Saskatchewan Provincial Park Case

What is the key issue in the case?

Due to the visitors’ increase for Saskatchewan Provincial Park, the facility manager, Mathisa Curhane,
was anxious with the problems in the current reservation system which include lack of effective data,
business and data limitations in the system, and inefficient operations and maintenance processes.
Recommendation: To articulate the AS-IS and TO-BE frameworks to assist the facility manager in
building a gap-analysis plan to bridge the current IS stance to the future and recommended goal.
Accordingly, below frameworks are inserted for that purpose and are divided into four categories: IT,
Structure, Processes, and People.
AS-IS Process Framework

- IT
o System’s Shutdown due to:
 Clients facing many logic and data entry problems
 System bugs were detected
 Network connectivity among the local operating rooms and other parks’
operating rooms
o Visitor’s details were aggregated by email
o Delaying Data processing issue

- Structure
o Decentralized Organization
o First-Come-First-Serve Basis
o System was not User Friendly because of the architectural defect in Adobe XML
o Data quality issues like missing fields, duplicate records, false date entries

- Processes
o Limitation of processes and services offered
o Data Mining/Intelligence Processes are not available

- People
o More pressure on the staff and park services due to limitations in the decision-taking
capabilities
o Client Satisfaction is reduced because of limitations in telecommunications
o New software initiatives were put on hold because of funding limitations

To-Be Process Framework

- IT
o Smart Park System to make intelligent and responsive online reservation, payment, and
administrative system.
o Visitor’s details are saved in a database (no need for emails)
o Deal with large number of online visitors accessing the online reservation portal
o Database and reporting features
o Real-time tracking
 - Structure
o Centralized Organization
o Single data stream for reservations, inventory, and customer accounts
o Well-designed Inventory management
o Reservation and user management

- Processes
o Lean management strategy
 Eliminate non-value added activities
 Evaluate operational and administrative processes
 Eliminate process waste
 Enhances quality and productivity
 Work Standardization
 Continuous flow of procedural steps without deviation
 Focused on Customer/visitor/camper
o Holistic view on camper’s demands
o Improving the customer experience
o Insights on condition and usage of camp ground locales
o Automation of park services

- People
o Improve Customer experience
o Increased revenue for the park
o Assist the authorities to gain analytical insights into the visitation trends based on
demographics
o Making park officers productive

Who is (or are) the main protagonists?

- Mathisa Curhane, the Facility Manager

- The Park Management
- Employees working the park
- Vistors/Campers/Customer of the Park
- Governmental Authorities

What is a question you would ask about the case?

What are the success factors that allow the transitional plan of the facility manager to succeed?