Since working in the hospitality industry and luxury island resorts, I have seen varying levels of project discipline. Because the hospitality industry is so complex, it’s not uncommon for organizations to place less emphasis on project management than they should.
I do not mean major projects, such as the construction of a hotel or new resort. I’ve been called in several times to help clean up projects that were derailled by a lack of discipline.
It is mostly due to the hotel project management The skill level is not where it should or the project being carried out by a group or individual alongside their regular duties and responsibilities, and they do not pay as much attention as they should.
The performance of a project is more often than not a result of the people working on the ground, and less of the lifecycle of a project.
Every project follows a similar lifecycle. The scenario is the exact same regardless of project size or complexity. In the majority of resorts I’ve worked in, projects are always handled by people wearing multiple hats. I’ve never seen a project manger brought in just to manage the project.
Most people who undertake a project are either not trained or do not have a good understanding of the lifecycle of a project, its processes and disciplines. Here is usually where the wheels fall off the cart.
What should you be doing:
- Analysing where the project is at in its lifecycle
- Arrange all relevant documentation and prepare it for the current situation
- Preparing and documenting previous histories of the project
- Get your finances and milestones for decision-making arranged.
The end result is that they have to take a diversion and focus on an area of the project which the steering entity believes is more crucial. One scenario could be choosing the color scheme before deciding the budget in order to know how much money is available.
Most delays in projects are caused by problems at the management level.
The hospitality industry is characterized by multitasking. Upper management usually initiates the project, and is willing to share their knowledge, experience and vision with the newly appointed project person on how to run the project.
It is the vision of the project that upper management are trying to convey. The project manager can download the vision for how the project will turn out. This is useful when managing stakeholder expectations or developing project budgets. Upper management telling the project manager what to do next or where the critical milestones and project hold points are is not a good idea.
Let the project person do the research and determine the status and history of the job. Give them time to figure it out. The project manager should be given time to assess the current situation and provide management with a verbal, written or both briefing.
Flexibility where it counts
Definition of flexibility: the ability of easily bending without breaking. It can also be defined as a willingness to adapt or compromise, and a capacity to modify. These elements are, to my mind, the basic principles of stakeholder management.
A good project manager must be able to communicate effectively and efficiently with their stakeholders.
A second important element is to be able to identify the stakeholders involved and their level interest and influence. When managing a project it’s important to understand that all communication methods are not suitable for all situations. It is important to remember that one size doesn’t fit all. I recommend mapping the stakeholder audience. Get to know each individual and get their point of view. Then, determine the most efficient and economical way to manage them.
You are responsible for communicating to all stakeholders the current state and direction of your project.
How to Maximize the Discipline of a Hotel Project
You’ve just taken on a new project. Here are some tips and tricks that I would use in order to follow the correct lifecycle of the projects.
1 – Ensuring all are on the same page
Understanding the project parameters, and being aware of its expected results, current costs and the budget is essential. Document the exact location of the project in its current state and where it came from. You can download the ideas and beliefs of the prominent people and key stakeholders who are able to influence and persuade the project. You can now start making a difference and bring the project back on track.
2 – Engagement with all levels of the organization
You need to identify the project sponsors and stakeholders. The project and you will not be successful without their acceptance and buy-in. After you have identified these entities, determine the level and frequency of communication and engagement you will need to maintain with them. It’s true that sometimes being a project leader means managing cats.
3 – Establishing a common language
In many of the projects on which I’ve worked, terms and details are always abbreviated. You should speak the same language or at least a language that everyone understands. We all know that different industries have their own acronyms. So, remember who and where you are speaking to.
4 – Managing operations and management
The operational aspect of a project is often overlooked once it has been handed over. You shouldn’t just throw the ball over the fence, and walk away. It doesn’t matter if you don’t mention it explicitly, make sure that everything is done to ensure the success of the project, even after it has been handed over. You could damage your reputation if the project you’ve handed over doesn’t work as planned within a couple of months. I strongly recommend that operations teams are brought in to thoroughly document the training and handover aspects of the project.
5 – Transparency in issues
Do not be afraid to offer advice when things do not go as planned, especially if the project has already begun. This does not mean you should throw the person who was in charge under the bus. That’s unethical. Document the issue and make sure that you understand the implications and ramifications. Then, take the time to create mitigation plans for the problem. If you don’t document, research, and mitigate the issues, they may resurface and disrupt your project.
6 – Document, document, document
Document everything, no matter when you start the project. How much documentation you will need depends on several factors. This is something you should decide very early in the project. Now is the perfect time to create a project management filing system. Ensure that you understand and are able to clearly and accurately document the history of the project. It is essential to know the history of a project to be able to move forward.
