Strategic Technology Plan

Team C
Strategic Technology Plan

1
Multimedia Architects 3D Virtual Reality

Tony E. Rumford, Quincy Jones, Cheri Bennett, Ryan Shemer, Darren Roony
CMGT/557 - EMERGING TECHNOLOGIES & ISSUES
07/13/2015
TAMMY BORUNDA
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Table of Contents
Introduction..................................................................................................................................... 3
Overview of Technology Plan........................................................................................................ 4
Organization Mission: ............................................................................................................... 4
Organization Description: .......................................................................................................4-5
Technology Planning Team: ..................................................................................................... 5
Organization Analysis .................................................................................................................5-6
Current Business Processes: ...................................................................................................6-7
Process Improvements: ..............................................................................................................8
Current State of Technology: .................................................................................................8-9
Improvements and Acquisitions: ..........................................................................................9-11
Measures of Technology Plan Success: ........................................................................................11
References ...............................................................................................................................12-13
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Introduction:
The formation of Multimedia Architects Entertainment Building (MAEB) Inc. as a
specialized service company is the result of exploration of the high technological advancements
of computer graphic design integrated with twenty-one years of personal commitment to quality
work for, in, and around various areas of the building industry. The initial goal is to provide
business owners, with the innovative concept of working from home in a three-dimensional
virtual world integrated with a social network virtual reality (VR) definition. To date, no one has
approached the ecommerce market this way with sales revenues in excess of four billion
($4,000,000,000) dollars with such a unique and affordable business concept.
3D Multimedia Architecture (3D MA) is a software program that has the ability to engage
consumers in a fully integrated virtual retail and entertainment experience, also known as
immersive Virtual Reality (iVR). Immersive Virtual Reality is the science and technology
required for a user to feel present, via perceptive, cognitive and functional immersion and
interaction, in a generated environment. iVR technology has the potential to create an entirely
new platform and medium for consumerism, business environments, and social interaction. The
primary goal of 3D MA management is preparing the organization to compete in the iVR
marketplace for the long term. Specifically, we will provide in-depth strategic technology
forecasting over the next five years with room for modifications in technology and/or industry as
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we go forward. The following plan outlines the company's structure, present and future goals,
and need for capital.
Overview of Technology Plan
MAEB virtual reality building allows us to immerse people in a 3D environment, with
head-mounted displays (HMDs or VR goggles) --that's why we often call it immersive VR. To
differentiate it from virtual worlds like Second Life or World of Warcraft, 3D MA is not a
gaming platform, its setup to handle real e-commerce business.
Our goal is to make 3D worlds more realistic and immersive with the 3D MA platform.
The 3D MA platform is designed to be compatible with VR equipment, such as the CAVE or
head-mounted displays (HMD), turning virtual worlds into powerful real-life experiences. Our
applications and domains described will be based with the augmentation which can take on a
number of different forms. In all our applications the augmented reality presented to the user will
enhances that person's performance in and perception of the virtual world. Our ultimate goal is to
create a system such that the user cannot tell the difference between the real world and the virtual
augmentation of it.
Organization Mission:
3D Multimedia Architects mission is to enable the ultimate visual experience to transport
an audience to another time and space. With the best spherical media software, combined with
the world's most versatile capture devices, our imagination becomes our only limitation.
Organization Description:
MAEB Inc. is a new company formed to take advantage of virtual reality technology in
its application to e-commerce - marking services and sales of new merchandise represented in a
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3D world. The company will develop and provide virtual office space for new or existing
businesses as well as prospective purchasers.
I.
II.
III.
IV.
V.
VI.
VII.
VIII.
Name:
Multimedia Architects Entertainment Building, Inc.
Founding Year:
2014
Industry:
3D Technology
Specialization:
Virtual Reality/Augmented Reality
Number of Clients: 100
Number of Full-Time Employees: 45
Number of Locations:
4
Geographic Region Served: Global
Technology Planning Team:

Name
Title
Tony
Chief
Rumford Architect
Ryan
Shemer
Quincy
Jones
Cheri
Bennett
Darren
Rooney
Architect
Quality
Control
Manager
Business
Process
Manager
Production
Manager
Phone
8182018937
x8938
Email
trumford@multimedia.architects.com
Role on Team
Architect
rshemer@multimedia.architects.com
Architect
x8939
qjones@multimedia.architects.com
Quality Control
X8940
cbennet@multimedia.architects.com
Process
Management
X8941
drooney@multimedia.architects.com
Production
Organization Analysis:
Multimedia Architects Entertainment Building is a 3D Virtual Reality 300 story high rise
office building, with the first two floors being a social networking retail Mall selling real
consumer product. This mall has an indoor Lake boat ride for private one-on-one chats while
sitting in the boat. It includes a collaborative Music Mixing Studio, Concert Hall, Casino, (4)
members only Night Clubs each one playing its own venue, 1).Rock and Roll, 2).R&B and Rap,
3). Jazz and Blues and 4). Country and Western. With over 100 shopping stores within the mall.
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MA Real World VR platform will reshape how people research, learn, work and play.
When you log into this site you get an Avatar body representing you, if you are a member
you can have your real face and your mothers face on your Avatars head. The office space is
leased out for handling real ecommerce, all offices come with an Avatar receptionist, and a
minimum of 400 sq.ft, which includes a private back office, the avatar would have his real face
on it as a member. Office space is also available for larger companies who want to offer their
employees a different kind of work environment by working from home. What (MAE) would
do, is get the floor plan from the company and recreate a 3D virtual office within the
entertainment building to look just as it does in the real world. The same break room, copy room,
carpet or marble on the floor, same furniture and even the same pictures on the walls. All of the
employees will have real time live video feed open during work hours as a thumb nail on the
office managers desk top or Mobil media device, when the manager wants to talk to one of the
employees he would just click on the thumb nail to open up a live communication between the
two. The manager would be able to monitor their work activities at all times. With this new
technology this gives company a worldwide human resource.
Current Business Processes:
Strategy implementation for 3D MA consists of carrying out a series of carefully
formulated business objectives and strategies, some of which were previously mentioned. In
order to execute a successful strategic plan we must first make all stakeholders aware of their
individual responsibilities and how they fit in with the overall plan. Once the entire strategic plan
has been conceptualized, agreed upon, and fully vetted by the trained and experienced staff, we
will execute the plan.
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The first action plan in carrying out our strategy is for 3D MA to recruit experienced,
educated candidates and develop them into a highly trained workforce. A subsequent goal within
HR is to create a workplace that offers the right encouragement, incentives, and value to the
employee not only to retain staff but keep them satisfied and motivated. Part of the employee
retention strategy is to offer detailed and thorough training to new staff members, one on one
meetings with everybody, and management support for encouraged collaboration and open lines
of communication between all levels of the organization. By gathering input from employees
from all levels of the organization it allows them to feel satisfied for their contribution and gives
them a clear understanding of the common goal and strategy.
The substance of the implementation strategy is to create software that delivers industry
leading virtual environments with a focus on customizable forums for 3D office space and
ecommerce shopping malls. In order to implement a strategy that will be able to evolve and grow
into a productive industry-leading platform for 3D virtual environments we have separated the
expertise of our programmers into two groups; one group that focuses on the development of
virtual office and corporate environments while the other group focuses on development of retail
environments. This allows us to add value to and enrich each environment separately and still
have the benefit of sharing design specifications and techniques between one another.
We have also targeted customer service as another area of focus because of the potential
for existing customer relationships to grow into future customer relationships if they are happy
with the product. Additionally, the feedback provided by consumers can be a valuable source of
product innovation and improvements. Most importantly however, the customizable nature of the
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3D architecture makes it so we need to be in constant contact with our clients or they will go
elsewhere.
Describe each major business process in the organization that contributes to achieving your goal.
Process descriptions can be in the form of a narrative, flow chart, table, etcProcess
Improvements:
Executive Management will oversee the development of business key performance
indicators (KPIs) that will track our adherence to, and performance of, our strategic initiatives.
Annually, we will track the number of, as well as the usage of, 3D virtual worlds established as
working environments and mass market entertainment venues. Associated KPIs will indicate
trends such as a preferred interest in acting as a Business Owner (3D world creators) or a
Patron (Employees, Customers). This trend analysis will provide an area of focus for which
new service offerings can be developed. We will periodically assess the effectiveness of
employee retention programs. We will follow employees who participate in employee retention
programs and track the length of time they remain with the company. We will also compare
these statistics to those of employees who do not participate in employee retention programs. As
a strategically managed company, we encourage Executive level management, especially our
Public Relations Officer (PRO), to participate in rapport building sessions with our employees to
gain insight into how the more technical staff views our company as well as our product. Finally
yet importantly, sales will be tracked periodically to identify drivers of negative changes in order
to develop and implement corrective action. Overall, our goal is to assess the performance of all
management developed KPIs to identify undesirable performance and collectively create and
implement a plan of action to improve company performance.
Describe improvements that can be made with the supporting use of technology. For example:
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I.
Which processes you would like to improve Introduction to virtual marketplace
II.
Why you would like to improve them Compete in industry
III.
How improvements can be made Staying ahead of changes and updates in the business and to be
an industry leader in virtual marketplace exposure.
Current State of Technology:
Beyond the media fascination with virtual reality lies a fast-developing technology which
has extraordinary - and quite real - commercial applications. And not just in the entertainment
industry: VR applications hold tremendous promise in the manufacturing, engineering, medical,
educational, architectural, and military fields, among many others. (Casey Larijani, September
1993)
If virtual reality were just another technology, you would not have heard so much about
it. However, this technology that can be applied to every human activity and can be used to
mediate in every human transaction. Since you are completely immersed in a virtual world,
virtual reality constitutes a new form of human experience-one that may be as important to the
future as film, theater, and literature have been to the past. Its potential impact is so broad that it
may define the culture that results from its use. As a consequence, the concept of virtual reality
will be as widely used as a metaphor as it is in practice. (Michael Heim, 1993)
By the end of the year 2015, the Oculus Rift virtual-reality headset will launch as the
most anticipated gaming peripheral in years. About 50,000 Rift headsets are in circulation among
developers working on applications for the hardware, and the company just announced a new
and improved development kit at the Game Developers Conference. Meanwhile, Sony is
prompting its new Morpheus virtual-reality headset, and there are other entries on the horizon.
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(Jerry Beilinson, 2014). Additionally, Microsoft will also have a strong presence in the virtual
reality scene by the spring of 2016.
Write down the present state of the organizations technology. This should be in either
paragraph form or a bulleted list of sentences.
Indicate if:
I.
There is a shortage or surplus of certain technology ?
II.
Current technology does not fit the service you wish to provide ?
III.
Specific systems are in need of updating, etc
An inventory of all Technology (hardware/software) should be kept separate from the

Strategic Technology Plan.
Technology Improvements and Acquisitions:
In order to stay a leader, 3D Multimedia Architects will engage in continuous analysis
and forecasting in order to be better prepared for market shifts and changes. Effectively
accomplishing this means addressing all business aspects that exist in which 3D Multimedia
Architects will be affected. While addressing the prospect of the future isnt uncommon, 3D
Multimedia Architects wont make the mistake of considering this a simple task, rather it will
become a living breathing entity in its own regard. Similar to our offerings, the ability to
forecast, and develop corresponding strategies to these forecasts, will prove to be a valuable
experience that transcends everyday business practice.
3D Multimedia Architects will look ten years into the future and form a plan based on
perceptions of what VR and AR will look like at that time. Important questions regarding how
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these technologies are received, grown, and re-imagined will be asked. Has augmented reality
assisted the medical field in training better physicians or does it hurt it? Does a virtual market
place hinder companies that benefit more from a real experience? At what level of being does
this experience begin to change for the customer, or for the consumer, and can it be re-defined in
a virtual reality? Has the development of these technologies matched or surpass economic
expectations? The answers to these questions can help determine the socio-economic
consequences during this journey and provide a much needed guide, or template, that 3D
Multimedia Architects will adhere to as time progresses.
Technology will certainly change over the course of ten years. Along with this change
comes improvements in design and implementation of technology practices. 3D Multimedia
Architects will adjust to this based on how our offering impacts society as a whole. We must
also consider how trends in technology changes how the world will conduct business and
entertainment as it directly relates to the companys success. The least desirable outcome would
be for the company to be unable to adjust to a changing world with no method of response
created to maintain relevancy. The plan for an event such as this would be to reorganize the
company to redefine incorporate our sharpest skillsets as best possible. Reorganization to meet
new challenges is important whether the company is dealing with negative events or the
unexpected pressure of having to rapidly expand production to function in spite of the demands
(Duff, 2015).
The best situation finds 3D Multimedia Architects remaining a leader in the market, with
successful and well developed forecasting and analysis methods in place. This affords the
company with options to expand business, incorporate new offerings into current business, or to
maintain status quo. Finding itself in the middle ground means that while 3D Multimedia
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Architects hasnt failed, it hasnt been able to reach a milestone of understanding customer
needs, and how to truly integrate with them. Reviewing analysis of market trends, customer
trends, and what our customers customers expectations are, can deliver 3D Multimedia
Architects to gaining traction in exceeding pre-determined goals and objectives.
Measures of Technology Plan Success:
3D Multimedia Architecture is in the business of creating 3D virtual worlds and if the
market decidedly trends towards the software friendly virtual business environment then 3D
Multimedia Architecture would shift as well. If we draw out the possible industry scenarios
where AR encompasses the market based on the graph provided than the primary concern for 3D
Multimedia Architecture should be to focus on developing the virtual environments that are
geared more towards the business and workflow processes rather than the graphic rich content
played out in the heavily gaming dominated field of VR.
References
Applying Strategic Management To Public Relations. (n.d.). The Forbes Group.
Retrieved from http://www.forbesgroup.com/inner2.iml?
mdl=articles.mdl&ArticleID=71&ArticleCat=5
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Augmented/Virtual Reality to hit $150 billion disrupting mobile by 2020. (2015, April). DigiCapital. Retrieved from http://www.digi-capital.com/news/2015/04/augmentedvirtualreality-to-hit-150-billion-disrupting-mobile-by-2020/#.VbbiKPlVhBd
Clayton, J. (n.d.). The Five Stages of the Strategic Management Process. Houston Chronicle.
Retrieved from http://smallbusiness.chron.com/five-stages-strategic-managementprocess-18785.html
Duff, Victoria. (2015). Chron. What is a Business Contingency Plan? Retrieved from:
http://smallbusiness.chron.com/business-contingency-plan-1081.html
History of Virtual Reality - Where Did It All Begin? (n.d.). Retrieved from Virtual Reality Guide:
http://www.virtualrealityguide.com/history-of-virtual-reality
Ivan Sutherland | Ultimate Display. (2000). Retrieved from Multimedia: From Wagner to Virtual
Realit: http://www.w2vr.com/timeline/Sutherland.html
Korolove, M. (2014, October 1). The Real Risks of Virtual Reality | Risk Management.
Retrieved from Risk Management: http://www.rmmagazine.com/2014/10/01/the-realrisks-of-virtual-reality/
Lowood, H. E. (2015). Virtual Reality:Early Work. Retrieved from Encyclopedia Brittanica:
http://www.britannica.com/technology/virtual-reality/Early-work#ref884304
Mimms, C. (2010, October 22). Whatever Happened to ... Virtual Reality? Retrieved from MIT
Technology Review: http://www.technologyreview.com/view/421293/whateverhappened-to-virtual-reality/
Molko, D. (2015, June). Is virtual reality the future of fitness? Retrieved from CNN:
http://www.cnn.com/2015/06/17/asia/virtual-reality-spin-class/
Parkin, S. (2014, March 19). Sony unveils Project Morpheus, a virtual reality headset for
PlayStation 4. The Guardian. Retrieved from
http://www.theguardian.com/technology/2014/mar/19/sony-unveils-project-morpheus-avirtual-reality-headset-for-playstation-4
Parmar, A. (2015, May 12). Here's a Startup Bringing Virtual Reality to Healthcare. Retrieved
from DDI Medical Device and Diagnostic Industry News Products and Suppliers:
http://www.mddionline.com/article/heres-startup-bringing-virtual-reality-healthcare-0512-15
Sensorama - Wikipedia, the free encyclopedia. (n.d.). Retrieved from Wikipedia, the free
encyclopedia: https://en.wikipedia.org/wiki/Sensorama
Shimshock, R. (2015, July 22). Google Cradboard a Cheap Virtual Reality Alternative. Breibart
News. Retrieved from http://www.breitbart.com/big-hollywood/2015/07/22/googlecardboard-a-cheap-virtual-reality-alternative/
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Stone, B. (2014, March 25). Facebook Enters the Matrix and Buys Oculus VR for $2
Billion. Bloomberg Business. Retrieved from
http://www.bloomberg.com/bw/articles/2014-03-25/facebook-enters-the-matrix-andbuys-oculus-vr-for-2-billion
Strategy Planning Basics. (2015). Balanced Scorecard Institute.
Retrieved from http://balancedscorecard.org/Resources/Strategic-Planning-Basics
The Virtual Reality Report: forecasts, market size, and the trends driving adopt: Virtual Reality
headset sales explode. (2015, June 29). Business Insider.
Retrieved from http://www.businessinsider.com/virtual-reality-headset-sales-explode2015-4

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