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handing over the keys (Gate 4 – Is it operable?). We’ve found that having a set of core documents is essential to achieving a shared understanding for all involved teams throughout the entire development process. We’ve broken it down into three essential pieces:
the Program Book, which documents why the project is being developed and the scope, including a rough timeline of key dates; the Delivery Plan, which includes a detailed work plan and schedule; and the Implementation Manual, laying out the rules and protocols for the entire development process, through opening day, including tools and processes.
How do you decide the procurement strategy, for example, which ride manufacturers to work with? Before the procurement strategy can be finalised, we must determine that all elements are in line with the vision and budget. We also must ensure that the developer is satisfied with the experience that is planned to be delivered. One example is when clients express interest in
incorporating newer AR and VR technologies into their parks or attractions. These can be a high capital expenditure that is not feasible for all developers. That said, older tech can be used in new ways to offer fresh experiences. For instance, at Fort Edmonton Park in Edmonton,
Alberta, Canada, we recommended using rear projection and front projection to create a 3D-like, immersive experience – providing the same intent without the same costs. This is also where our team’s combined
experience and industry relationships are invaluable, as we can quickly identify vendors and other third parties who are a fit to help deliver these destinations.
At what point should stakeholders announce the project? This can vary based on the scale of the project and stakeholder strategy. We generally advise that before Gate 3 is passed – when a project’s buildability is confirmed and shovels are about to break ground – is also when the project should go public with its messaging.
Before going public, there should not only be a
comprehensive marketing and communications plan for external audiences in place, but it must also be incorporated with the program’s operations plan.
How do you prepare for opening day - at what point do you hand over to the operator? We first ensure that all fundamentals are in place – essentially, that all involved parties accomplished all they said they would, and we measure that against what is detailed in the Program Book. Next comes the creation of a punch list to identify all outstanding items, ensuring that each will be addressed in time for opening day. The established Delivery Plan then governs the
official Pre-Opening Sequence: operational readiness is assessed, acceptance testing dates are established, training sessions are scheduled, and operations maintenance and quality teams are mobilized. During this process, which is critical in preparing
for the official hand-off of the keys, the owner/operator team comes in to begin working during the day to train staff and set up. The building teams will still be on-site at this stage to tie up loose ends and advise, which facilitates a smooth handover.
The handover is completed at a specific pre- determined date and time, typically when the development has reached ‘substantial completion’ of construction. This could be a month, two months, or three months prior to opening day – depending on the project. At this point, site control passes to the operator.
People don’t get in or out of the property without permission, because security is in place and there is no ambiguity.
What happens on opening day? What happens afterwards? Will you have already discussed plans for future expansion? Come opening day, the ownership/operations team will be established as having primary control of the new development. In many cases, potential expansion strategies and plans have been discussed prior to a themed destination’s opening day, or shortly thereafter. The operator and project team will likely continue to collaborate on driving the vision forward onto a new stage.
As soon as the keys are handed over, new
versions of the core documents – Program Book, Delivery Plan, and Implementation Manual – are created to reflect future plans.
Can you talk about any projects you are working on at the moment? A couple of projects currently underway that we’ve be working on include:
• Fort Edmonton Park, where we are overseeing the construction of a multi-million-dollar expansion of the park, including the delivery of the new Indigenous Peoples’ Experience (IPE), which will feature immersive technology, dynamic exhibits, and live interpreters.
• Doha Oasis Theme Park, an indoor underground theme park, which is part of an extraordinary mixed-use experience, is another of our projects. We are currently in procurement and construction on this destination in Doha, Qatar.
While we are involved with several additional
projects in Asia, Europe and the Middle East, much of this work is governed by strict NDAs.
Where in the world are you busiest developing new theme parks/ attractions. Are there any territories in particular we should keep our eye on over the next two or three years? There is continuing to be a high volume of development activity throughout East and Western Asia, including China, South Korea, Kingdom of Saudi Arabia, the UAE, and Qatar. We are also seeing some growth in areas such
as Western Europe, and even here in North America.
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