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Theme Park Troja

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by

Niklas Dahlen

on 30 May 2013

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Transcript of Theme Park Troja

Project Team Yağmur Boralılar Pelin Altıparmak Demirhan Durul Niklas Dahlen Budget & Finance Manager HR & Marketing Manager Risk & Quality Manager Project Manager 1. Business Case & MOV 7. Risk Management 3. Work Breakdown Structure 4. Linear Responsibility Matrix 5. Stakeholder Analysis 6. Communication Plan 9. Budget 8. Conflict Management 11. Performance Measurement Plan 12. Earned Value 10. GANTT Chart & Critical Path 13. Lessons Learned Project Team Table of Content 1.Business Case & MOV - market niche - history & amusement - infrastructure project - broad target market - role model - "green" energy - int. customers The Theme Park Troja will be the biggest theme park in Turkey (in hectare). 5 years after the opening it is going to be the most visited (more than 3 million visitors per year) theme park in Turkey and is ranged among the ten most visited theme parks in Europe.
Moreover the project is amortized over less than 5 years.
The Theme Park will become the biggest employer in this region. Troja will provide not only the park with electricity but also the electricity to the surrounding cities as well. 3. Work Breakdown Structure 4. Linear Responsibility Matrix 2. Scope & Purpose 2. Scope & Purpose - best theme park in the eyes of our customers, employees & shareholder - largest & most visited theme park in the Middle East - provide electricity to the surrounding cities - become a well-know brand foods & beverages security service emergency room/hospital transportation ticket booth lots of rollercoasters & other attractions beautiful park no reservation system no child care no accommodation no gambling machines Scope 5. Stakeholder Analysis Project Team Supervisory Board Construction Company Government Municipality Employees Customers Landowner Creditors Community Competitors Insurance Company Primary Secondary 8. Conflict Management 6. Communication Plan 7. Risk Management financial mismanagement delay in pre-construction phase not receiving needed permission accidents during construction phase bad weather quality problems reputational loss electrical power supply collapse of a rollercoaster bad food in restaurants injuries of visitors Risks financial mismanagement delay in pre-construction phase not receiving needed permission accidents during construction phase bad weather quality problems reputational loss electrical power supply collapse of a rollercoaster bad food in restaurants injuries of visitors Reduce bad weather Accept delay in pre-construction phase accidents during construction phase quality problems bad food in restaurants injuries of visitors Transfer Project Team & Project Manager Construction Company & Project Team Project Team & Government Supplier & Project Team Community & Theme Park Budget & Finance Manager & Stakeholders Conflicts Confronting Compromising Forcing Avoiding Smoothing 9. Budget 10. GANTT Chart
&
Critical Path 11. Performance Measurement Plan 12. Earned Value 13. Lessons Learned Financial Increase of turnover Decrease capital cost Profit like comparable theme parks Customer Acquisition of new customers Increased reputation & level of awareness Customer satisfaction Internal Business Increased operation hours of rollercoasters Fast identification of customer wishes Maintain number of suppliers Learning & Growth Higher creativity Employee loyalty Higher employee competence Vision & Strategy Transportation Income 3 million visitors annually Yearly Turnover due to Entrance Fee 160.950.000 TL Yearly Expenditures of visitors in the partk 60.000.000 TL Total Turnover 220.950.000 TL Pay Off Total Expenses of project 343.465.119 € Total Income 94.828.326 € Operating Expenses 21.023.373 € amortized after approx. 5 years 1,1 million adults 1,45 million children 0,45 million groups
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