusement park, in business. Population Families who live in Westchester County will benefit from this project. While Playland and other outdoor amusement parks are only open during the warmer months, this indoor amusement park will be open year round no matter what the weather is. It will be open every day except for Christmas and Thanksgiving. Both parents and kids can visit the park after work or school or on the weekends. It will have the same features as an outdoor theme park, just indoors. Problem The main problem for this project is finding space and land in westchester to build an indoor theme park. Another potential problem is attracting enough customers to remain in business as well as having enough employees working at the theme park. Paradigm In order for this project to be successful, I would do some research on other indoor theme parks around the country and see which ones have been popular and why. I also believe we should conduct surveys and...
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...Course: PM 592 Assignment: Course Project CP-1 Executive Summary Totally Amused, Inc, is a hotel and water theme park innovator which burst into the amusement industry only 10 years ago and has made several big splashes with successful property/facility introductions in multiple states since then. However, the amusement park industry is extremely competitive, so each new venue is built bigger and better than the next to maximize customer enjoyment and park ticket sales. Totally Amused is looking to take its current indoor and outdoor water park locations to the next level, venturing into an area that is not all too familiar. Management is considering a big move into the indoor theme park market. Although water parks and traditional theme parks have their similarities, they have many differences. The project consists of a new 100,000 sq. ft. building which will annex onto one side of an existing building. The indoor facility will feature a first-of-its-kind two-level go kart track, a six-story Ferris wheel (enclosed in glass), 24 lanes of bowling, mini golf, a four-story rope course, and scores of arcade games. Although this new venture sounds like a walk in the park, an important decision is at hand! The project has reached the 50% scheduled completion stage and a control evaluation is being undertaken to analyze the performance of the project and to recommend corrective measures to support the continuation of the project. The project, which commenced on April 4, 2008 was...
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...Running Header: Indoor Theme Park Project CP-2 Indoor Theme Park Project October 5, 2011 Project Cost and Schedule Control, PM 592 Introduction The new indoor theme park project was initially planned for duration of 180 Days with a start date of April 14, 2008. The preliminary cost was $4,846,920. The indoor theme park attraction includes a Ferris Running Header: Indoor Theme Park Project Wheel, Ropes Course, Climbing Wall, Carousel, Bowling Alley, Go Carts and Mini Golf. The final walk through is scheduled on December 18, 2008 with a grand opening on December 19, 2008. This report has been prepared to evaluate the cost and schedule of the indoor theme park project. The project data was utilized to produce a project schedule representing the project at a specific point during implementation. Microsoft Project is the tool selected to perform the project monitoring and control. Executive Summary It has been nearly 5 months since the commencement of the indoor theme park project and 40% of the tasks are complete. The AC (Actual Cost) is not provided so it is presumed that costs are in control and there are no plans to take corrective actions to control costs at this point in time. There are many tasks behind schedule. The entire project is behind schedule with a Performance Index of 0.68. This indicates that for every $1 spent on this project there is only an efficiency of $0.68 value. There are corrective actions that can be implemented to turn this project around and get...
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...Course Project Part 3 Project592 CP - 3 2/22/2015 Dexter O. Shambley THIS PAGE WAS INTENTIONALLY LEFT BLANK TABLE OF CONTENTS Executive Summary Schedule 0 Schedule 1 Performance Analysis Estimate at Completion Cost and Schedule Control Plan Revised Estimate at completion Schedule 2 Conclusion Executive Summary The new indoor theme park project is initially planned for duration of 180 Days with a start date of Apr 14, 2008. The actual initial planned cost was $4,846,920. The theme park attraction includes Ferris wheel, Bowling alley, Climbing wall, Carousel, Go Cart and mini golf. The project is broken into 3 levels and has various tasks. The final walk through is scheduled on Dec 18, 2008 with a grand opening on Dec 19th. The report is prepared to analyze the schedule and cost of the Indoor theme park project. The provided project information/data was used to create the project schedule which represents the project at a specific point during implementation. The Microsoft Project is used to serve as the tool to perform the project monitoring and control. The MS Project was also used to calculate the Earned Value Analysis. The output of the analysis, combined with a control plan, will be used to support the continuation of the project. The indoor theme park project is almost 5 months since inception and only 40% of the tasks are complete. The Actual cost is not provided so we can assume that costs are in control so we are not...
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...[pic] GM 592: Project Cost and Schedule Control Course Project Part 2- Theme Park Project Instructor: James Erickson Prepared by: Venkata Kumaran (Kumaran.venkata@gmail.com) Date: 15-APR-2011 [pic] TABLE OF CONTENTS 1.0 Introduction 2 2.0 Executive Summary 2 3.0 Schedule 1 3 4.0 Performance Analysis 5 4.1 Performance Analysis (Cost) 5 4.2 Performance Analysis (Schedule) 6 5.0 Estimate at Completion 8 6.0 Control Plan 9 7.0 Revised Estimate at Completion 10 8.0 Schedule 2 10 9.0 Conclusion 12 10.0 References 12 11.0 Attachments 12 Introduction The new indoor theme park project is initially planned for duration of 180 Days with a start date of Apr 14, 2008. The actual initial planned cost was $4,846,920. The theme park attraction includes Ferris wheel, Bowling alley, Climbing wall, Carousel, Go Cart and mini golf. The project is broken into 3 levels and has various tasks. The final walk through is scheduled on Dec 18, 2008 with a grand opening on Dec 19th. The report is prepared to analyze the schedule and cost of the Indoor theme park project. The provided project information/data was used to create the project schedule which represents the project at a specific point during implementation. The Microsoft Project is used to serve as the tool to perform the project monitoring and control. The MS Project was also used to calculate...
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...CP-2 Indoor Theme Park Project October 5, 2011 Project Cost and Schedule Control, PM 592 Introduction The new indoor theme park project was initially planned for duration of 180 Days with a start date of April 14, 2008. The preliminary cost was $4,846,920. The indoor theme park attraction includes a Ferris Wheel, Ropes Course, Climbing Wall, Carousel, Bowling Alley, Go Carts and Mini Golf. The final walk through is scheduled on December 18, 2008 with a grand opening on December 19, 2008. This report has been prepared to evaluate the cost and schedule of the indoor theme park project. The project data was utilized to produce a project schedule representing the project at a specific point during implementation. Microsoft Project is the tool selected to perform the project monitoring and control. Executive Summary It has been nearly 5 months since the commencement of the indoor theme park project and 40% of the tasks are complete. The AC (Actual Cost) is not provided so it is presumed that costs are in control and there are no plans to take corrective actions to control costs at this point in time. There are many tasks behind schedule. The entire project is behind schedule with a Performance Index of 0.68. This indicates that for every $1 spent on this project there is only an efficiency of $0.68 value. There are corrective actions that can be implemented to turn this...
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...ó Mateu OCEAN PARK CASE STUDY INTRODUCTION Ocean Park Hong Kong is a marine animal theme park located in the Southern District of Hong Kong. It was inaugurated in 1977 by the Government with the intention to bring somewhere where Hong Kong citizens could feel some sense of space as a large part of the population lived in a crowded locality. So it was inaugurated as a nonprofit organization that aimed to provide visitors a unique experience in entertainment, education, and conservation. Firstly, in the absence of competition, Ocean Park became really popular but existed without direction and focus. When Hong Kong's officials signed an agreement to bring Disneyland to Hong Kong in 1999, the Ocean Park's viability started to be questioned. By 2005, when Disneyland Hong Kong was inaugurated, Ocean Park was unprofitable and widely expected to lose out. Nevertheless, the Park responded with a development plan and showed their abilities for adaptation and turn threats into opportunities. It expanded the number of attractions and rides, raising the number of visitors, becoming the world's 13th most visited theme park and the largest theme park in Asia in 2014. Since 2012 Ocean Park's is in a similar situation, however, not just regarding one competitor but many. So how can the park face and deal with this new critical setting...
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...open to the public. In 1992, a causeway-bridge length at 710-metre long was built and linking Sentosa to the Singapore mainland, it is more convenience for public who want to travel to Sentosa. In 1996, one of the landmarks of Sentosa, The Merlion opens. In 1998, visitor cars are allowed to enter the island under the newly-introduced Drive-In scheme. In 2002, Sentosa Development Corporation and its subsidiaries are known as the Sentosa Leisure Group (SLG). In 2006, Palawan Beach reopens to public after renovation. The Sentosa integrated resort project with Genting International and Star Cruises was awarded by the Singapore Government. In 2007, the Sentosa Monorail was replaced by the Sentosa Express to enhance the transportation links between Singapore mainland and Sentosa. In 2010, Universal Studios theme park, and Resorts World Sentosa was opened. In 2011, iFly Singapore was opened and it is the world largest and Singapore’s only indoor skydiving simulator. 1.2 Nature of Business Sentosa Development Corporation is a service development company; their mission is to create The Sentosa Experience through outstanding service and the best-in-class offerings. Vision of Sentosa Development Corporation is to be the world’s...
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... * Company Analysis Las Vegas Convention and Visitors Authority (LVCVA) fielded several national ad campaigns. Tourism is Las Vegas’s biggest industry, and LVCVA is charged with maintaining the city’s brand image and keeping visitors coming to one of the world’s most famous cities. As the 1900s rolled around, many Las Vegas officials felt that the town needed to broaden its target audience. So they set out to appeal to families. Some of the biggest casinos on the Las Vegas strip built roller coasters and other thrill rides, world-class water parks, and family-friendly shows like Treasure Island’s live-action swashbuckler spectacle, visible to everyone passing by on the street. The terrorist attacks of September 11, 2001, dealt Las Vegas tourism one of its worst blows ever. Declining tourism led to 15 000 lost jobs. The LVCVA engineered an image of Las Vegas as a luxury destination oozing with excess and indulgence. The theme parks were replaced by five-star resorts, high-rise condos, expansive shopping mall filled with the world’s top luxury brands, and restaurants bearing names of world-renowned chefs. A new breed of expensive stage shows for adult audiences replaced family-friendly entertainment. This change of strategy worked. Based on customer insights, the LVCVA coined the now familiar catchphrase “Only Vegas: What happens here, stays here.” The phrase captured the essence of the Las Vegas experience, that it’s okay to be a little naughty there. The simple phrase became...
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...com Seeking assignments in the overall project management of construction projects in an organization of high repute in India. SYNOPSIS Over 5 years of cross-cultural experience in managing projects right from development to delivery encompassing planning, monitoring and controlling in various phases of project lifecycle. Adopt project management tools and techniques like project planning & scheduling using project management tolls like Primavera 3.1, 5.0 & 6.0 and MS Project 2007 Professional. Overall planning and monitoring of resource, cost, material and machinery for various construction projects using project management tools. Updating and reviewing of the BSC (Balanced Score Card) for various projects. Creating & updating of logs for several departments through online documentation system ACCONEX. Have been a key member of PMO (Project Management Office) in the organization with the responsibility of conducting review meetings with the key project members from planning point of view. Deft in swiftly ramping up projects in close coordination with project managers, project directors, contractors, architects, consultants & other external agencies and ensuring on time deliverables. AREAS OF EXPERTISE Project Management Steering diverse initiatives towards accomplishment of organisational goals & vision pertaining to the overall execution of the Projects, Quality Management, Design & Development, and Technical Services. Managing project operations with a view to ensure timely...
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...Disney’s global expansion – An Asia Perspective Executive Summary Disney theme parks had a long history of aggressive market expansion, started first with their first Disneyland opened in Anaheim in July 1955, Disney World Florida 1971, Disney theme park in Tokyo in 1992, and Disneyland Paris in France (Tsai & Liu 2011). Since introduction of its first theme park, Disney has been attaining global profit through expanding their existing parks while entering the new territories. Their ventures into the new Asia market, HongKong, met great hurdles and challenges as there were gaps between Hong Kong Disneyland offer and the local customs that need to undergo urgent local adjustments in order to become accepted among the Chinese and Hong Kongers. Although major changes have addressed incompatibility issues which in turn provided Disney with high profits and competitive advantages, the park faced serious problems including the frequent overcrowded flow of customers, the lacks of creativity and innovation, or the overloaded staff. As HongKong Disneyland has proved fairly successful with increased park occupation and revenues from growth especially from mainland China sector (Matusitz 2011, Tsai & Liu 2011, Zhang 2007), an unexplored market segment in China or in particular the chosen Shanghai catched Disney’s full attention along with many favored factors such as supported environment with lower cost of labor and materials (PR 2011, Schmidt et al. 2007). The decision to expand the...
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...staff will have complete background checks and will be required to attend state child care licensing classes. Parents will be able to have in-house child care while they enjoy a date night – at no extra cost. Parents can drop off their children for a night of games such as videogames, ski ball, claw prize machines, and a ball pit. We focus on our upscale pizzas, pastas, risotto, chicken, steak, and many seafood options. We will be located in newly developing commercial and home real estate area. The area is a quickly booming and rapidly expanding area located in Nebraskaville, Nebraska. The outlook for Nebraskaville is promising, and construction of neighborhoods is booming, Developers have creating an indoor water park facility with connected hotel. In addition to the water park, the expansion has allowed for a national sporting goods facility to open a new location in the area. The area is in need of a more upscale family friendly place with excellent food. A place where you always know you will get the best of everything. Bambinos will feature a cozy dining room and kid friendly lounge. Comfortable furnishings and decor with soothing warm tones will set the atmosphere. The lounge will include comfy couches and loveseat for the parents to keep an eye on their kids while enjoying a drink or some appetizers. It will be the perfect place for families to stop in for a bite to eat, for a drink, or to enjoy some family fun. For extra comfort, and to please a large group of people...
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...Marketing Plan Date of Plan : 1st January 2011 Fiscal Year : December 2011 Marketing Manager : Daniel Goh Contact information : 6577 7308 (Park Ops Team Manager) Contributor to the plan : Chanida Contact information : 6577 7309 (Park Ops Team Manager) Approved by : Joey Kuo (Park Ops Area Manager) Approval date : 15th January 2011 Offices & Other Information REGISTERED OFFICE IFG International Limited, International House, Castle Hill, Victoria Road, Douglas, Isle of Man, IM2 4RB, British Isles Tel : +441 624 630 600 Fax : +441 624 624 469 REGISTERED OFFICE International House, Castle Hill, Victoria Road, Douglas, Isle of Man, IM2 4RB, British Isles Tel : +441 624 630 600 Fax : +441 624 624 469 HEAD OFFICE AND SINGAPORE BRANCH 10 Sentosa Gateway, Resorts World Sentosa, Singapore 098270 Tel : +65 6577 8888 Fax : +65 6577 8890 REGISTRARS AND TRANSFER OFFICE IFG International (Registrars) Limited International House, Castle Hill, Victoria Road, Douglas, Isle of Man, IM2 4RB, British Isles Tel : +441 624 630 600 Fax : +441 624 624 469 SINGAPORE TRANSFER AGENT M & C Services Private Limited 138 Robinson Road, #17-00, The Coporate Office Singapore 068906 Tel : +65 6228 6660 Fax : +65 6225 1452 Company Summary ...
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...Macau destination report 1. Introduction Macau is a developed traditional holiday destination, a legitimacy gambling tourism destination. It is a special Administrative Region of China, and located on the Southeast coast of China to the western bank of the Pearl River Delta. The area of 27.5 sq. km, population in Macau about 95% are Chinese, the remaining 5% includes Portuguese, Europeans and other regions. Chinese and Portuguese are the official languages, Cantonese being most widely spoken. The official languages are used in government departments in all official documents and communications. English is generally used in trade, tourism and commerce. Base on the destination life cycle, Macau is between Maturity and Saturation stage. Macau is well developed, visitors are still willing visit Macau, some are visit Macau frequently. However, some demand is decreased, like hotel, it is starting saturation. Ranking According to UNWTO, Macau ranks the 20th position in terms of the World’s international tourist arrivals and ranks the 5th position in Asia and the Pacific region in 2010. Also, in terms of international tourism receipt, Macau ranks the 11th position among other destinations in the world and ranks the 3rd position in Asia and the Pacific Region in 2009. 2. Comprehensive Inventory and Audit 2.1 The profile of visit and visitors Till to June 2015, the overnight visitors in Macau is around 1,000,000; the main visitors are from Mainland China, over 700,000 (63.8%)...
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...996M06 SAMSUNG AND THE THEME PARK INDUSTRY IN KOREA Charles Dhanaraj and Young Soo Kim prepared this case under the supervision of Professor Paul Beamish solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. SAMSUNG has the right to reproduce and use this case for its educational purposes. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. This material is not covered under authorization from CanCopy or any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 1996, Ivey Management Services and Samsung HRDC Version: (A) 2002-11-22 In October 1994, Her Tae-Hak, President of Samsung’s Joong-Ang Development Company was driving to his office, past the “Yongin Farmland” (Farmland), an amusement complex sprawling over 3,700 acres in the Yongin valley. Her was spearheading a major drive within the company to position the theme park as one of the world’s leading vacation resort towns. His master plan called for an investment of about...
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