Executive Summary
In the contemporary hotel industry, only a minority of hotels consider themselves luxurious hotels. This is because of the intuition that luxurious hotels embrace a definite aura that their client continually returns, however, the cost. Innovations and remodeling of hotels around Nchoe Hotel have resulted in a decline in financial performance due to the escape of her clientele to the remodeled hotels. As a result, Nchoe Hotel has designed a project to upgrade and remodel her rooms to a four-star standard from the three-star level. In the long run, Nchoe Hotel aims at restoring her financial performance while offering the best quality of comfort to her guests at the best possible prices in order to counter the prevailing competitiveness using remodeling as the competitive advantage.
Project Purpose
The hotel industry is highly affected by changes in advances relating to interior designs and cutlery, as well as hospitality fluctuations. Hotel and hospitality clients are attracted by the physical outlook and the quality of service offered by the hotel. In addition, retention of customers in such an industry is dependent on the infrastructure commanded by the hotel and the quality of service delivered to the customers (Butscher, Vidal & Dimier, 2009; Scoviak, 2007). For instance, the interior design of the reception hall provides a first impression of the hotel, including the quality of service expected on the basis of how the reception secretaries handle a first-time client. The outlook of room services is important to any hotel that aspires to command a large client share, especially for clients that book hotels for long stays within the facility. In this report, for anonymity, the hotel under review will be known as Nchoe Hotel. This report provides a step-by-step explanation of how room upgrading will be implemented in order to change the hotel’s outlook from a three-star to a four-star hotel. In the report, the design of the changes required will be explored, providing the implementers with an explication of the rationale behind each change.
In the recent past, hotels in the region have implemented a change plan to institute competitiveness in the industry. As a result, the majority of the hotels were able to acquire a large clientele with a loss of a large customer base commanded by Nchoe Hotel. The quality of the rooms is poor. The bedding requires a complete change. The furniture is old fashioned and of poor quality and standard with a three-star hotel. Due to the poor and pathetic conditions of the hotel’s rooms, there has been a gradual decline in the numbers of customers attending the hotel with a culminating decline in revenue from the hotel. Following a closer look into the factors leading to the decline, the management of the hotel was able to deduce the heightened competition posed by other similar facilities in the region, which have upgraded their facilities, and improved their service delivery (Berman & Knight, 2008; Cook, 2004). As a result, the Nchoe Hotel has defined the projected plan of upgrading the hotel’s rooms from a three-star to a four-star standard in order to revert back to its customers and capture new ones.
The primary objective of this project is to upgrade Nchoe Hotel rooms to a four-star standard. This objective is driven by the fact that hotel outlook plays a major role in defining the quality of service and customer retention. The other objective is to improve the hotel’s productivity, and hence the financial performance of Nchoe Hotel through better service delivery by remodeling and organizing the hotel to a higher portfolio. Another primary objective is to command a higher standard in the room design so as to increase Nchoe Hotel revenue within a span of seven years from the time of its commissioning. Lastly, the room upgrade project is aimed at creating and designing a superior portfolio that poses a higher standard to begin its operations by February 15th, 2015. In order to meet these objectives, the room upgrade project must meet the time and financial constraints defining new designs that culminate in increased production of the Nchoe Hotel. The current design and the remodeled new outlook of the rooms will greatly enhance the attraction of the hotel.
Project Description
This project is geared toward the remodeling of Nchoe Hotel by upgrading the quality of the hotel rooms to a four-star standard. In this regard, the management of the hotel plans to input financial support in order to make the project a reality. In particular, the project projects to make changes in the design of all hotel rooms including changing the furniture, wall colors and color papers, curtains, and flooring materials. The changes in furniture include purchasing of newer beds, with the designs of a four-star hotel, and thick quality mattresses. The organization of the room is such that there is enough space with the king-size bed placed at the center of the room. The bedside tables are appendages made from the wall extending slightly outwards on both sides of the bed, and low in height for the user not to strain when placing or picking items on the bed. The reading table and seat command comfort while taking a few minutes to hours in the reading area. In addition to the bed, bedside tables, and reading table, a couch near the window is also included for comfort as the user experiences the pleasure exhaled by the room. The clothing materials starting from beddings, sheets, and bedcovers will be made of silk and linen to offer maximal warmth. The material and color of the curtains will be one that complements the walling material and color covering the walls and carpeting material.
In addition, the level of luxury anticipated by the clients, the service rendered, and the experience within the room will be a plus based on the sophistication, and exclusiveness of the ceiling and lighting design commanded by the room. The large glass windows and bright light from white lambs on the white ceiling will provide an ambiance of natural light any time of day or night. The design of the room will improve the concept of indulgence with the client, sophistication, and exclusiveness. In order to meet these superior designs, the designer will synchronize the design with an understanding of the client’s expectations. In actuality, Nchoe Hotel rooms will be expected to provide the client with the best of every facet defining comfort.
The anticipated project constraints while in the course of implementing the project include inadequacies in space such that the previous rooms were smaller than the anticipated rooms in the remodeled hotel. In addition, redesigning the door and window locations to command a superior four-star design was a major constraint. The new design was also marred with the redesigning of the electrical and telephone wiring constraints in order to suit lighting and electrical appliance needs. One of the primary assumptions was the availability of materials required to remodel the room. Secondly, the project manager made assumptions that the management of Nchoe Hotel had enough financiers to fund the whole project to the coin. Lastly, the labor supply in the region is assumed to be readily available and efficient to meet the needs of the new design. With the availability of these assumptions and mitigation of the constraints, the achievement of the finished design meeting the stipulated standards define the only desired success of the project.
Project Risk
Considering the magnitude of this project, several risks are encountered, which include financial inadequacy probability, substandard quality of materials, and substandard labor force. The risk of inadequate finances is encountered in many major projects because of under-budgeting (Sheehan, 2007). Projections on commodity prices are, on many occasions, underestimated, while at other times, the prices of commodities shoot up. Several forces are known to induce price fluctuations, especially inflation in the market (Butscher et al., 2009). This may result in shortcomings on the budget with the large deficit being possible.
Another possible risk is the supply of substandard labor. The probability is high considering that this kind of investment calls for designers, fabricators, and woodwork personnel. With the contemporary advances in technology, supply with counterfeit materials is highly possible. A substandard labor force, blended with substandard materials would ultimately result in poor quality output from the desired four-star standard. These risks are projected because of their effect on the quality of the room. These high-level risks are important and require to be addressed before the commencement of the project. If they are not well addressed, then they could negatively impact the project outcomes.
Project Deliverables
The deliverables in this project are divided into three categories: those directed to the clients, event sponsors, and stakeholders. The products in this project are mainly meant to satisfy customer needs in terms of delivering the best quality of comfort and pleasure possible. They include quality bed and beddings that define comfort while sleeping, and pleasure while resting. The flooring material and walling materials will be designed with the same color finish. The color of the roofing material will complement the floor and wall color such that the room portrays sophistication and exclusiveness. The design of the door is such that the window is in the opposite direction facing the empty space of clouds such that the client receives the ambiance of the incoming aeration while viewing the scenery outside.
In this project, there were no event sponsors, and therefore, project deliverables are not definite. Considering project deliverables meant to satisfy the stakeholders on completion of the project, restoration of the Nchoe Hotel to its industry position as a four-star hotel will be one of the most important achievements. This intangible deliverable constitutes a primary objective leading to the remodeling of the hotel. Another deliverable is the acquisition of the leading position in client command, service delivery, and bettering the financial performance of the hotel.
Summary Milestones Schedule
Summary Budget
Project Approval Requirements
The project manager will be overall in approving financial statements and transactions relating to the purchase of new project consumables or disposal of waste materials used in the project. In addition, the transition from one schedule to the next will require approval by the project manager after assessment of the quality and integrity of the previous event. Assistant project managers will be approving the commencement and use of materials after their purchase. No approvals will be required for the termination of the use of broken hardware during the project.
Roles and Responsibilities of the Project manager
The project manager will be mandated to oversee the diverse aspects of the project. Among the mandates include approval of purchase and restocking of project resources. In addition, the manager will approve the disposal of broken or recyclable hardware used in the project. He or she will be the general supervisor of all the workers under the project. Moreover, it is the responsibility of the project manager to set the start and finish date of the project schedule and events with the commensurate of approval of the preceding events (Ford & Heaton, 2000; Atkinson, 2004). Lastly, it is the responsibility of the project manager to act as the overall decision-maker to deal with issues arising in the course of the project in an iterative and interactive manner. Therefore, the project manager will make all major decisions for the project, but consultations will also be important.
Authorization
The project manager, working in conjunction with the Nchoe Hotel executive director, will be providing overall authorization with regard to the commencement of a project schedule, expenditure, and staffing of the project with the required qualified personnel. It is expected that the flow of information will greatly contribute to the success of the project.
References
Atkinson, W. (2004). Ensuring the best fit for the job: indepth screening helps hoteliers identity quality employees. Hotel and Motel Management, 8(1), 4-9.
Berman, K., & Knight, J. (2008). Financial Intelligence for HR professionals. Boston, MA: Harvard Business Press.
Butscher, S. A., Vidal, D., & Dimier, C. (2009). Managing hotels in the downturn: Smart revenue growth through pricing optimisation. Journal of Revenue & Pricing Management, 8(5), 405-409.
Cook, M. (2004). Personnel selection: adding value through people. Hoboken, NJ: John Wiley & Sons.
Ford, R., & Heaton, C. (2000). Managing the guest experience in hospitality. Albany, NY: Delmar.
Scoviak, M. (2007). Sell the Experience. Hotels, 8(2), 34-36.
Sheehan, P. (2007). Luxe Life. Lodging Hospitality, 3(3), 58-62.