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Theme Park Company Digital Transformation Strategy
Executive Report
The ability of a business to integrate all its activities is essential for its operation and financial success. Importantly, the integration of activities in a company facilitates proper assessment and evaluation of its departments. This report evaluates and describes the range of possible solutions, methods, and strategies that Theme Park Company should use in its Digital Transformation Strategy.
The purpose of the digital transformation strategy is to ensure that Theme Park Company is able to integrate all its activities. Moreover, the digital transformation process will incorporate recent technologies such as cloud computing and the use of mobile applications. The integration of the activities will be done in all of the company’s parks to ensure there is real time reconciliation of finance, stock, and human resource. Further, it will lead to the use of a common payment platform, which will enable the use of a single card in all parks. These activities will improve customer satisfaction rate. The use of a mobile application system will ensure that the management can easily supervise all operations in the company. In turn, this will lead to quick response time on decision-making. Better still, the mobile applications will enable customers to make online booking of services, which will improve the company’s performance (Beatty & Samuelson 2015).
In order to implement a proper digital transformation strategy, Theme Park Company should have teamwork among workers. Teamwork will result in the free flow of crucial information from workers to the central management of the company. The company must also match the type of employees, their skills, and their capacity to the ones needed after and during the digital transformation process. A total quality management process using tools such as the balanced scorecard should be used to ensure that the new software meets the company’s needs. There should be training of all employees so that they are able to use the system. Finally, there should be an external audit and review of the system should be conducted.
Introduction
Currently, Theme Park Company position as a choice holiday destination is under threat from competitors due to its inability to offer the full amount of reward to customers who visit more than one of its park brands. While holidaymakers do not visit a destination to enjoy its incentives, incentives are important in encouraging repeating customers to visit a specific holiday destination. Theme Park Company has several parks around Australia, each of which uses its own type of customer relationship management system. In addition, each park issues its own “Park Pass.” As a result, the company’s customers must have a card for each park, which inconveniences them. Further, since each park has its own customer relationship management system, the company does not properly account for incentives among customer’s who visit more than one park.
The digital transformation strategy will enable the company to use a common customer relationship management system through cloud computing. As a consequence, all parks will seamlessly have access to information on customers even when they visit more than one park. Better still, the integration of parks will ensure that customers can use a single “Pass Park” in all the company’s parks. Finally, the use of a mobile app will enable holidaymakers to book for various services online. In addition, it will also enable the management to monitor and evaluate the company, which will enable them to respond quickly to various issues that may arise.
Recommendation of Implementation of the Digital Transformation Strategy
Scope Change Management
It is paramount for Theme Park Company to establish a scope change management in order to establish boundaries of the activities that will be changed as well as to identify those that operate in conjunction with change management (Brown & Steven 2005). The purpose of having a scope change management in the digital transformation process is to ensure that the work is properly divided in a manner that does not overlap similar activities. Scope change management also ensures that key elements are addressed. It also shows the relationship between the existing methods and the current company’s infrastructure. Finally, it is able to identify the available skills and resources needed to perform specific tasks in the company.
Organization Change Management
Organization change management will provide Theme Park Company with a solid strategy and framework, which will enable it to understand the change and the manner that it affects its employees, customers, and other stakeholders (Longenecker, Petty, Palich, & Hoy 2016). The company should use the following process in order to ensure that the changes that it intends to make are properly implemented.

  • The management should speak to all stakeholders on the specific changes that it is making.
  • Theme Park’s management should communicate the process of change openly to all stakeholders.
  • Theme Park should mobilize its employees and customers to have a positive response towards change.
  • There should be alignment of resources within the organization to the desired changes.

In order to ensure that there is proper organization change management, Theme Park Company should develop structure and roles for all individuals who will implement the change. There should be leaders who will facilitate the smooth transition of employees through the change. Theme Park Co. should also ensure that it has adequate employees that are able to fit into the desired change. In this case, it should ensure that its employees are competent on cloud computing. There should also be a properly structured communication plan to ensure smooth coordination of activities in the company. Although a change in an organization’s method of conducting its activities is bound to face some resistance, the use of the organization change management system will reduce the extent of this resistance in Theme Park Company. On the contrary, it will lead to a faster and smooth development and integration of a digital transformation strategy.
Scheduling Techniques
Scheduling techniques refer to the use of various tools and methods to control, monitor, and develop projects. Theme Park Company can use various techniques such as the Gantt chart, the critical path method, the schedule network analysis, program evaluation and review technique (PERT), and the task list (Leonard & Trusty 2015). These techniques will enable the organization to monitor how it is implementing the digital transformation strategy.
            Gantt Chart
A Gantt chart is a schedule that represents every task using a bar of a time line chart. Once the schedule has been prepared, each bar indicates when a specific project is expected to start and when it should end (Appendix 1). As a consequence, the Gantt chart is essential in the tracking of the progress of various tasks. Theme Park Company should develop a Gantt chart of when it intends to start and complete each of the activities in its project. Specifically, these are the development of a new customer relationship management system, a crowd computing platform, a single payment platform, and development of a mobile application. However, delays or changes in projects may result in tasks taking longer time than planned. In these instances, the Gantt chart will not accurate information. As a result, the company should also develop a network diagram, which will aid in the monitoring and control of the projects in case of these eventualities.
            Network Diagram
A network diagram is a flowchart that shows the predecessor and successor of each project task. Therefore, it facilitates the creation of a relationship between various tasks. Moreover, it shows the critical activities that must be performed within specified timelines. The use of a network diagram will enable employees to identify the order in which tasks are to be completed (Laudon & Laudon 2015). Moreover, it will ensure that there is no task that is overlooked since all activities will be clearly shown in the diagram.
            Critical Path Method
Critical path method is developed by forming a sequence of tasks that take the longest time to complete while recognizing any dependencies between tasks. Therefore, it implies that subsequent tasks cannot be initiated before those on the critical path have been completed (Brown & Steven 2005). In addition, activities that are not on the critical path can be rescheduled to their latest start time without affecting the project’s overall completion time. The critical path indicates the earliest time possible to complete a project. By using this method, Theme Park Company can be able to organize when it will start various activities in the digital transformation strategy.
            PERT (Program Evaluation and Review Technique)
This technique gives a weight to each activity based on the optimistic (OT), pessimistic (PT), and most likely (MT) estimated time required to complete them (Fuertes & Jose 2016). Using this method, Theme Park Company will accurately estimate when it will have accomplished its task. The expected time is calculated as shown below:
Expected time = (OT + 4 (MT) + PT) /6.
External Quality Assurance
External quality assurance is important in ensuring that the new systems meet their intended scope and objective. The use of external auditors to evaluate the effectiveness of the new system will ensure there is an independent and honest review and evaluation of the system (French 1999). Primarily, this honest critique is because the reviewers do not contribute to the establishment of the system. Consequently, they will be able to point out areas that should be improved or changed. In effect, this review will lead to high performance of the company.
Conclusion
To sum up, the development of a digital transformation strategy will enable Theme Park Company to remain competitive as a holiday destination. This development will enable the company to have a proper reconciliation of incentives and bonuses to its customers. Moreover, it will ensure that customers can pay for their services, in all its parks, using a single “Park Pass.” Further, the use of crowd computing will enable the company’s employees to closely monitor their own performance, which will result in them working harder to improve the company’s objectives. Ultimately, the digital transformation strategy will lead to more profitability, improved customer service, and increased attractiveness of Theme Park Company in the provision of hospitality services.
 
 
 
Project Implementation Plan
The plan for the Digital Transformation Strategy will cover the pre-implementation, implementation, and post-implementation stage of the company. Generally, the pre-implementation stage will aim at ensuring that the company is ready to adopt the new project. This stage will be followed by the implementation stage, and finally, there will be a post-implementation stage. The implementation of the plan will be done in a manner that is affordable, fast, and one that has a minimum interruption of the company’s current activities. In order to achieve this objective, project management documents will be used to ensure the work is done in an efficient manner. The project will comprise of the initiation, definition, design, development, implementation, and follow-up phase.

  1. Pre-Implementation Phase
  2. Initiation phase

The aim of this step will be to examine the feasibility of the project. Decisions will be made concerning who will carry out the project and the various duties all the stakeholders. The feasibility study done on this stage will indicate whether it is worthwhile to implement the project (Laudon & Laudon 2015). The activities in this stage will include developing a project plan, assessing the finances needed, and evaluating the viability of the project against other alternative methods.

  1. Definition Phase

In this stage, all requirements associated with a project will be defined. Generally, these requirements will be classified as preconditioned, functional, operational, or design limitation (Wijnen, 2004). Pre-conditioned requirements are issues such as legislations, regulations, licenses, and working conditions. Functional requirements refer to the quality of service that is expected of a given project. Operational requirements refer to the effectiveness of the use of the projects results in achieving the expected results. Design limitation describes the hindrances that may be faced in the development of a project.

  1. Design Phase

This phase will entail the development of design choices that will be able to meet the requirements of the project that has been described in the definition phase. Various design phases may include flow charts, site tree, prototypes, photo impression, and sketches (Griffin 2015). This subsequent stage is the development phase.

  1. Development Phase

In this step, all the resources needed in the implementation stage will be mobilized to develop the project. Suppliers and subcontractors needed in the implantation of the project will be invited at this stage. It is during this stage that these individuals will agree on how they will develop the digital transformation project (Cardon 2015).

  1. 5. Implementation Phase

This phase will involve the development of the actual programs needed by Theme Park Company. These programs are a cloud-based customer resource management system, an integrated financial payment system, and a mobile app of Theme Park services. Once the project is completed, it must be assessed if it has attained the expected requirements. This assessment will be done in the follow-up phase.

  1. 6. Post Implementation
  2. Follow-up Phase

This phase will entail offering training, providing a user manual to employees, providing instructions, setting up a help desk to respond to various issues, and evaluating the project itself (Brown & Steven 2005). This phase is important because it will enable employees to use the new software properly. Moreover, they will be able to access assistance on various issues that may be problematic by making a call to the “help desk.”
Planning Assumption
Theme Park Company will develop and implement the new system in-house. This decision will be because the company wants a customized platform that is able to serve the unique taste of its customers. During the development stage, the company will contract IT specialist who will liaise with the company’s own programmers and customer care employees. The use of IT specialist is because they are more experienced in programming. However, they will have to liaise with the company’s employees who are aware of the unique tastes and preference of customers that will be served using the software (Brigham & Ehrhardt 2016).
Plan Pre-requisite
            Resource
IT programmers, 8 personnel
In-house IT programmers, 3 individuals
Experienced customer care employees, 4 individuals
Two Dell servers
 
            Budget Allocation
IT programmers, $80,000
In-house IT programmers, $15,000
Experienced customer care employees, &20,000
Software, $300,000
Servers, $25,000
 
Stakeholders
Customers
Shareholders
Employees
Government
Monitoring and Control

  • The plan will use a budget to control the use of finance in its development and implementation.
  • A project review will be undertaken to ensure that the digital transformation project is viable.
  • There will be tracking and mitigation of risks by responding quickly to documented risks.
  • There will be the performance of quality control to support accuracy and responsiveness of the project.
  • There will be the administration of procurement process to avoid any losses.

 
 
 
 
 
 
 
Budget Plan

Category Time Cost Provision for Risk and Changes
1. Initiation phase 7 days $5,000 Contingency Plan, Budget
2. Definition Phase 15 days $8,000 Contingency Plan, Budget
3. Design Phase 22 days $15,000 Contingency Plan, Budget
4. Development Phase 5 days $4,000 Contingency Plan, Budget
5. Implementation Phase 93 $40,000 Contingency Plan, Budget.
6. Follow-up Phase 26 $7,000 Balanced Score Card, Budget

 
A contingency plan will be used to cater for any increase in cost that had not been planned for. The balanced scorecard will be used in the final stage to evaluate if the costs incurred in the development of the project have resulted in the company getting maximum benefit from the new system. A budget will control the use of finances in all stages of implementation
Risk Management
Key Resources

  • There will be an audit of all the company’s resources to ensure that they are properly accounted for.
  • All individuals will require approval from the officers-in-charge when they are using the company’s key resources.

External Vendor

  • All items will be purchased through a competitive tendering process to ensure that the company gets maximum benefit fo all its purchases.
  • All vendors will be approved by the tendering committee before they are allowed to supply any commodity or service to Theme Park Co.

Requirements Quality
A total quality management will be done on all commodities to inspect if they have met the companies required standards.
 
 
 
 
 
 
 
 
 
 
 
Reference List
Beatty, J & Samuelson, S 2015, Business law and the legal environment, 7th edn, Cengage Learning, Cincinnati.
Brigham, E & Ehrhardt, M 2016, Financial management: Theory and practice, 15th edn, Cengage Learning, Cincinnati.
Brown, B., & Steven, B 2005, ‘Integrating strategic management and financial Analysis: The case of discounted cash flow and optionality’, International Journal of Applied Finance for Non-Financial Managers, vol. 2, no. 2, pp. 1-10.
Cardon, P 2015, Business communication: Developing leaders for a networked world, 2nd edn, Mc-Graw Hill Publishers, New York.
French, N 1999, ‘Discounted cash flow: Accounting for uncertainty’, Journal of property Investment & Finance, vol. 23, no. 1, pp. 287-296.
Fuertes, A., & Jose, O 2016, ‘On setting day-ahead equity trading risk limits: Var prediction at market close or open?’ Journal of Risk Financial Management, vol. 9, no. 3, pp. 1-10.
Griffin, R 2015, Fundamentals of management, 8th edn, Cengage Learning, Cincinnati.
Laudon, K, & Laudon J 2015, Management information systems: Managing the digital firm, 14th edn, Pearson, New York.
Leonard, E. & Trusty, K 2015, Supervision: Concepts and practices of management, 13th edn, South-Western College Publication, Cincinnati.
Longenecker, J, Petty, JW, Palich, L, & Hoy, F 2016, Small business management: Launching & growing entrepreneurial ventures, 18th edn, Cengage Learning, Cincinnati.
 
 
Appendix
Appendix 1
A Gantt Chart