Technology Acquisition Project. Anzia Mendez-Neff, Megan Savage, Heather Spielvogel, Henry Dentino

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1 Technology Acquisition Project Anzia Mendez-Neff, Megan Savage, Heather Spielvogel, Henry Dentino Fall 2013

2 Table of Contents Company Profile.1 Business Need 2 Project Charter 3 Project Management Plan 4 Decision Scoring Matrix...5 Request for Proposal 6 Negotiation Plan 15 Implementation Plan 16 Operation Plan...17

3 Appendices A-Project Schedule..18 B-Current Reservation Method.19 C- Team Evaluations 20

4 STEC Company Profile Sportsmen s Tennis and Enrichment Center was established in 1961 as the first African-American non-profit tennis club in the country providing tennis and education. The mission of the Sportsmen s Tennis and Enrichment Center is to build leaders on the court, in the classroom and in the greater community by providing academic, wellness, and social development programs alongside recreational and competitive tennis instruction for youth and adults. Need The areas in which STEC serves youth are at high risk to obesity, diabetes and cardiovascular disease. Many youth live in fear of violence due to high rates of crime and the area has few recreational facilities that the youth can turn to, there is also a lack of supermarkets and outlets for fresh food, a contributor to the high rates in obesity, diabetes, and disease. Committed to improving life opportunities for youth in Dorchester while welcoming a diverse community from the Greater Boston Area, STEC has to date engaged more than 60,000 youth many of who have gone onto attend colleges and universities on full or partial scholarships in the sport or have improved in other areas such as health, study skills, and academics. Goals Today STEC works towards impacting the areas of Dorchester, Mattapan, and Roxbury, making sure that students attending schools within an almost 2 mile radius have access to the recommended levels of physical activities. They also have goals to partner with local youth-serving organizations for out-of-school time programs, create similar partnerships with local health centers to refer overweight youth, continue to develop out-of-school time academic programs as well as summer camps, and create specific outreach and funding models to make out-of-school programs more available to those in surrounding communities. Programs STEC Programs fall into three categories youth tennis, academic and enrichment, and community outreach. Youth tennis programs focus on getting youth active through tennis and to competitive training for more serious athletes. Academic and enrichment programs have become the core element of the Sportsmen s Tennis and Enrichment Center. The Learning Center at Sportsmen s was created to offer year-round programming, both academic and enrichment for students K-12 and those up to age 24 who did not complete high school. Community outreach includes partnerships with schools, other community based organizations and health centers working to counteract challenges faced by youth. Accessibility Committed to making programs accessible for all demographics in the community, STEC does not charge fees for youth when the courts are not in use, provides discounts, memberships and special rates to families, adults and seniors, and offer scholarships to families based on financial need all while furnish sport equipment so that no student is turned away. 1

5 STEC Business Need 1. Context Sportsman Tennis and Enrichment Center (STEC) supports its customers tennis court reservation needs with the use of a call and reserve system. The reservation is processed in the following manner: The operations manager receives a call from a customer A self-created Excel document is opened from the organization s share drive for the date of the requested reservation Excel schedules are broken down by 30 min. time blocks and color coordinated according to program: General reservation, Tournaments, Teams/Leagues, After-School Program Those reserving court time must be registered members of STEC, if not they are required to make payment before reservations can be completed If there are no conflicts with the member s requested time, the manager enters in the name of the customer into the Excel spreadsheet, confirming their reservation The excessive amount of Excel sheets saved to the main computer over the last 10 years is becoming overwhelming. Currently members are allowed to reserve space through the Operations manager as long as it doesn t conflict with the concrete programs STEC holds during the day. Finding a more efficient, online reservation software will help STEC be able to shift focus to other needs and increase productivity. 2. Business Need Need to implement strategy to better reserve STEC tennis court space. Need an online 24/7 availability registration software Space needs to be available to be reserved by coaches, members, and staff Options for block description should include: tournaments, teams/league, school trainings 3. Supporting Facts STEC is currently taking reservations for 30 minute blocks STEC is currently receiving an average of 6 calls per day, 5 of which are by members Total of 14 courts (7 indoor, 7 outdoor) Customers can choose between 8 different membership types Concrete time blocks for use of the courts include: o Breakfast Club (7-11:30 AM, 4 courts available) o Junior Program (3:30-7 PM, all courts in use) o Contracted Blocks (special time blocks) 4. Assumptions We expect to implement an online software that will make the court reservation process much easier for not only the valued customers, but the employees at STEC. With this online reservation system, we plan to reduce the need for call to reserve by at least 70%. 5. Approvals 2

6 STEC Project Charter 1. Executive Summary Sportsmen Tennis and Enrichment Club (STEC) currently books their customers tennis court reservations manually by phone and using an Excel spreadsheet. With over 10 years of spreadsheets on their organizations hard drive space is limited. Members and non-members alike also have to call to book a court and make payments via the telephone. There is an opportunity to implement technology that will give clients the option of booking online, making online payments for membership and a place other than a hard drive to store reservation history. 2. Business Need Need to implement strategy to better reserve STEC tennis court space. Need an online 24/7 availability registration software Space needs to be available to be reserved by coaches, members, and staff Options for block description should include: tournaments, teams/league, school trainings 3. Project Objectives Use technology to enable STEC clients the 24/7 hour convenience of booking a tennis court online, viewing court availability, and making membership payments. 4. Impact Assessment Increased court bookings, improved workplace efficiency and relieved storage on hard drive. 5. Measures of Success This project will be considered successful if 80% of clients can completely self-book their tennis court online, without the help of a STEC employee. 6. Scope This project addresses tennis court bookings for both employees and clients of STEC. 7. Risks System might be too costly. With plans for complete reliance on the system, if the system were to shut down, or experience errors, this would disallow clients to book and negatively affect business. Client satisfaction might suffer as they may value direct conversation via phone with STEC. 8. Time Constraints This project must be completed by end of the semester, tentatively mid-december Project Stakeholder and Sponsor Approvals 3

7 STEC Project Plan 1. Project Management Plan The following diagram represents the project cycle that is being used to manage this project: The detailed project schedule is attached to the appendix of this document. 2. Risk Management Plan Risks will be managed using STEC s database and reviewed in weekly meetings. 3. Issue Management Plan Issues will be managed using STEC s database and reviewed in weekly meetings. 4. Change Management Plan Changes will be managed using STEC s database and reviewed in weekly meetings. 5. Quality Management Plan Quality will be tested by the STEC team using standard testing procedures prior to implementation. 6. Product Management Plan All changes and modifications to the vendor solution will be tracked by STEC in an in-house database. These changes will be communicated with all members of STEC and reviewed with the vendor. 7. Release Management Plan There will be only be one product implemented; therefore an extended release management plan is not required. 8. Human Resource Management Plan The roles and responsibilities of each team member are as follows. 9. Cost Management Plan Costs will be managed by STEC s team will assess the costs based on the differences between the budgeted, planned, and actual costs of the project. 4

8 Decision Scoring Matrix Decision Scoring Matrix for acquiring a new reservation system for the Sports Tennis and Enrichment Center. Compares Vendors A, B, C & D. Vendor A- Reserve My Court - reservemycourt.com Vendor B- Tennis Booking - tennisbookings.com Vendor C- Appointment-Plus appointment-plus.com Vendor D- Book a Court - bookacourt.net Functionality 30 Category Points Group Points Vendor A Vendor B Vendor C Vendor D Online Payments: Accept Visa, MasterCard, American Express, Discover and debit cards 5 N/A Online Booking Membership login Calendar News/Contact page Event registration Technology 30 Changes can be implemented & edited easily System Performance Security Testing Software recoverability Integration Communication and Connectivity Cloud Base Data Server Strategic Partnership 20 Supplier Profile Training Support Experience Implementation Plan Customer Reference Calls Cost 20 Initial Costs Software Costs Additional Services Long Term Costs Payment Options Discounts for Non-profits Totals

9 STEC Sportsmen s Tennis and Enrichment Center REQUEST FOR PROPOSAL October

10 October 16, 2013 LETTER OF TRANSMITTAL

11 1 General Information Purpose of the RFP RFP Communication Timeline RFP Preparation Vendor Responses Effective Dates of Pricing Evaluation Criteria Right to Reject Marketing References 2 Vendor Guidelines RFP Response Format Exceptions to the RFP Confidentiality 3 Product Information 4 Functionality Requirements Accept Debit Cards, Visa, MasterCard, American Express, Discover Online Booking Membership login Online Payments Calendar News/Contact page Event Registration 5 Technology Requirements Changes can be implemented & edited easily System Performance Security Testing Software recoverability Integration Communication and Connectivity 6 Strategic Partnership Potential Supplier Profile Training Support Experience Implementation Plan Customer Reference Calls 7 Costs Initial Costs Software Costs Additional Services Long Term Costs Payment Options Discounts for Non-profits

12 1 General Information 1.1 Purpose of the RFP The purpose of the Request for Proposal (RFP) is to establish the functional, operational, and technical requirements for the procurement of a reservation management system that best meets Sportsmen s Tennis and Enrichment Center 1.2 RFP Communications Please direct all communications/ correspondences regarding this RFP to: Name Sportsmen s Tennis and Enrichment Center Address Telephone Fax Prospective workforce management vendors failing to observe this policy may be eliminated from the final evaluation. 1.3 Timeline RFP submission date Proposal due date Vendor selection and contracts December December December 1.4 RFP Preparation The prospective vendors will absorb all costs incurred in the preparation and presentation of an RFP. In the even that modification or addition to the RFP become necessary, prospective vendors will be notified in writing. All supporting materials submitted with the proposal will become the property of Sportsmen s Tennis and Enrichment Center unless otherwise requested by the prospective vendors at time of submission. 1.5 Vendor Responses Prospective vendors are required to submit two (2) copies of their proposals. Send all copies to no later than December. All supporting materials and documentation must be included with the proposal. 1.6 Effective Dates of Pricing Prospective vendors should state in writing that all furnished information, including pricing, will remain valid and applicable for a minimum of from the date their proposal is received by Sportsmen s Tennis and Enrichment Center. 1.7 Vendor Site Visits Sportsmen s Tennis and Enrichment Center reserves the right to inspect any and all vendor facilitates, which will be used to support the proposed workforce management solution. This includes the facilities of any contractor or outside support organization that will be used. 1.8 Evaluation Criteria Prospective vendor proposals will be evaluated using the following general criteria: - Ability to satisfy functional business requirements - Ability to satisfy technical and integration requirements - Strategic partnering potential

13 - Cost 1.9 Right to Reject Sportsmen s Tennis and Enrichment Center reserves the right to accept or reject any and/ or all submitted proposals and request additional information from all prospective vendors. Sportsmen s Tennis and Enrichment Center specifically reserves the right to negotiate a contract with the select vendor(s). The vendor s response to the RFP will be included in whole or by reference in the final contract. At the discretion of Sportsmen s Tennis and Enrichment Center Sportsmen s Tennis and Enrichment Center, a third party financial institution or consulting team could be included in contract negotiation. Any contract that is eventually awarded will be made to the organization who, based on the evaluation of all responses, applying all criteria and oral interviews (if required), is determined to be the best qualified to provide the requested solution and support Marketing References Prospective vendors may not make any reference to the project in any literature, promotional material, brochures or sales presentation, or make any other commercial use of Sportsmen s Tennis and Enrichment Center names and/ or this RFP, without the express written consent of Sportsmen s Tennis and Enrichment Center. However, Sportsmen s Tennis and Enrichment Center will offer itself as a reference account to the selected vendor(s). 2 Vendor Guidelines 2.1 RFP Response Format Prospective vendors should make every attempt to use terminology in their proposal that is consistent with that of STEC and this RFP. Comparable terminology may be substituted, where appropriate, if the prospective vendor provides clear and concise definitions. Prospective vendor proposal should address the requirements outlines in this RFP as directly and concisely as possible. Extraneous information with no apparent connection to STEC and this RFP could detract from the proposal scoring. The information furnished should be in specific response to this RFP. Specific answers are required to specific questions where asked. Supplemental information should be prepared on standard 8 ½ X 11 inch paper. Vendor responses to this RFP will become a part of the final contract between STEC and the vendor. Prospective vendors are requested to provide their proposal in the following format: Letter of Transmittal The letter of transmittal should be no longer than two (2) pages and should include the following: A brief statement of the vendor s understanding of the mission-critical nature of the workforce management technology to STEC s business and market position A brief statement of the services to be provided. A statement of commitment to provide the services requested within the time and manner specified. The names of personnel authorized to represent the vendor, including titles, addresses, phone and FAX numbers. STEC would prefer to deal with a single representative. A summary of the prospective vendor s qualifications to perform this type of engagement. Table of Contents

14 The table of contents should include a clear and complete identification of the materials submitted by section and page number. Product Overview Prospective vendors should follow the instructions in the Product Overview section of the RFP. Functional Requirements Prospective vendors should follow the instructions in the Functional Product Information section of this RFP. Technical Requirements Prospective vendors should provide the information requested in the Technical Product Information section of this RFP. Strategic Partnership Potential Prospective vendors should provide the information requested in the Strategic Partnership Potential section of this RFP Cost Requirements Prospective vendors should provide the information requested in the Cost Summary section of this RFP. Appendix Prospective vendors may provide any other information that the vendor considers appropriate for this proposal is an Appendix. 2.2 Exceptions to the RFP Prospective vendors may find instances where their operations do not function in a manner consistent with the specifications in the RFP. In such cases, it is permissible to take exception to portions of the RFP. The exceptions should be clearly identified. If necessary, attach an additional page describing the scope of the exceptions, any additional costs, and a summary of any advantages these exceptions represent to STEC. 2.3 Confidentiality This RFP and all materials submitted by STEC must be considered confidential. STEC requests that this RFP not be copied and not be forwarded to any third party for evaluation or for any other purpose without STEC s express written consent. All prospective vendor personnel should note that they are under a signed, mutual confidentiality agreement. When submitting confidential material to STEC, prospective vendors must clearly mark it as such. 3 Product Information Prospective vendors should include an overview of their total reservation management solution. Define each product offered by your organization and provide a brief description of its role in your total solution. Vendors may include screen examples and/or diagrams in this section. 4 Functionality Requirements 4.1 Instructions STEC will be aggressive and comprehensive in its product/service demands. It is incumbent upon the vendor to provide measurable, accurate, and reliable answers based upon the vendor s proposed product solution specific to the

15 dependencies of release level and features of both the vendor s and the other vendor s products. When your product does not meet a requirement, a clear statement to that effect would be the most prudent approach. For each requirement, the solutions capability should identified as follows: NA Not Available MJ Major Modification This could be in the form of modifying the code of the product. This response will require an explanation specifying the amount of effort required in person days. MN Minor Modification Minor modifications include customization of a tool or report. Minor modifications should be demonstrable. FR Future Release The requirement will be addressed in a forthcoming revision of the product. These responses require listing scheduled release dates in the explanation column. CR Current Release The requirement is met in the current release and can be demonstrated. TP Third-Party Solution The functional requirement is not offered by your company but can be seamlessly integrated into your package using a third party s product. The explanation should specify the third party vendor and integration, and this function should be demonstrable where possible. Requirements that are given a capability rating of MJ, MN, FR, or TP must have a brief description regarding how the requirement will be met. Those responses not answerable on the explanation area of the RFP should be identified by business area with the requirement s sequence number on a separate document. Vendors may add additional items or sections if there is functionality provided by their product that isn t represented in the following sections. 4.2 Accept Debit Cards, Visa, MasterCard, American Express, Discover Online Booking Membership login Online Payments Calendar News/Contact page Event Registration 5 Technology Requirements Changes can be implemented & edited easily System Performance Security Testing Software recoverability Integration Communication and Connectivity 6 Strategic Partnership Potential

16 6.1 Supplier Profile 6.2 Training 6.3 Support 6.4 Experience 6.5 Implementation Plan 6.6 Customer Reference Calls 7 Costs Initial Costs Software Costs Additional Services Long Term Costs Payment Options Discounts for Non-profits 4.2 Forecasting General Requirements # Requirement Rating Response 1) Accept Visa 2) Accept MasterCard 3) Accept all other major credit cards 4) Ability for online booking 5 Technology Requirements 5.1 Client # Requirements Response 1) Can be performed anywhere with WIFI 2) Easy to navigate 3) Free or low cost 4) Accessible at any given time 5) Must have a secure log-in page Data Flexibility # Requirements Response 1) STEC requires that the database provide unrestricted or Unlimited use of the data elements provided by the system 2) Are there limits to the file sizes and row sizes supported by your system?

17 Communication & Connectivity # Requirements Response 1) What is the minimum recommended bandwidth for the product? 2) What protocol does the product use to communicate to the client workstation? 3) Can data updates be downloaded periodically, or must all information be downloaded at one time? Security # Requirements Response 1) Please describe the information security features of the product Software Recoverability # Requirements Response 1) Is any proprietary hardware or software required? 2) What backup techniques does your system support? 3) Are there any remote site backup capabilities to be used for disaster recovery? Testing # Requirements Response 1) Does your product offer application testing capability? 6 Strategic Partnership Potential 6.1 Vendor Profile Prospective vendors please provide the following information: Describe your company s background and relationship to the workforce management industry. What are your future plans in the workforce management arena? 6.2 Training Describe in detail your standard training program as well as installation assistance provided with your system What system documentation is available and included in the price of the system? 7 Costs 7.1 Initial Costs Initial Pricing Scope The initial proposal should outline a price quote and all pricing options available to support all of our clients 7.2 Payment Options Prospective vendors are encouraged to include payment option information

18 Negotiations Deal Sheet The following table represents the vendor's initial bid, STEC's minimum acceptable terms and STEC's goals. # Term Initial Minimum Goal 1 Software 2 Hardware 3 Consulting 4 Annual Support Costs 5 Implementation Date 15

19 STEC Implementation Plan 1. Design Change Request Owner Estimated Date of Resolution 2. Development Priority Change Request Owner Status Estimated Date of Resolution 3. Testing The system will be user tested and pilot tested. Pilot Test- Compatibility Customizations Interfaces Performance User Acceptance Results 4. Deployment Training will be carried out by vendor. Internal Implementation Team Position Contact Name Contact Information Project Manager Trainers Technical Analysts Testers Deployment Support 16

20 STEC Operation Plan 1. Fixes and Enhancements Change Owner Estimated Date of Resolution Change Process 2. Support If issues are to arise, STEC will direct customers to the help desk of the vendor directly. Support Process- Escalation Process- Contact Information for system emergency- 3. Project Closure Objective Was Met Was Not Met Action Owner 17

21 ID Task Task Name Duration Start Finish Mod 1 Initiation 49 days Fri 8/23/13 Tue 10/29/13 2 Initiation 1 day Sun 9/1/13 Sun 9/1/13 3 Company Profile 7 days Wed 9/11/13 Thu 9/19/13 4 Business Need Approval 3 days Fri 9/20/13 Tue 9/24/13 5 Meet with Kern 1 day Wed 9/25/13 Wed 9/25/13 6 Develop Project Charter 7 days Thu 9/26/13 Fri 10/4/13 7 Project Charter Approval 2 days Mon 10/7/13 Tue 10/8/13 8 Decision Scoring Matrix 7 days Wed 10/2/13 Thu 10/10/13 9 RFP 5 days Fri 10/11/13 Thu 10/17/13 10 Negotiation Strategy and Deal Sheet 5 days Fri 10/18/13 Thu 10/24/13 11 Research 35 days Sun 9/1/13 Thu 10/17/13 12 Research scheduling programs 35 days Sun 9/1/13 Thu 10/17/13 13 Evaluation 45 days Mon 12/2/13 Fri 1/31/14 14 Demo System at Club 7 days Mon 12/2/13 Tue 12/10/13 15 Fix problems 15 days Wed 12/11/13 Tue 12/31/13 16 get feedback from members and 17 days Mon 12/2/13 Tue 12/24/13 employees 17 Implementation 14 days Mon 2/4/13 Thu 2/21/13 18 Testing 7 days Mon 2/4/13 Tue 2/12/13 19 Training 7 days Wed 2/13/13 Thu 2/21/13 6, '12 May 27, '12 Jun 17, '12 Jul 8, '12 Jul 29, '12 S M T W T F S S M T W T Task Inactive Summary External Tasks Split Manual Task External Milestone Project: FirstLaunch Date: Thu 11/21/13 Milestone Summary Project Summary Duration-only Manual Summary Rollup Manual Summary Deadline Progress Manual Progress Inactive Task Start-only Inactive Milestone Finish-only Page 1

22 Aug 19, '12 Sep 9, '12 Sep 30, '12 Oct 21, '12 Nov 11, '12 Dec 2, '12 Dec 23, '12 Jan 13, '13 Feb 3, '13 Feb 24, '13 Mar 17, '13 Apr 7, '13 Apr 28, '13 F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W Task Inactive Summary External Tasks Split Manual Task External Milestone Project: FirstLaunch Date: Thu 11/21/13 Milestone Summary Project Summary Duration-only Manual Summary Rollup Manual Summary Deadline Progress Manual Progress Inactive Task Start-only Inactive Milestone Finish-only Page 2

23 May 19, '13 Jun 9, '13 Jun 30, '13 Jul 21, '13 Aug 11, '13 Sep 1, '13 Sep 22, '13 Oct 13, '13 Nov 3, '13 Nov 24, '13 Dec 15, '13 Jan 5, '14 Jan 26, '14 T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T Task Inactive Summary External Tasks Split Manual Task External Milestone Project: FirstLaunch Date: Thu 11/21/13 Milestone Summary Project Summary Duration-only Manual Summary Rollup Manual Summary Deadline Progress Manual Progress Inactive Task Start-only Inactive Milestone Finish-only Page 3

24 Current Reservation Method

25 Individual Performance Evaluation Evaluate each of your team members, including yourself, in terms of performance using the criteria below. Use the following scale: 0 = Unsatisfactory, 1 = Satisfactory, 2 = Excellent. Include comments and justifications, especially for Unsatisfactory or Excellent ratings. Use the back of the sheet if necessary. Total the scores for each member. List in detail the roles and responsibilities of each team member in the table at the bottom. Criteria 1. Attending meetings Comments/Justification: 2. Active participation in all meetings Comments/Justification: 3. Contribution to decision making Comments/Justification: 4. Communication skills Comments/Justification: 5. Assuming fair share of work Comments/Justification: 6. Completion of work assumed Comments/Justification: 7. Team spirit and respect for others Comments/Justification: 8. Was Punctual Comments/Justification: 9. Time management Comments/Justification: 10. Dependability and preparedness Comments/Justification: 11.Was supportive Comments/Justification: 12. Ability to handle conflict/difference Comments/Justification: Totals = Self Name of Team Member Name Roles and Responsibilities of Team Member Print name of evaluator Signature Date

26 Technology Acquisition Project Fall 2013 Anzia Mendez-Neff, Megan Savage, Heather Spielvogel, Henry Dentino

27 Agenda Company Profile Background Information Supporting Facts Business Need Project Charter Project Schedule Decision Scoring Matrix Recommendation Negotiations Questions

28 Company Profile STEC was established in 1961 First African-American non-profit tennis club in the country providing tennis and education The mission of the Sportsmen s Tennis and Enrichment Center is: To build leaders on the court, in the classroom and in the greater community by providing academic, wellness and social development programs alongside recreational and competitive tennis instruction for youth and adults. The areas in which STEC serves youth are at high risk to obesity, diabetes and cardiovascular disease Many youth live in fear of violence The area in which youth live has few recreational facilities STEC Programs fall into three categories youth tennis, academic and enrichment, and community outreach.

29 Background Information Currently use a call and reserve system The excessive amount of Excel sheets -10 years worth Members are allowed to reserve space through the Operations manager Finding a more efficient, online reservation software will help STEC be able to shift focus to other needs and increase productivity

30 Supporting Facts Currently taking reservations for 30 minute blocks Receive an average of 6 calls per day, 5 of which are by members Total of 14 courts (7 indoor, 7 outdoor) Customers can choose between 8 different membership types Concrete time blocks for use of the courts include: Breakfast Club (7-11:30 AM, 4 courts available) Junior Program (3:30-7 PM, all courts in use) Contracted Blocks (special time blocks)

31 Current State Example

32 Business Need Need to implement strategy to better reserve STEC tennis court space. Need an online 24/7 availability registration software Space needs to be available to be reserved by coaches, members, and staff Options for block description should include: tournaments, teams/league, school trainings Assumptions We expect to implement an online software that will make the court reservation process much easier for not only the valued customers, but the employees at STEC. With this online reservation system, we plan to reduce the need for call to reserve by at least 70%.

33 Project Schedule Plan to have a demo in December Implementation by end of February Customer feedback

34 Project Charter Project Objectives Use technology to enable STEC clients the 24/7 hour convenience of booking a tennis court online, viewing court availability, and making membership payments. Impact Assessment Increased court bookings, improved workplace efficiency and relieved storage on hard drive. Measures of Success This project will be considered successful if 80% of clients can completely self-book their tennis court online, without the help of a STEC employee. Scope This project addresses tennis court bookings for both employees and clients of STEC. Risks System might be too costly. With plans for complete reliance on the system, if the system were to shut down, or experience errors, this would disallow clients to book and negatively affect business. Client satisfaction might suffer as they may value direct conversation via phone with STEC. Time Constraints This project must be completed by end of the semester, tentatively mid-december 2013.

35 Decision Scoring Matrix Functionality Strategic Partnership Online Payments: Accept Visa, MasterCard, American Express, Discover and debit cards Online Booking Membership login Calendar News/Contact page Event registration Technology Supplier Profile Training Support Experience Implementation Plan Customer Reference Calls Cost Changes can be implemented & edited easily System Performance Security Testing Software recoverability Integration Communication and Connectivity Cloud Base Data Server Initial Costs Software Costs Additional Services Long Term Costs Payment Options Discounts for Non-profits V ENDOR A V ENDOR B V ENDOR C V ENDOR D Vendor A- Reserve My Court - reservemycourt.com Vendor B- Tennis Booking - tennisbookings.com Vendor C- Appointment-Plus - appointment-plus.com Vendor D- Book a Court - bookacourt.net

36 Recommendation Book a Court- Acebook Secure credit card payments online. All proceeds go directly to the club's account Design customization On line court booking from home PC, Laptop at work, mobile phone reservation confirmation, cancellation and reminder Find a partner which matches your criteria based on player level, availability Identifies court usage as leisure, coaching or competition Statistical reports for better club management and planning

37 Acebook We would recommend Acebook to any club. It has transformed ours

38 Negotiations Example of our negotiations deal sheet: Implementation will be handled by the vendor: Design, Development, Testing, Deployment Our operation plan includes: Fixes and Enhancements, Support, Project Closure

39 Questions Thank You

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