Develop the Avrig Hotel School Concept

Transcription

1 Act. 7.2 Development of Project Chains : Develop the Avrig Hotel School Introduction IMC University of Applied Sciences Krems, Austria 1

2 Table of Contents 1 Activity Scope Project Chains Planning the Hotel School Development Development Process Review of Existing Documentation Development of a Project Manual Checklist for the Avrig Hotel School Activity Output and Recommendations

3 1 Activity Scope The development of a hotel school concept is part of the European INTERREG CultTour project and foreseen in work package 7 under the activity 7.2 Development of project chains for pilot sites. 1.1 Project Chains A project chain is defined as a series of consecutive projects and processes that lead to the implementation of strategic/long-term objectives of an investment. Such an investment can be an investment into infrastructure, a product or a service that will be developed, a company that is set up and put operational, or any other (business) idea that is developed. The concept a project chain and its several projects can be illustrated with the figure below. Figure 1: Hotel School Project Chains Source: Author s figure The main aims of the project chain concept are: To support all the planning/development/implementation steps needed in order to realise the idea, To ensure a comprehensive and long-term view on the planning approach adopted, To reduce the risk of management mistakes and failures, To provide a base for decision-making and to develop and visualise the costs and benefits of the entire investment. The project chain does not replace the detailed planning of individual projects. 3

4 1.2 Planning the Hotel School Development One of the project chains for the Municipality of Avrig is the aforementioned development of a hotel school concept. With competencies in the field of tourism and project management, the IMC University of Applied Sciences (PP3) supports the development of this hotel school concept. Its support is reflected in the following aims: Assist the lead partner (LP) in developing a realistic concept for a hotel school in Avrig, Check the completeness and comprehensiveness of already existing documentation, Give input on structured project planning to ensure an optimal implementation of the investment management, Provide draft plans that will be completed and adjusted to the on-site situation by the LP in Avrig. 4

5 2 Development Process The process designed by PP3 to develop the deliverables of W.P.7, Act.7.2 is presented in the section. It focused on three main activities: reviewing documentation that had been communicated so far, producing a project manual and defining an operational checklist for the Avrig Hotel School. 2.1 Review of Existing Documentation In a first step, material provided by the LP was reviewed. This included the following documents: Synthesis S.Brukenthal Tourism School in Avrig, S. Brukenthal Tourism School Structure, Study for Hotel School by Adelia Morosan. 2.2 Development of a Project Manual In a next step, PP3 compiled various projects plans into a project manual. The project manual covers different elements relevant for a detailed and structured project planning and serves as the basis for the planning and development of the hotel school concept. It includes the main elements of scope, schedule, cost but also a project environments/stakeholders and risk analyses. This project manual consists of a selection of plans to provide a basis for the planning. In case that further project plans are needed, the LP is invited to refer to PP3, relevant project management training offers and/or literature. 2.3 Checklist for the Avrig Hotel School Finally, a checklist for the Avrig Hotel School was developed. The model used outlines the most important elements to describe an organization and highlights key areas of consideration. The checklist is seen as an addendum to the hotel school concept project manual. 5

6 3 Activity Output and Recommendations In total, the LP will receive the following documents from PP3: 1. Activity Introduction, 2. Project Manual including draft project plans for further detailed planning of the hotel school concept, 3. Checklist for the Avrig Hotel School. After reviewing the existing documentation, PP3 highly recommends to focus on the following dimensions: Further research and documentation on the different elements pointed out as not considered or in the checklist, Internal decisions on the concept components where additional specifications are still necessary, in line with the results of the research conducted, Comprehensive and detailed planning for the development of the hotel school concept. In order to do so, the IMC advises to review and complete the project manual provided as well as to use the aforementioned checklist to ensure a successful implementation of the concept development phase. 6

7 Act. 7.2 Development of Project Chains : Develop the Avrig Hotel School Project Manual (Draft Plans) IMC University of Applied Sciences Krems, Austria Version 1.0 Project Manager: Maria Sinca Date (last changes): 11/03/2014

8 P a g e 2 Index 1. Introduction 3 2. Project Assignment 4 3. Project Deliverables 6 4. Work Breakdown Structure 7 5. Project Milestone Plan 8 6. Bar Chart 9 7. Project Cost Plan Project Responsibility Matrix Analysis of Pre-Project and Post-Project Phase Project Environment/Stakeholder Analysis Relationships to Relevant Project Environments/Stakeholders Project Organisation Chart Project Risk Analysis 17

9 P a g e 3 INTRODUCTION The following project manual serves as the basis for the planning and development of the hotel school concept for the Municipality of Avrig, Romania. Planning and developing the concept is considered as the first project within a series of project chains as outlined in the figure below. Figure 1: Hotel School Project Chains Source: Author s figure After the end of the project Develop the Hotel School, the project Implement the Hotel School starts. Within this second project all actions are concretely implemented to prepare for the actual hotel school operation. Operation of the hotel school can commence as soon as the development project is finished and the school is therefore ready to function. As indicated in Figure 1, such project chains typically involve one to one year and half for the first project, consisting in the planning of the concept. Another year and half, up two years, are usually considered for the implementation, for a total preparation time varying between two years and half and three years and half before reaching the phase of an operating hotel school. The project manual covers different elements relevant for a detailed and structured project planning. It includes the main elements of scope, schedule, cost but also project environments/stakeholders and risk analyses. All plans presented here are either drafts or a structure proposed to support the project planning: they need to be adjusted and finalized. It is the responsibility of the project manager to review and complete this project manual. Information in order to do so is gathered from the investor, the project stakeholders and the project team. All plans need to be developed according to the project specific objectives. In addition to the project manual, a checklist for the hotel school has been developed. The checklist is an addendum to the project manual and highlights strategic areas of consideration and leading questions.

10 P a g e 4 Avrig Hotel School PROJECT ASSIGNMENT Project start date Project end date Project objectives Design of a concept for a private hotel school nearby the Brukenthal Palace, Avrig Design of three programmes on vocational-, high school- and post high school level including practical training (internship) Consideration of additional service options (personality training, venue rental for external events, catering, etc.) Definition of the infrastructure requirements including functional plan and architectural proposal in cooperation with a lead architect Definition of the investment cost components based on the space requirements and functional plan Definition of the operating cost components Definition of the organisational requirements (human resources, marketing etc.) Project non-objectives Development of a hotel school concept at university level Development of a concept for a public hotel school Long-term objectives and justification (business case) Creating training conditions for the necessary human resources in order to offer high class tourism services and high qualifications for the tourism labour force in Olt Country and Transylvania. Raise the service standard for national and international visitors Develop Avrig as a centre of hospitality and tourism education Enlarge the profile of the City of Avrig by developing tourism and education as further economic components Contribute to the economic and social development of the City of Avrig and Sibiu County and the sustainable success of the Brukenthal Palace Provide employment for the local people Raise the income and the spending capacity of the population Contribute to the multi-functional tourism concept developed for the city of Avrig (tourism master plan) and the Brukenthal Palace in order to ensure and enhance the attractiveness of the area in general and the Brukenthal Palace specifically Enhance the image of Avrig as tourism destination Project phases Project costs Project income Phase 1: Project Management Phase 2: Research Phase 3: Strategic Planning Phase 4: Operational Planning Phase 5: Preparation for Implementation Project owner Arnold Klingeis Project team members Project manager Maria Sinca

11 P a g e 5 Project Team Member Research (Adelia Morosan) Project Team Member Planning & Development (Maria Sinca) Architect (Conny Feyer) Educational Expert ( ) Infrastructure Expert ( ) Financial Expert (Mrs. Klingeis) Relationships to other projects (synergies or potential conflicts) Related to various feasibility studies for the Brukenthal Palace (hotel, garden, hotel school) Other European and community projects within the Municipality Relevant project environments/stakeholders Samuel von Brukenthal Foundation Local Community Target Market Project Organization Competitors Political Institutions Legal Institutions signature signature Project manager Project owner Version 1.0 Date: Author: M.Sinca

12 P a g e 6 Avrig Hotel School PROJECT DELIVERABLES* Deliverable Type Strategy Deliverable Overall strategy for the hotel school List of objectives Number of classes and students Types of educational programmes Programme curricula Services & Products Course objectives Approval for certification of students Additional services (personality training, venue rental for external events, catering, etc.) * Please refer to the Checklist for the Avrig Hotel School for a comprehensive list of deliverables. Version 1.0 Date: Author:

13 P a g e 7 Avrig Hotel School WORK BREAKDOWN STRUCTURE* Version 1.0 Date: Author: * To be completed to meet the project s objectives. [to be modified in separate Word Document attached]

14 P a g e 8 Avrig Hotel School PROJECT MILESTONE PLAN WP-code Milestone Planned date Actual date Project initiated and started Research concluded Strategy developed Applications for hotel school accreditations submitted Detailed project plans for implementation prepared Project approved and closed down Version 1.0 Date: Author:

15 P a g e 9 Avrig Hotel School BAR CHART The timeline for all project activities needs to be established according to the work breakdown structure. For each phase and work package, a specific duration should be defined for an optimal scheduling of all the activities that need to be carried out. Scheduling software can be downloaded from the following link: Version 1.0 Date: Author:

16 P a g e 10 Avrig Hotel School PROJECT COST PLAN* WP Code WP Label Cost type Planned quantity Price Planned costs Phase 1.1 Project management Phase 1.2 Research Phase 1.3 Strategic Planning Phase 1.4 Operational Planning Phase 1.5 Preparation for Implementation Version 1.0 Date: Author: [double click to edit] * It is recommended to develop a rough project budget for the five project phases (as listed above) in order to have a cost estimate. A more accurate cost plan can also be done at the level of the work packages (e.g ). Cost items are, for example: Internal personnel costs Material costs Travel costs External expert costs

17 P a g e 11 Avrig Hotel School PROJECT RESPONSIBILITY MATRIX* Project roles and relevant environments WBScode WB label project owner (team) project manager PTM 1 - Research PTM 2 Planning & Development PTM 3 - PTM 4- PTM 5- External Expert 1 -Finance External Expert 2 - Education External Expert 3 - Infrastructure External Expert 3 - Architect Project start C P C C Project controlling P I I Continuous project coordination P I I Project close down C P C C Research educational offer P Research student and industry markets P C Research finance I P C Research infrastructure needs P C C

18 P a g e Perform an environmental analysis I P I Conclude on research findings and communicate results Decide on financial and legal structure of hotel school ownership Develop objectives & strategy for hotel school P I D I P C I I P Define hotel school organisation I I P Plan educational offer in detail I P C Identify target groups and strategic tourism partners Develop detailed financial investment plan Integrate environmental analysis findings into planning activity Identify infrastructure needs and develop rough plans Ensure approvals for building / infrastructure, operation and environmental issues I P C I P C C P I P C C I P I I Apply for necessary accreditations I P I I Plan personnel recruiting I P I Plan infrastructure development I P C C Plan and implement first marketing activities Prepare detailed project plans for realisation of entire hotel school concept I P C Version 1.0 Date: Author: Legend: P: performance; C: contribution, D: decision; I: information * To be completed to show responsibilities for each work package.

19 P a g e 13 Avrig Hotel School ANALYSIS OF PRE-PROJECT AND POST- PROJECT PHASE Description of the results of the pre-project phase Environment relationships relevant for the project Various feasibility studies within the CultTour project (hotel, garden, school, ) Input from the business plan development for the Brukenthal Palace Decisions/events relevant for the project / Which decisions have been made already? Accomplishment of the feasibility studies Development of business plans Existing documentation relevant for the project Synthesis S.Brukenthal Tourism School in Avrig S.Brukenthal Tourism School Structure Study for Hotel School Expectations regarding the post-project phase Further development of the environment relationships... Measures for the post-project phase Initiation of the second phase of the project chain: Implement the Hotel School.. Version 1.0 Date: Author:

20 P a g e 14 Avrig Hotel School PROJECT ENVIRONMENT/STAKEHOLDER ANALYSIS Project Environment Graph Target Market Local/regional market National market Parents of pupils Brukenthal Foundation Competitors Local/regional tourism schools Local/regional high schools National tourism schools Private tourism schools Hotel chains with in-house education. Hotel School Development Political Institutions Municipality of Avrig Sibiu Country State of Romania Local Community Residents of Avrig Workforce in Avrig Legal Institutions Ministry of Education Bodies for construction law Certification bodies Other accreditation bodies Version 1.0 Date: Author:. [double click to edit]

21 P a g e 15 Avrig Hotel School RELATIONSHIPS TO RELEVANT PROJECT ENVIRONMENTS/STAKEHOLDERS Relevant environment Relationship Measures WBS code for measure Target Market Brukenthal Foundation Neutral/positive relationship increased demand Create and implement an efficient communication strategy as part of the marketing concept Neutral relationship Legal Institutions Neutral relationship Political Institutions Positive relationships on municipal level Competitors Neutral relationship Local Community Neutral/positive relationship Version 1.0 Date: Author:

22 P a g e 16 Avrig Hotel School PROJECT ORGANISATION CHART Project Contributor Architect Project Contributor Education Project Contributor Infrastructure Project Contributor - Finance Project Team Member Research Project Team Member Planning Project Contributor -.. Project Team Project Manager Project Organisation Project Owner [ double click to edit] Project role Person performing role Project owner (team) Arnold Klingeis primar@primaria-avrig.ro Project manager Maria Sinca maria.sinca@primaria-avrig.ro Project Team Member Planning Maria Sinca maria.sinca@primaria-avrig.ro Project Team Member Research Adelia Moroson mbconsilierefinanciara@yahoo.com Project Contributor Architect Project Contributor Education Project Contributor Infrastructure Project Contributor Finance Version 1.0 Date: Author:

23 P a g e 17 Avrig Hotel School PROJECT RISK ANALYSIS WBS-code WP / phase Risk Characteristic/ description Measure Research Inaccurate estimation of demand Overestimation of demand could question the forecasts made in the investment plan Realistic demand calculation based on rigorous field research and data analysis Research Inaccurate cost calculation in the investment plan Under- or overestimation of resources needed for establishing & operating the hotel school Realistic cost calculation based on thorough data analysis and external expertise Operational Planning Timely approval of hotel school operation, use of the building and environmental factor Delays in the administrative approval of the hotel school operation, use of the building and environmental factor Anticipate administrative approvals early in advance and schedule activities accordingly Operational Planning Non accreditation of the hotel school Unsuccessful applications for necessary accreditations Gather all information with relevant institutions and integrate their requirements into the hotel school concept Interpretation of the risk management: Version 1.0 Date: Author:

24 P a g e 18 In case that further project plans are needed, the LP is invited to refer to PP3, relevant project management training offers and/or literature.

25 Act. 7.2 Development of Project Chains : Develop the Avrig Hotel School Checklist for the Avrig Hotel School IMC University of Applied Sciences Krems, Austria 1

26 The following checklist is an addendum to the hotel school concept project manual. It is based on a model which outlines the most important elements to describe an organisation. Reviewing the information on the hotel school concept provided by the partner, PP3 indicates which elements have already been considered in this concept and which ones need further consideration. Explanations and comments are provided in the comment box. Component Elements Status per February 2014 Comments INTERNAL STRUCTURES Strategies, objectives (raison d être) Services & products Overall strategy for the hotel school List of objectives Number of classes & students Types of educational programmes Programme curricula Course objectives Certification of students fully considered A clear and sustainable strategy should be formulated for the hotel school concept, outlining the underlying reason for developing the school. Clearly list the main objectives, but also the non-objectives of the overall concept and its long-term benefits. What is financially feasible? Specification of the content of the individual programmes based on a research on state-of-the art hospitality curricula. Define practical training options as part of the curricula. List the objectives of the individual courses offered within each programme. Which certificate is most recognized among employers and educational institutions? What is the legal consideration for the certification? 2

27 Ancillary services not considered 1. Does the school provide any further services such as: personality training, venue rental for external events, catering, a job platform, an interface for local/regional tourism networks, further hospitality courses for the regional tourism industry stakeholders? 2. Clarification of the relationship between the hotel school and the various services delivered at the Brukenthal Palace (cf. Infrastructure). Do the respective expectations match? Core competencies Organisation, culture and values Central to running the businesses - training and educational activities Legal form and ownership not considered not considered What does the school stand for and does it do best? Some different examples of education focus could be sustainability, international orientation, employability, etc. What will the legal form of the hotel school be? Who will be the owner of the school? Executive management not considered Who will be the director and the other executives of the school? Processes not considered How will the organisational processes look? Departments Administration Marketing services Teaching staff Accounting & Controlling Facility and IT services not considered Which departments are needed and what is the amount of staff needed in the different departments for running the first year of the school? Organisational culture not considered On what will be based the school's identity? (e.g. specific symbols, norms, rules, communication, degree of internationalisation, etc.) Personnel Internal human resources Founders of the school Teachers & professors Students Consider how, how often and on what your staff will be trained. 3

28 External human resources Teachers & professors Partners for Practical training Infrastructure Building fully considered Classrooms Classroom equipment Training kitchen Training Restaurant & Bar Training reception Study infrastructure Offices/staff rooms Student facilities (housing, food services and leisure time) Sanitary facilities Intranet for students Computer and software not considered not considered not considered not considered How will the classroom be equipped? (e.g. beamer, whiteboard, computer...) What will be the interface between the tourists and training facilities within the Brukenthal complex? Consider size and equipment of the kitchen. What will be the interface between the tourists and the training facilities within the Brukenthal complex? What will be the interface between the tourists and training facilities within the Brukenthal complex? What facilities does the study infrastructure include? (e.g. library, reading room, space for group work, etc ) Consider the amount of offices/staff rooms needed depending on the number of departments and staff. Which facilities are necessary for the students? What further facilities could it include? E.g. sport facilities, rooms for visiting friends and relatives. Possibility of using the reception and dining facilities of the dormitory as training reception/restaurant. Establishment of an online platform to facilitate communication between students, lecturers and the administration. How many computers will be provided? Which software is needed? (e.g. for communication activities, for training tools such as reservation systems or online courses) 4

29 Budget Investment plan Marketing CONTEXT Hotel school marketing concept Individual programmes marketing concept not considered not considered History and future Target market (demand) Industry competition market analysis Investment plan for establishing & operating costs (Income e.g. Tuition fees, sponsorship, fundraising, grants; set up costs; operating costs e.g. taxes) --> use the financial analysis of the business plan for the Brukenthal Palace as a starting point for the development of an own business plan for the hotel school. How will the marketing mix, particularly the promotion part, of the hotel school look? How are the individual programmes promoted? Based on the different target groups, what specific and adapted channels will be used for each of them? Considered on a local/regional level. What about the national/international level? What are the motives of future students? Is there enough demand from the region? The demand has to be secured! Considered on a local/regional level. What about the national/international level? Consider national and international benchmarking examples. Political factor What is the political influence on the hotel school? Economic factor What influence does the current economic situation have on the hotel school (e.g. average household income on amount of tuition fees)? What are future economic trends in Romania and Europe that could impact the hotel school? How to secure income in a sustainable way? Social factor What positive/negative social influences could the hotel school face? (e.g. citizens of Avrig, Sibiu) Who could be possible cooperation partners for the hotel school? 5

30 Ecological factor not considered What ecological impacts will the establishment of the school have particularly on the park area? Which measures are taken to ensure a sustainable operational management? (for instance ecological processes) Technological factor What impact do technological advancements have on the school and its program? (e.g. social media, online courses, hospitality/cooking innovations) Legal factor What laws influence the establishment and operation of the school? Which laws need to be considered for the certification of students and the degree awarding? Relationships to relevant external social environments/stakeholders Other national educational providers Further providers are listed, but what is the relationship to these providers if one exists? Industry acceptance How can you ensure and increase the acceptance of your school and its graduates among the education sector and the tourism industry (employability)? National and international accreditation not considered What accreditation schemes could be relevant for the school to increase quality and credibility? What type of accreditation is considered? (public/ private/ publicprivate partnership; national/international; Ministry or other institutions, etc.) What are their requirements? Potential partners for international cooperation not considered Could some competitors or other relevant institutions become cooperation partners? (e.g. exchange programmes, guest lectures, sharing resources, etc.) 6