conducted extensive interviews with employees
tapped to test prototypes of the platform. But
employee input on new ways to leverage the app’s
data created the risk of scope creep, as any major
changes would have to undergo additional quality
assurance testing, Mr. Wong says.
“We had to control the frequency of requests to
update PFlow with new features,” he says. The team
accomplished that by conducting change impact
analyses that identified the potential consequences
of any request—and helped the team determine
whether changes could be pursued while staying
within schedule and on budget.
For Mr. Pooch, smart contingency planning
meant his team could absorb the extra cost when
Cedar Point’s marketing and product development
teams decided—during construction—to add an
augmented reality component to the new dive
coaster. For instance, if guests take smartphone self-ies with the ride in the background, the ride’s logo,
a raven, appears to land atop the ride behind them.
To satisfy the development team’s requirements,
his team had to install park-wide Wi-Fi so guests
had immediate access to the ride’s interactive app.
“During the design phase, we’re always aware of
the fast-track project management process,” he says.
“We understand that deliverables are still being con-
sidered, so we’re ready to accommodate changes.”
Change requests happened almost daily during
the first phase of Turkey’s TRY4 billion Land of
Legends Theme Park project, says Ahmet Colako-
glu, business development director, Rixos Group,
Antalya, Turkey. The project, which was completed
last year, included a water park, hotel and retail
shops. “You have to deal with changes, some major,
some minor—and you have to be flexible,” he says.
For instance, the project team decided to lower
the planned height of a retail building because it
would block visitors’ view of the park’s castle—a
central thematic element. But the decision had
immediate ripples. “The day after that decision
was made, we had to manage it on the construction site,” Mr. Colakoglu says.
To convince the architectural and financial
teams that change was necessary, his team revisited the project goals with them to show how
reducing the height would help achieve the
project’s primary objective of delivering a satisfying visitor experience.
“We have to stay ahead of the trends
and always provide new thrills and exciting
experiences,” Mr. Pooch says. “Each phase
is integral to delivering the best experience
possible—and I couldn’t do this without a strong
project management team that understands the
value of success.” PM
phase … we
are still being
we’re ready to
—Adam Pooch, PMP, Cedar
Point amusement park,
Huron, Ohio, USA