Part 2: Project management hotel pre-opening

Part 2: Project management hotel pre-opening - succesful hotel opening according to the NH-hotel consulting- method - Case Health Care Hotel "Das Bad Peterstal" in the Black Forest

Project management hotel pre-opening - succesful hotel opening according to the Nübel Hotel GmbH method - Case Health Care Hotel "Das Bad Peterstal" in the Black Forest

In the final phase the set objectives will be compared with what has been achieved and the hotel will be handed over for the use of guests. The determination of who is accomplishing the final examination and what members of the project team will do after the hotel opening will complete the project.

A hotel opening, due to its long range, strategic characteristics and the investor's high financial committment, always has a time frame and a financial frame. Therefore this should be the main task of a least one full-time employee. The project schedule (samples are available upon request here) gives an overview of the hotel opening as a whole. A project plan details activities, dates, capacities, employees and costs of each milestone.

Such a milestone is for example the decision about which hotel software to purchase and the installing of it. Accomplishing the milestone accounts for the control of the project's progress and gives the go-ahead to enter the next project phase. This works as an important monitoring instrument for the initiator.

A gantt chart provides for a good overview and makes it possible to delegate particular tasks.

As the case arises the actual composition of the project team decides about relations between project team members, project leader and only partly involved company departments (front office team, head office). The organisation of activities, competencies and responsiblities within the team is vital for succes. The actual appearance of this organisation will be depend on whether the hotel opening will be managed by a truly external project team (e.g. the Nübel Hotel Consulting, www.nh-hotelberatung.de) or by internal employees. "Too many cooks spoil the broth".

Establishing sub-projects (to be generated from the project schedule, see above) will provide for a boost in the timeline. This is where the experienced project leader will make use of his employees' various skills in an optimal way. It is necessary to employ everybody's individual response tendencies (adaptability, reclusiveness, assertiveness and tendency towards balancing) in an optimal way.

For the pre-opening leader/ projet leader himself it is a must to apply a cooperative leadership style and his ability to guide properly assesed individuals, to integrate, to encourage, motivate and train.

The project leader will train his fantasy and creativity therefore not only on the hotel to be opened, but also on the way to the opening day's moment.

As a matter of course the role heavily depends on the pre-opening manager's/ project leader's functional and professional empowerment and authority to decide. This also comprises his authority in financial terms and by disciplinary measures. If any of these capacities is not delegated to the project leader, problems are bound to occur.

Resolutions for teamwork:

- Once it becomes apparent that important objectives are at risk, this should be brought up.
- Responsiblity is applied regarding the task not the hierarchy.
- Everbody has to communicate important information.
- We speak frankly about problems and work together on solutions.
- We ask ourselves after each decision: „What comes next?“
- Everything what has been defined once, can be redefined again.
- We get piece and quiet to reflect continously and question our results.
- My make use of backlashes by searching for the causes and to make it better the next time.
- We don't chase the strenghts of others, but establish our own.
- We strive to stay close to the client and make continous adaptions towards his expectations.

A prerequisite for good team work is:
- A clear and fair delegation of tasks
- A way of working that is characterised by reasoning instead of commanding
- A certain transparency in decision-makig
- Ability for cooperation
- Ability to communicate
- Technical and human authority.

The project manager's resolutions:
- I identify myself with the project's topic.
- I pressurize the team for productivity and creativity and provide for continously developing new motivational structures.
- I think positive. The senctence „no, this does not work“ is difficult to say for my team.
- I am succesful once my team is succesful.
- I am aware, that every mismanagement originates from human relations.
- I try to response to different expectations with flexibility and allow for changes.
- I obtain my authority not from my position but from my tasks.
- Resolute in execution but treating people with fairness and respect.
- I don't distinguish myself at one other's cost.
- I don't establish any shadow management opposite to the existing company structure.

Good preconditions are available, if:
- a consensus on the objectives is reached,
- everybody has agreed on the approach,
- common standards are adhered to,
- roles and role allocation is clarified.

You have a good team, if
- everyone gets it straight that they are all in the same boat
- everyone pulls together,
- everyone can count on the other,
- there is security that everyone gains something from the project
- all work being aware that she or he can achieve something as an individual or as part of the group
- there is an open attitude and everyone is up to learn from the other, everyone respects each other and is ready to help when problems arise
- if the composition of different personalities with different approaches is not seen as an annoyance but as a strength
- work is done effectively and the team produces high-quality results.