MHTP: Managing Hospitality and Tourism Projects

Level 7 Postgraduate Diploma in Hospitality and Tourism Management

West City College

Table of Contents Part 1 Discussion Paper..................................................................................................3 Approaches to the Project...............................................................................................3 Theories and Concepts in Project Management.............................................................4 Cost Benefit Analysis ............................................................................................4 Project Management oft!are .............................................................................." #antt$s Chart.........................................................................................................." Part % Project &eport......................................................................................................' (ntroduction ...................................................................................................................' &ossmore )otel* an (ntroduction ..................................................................................' The Proposed Project .....................................................................................................+ elected Approach to the project , Traditional Approach.............................................+ &ationale -ehind choosing this Project .......................................................................1. Project Aims and /uantifia-le 0-jecti1es ..................................................................1. &esources re2uired and organi3ational issues associated !ith project........................11 #uest room refur-ishment , Cost Benefit Analysis.....................................................11 4easi-ility study ..........................................................................................................1% 5et Present 6alue ................................................................................................13 (nternal &ate of &eturn7........................................................................................14 (mpact of not implementing the Project ..............................................................14 Detailed Project Plan....................................................................................................18 #ant$s Chart ................................................................................................................1+ &is9 and Measures to Control it...................................................................................1+ Measures to control the ris9 ........................................................................................%. &eferences ...................................................................................................................%. Murphy P.: Murphy A.: %..4: trategic management for tourism communities7 -ridging the gaps: Channel 1ie! pu-lications: ;<......................................................%1 Pries <. and /uingley =.: %.13: Total /uality Management for Project Management: Taylor and 4rancis #roup: ; A...................................................................................%1

Part Discussion Paper !pproac"es to t"e Project

Project management approaches ena-le organisations to accomplish projects efficiently: addressing -oth internal constraints and dynamic e>ternal situations in the interim. Project management ena-les organisations to pre1ent or remo1e internal project constraints and also adapt to unforeseen changes in project scope or goals ?4ran9 D.: %.1%@. An organisation can: depending on its re2uirements: either adopt a standard project management approach or com-ine multiple approaches. Different Approaches to project management are as follo!s Traditional !pproac" (n this approach it is assumed that scope and goals of a project !ill remain same till the project is completed. Planning is done -y the project manager that in1ol1es identifying the project resources. The phases in the traditional approach are as follo!s A Project initiation A Project planning and design A Project monitoring and control A Project e>ecution A Project completion This approach is not fle>i-le ad there is no scope of change during process. Thus many companies chose the hy-rid approaches ?<loppen-org T.: %.1%@. Critical c"ain approac" (n this approach the main emphasis is on the resource re2uired during the project. (t is assumed that there !ill -e at least one constraint that could hinder the project. This contradicts !ith other approaches as it does not relay on scheduling and tas9s -ut it emphasis on the resources. The e1ents are triggered -y the results of pre1ious tas9s. Thus scheduling is not actually 1ery important in this approach.

#$treme project approac" This approach is useful !hen aims and o-jecti1es are not 1ery clear in the -eginning of project. (n the dynamic en1ironment: or situations for e>ample changing customer re2uirements: this is the approach usually follo!ed. (n situations !here project is guided -y the mar9et changes: it is difficult to ascertain the re2uirements of project. 0ne e>ample could -e mo-ile phone industry !here ne! phones models are coming so fre2uently as !ell as needs of customers are also changing rapidly. The project team has to plan according to the current data a1aila-le and modifies according to changes in the re2uirements. #vent c"ain project approac" According to this approach an e1ent in project can create a chin of e1ents. (t could -e put in this !ay a single constraint can create se1eral constraints in a chain. 4or e>ample if departments are dependent on each other constraint in one department can influence the producti1ity of do!nstream departments. The project team is supposed to re1ie! the past e1ents and identify the possi-le ris9s in the project and identify the pre1enti1e measures.

T"eories and Concepts in Project Management

Cost %enefit !nalysis
Costs -enefit analysis determines the monitory and social -enefits of a planned action. (t 2uantifies all the positi1e factors and then costs are su-tracted from them. This difference determines that the planned action is feasi-le or not. (n tourism this 9ind of analysis needs to include all the factors including 2uality of life !hich is often missed in other analysis systems ?Murphy P.: %..4@ Carrying out cost -enefit analysis successfully needs the accurate ascertaining of all the costs and -enefits of the actions. 4ollo!ing are the stages in cost -enefit analysis

tage17 Calculation of social costs B social -enefits is the first stage in this analysis. This !ould include calculation of7 Tangi-le Benefits and Costs ?i.e. direct costs and -enefits@ (ntangi-le Benefits and Costs ?i.e. indirect costs and -enefits , e>ternalities@ This process is 1ery important , it in1ol1es trying to identify all of the significant costs B -enefits tage %7 * Discounting the future 1alue of -enefits * costs and -enefits accrue o1er time. (ndi1iduals normally prefer to enjoy the -enefits no! rather than later , so the 1alue of future -enefits has to -e discounted tage 37 * Comparing the costs and -enefits to determine the net social rate of return tage 47 * Comparing net rate of return from different projects , the go1ernment may ha1e limited funds at its disposal and therefore faces a choice a-out !hich projects should -e gi1en the go*ahead The shortcomings of this analysis are that all the costs cannot -e determined for e>ample there are some intangi-le costs to the project that cannot -e measured or identified. The cost such as la-our cost: material cost can -e measured -ut the 1alue attached to destruction of ha-itat is priceless. C1eryone influenced -y the project may not -e co1ered -y the cost -enefit analysis. (n construction projects such as an airport or a road the en1ironmental cost is difficult to determine. There are many sta9eholders that are influenced -y the project. The influence of one group can -e negati1e and at the same time it could -e positi1e on other group.

&easibility 'tudy The feasi-ility study in1ol1es studying that project is 1ia-le financially as !ell as -eneficially. The feasi-ility study is a-out measuring the financial 1ia-ility !ith the help of methods such as pay-ac9 period: internal rate of return: net present 1alue. All these analysis tells the financial gains that can -e made -y the project. The financial gains are measured considering all the 1aria-le for e>ample cost of finance: present 1alue of money. The pay-ac9 method simply considers the period in !hich the

in1estment is co1ered. The net present 1alue of the future profits is calculated through 5P6 analysis. These are some of the financial calculation that helps in determining the feasi-ility of the project

Project Management 'oft(are

Dith the help modern technology: soft!are has -een de1eloped to record the information on project or assist them during the different phases. These are the tools that help to implement the 9no!ledge and information in planning the resources and schedule of the project !ith the help of graphs: charts and diagrams. These ma9e re1ie!ing each stage of project easy !ith the help of reports generation. There are many project management soft!are a1aila-le in the mar9et. The soft!are for e>ample #antt chart and time sheet trac9ing help in -etter coordination team mem-ers. ome of the soft!ares are7 P#)T C"art ?Program C1aluation and &e1ie! Techni2ue@7 (t helps in trac9ing and determining the path follo!ed for the project. Time '"eet Trac*ing , This soft!are ena-les different team mem-er to di1ide their time and tas9s in the project those go simultaneously. This soft!are records the time spent on each tas9 !hich can -e re1ie!ed -y the management at regular inter1al. +roup Management , This is an email message centre that helps team mem-ers of project communicate !ith each other during the project. The project related chat can -e done using this soft!are as it has function send diagrams: graphs and charts.

+antt,s C"art
#antt Charts ?also 9no!n as #antt Diagrams@ are useful tools for analy3ing and planning more comple> projects. They help to plan out the tas9s that need to -e completed and gi1es a -asis for scheduling !hen these tas9s !ill -e carried out. Dhen a project is under !ay: #antt Charts helps to monitor !hether the project is on schedule. (f it is not: it allo!s you to pinpoint the remedial action necessary to

put it -ac9 on schedule. According to 4ield and <eller ?1++'@ its !ea9ness is that the dependence of the tas9 on other tas9 can not -e sho!n e>cept interference. Total -uality Management The total 2uality management is a techni2ue that ensures that the 2uality is em-edded in all the phases of project right from -eginning to accomplishment. This techni2ue is used in the industries li9e manufacturing and aerospace. This approach in1ol1es consistent re1ie! of the 2uality aspects of the project. Planning and communications are the 9ey points in the process. Dell defined procedures must -e follo!ed in order to ma9e the project successful. Planning must -e a-le to find the o-stacles and their solutions. These are some of the rules of Total /uality Management. According to Pries <. and /uingley =. ?%.13@ the 2uality management considered lastly -y project manager after scheduling and -udgeting. )o!e1er 2uality issues should -e more importance and majority of failures are due to poor 2uality techni2ues applied to the project. (t could result in chaos during the project and results are not desira-le in the end. Total /uality Management is a !ay of handing the 2uality issues from -eginning to the end.

Part . Project )eport /ntroduction

&efur-ishing of hotels is increasing no! days as hotels get the added ad1antage of the reno1ated parts !hile they continue to operate the other parts and 9eeping the inflo!s of the cash. Thus the money earned in this process can -e spent on the reno1ations. )otels !elcome many customers round the year unli9e homes or offices. The guests of hotel stay for fe! days and as a result the !ear and tear is higher than in homes or office. The maintenance of the facilities -ecomes 1ery important for the hotels as they ha1e to deal !ith the different guests each time. #uest just !ants e1erything perfect in their room !hile they use the hotel. This ma9es perfect sense for the hotels to refur-ish the some parts or hotel after a regular inter1al. )o!e1er: maintaining the old furniture or facilities is different than refur-ishing. 5o! a day: hotels prefer to in1est in something ne! rather than spending money on maintenance. The modern technology has made it 2uite con1enient to refur-ish a part !ithout much distur-ance to other parts. Also it has -ecome 2uic9er. C>perts are a-le to refur-ish many rooms in single day. This report is -ased on the project underta9en -y &ossmore )otel to refur-ish its guest rooms. This project is a major project that needs careful planning and e>ecution !hich is essential in Project Management. (t includes the approach ta9en for the project: cost and -enefits and a detailed plan of project. (t also comprises the 1arious ris9s related to the project and !ay they can -e minimised. This report gi1es an idea that !hat project management is a-out in real life. (t is a practical implementation of 1arious theories and concepts of Project Management in )ospitality (ndustry.

)ossmore Hotel0 an /ntroduction

&ossmore )otel is situated in an Cast Eondon to!n called (lford. (t is a small hotel ha1ing 88 rooms. (t !as -uilt in 1+'+. (t is ideal for the people !ho don$t !ant to spend a lot on their accommodation. (t is -ecoming a landmar9 in Cast Eondon: and is perfectly located !here EondonFs reno!ned Cast Cnd meets the City. (t is situated at 1. minutes !al9 from Eondon Tu-e station from !here city can -e reached in %. minutes -y train. (t !as opened 1. years ago and has -een 9no!n for the 2uality ser1ice and 1alue for money among its guests. There are +. permanent employees in

the hotel and a-out 1. to 1% employees temporarily hired during the pea9 season. The organisation structure of hotel can -e seen in the follo!ing figure.

T"e Proposed Project

Refurbishment of guest rooms in the hotel The )otel management is -een loo9ing for!ard to change the design of guest room in the hotel. They are thin9ing a-out the project since a long time as many guest rooms need a through refur-ishment as they ha1e old design and are !orn out. (nstead of just fi>ing those particular rooms: management is a-out to underta9e a project to refur-ish all the guest rooms and change their design according to modern times. This !ill cost more than just fi>ing the needy rooms -ut: management is e>cepting to raise their profits as a result of this refur-ishment.

'elected !pproac" to t"e project 1 Traditional !pproac"

Different project management approaches are designed for easily carrying out the different process in a planned !ay for accomplishing all the re2uirements. Cach approach ha1e 9ey feature of its o!n !hich 9eeps the acti1ities in sync !ith the project plan ?4ran9 D.: %.1%@. ince this is a project that in1ol1es construction in the hotel: the -est approach to carry on the project !ill -e traditional approach. )ere the planning is most important part for the project. &ather than follo!ing any other approach li9e e1ent chain approach in !hich schedule is affected -y the pre1ious e1ents or the P&(5CC% approach in !hich de1iation is o-ser1ed against the plan: the -est approach is traditional. The construction in the project !ill re2uire planning and design in a traditional !ay. Planning is the most important aspect in this project. (n the construction projects there are not many o-stacles that cannot -e ascertained in the -egging. Thus if is the planning is good: it can -e assured that the project !ill gi1e desired outcome.

)ationale be"ind c"oosing t"is Project

There is lot of competition in the area as many more hotels ha1e -een constructed around it. And in order to attract more customers and fight the competition this could -e helpful. Though this hotel is not a complete lu>ury hotel -ut still: management !ants to change the design of the rooms according modern needs. According to Eangdon and C1erest ?%..%@ hotel refur-ishment is important to sustain the position: hospitality industry once in fi1e to se1en years. The &ossmore hotel !as -uilt %4 years ago. (n this hotel: e>cept fe! fi>ing jo-s: no major redesigning or refur-ishment jo-s are done until no!. Thus this project is significant and suita-le for the management to underta9e in this scenario. The demographic changes and inno1ations from niche operators has made it important for the hotels to ma9e the changes in e>isting design. Eangdon and C1erest ?%..%@ says there are three 9ey areas in !hich hotels are responding to changes !hen it comes to refur-ishing the rooms. i3e Aesthetics /uality

Thus in order to meet the re2uirements of current mar9et and ma9e the customers satisfied: this project is significant.

Project !ims and -uantifiable 2bjectives

&oom si3es of %. rooms in ground and 1st floor of -uilding to -e increased Bathroom in all 88 rooms to -e impro1ed (T and Cntertainment in all 88 rooms to -e impro1ed &edecorations of all rooms to -e done changing the ceiling and floors designs

)esources re3uired and organi4ational issues associated (it" project

4inance and e>pertise in hotel refur-ishment are the t!o main resources re2uired to accomplish the project. 4inance re2uired can -e calculated !ith the help of this ta-le as pro1ided -y a refur-ishment e>pertise company. 0rganisational (ssues pertaining to the resources are o-taining the finance. There are many specialist companies offering their e>pertise in this area. A detailed document !as produced mentioning all the re2uirements. These re2uirements !ere specified -y mem-ers of senior management in a meeting. Then meeting !ith four companies specialising in hotel refur-ishing projects !as held and 2uotes for the jo!as ta9en. 0ne company called Chorus #roup is finalised to carry on the project.

+uest room refurbis"ment 1 Cost %enefit !nalysis

&inancial Cost Clement cost in G Alterations and demolitions (nternal !alls and partitions Dall finishes 4loor finishes Ceiling finishes 4urniture and fittings anitary fittings Disposal installations Clectrical installations 1..:'4. 1+:%8. 183:H8' 111:H". 8%:%'. 118:H". 18.:... H.:... 1++:'".

Communications installation Builders$ !or9 in connection Preliminaries and contingencies Total construction cost

%1:... H.:... %H+:".. 1:%%4:.1'

5on 4inancial Costs 5on operation of the rooms under refur-ishment Distur-ance or incon1enience to the guests during the

refur-ishment. Appro1al from go1ernment authorities

%enefits of )efurbis"ment Major refur-ishment can ha1e a dramatic effect on the performance of a hotel. (n the first year of operation follo!ing the completion of a refur-ishment at the a1oy #roupFs Claridges in central Eondon in 1++': turno1er increased -y 3'I and profita-ility -y more than +.I. imilarly: Ee MeridienFs planned G+.m ma9eo1er of #ros1enor )ouse in central Eondon should see its 1alue increase -y '.I to G"..m ?!!!.-uilding.co.u9@. (t has -een calculated that hotels sa1e up to '.I !hen deciding to refur-ish as the costs re2uired to maintain something older far out!eigh the refur-ishment ones ?Dalton A: %.1%@. (ncreased customer satisfaction

&easibility study
(n order to analyse the feasi-ility of the study: it has to esta-lished the re2uired resources are a1aila-le. Also: it is to -e ascertained that the project !ill -e -eneficial to the hotel. The -enefits can -e tangi-le as !ell as non tangi-le. The tangi-le -enefits can -e in form of monitory gains: increase in the profits. To calculate that the project

!ill -e -eneficial let us first calculate that time period ta9en to pay the in1ested money -ac9.

Paybac* Period:

(t is assumed that if the project is financed -y -an9 loan: hotel can get the loan at rate of interest of HI. De assume for the calculation purpose that the !hole in1estment amount is coming from money lent -y -an9. The a1erage cash flo! after deducting the e>penses !ill increase -y 3..:... per year according to predictions. ;sing this information the pay-ac9 period is calculated here. Pay-ac9 period J 1:%%4:.1'...K3..... J 4..' years Thus it !ill ta9e a-out 8 years for project to co1er its money. Thus it is a fa1oura-le project as time is not 1ery long to reco1er the in1estment.

5et Present 6alue

(f !e consider that there !ill -e no major changes in the mar9et in ne>t fi1e years after the in1estment. Dith the rate of interest of HI the cash flo! analysis and 5P6 is calculated -elo!. Lear . 1 % 3 4 8 Totals HI 5et Cash 4lo! *1:%%4:.1'... 3........ 3........ 3........ 3........ 3........ .7789:.;<< Discounted Cash 4lo! *1:%%4:.1'... %'.3H3.'3 %"%.31."% %44''+.3" %%''"'.8" %13'+8.'8 =8<> ;.?

The 5et Present 6alue of the 8 annual net cash flo!s discounted at HI !ould -e G":.41.%3. ince the 5P6 is positi1e: this !ould -e considered to -e a desira-le in1estment.

/nternal )ate of )eturn:

(&& J M?":.41.%3K1:%%4:.1'@ 1K" JH.1'I *1N O1..

ince the internal rate of return is more that the rate of interest. This project is fa1oura-le. De ha1e considered only fi1e years after the in1estment. But it !ill continue the returns e1en after fi1e years.

/mpact of not implementing t"e Project

)otel refur-ishment at the moment is important for &ossmore hotel. (n order to ma9e room clean: there are lots of fi>ings to -e done. Thus maintenance of old things is an o-1ious re2uirement. )o!e1er: if refur-ishment is done it !ill gi1e a !hole ne! loo9 to the rooms. (f this project is not implemented there is ris9 of lagging -ehind in the competition. The customers can choose other hotels in same area that are offering accommodation in same price range: -ut ha1e modern loo9ing rooms and other amenities. The returns from the in1estment on this project !ill -e in form of increased re1enues that are e>pected after refur-ishing the hotel. Also: at the moment there are many complaints from customers due to poor conditions of !alls and floors and old style -athrooms. The customer dissatisfaction can cause it to ha1e -ad reputation as customers these days lea1e negati1e re1ie!s on the pu-lic !e-sites. The customer e>pectations are changing and they e>pect that room in hotel should -e at least as good as at home. Thus if project is not implemented it can loose the customers to its competitors.

Detailed Project Plan

Development 'trategy: The planning of the project is 1ery important as

refur-ishment should not interrupt the -usiness of hotel. All !or9s !ill -e carried out in the phases: such that !hen one area is -eing refur-ished: other !ill continue the -usiness. Total rooms !ill -e di1ided in four sections. And each of the section !ill -e refur-ished in one phase. The upper and lo!er floors !ill -e di1ided in t!o sections. Thus there !ill -e one four phases in total in the project. (t is sho!n in the follo!ing figure. P"ase )oom 0 . P"ase . )oom ?0.> P"ase ? )oom .>0?= P"ase > )oom ?7077

Project &inance7 The finance is planned to -e o-tained partly from

retained earning and partly though -an9 loan. A-out half of the amount !ill come from the retained earnings. The half of amount is to -e o-tained form the -an9. (t is decided payment !ill -e di1ided and done according to these phase !hich is agreed !ith the -uilder and mentioned in the contract. (t !ill -e done in follo!ing manner Deposit7 8IP Phase 17 %.IP Phase %7 %8IP Phase 37 %8IP Phase 47 %8I

Legal Agreements and Contracts: There !ill -e three major

contracts in this project. 1. The -uilding contract !ill contain the roles and responsi-ilities of -uilder and consumer. Also: this contract contains the rights of -oth consumer and -uilder. %. The document specification !ill contain the list of all !or9s that are to -e carried out in this project. (t !ill also list the items to -e supplied or installed -y the -uilder. There !ill -e some clauses that !ill specify a-out some !or9s are to -e underta9en in a certain !ay. 3. The dra(ings or plans !ill -e the document that is prepared -y architect. These designs !ill -e appro1ed -y the sur1eyor of local -uilding authority and !ill -ear their stamp of appro1al. The -uilding contract !ill co1er the contractual terms a-out implied !arranties: cost and deposits: progress and payment: cost escalation clauses: matters such as delays and e>tension of time.

Construction: in order to 9eep the -usiness running during the project:

the construction !ill -e done in four phases. The reno1ation !or9 includes the demolition of old rooms: replacing the lights: preparation of !alls: tile !or9 in -athrooms: replacing the -ath tu-s and toilet seats: painting and carpeting. P"ase : Construction !ill -egin from ground floor room num-er 1*1%. (n this phase these rooms !ill -e emptied and the area and that area !ill -e closed for guests and staff. That side !ill -e co1ered -y the -uilder safety purpose. This !ill ta9e %. days. All the refur-ishment !or9 !ill -e complete in the rooms of this area in first phase. These rooms !ill -e completely ready for guests to use. The area !ill -e isolated !ith high 2uality hoardings to minimise the distur-ance.

P"ase .: Construction phase t!o !ill -e for ground floor rooms 13*%4. This !ill -e completed in ne>t %. days in same se2uence. P"ase ?: (n phase three upper floor rooms !ill -e constructed. (n order to do this a temporary !ay to upper floor other than main staircase used to reach it: !ill -e constructed. Thus this !ill need %% days to finish the jo-. P"ase >: The final phase !ill -e refur-ishing the rest of 1+ rooms on upper floor. A di1ersion !ill -e constructed in order to reach the other rooms at upper floor. The main staircase !ill -e used -y the !or9ers and !ill not -e accessi-le to guests and staff during the construction. This !or9 is scheduled in %8 days.

'c"eduling Tas* 5ame Phase 1 Ei2uidate 1% &ooms Demolition &eplace Do!n lights Dall preparation Tile !or9 Bathroom 4i>ing Painting Carpet Phase % Ei2uidate 1% &ooms Demolition &eplace Do!n lights Dall preparation Duration %. days 1 day % day 3 day % day % day 3 day 4 day 3 day %. days 1 % 3 % 'tart &inis"

Tile !or9 Bathroom 4i>ing Painting Carpet Phase 3 Construct Di1ersion Ei2uidate 1% &ooms Demolition &eplace Do!n lights Dall preparation Tile !or9 Bathroom 4i>ing Painting Carpet Phase 4 Construct Di1ersion Ei2uidate 1+ &ooms Demolition &eplace Do!n lights Dall preparation Tile !or9 Bathroom 4i>ing Painting Carpet

% 3 4 3 %% days % 1 % 3 % % 3 4 3 3. % 1 % 4 3 3 8 " 4

+ant,s C"art

)is* and Measures to Control it

(t is found -y the e>perts that in refur-ishment project the condition of -uilding is the major un9no!n factor. The old hotels ha1e a comple> structure that made up of stitched together -uilding. The &ossmore hotel is also an old hotel and accessing the ris9s in1ol1es rightly identifying the -uilding structure. The une1en floors le1el and comple> installations are the e>pected ris9s in such projects. The ris9 can -e compounded if irregular maintenance and technical !or9 is -een done and is not -een recorded. There is a ris9 of guests in the hotel -eing distur-ed during the refur-ishment and hence ha1ing a negati1e impact on the profits of hotel.

0ne of the potential ris9s is that the !ay in !hich the e>isting structure can ha1e on the ne! room layouts. These ris9s affect the desired outcomes.

These are the potential ris9s that need to -e accessed -efore commencing the project.

Measures to control t"e ris*

According to A1ramidou ?%..1@: the repairing or reinforcing !or9s of a -uilding in1o l1es a ris9 that need to -e reduced at the minimum accepta-le le1el. The ris9 controlling in the refur-ishment project: according to Mansfield B &eyers ?%..1@: depends highly on the e>pert and specialist consultant. They further ela-orated that the commission agent assesses the ris9 on the -asis of follo!ing points7 1. The e>perience and e>pertise of the organisation carrying out the refur-ishment project %. The design team$s reliance on the craftsmanship and specialists 3. The project is commenced !ith the incomplete information and assumptions. Considering the all these factors can -e a !ay of minimising the ris9. To mitigate the ris9 usually a -uilding sur1ey is conducted -y the ris9 management team. (t in1ol1es analysing the -uilding fa-rics and its condition. This helps in allocating the -udget to the potential difficult areas in the -eginning to -e a-le to stic9 to the plans. Thus these points mentioned a-o1e can -e 1ery helpful in controlling the ris9.

)eferences
A1ramidou: 5 ?%..1@. Application of Quality Assurance Systems in the Rehabilitation of the Architectural Heritage. Hth (nternational Conference on (nspection: Appraisal: &epairs B Maintenance of Buildings B tructures: 11*13 ept %..1. 5ottingham: ;nited <ingdom

4ield M. and <eller E: 1++': Project Management: Thomson Eearning: ;<

<loopen-org T.: %.1%: Contemporary Project Management: %nd Cdition: outh Cengage Eearning: ; A

Murphy P.: Murphy A.: %..4: Strategic management for tourism communities: bri ging the gaps: Channel 1ie! pu-lications: ;< Pries <. and /uingley =.: %.13: !otal Quality Management for Project Management: Taylor and 4rancis #roup: ; A &eyers: = ?%..3@. &is9 and Eia-ility for Consultants Ad1ising on the Built )eritage. Structural Sur"ey: %1?1@7'*18 &eyers: =. and Mansfield: =. ?%..1@. A Practitioner Perspecti"e on Ris# Management in Conser"ation Refurbishment Projects. C0B&A Conference Papers 4ran9 D.: %.1%: $ifferent Approaches to the Project Management http7KK!!!.e>aminer.comKarticleKdifferent*approaches*for*project* management: MAccessed on 1%K3K%.13N

http7KK!!!.-uilding.co.u9: MAccessed on 1%K3K%.13N

http7KK-uildingconser1ation.-logspot.comK%..'K.'Kpreser1ing* architectural*heritage*in.html MAccessed on 18K3K%.13N

http7KK!!!.-estpricecomputers.co.u9KglossaryKproject*management* soft!are.htm MAccessed on 18K3K%.13N