Suggest 6 main processes involved in the case study.

Few events get more media attention than the Olympic Games. Imagine all the work involved in planning and executing an event that involves thousands of athletes from around the world with millions of spectators. The 2002 Olympic Winter Games and Paralympics took five years to plan and cost more than $1.9 billion. PMI presented the Salt Lake Organizing Committee (SLOC) with the Project of the Year award for delivering world-class games that, according to the International Olympic Committee, made a pro- found impact upon the people of the world."11 Four years before the Games began, the SLOC used a Primavera software-based sys- tem with a cascading color-coded WBS to integrate planning. A year before the Games, the team added a Venue Integrated Planning Schedule to help integrate resource needs, budgets, and plans. For example, this software helped the team coordinate different areas involved in controlling access into and around a venue, such as roads, pedestrian path- ways, seating and safety provisions, and hospitality areas, saving nearly $10 million. When the team experienced a budget deficit three years before the Games, it sepa- rated "must-have" items from nice-to-have" items and implemented a rigorous expense approval process. According to Matthew Lehman, SLOC managing director, using classic project management tools turned a $400 million deficit into a $100 million surplus. The SLOC also used an Executive Roadmap, a one-page list of the top 100 activi- ties during the Games, to keep executives apprised of progress. Activities were tied to detailed project information within each department's schedule. A 90-day highlighter showed which managers were accountable for each integrated activity. Fraser Bullock, SLOC Chief Operating Officer and Chief, said, We knew when we were on and off sched- ule and where we had to apply additional resources. The interrelation of the functions meant they could not run in isolationit was a smoothly running machine."12