2679700-3073400Name

2679700-3073400Name: Onalenna
Surname: Maimane
Student number: REG1067696
Course: Advanced Project Management
Qualification: Postgraduate Diploma in Business Management
00Name: Onalenna
Surname: Maimane
Student number: REG1067696
Course: Advanced Project Management
Qualification: Postgraduate Diploma in Business Management

Table of contents
Introduction and executive summary…………………………………………… page 4
The Market…………………………………………………………………………….page 5Competitive market strategy………………………………………………………..page5
SWOT Analysis……………………………………………………………………. page5-6
Marketing plans and tactics………………………………………………………page 6-7
Operational plan…………………………………………………………………… page 7
Possible payment…………………………………………………………………… page7-8
Organogram …………………………………………………………………………. Page8-9
Risk management……………………………………………………………………. page 9-11
Risk assessment tables……………………………………………………………page 11-12
Earned value management………………………………………………………. page12
Project success and failure………………………………………………………page 13-14
Project lifecycle figure…………………………………………………………… page15
Project check list closure………………………………………………………. Page15-16
Conclusion…………………………………………………………………………. page 16

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Identify a project to complete in your department: Legwete Hospitality and Projects (PTY) LDT
Executive summary
In 2010, the former headquarters of Bank Austria Credential placed in the inner town of Vienna, “Am Hof 2” was obtained by using Property Development GmbH. As the new proprietor of the property is involved in the improvement of a luxury hotel, planned to be operated via a nicely renowned resort brand, a feasibility finds out about used to be commissioned to be made with the aid of the author.

The cause of this paper is to inspect the opportunities and risks of operating an excessive classification resort at the specific location. In order to decide whether a viable operation of such an establishment is possible, the various key factors of competitive commercial enterprise in this specific market will be analyzed.

The investor of the property has decided certain benchmarks which want to be taken into account in the planning of this project. Basically, the main elements consist of a positive well-known of visitor rooms and suites, gourmand services as properly as leisure areas which include a representative Wellness and Spa installation.

A prerequisite for an expert feasibility find out about is the depiction of the macro economic circumstances which are of significance to the project. The comprehensiveness and accuracy of the feasibility study submitted depends on facts furnished by means of the proprietor and acquired through sizeable secondary information research.

Assuming that the metropolis of Vienna’s economic and touristic outlook will develop as expected, the proposed inn assignment must acquire the success favored via the investor. Given the fashion of monetary recuperation and the improved beauty of Vienna to high profits purchaser segments, the consciousness of the respective task is set on stable grounds. Legwete Hospitality and projects looked into the luxury hotel in Austria to build a project in South Africa similar to cater for the needs of domestic and inbound and outbound tourists in the form of refurbishing in growth during the course of the project.
Introduction
An assignment is described as any sequence of things to do and tasks that have a unique objective to be executed inside positive specifications, have to have a described begin and give up dates and funding limits (Kerzner, 2006). A mission consists of 4 phases being initiation, planning, execution and closure. Initiation is the phase of formally authorizing a new challenge and planning defines and refine objectives and selects the best alternative route of motion to achieve the projects objectives. Executing tactics coordinate sources to carry out the sketch and finally closing processes formalize acceptance of the task and carry it to an orderly end. (PMI Standards Committee, 2004).

At the top administration is the (CEO) Chief Executive Officer Mr. Itumeleng Philip Malogadihlare, a qualified Hospitality Management Sciences Diploma graduate, specialized in lodging administration in the industry with 6 years’ trip in the meals and beverage and lodge industry. Mr. MI Ramaano at the position General Manager, a certified Environmental Health Diploma graduate, specializing in the health and security of the organization and first-rate assurance making certain that all satisfactory and anticipated by way of law procedures are adhered to. The imaginative and prescient of our business enterprise is to be a main company of medium to high class accommodation, convention and characteristic facilities that exceed our friends needs and expectations. Our mission intention is to enhance our patron trip via retaining our pulse on expertise of what our customers need, when they want it, prioritizing the security of our guests and maintaining our property on pristine conditions for most comfort.

The Market
As a coaching and development service company we have recognized the need for us to be in a position to provide our clients with the quality deal with in personnel education sense and price money. Our country has a range of uniformed training providers with comparable approach and equal historic style in the scope of coaching preparations. Our implementation of this business is with extraordinary imaginative and prescient of high-quality education provision and unique carrier inside the industry. The hospitality enterprise has turned into a high income making business, neglecting the pleasure the customers/consumers (value for money), we goal in breaking the cycle and enforcing suitable service.

Competitive Marketing Strategy
Having recognized the needs of customer related to hygiene, we are searching ahead to turning into the best cleaning company and coaching carriers in our surrounding.

Analysis of the industry
There has been many cleansing and coaching providers who declare to have the ability to provide the quality carrier ever in the enterprise and but failed to do so in many ways. Clients/ Companies are most probably to be deceived by using such and quit up over charged for less valuable service due to service carriers forecasting in earnings neglecting the first-class of provider providers. In spite of many methods of marketing fantastic services, consumers nonetheless have the right to select for themselves where they favor to spend as cited oppositions always occur in the market while the fantastic of provider continues to warfare with substandard fine service for the interest of the client.

Business understanding
All personnel in our team have a clear grasp of the enterprise and have an enthusiastic strategy closer to their scope of duty, they supply provider from their hearts and now not their pockets.

Client Support
Helping out our client in their viewpoint choice of provider rendered for them for the type of provider fashionable in which is appropriate for their environment.

SWOT Analysis (Internal and External)
STRENGTHS OPPORTUNITIES
Above average system and equipment’s.

Knowledge and experience in the hospitality service industry.

Experienced and well qualified operation personnel’s on board. Market wide open for everyday cleaning service providers.

Client rights to choose their preferred service provider.

WEAKNESS THREATS
Company not well known, still need marketing.

Operating in new facility, client still has to get use to our company and service we renders. Existing of well-known similar service providers.

Low costing facilities due to strategies used.

The SWOT analysis is a clear picture of how the internal and external factors affect the organization and the project as a whole from other competitors in the industry.
Marketing plans and Tactics
Our advertising techniques for advertising and marketing our services are as follows: we have a group of advertising experts working around the clock to do our door to door income and advertising of our services, phrase of mouth amongst colleagues and friends, flyers to be applied and feasible package deal labelling.

Operational Plans
LOCATION AND FACILITIES/ INFRASTRACTURE
PREMISES ADDRESS OWNED OR LEASED
Administration office Suite 101 & 102
Old Pyontons Building
171 Church Street
Pretoria
0001 Leased
Operating facilities Not applicable Leased
Administration/operating methods
Our administration entails of comprehensive fine administration and submitting systems that maintain document of all transactions made into and for the enterprise by way of any person purchaser or group. We also have a database in place that will be recording our overall performance as properly as a monitoring system to determine the success or downfall of the business.

Possible Payments
Staff
+- 5 Staff personnel plus supervisor
Minimum wage R550 Day
10 x R5 500.00
1 x supervisor R750.00
All Totals R6 250.00
+- Expenses
Equipment R
Chemicals R
Transportation R
Administration R
R
All Totals R
Organogram
the diagram of our organization structure below demonstrates that our project is of medium to high class service providers with the main senior staff in charge right at the top of the organization overlooking that the project is run smoothly with the general manager the middle man between the employees and chief executive officer.

LOATION AND FACILITIES/ INFRASTRACTURE
Risk management
Since a challenge manager has to deal with uncertainty events, danger administration has received a lot of attention. Risk management strategies deal with identifying and lowering the project’s threat level inclusive of hazard administration planning, threat identification, quantitative danger analysis, danger response planning and danger monitoring and control. Yao and Jafari (2003) claim that integrating project contrast and mission administration strategy into a bid decrease mission risks. Leung et al. (1998) introduces a built-in knowledge-based system (KBS) that assists challenge managers in identifying conceivable threat elements and the corresponding mission dangers presented.

Risk Assessment
Risk evaluation is the process of estimating the potential effects or damage of a hazard to determine its danger rating. By finding out the stage of risk, match organizers can prioritize risks to ensure systematic elimination or minimization. In order to determine a hazard ranking we reflect on consideration on the consequences (what will happen), the extent of damage and the likelihood (chances and possibilities of it occurring).

Risk control
In order to control the risk, we want to work out the quality approach of dealing with risk.

• Elimination: by putting off the hazard completely via new format or imposing a new process.

• Substitution: by using changing hazardous materials or methods with less hazardous alternatives.

• Engineering: by way of isolating, enclosing or containing the hazard or through diagram improvements.

• Administrative: by means of ensuring safe working strategies are in vicinity and that wonderful coaching and induction and monitoring is handy to all in the workplace.

• Personal defensive tools (PPE): by way of making sure that gorgeous protection tools such as gloves, hats, sunscreen etc. are available.

Risk assessment tables
The tables below are an evaluation of how performance is measured in our project with a detailed explanatory of how we may avoid risks should we come across any challenge or obstacle that may cause our project to have a downfall.
How likely is it to occur?

Level Descriptor Example detail Description
A Almost certain Is expected to occur in most circumstances
B Likely Will probably occur in most circumstances
C Possible Might occur at some point
D Unlikely Could occur at some time
E Rare May occur but only in exceptional circumstances
Consequence
What is likely to be the impact?
Level Descriptor Example detail Description
1 Insignificant No injuries
No financial loss
2 Minor First aid treatment
On-site release of chemicals immediately contained
Temporary halt of event
Medium financial loss
3 Moderate Medical treatment required
On-site release of chemicals contained with outside assistance
Temporary halt of event requiring outside assistance (e.g. specialized maintenance, fire, police)
High financial loss
4 Major Extensive injuries
Loss of production capability
Off-site release of chemical with no detrimental effects
Halt of event requiring investigation and outside assistance (e.g. fire, police, ambulance, SafeWork SA)
Major financial loss
5 Catastrophe Death
Toxic release off-site with detrimental effect
Halt of production with investigation and potential prosecution (e.g. fire, police, ambulance, SafeWork SA)
Catastrophic financial loss
Earned Value Management approach toolEarned price management presents statistics hospitality and projects an probability to measure performance at some point of the lifestyles cycle of the project. This assignment management device is mainly positive in managing scope creep by way of tracking it and measures true overall performance versus price range and agenda at any factor in time, no longer only at milestones. Today a lot of the analysis, graph and implementation of software software is performed in a “value- neutral setting” where many sources of software mission failure are ignored. As a result, there has been a current name to introduce value-based software program engineering, based on the principles of earned value, project monitoring and comments control. (Boehm and Huang, 2003).Planned cost is the price range cost fee for the work scheduled to be done. This is the component of the assignment price range planned to be spent at any given factor in time. This is additionally regarded as the finances value of work scheduled(BCWS).Actual fee is really the money spent for the work accomplished. This is also regarded as the authentic price of work performed(ACWP).Earned cost is the percentage of the complete price range genuinely achieved at a factor in time it is additionally recognized as the price range price of work performed (BCWP).Project Monitoring and Evaluation is not properly implementedIn addition to the project progress document we will add the no reward gadget whereby a reward system can be an additional energy to the undertaking group when performing a project. Personnel who perform a venture teat it the equal as their everyday activities.
Project success and failures
The first indicator, Good Planning, requires extremely good forward planning, which includes specified planning of the technique implementation stages, project timeliness, fallback positions, and re-planning. Notice that preliminary planning is no longer enough. Projects often take wrong turns, or preliminary options prove unfounded. The challenge supervisor who does no longer prepare to re-plan, or has not regarded and planned fallback positions when preliminary plans fail, will regularly find that the undertaking first stalls, and then fails. We must take into account that project management is no longer a straight-line process, but an iterative technique that requires agile rethinking as the recognized surroundings adjustments earlier than your eyes.
Clear Responsibility and Accountability of Team Members
This requires that all crew members have a clear grasp of their roles and duties in the project. They have to recognize how expectations vs. achievements will be measured and graded. It is left to the challenge manager to right implement the communication of these responsibilities, to grant feedback, and to assure all recognize that for which they will be held accountable.

Schedule Control
This requires the persistent monitoring and size of time, milestones, people, and tools schedules. Properly accomplished agenda manage will also provide the first hint that preliminary planning may additionally no longer be going in accordance to schedule. If you pick up on these hints, you have a possibility to put into effect a fallback role and/or re-plan to get back on track.
Lack of Efficient Internal Communication Links, Lack of Efficient External Communication Links, Lack of Responsive Decision Making, and Lack of Effective Teamwork. These are regarded most frequently in a bad context in failed projects.
So at this point we have numerous lists of things that may indicate venture success and others that would possibly point out project failure.
Patanakul et al. state that the assignment lifecycle serves as a simple shape for the management of projects, while Turner and Müller say that it is perfectly appropriate for a project supervisor to use distinctive assignment management styles at exceptional degrees of the task lifecycle.

Post-project enterprise fee need to be assessed. Shared and vertical management can be used when needed, and ought to be fabulous to the stage in the course of the lifecycle of a firm or project. Turner and Müller additionally mention that the phase in the project lifecycle has an effect on management style. Patanakul et al. agree, saying that the characteristics and required deliverables of every undertaking stage affect the projectmanagement tasks in that phase, and that it consist of management style. Ensley et al., Patanakul et al. and Turner and Müller all agree that there is no set leadership style for any particular stage of a project; the leadership style be appropriately tailor-made to the lifecycle of a project.

According to the project life cycle Legwete hospitality projects is in phase 3 implementation (execute) stage.

Project life cycle figure
Project closure check list
In closing of the projection in our working environment we will be using the following criteria to make sure that all requirements of designing our project is according to plan.

Checklist
Have all deliverables been completed?
Have all deliverables been approved?
Has a post-project review been carried out with the assignment team, client, vendors and management? The focus of the evaluation is:
• What worked well?
• What did not work well?
• What would you do to enhance the subsequent project?
Has individual performance comments been given to group members?
In cases the place the team member will get hold of an annual assessment from any other manager, has the man or woman feedback been given to that manager?
Has a venture records library been created for easy access with the aid of future undertaking teams?
Have all drawings and specifications been recorded?
Have undertaking associated bills been closed and all billing finalized?
If required, has an audit been carried out and the assignment price range closed?
Have all safety badges been accumulated or updated?
Has a training discovered session been conducted?
Has a classes discovered database been created?
Has get right of entry to to purposes been disabled or modified?
Has an overall performance assessment been carried out for carriers ; sub-contractors?
Has splendid information transfer occurred?
If transitioning the undertaking to some other manager, has an updated project graph for subsequent work and aid been provided to the new manager?
Has administration been given a venture staffing design with the agenda for decreasing the project?
Has the new task status been communicated to the venture group ; stakeholders?
Has a venture turnover memo been drafted, and distributed, that communicates the new status of the task and the new mission contact person? At a minimum, this must be dispatched to every person who obtained a copy of the task charter all through the Project Initiation phase.

Conclusion
Every development project of any magnitude these days includes an ever-increasing spectrum of character expert and alternate skills. Consequently, a challenge can only be performed satisfactorily through a satisfied working relationship between very many people, with many one of a kind personal or collective objectives. In this brief paper I have endeavored to existing an overview of task management as a current approach designed to stand up to the vicissitudes of such pressures.

Bibliography
Archibald, Russell D., “Planning, Scheduling, and Controlling the Efforts of Knowledge Workers.” Long Beach, Calif.: M. J. Richardson, Inc., Management Consultants, October, 1969, 15 pp.

Projects are defined and their management discussed.

Avots, Ivars (Management consultant with Arthur D. Little), “Why Does Project Management Fail?” Management Review, January 1970, published by AMA.

Lists seven reasons for project failure.

Bain, James, Jr. (Lt. Col.), “A Self-Appraisal for Project Managers.” Defense Industry Bulletin, October 1966, pp. 3-6.

Baumgartner, John Stanley, Project Management. Homewood, 111.: Richard D. Irwin, Inc., 1963, 185 pp.

Discusses project management in terms of planning, control, developing the project team, fiscal management and cost control, profit maintenance, customer relations, stopping work, and extending the work beyond the contract.

Bennigson, L. A. and Nixon, John, “Educational Program Management: A Project Management System Application and Discussion.” Proceedings of the Project Management Institute, October 1970.

Discusses the use of project management techniques in an HEW funded educational project.

Blanchard, Gary F. and Cook, Desmond L., Project Management and Educational Change. Educational Program Management Center, March 5, 1970.

Bowie, Robert M., “The Project Overlay System of Research Organization.” IRE Transactions on Engineering Management, IV (September, 1957), pp. 105-108.

Describes the use of project management for research and development groups.

Brooks, Herbert B., “Efficiency of Complex Projects.” IEEE Transactions on Engineering Management, Vol. 13, NY, 1966, p. 128.

Certain factors which control efficiency multiply against each other. The remedy is to identify multifactors and to improve them or reduce their influence.

Brooks, L. O., “A Study in Improving Performance of Complex Tasks.” American Institute for Research, January 1970.

Burns, James, “Effective Management of Programs.” Studies in Organizational Design, ed. Lorsch, J. W. and Lawrence, P. R.; Irwin Dorsey, 1970.

Camp, William E., “Executive Direction of Projects.” Handbook of Industrial Research Management, Carl Heyel (ed.). New York: Reinhold Publishing Corporation, 1959, pp. 209-233.

This article deals with management of basic research projects.

Cicero, John P. and Wilemon, David L., “Project Authority – a Multidimensional View.” IEEE Transactions on Engineering Management, May 1970.

_______, The Professional and Technical Qualifications of Apollo Project Managers, Clearinghouse N70-14845, (Syracuse Univ.), Aug. 1969.

_______, The Spectrum of Project Management, Clearinghouse N70-21121, (Syracuse Univ.), Dec. 1968.

Cleland, David I., “Key Problems for Project Management Systems Developers.” Proceedings of the Project Management Institute, October, 1970.

Examines the conceptual framework of project management, particularly in terms of the project-functional interface.

_______, “Organization Dynamics of Project Management.” IEEE Transactions on Engineering Management, No. 13, NY, 1966, p. 201.

Discusses the role of the project manager. His responsibility is to the successful completion of a specific assignment, rather than to a structure of hierarchy.

_______, “Understanding Project Authority.” Business Horizons, Spring 1967.

Examines the nature of authority for the project manager.

_______, “Why Project Management?” Business Horizons, VII (Winter, 1964), pp. 81-88.

This paper indicates in very explicit terms, the functions and interrelationships of a project manager.

_______ and King, William R. Ed., Systems, Organizations, Analysis, Management: A Book of Readings, McGraw-Hill Company, New York, 1969.

A book of useful readings on planning, systems analysis, project management, and the management process. Particularly important are sections 7 and 8.

Cook, Desmond L., “A Generalized Project Management System Model.” Columbus, Ohio: Ohio State University, November, 1968.

This paper presents the outline of a generalized model for the management of educational projects.

Cook, Desmond L., “The Nature of Project Management.” Columbus, Ohio: Ohio State University, June, 1968. (Preliminary draft of a chapter for a book entitled Educational Project Management to be published by Charles E. Merrill, Co.)
Project management is introduced and is defined in terms of its four characteristics.

_______, “Some Economic Considerations in Educational Project Planning.” Columbus, Ohio: Ohio State University, July 1968.

This paper deals with the economic function of project planning.

_______, “A New Approach to the Planning and Management of Educational Research.” Columbus, Ohio: Ohio State University, 1964.

Paper presents an introduction to the concepts of project management. Terms are defined and discussed at an elementary level.

Cronin, T. C., “Management by Task Force.” Harvard Business Review, November-December 1962.

Dale, Leon A. and Gakula, William, “Managers for a Changing Society.” Personnel Administration, XXXIII (January-February, 1970), pp. 8-16.

Examines the requirements for a manager in the twentieth century.

Davis, Keith, “Mutuality in Understanding of the Program Manager’s Management Role.” IEEE Transactions on Engineering Management, Vol. 12, NY, 1965, p. 17.

The program manager’s understanding of his management role is compared with his superior’s and his subordinates’ understanding of it.

_______, (Arizona State University), “The Role of Project Management in Scientific Manufacturing.” IRE Transactions on Engineering Management, Vol. 9, #3.

Divides project management in four distinct types and discusses types of control and interactions.

Dillman, Duane H. and Cook, Desmond L., “Simulation in the Training of R&D Project Managers.” Columbus, Ohio: Ohio State University, February, 1969, 20 pp.

Discusses the use of simulation materials for the training of project managers for education.

Ditty, Lois, “Need for Training Prior to Program Management.” New York: The American Society of Mechanical Engineers, September, 1967, 5 pp.

Indicates the need for and problems involved in training program managers and staff assistants.

Druker, E. E., et al., Project Management in the Apollo Program. Clearinghouse N70-31745, (Syracuse Univ.), Apr. 1970.

Eyring, Henry B., “Some Sources of Uncertainty and Their Consequences in Engineering Design Projects.” IEEE Transactions on Engineering Management, Vol. 13, NY, 1966, p. 167.

The intent of the study is to identify what first-line technical supervisors perceive as the causes of uncertainty in their design work.

Fisch, Gerald G., “Line-Staff is Obsolete and Should be Replaced by the Functional-Teamwork Concept.” Harvard Business Review, XXXIX (September-October, 1961), pp. 67-79.

This paper describes the problems inherent in line-staff organization and offers a functional-teamwork concept as a replacement.

Gaddis, Paul O., “The Project Manager.” Harvard Business Review, XXXVII (May-June, 1959), pp. 89-97.

Considers the functions of a project manager from the viewpoint of duties, type of man required for the job, and necessary training for success.

Reference
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