Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel)

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PART 1: CRITICAL ANALYSIS OF THE PROJECT MANAGEMENT PLAN: –

Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel)

 

Table of Contents

PART 1: CRITICAL ANALYSIS OF THE PROJECT MANAGEMENT PLAN: -… 1

Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel)……………………. 1

List of figures………………………………………………………………………………………………….. 2

List of charts…………………………………………………………………………………………………… 2

  1. Introduction……………………………………………………………………………………………… 3
  2. Project background……………………………………………………………………………………. 3
  3. Structure and contents of the Project Management Plan…………………………………. 5

3.1      A critical analysis the main audience of the PM plan…………………………….. 5

3.1.1     Internal user: senior management of the furniture supplier……………. 6

3.1.2     Internal user: the project manager……………………………………………… 6

3.1.3     Internal user: the on-site supervisor…………………………………………… 7

3.1.4     Internal user: installation team members…………………………………….. 7

3.1.5     External user: the design firm…………………………………………………… 8

3.1.6     Management from Marriott………………………………………………………. 8

3.1.7     External user: the hotel owner………………………………………………….. 8

3.1.8     External user: Local construction contractor (Local labor team)……. 9

3.2      A critical analysis of how the PM plan has been structured relative to what theory suggests      9

  1. Contents of the Project Management Plan………………………………………………….. 10

4.1      Executive summary of project charter……………………………………………….. 10

4.2      Scope management…………………………………………………………………………. 10

4.3      Schedule/time management……………………………………………………………… 11

4.4      Cost/Budget management……………………………………………………………….. 11

4.5      Human resource management…………………………………………………………… 12

4.6      Communication management…………………………………………………………… 12

4.7      Procurement management……………………………………………………………….. 12

  1. Conclusions…………………………………………………………………………………………….. 13
  2. Recommendations……………………………………………………………………………………. 13

List of Reference…………………………………………………………………………………………… 14

PART 2…………………………………………………………………………………………………………. 15

APPENDIX 1 – THE PROJECT MANAGEMENT PLAN……………………………….. 15

Executive summary of project charter……………………………………………………….. 15

Scope management…………………………………………………………………………………. 15

Schedule/time management……………………………………………………………………… 15

Cost/Budget management………………………………………………………………………… 16

Human resource management…………………………………………………………………… 17

Communication management……………………………………………………………………. 17

Procurement management………………………………………………………………………… 18

APPENDIX 2 – INR to USD EXCHANGE RATE CHANGES………………………… 19

APPENDIX 3 Room rate according the quotes from XX Hotel………………………….. 20

 

List of figures

Figure 1 Photo of a sample Marriot Courtyard Hotel…………………………………….. 7

 

List of charts

Chart 1 Relationship chart of the relevant stakeholders…………………………………. 8

 

List of tables

Table 1 Budgeting by Phrases…………………………………………………………………… 18

Table 2 Budgeting by Activities………………………………………………………………… 19

Table 3 Human resource assignment by Phrases………………………………………….. 19

1.        Introduction

 

The project management plan of “Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel)” had been prepared on behalf of the management of the hotel wooden furniture supplier in order to provide assistance and guidance as well as reference to the relevant report users (internal & external) in order to ensure the smooth implementation of the international assignment to install the furniture onsite in the new hotel, i.e. the Marriott Courtyard in Kochi (Airport Hotel) which is built as a 4 star hotel under the famous hotel chain, Marriott. The major desirable targets and goals to be achieved by the project management plan are as following:-

 

  1. This report is aiming at providing estimated cost for the whole international assignment, i.e. furniture installation job, which is to be carried out by the installation team from the furniture supplier. Such cost should cover the period of installing furniture and all other expenses therein.
  2. This report is aiming at offering a practical schedule by which the installation jobs and tasks would be carried out before the designated deadline of the given jobs.
  3. As the project is a big project involving various of parties during different phases of installation, this report is also targeting at provide reference and closed to fact schedule for better onsite coordination to facilitate the furniture installation job (with controlled costs within budget).
  4. This paper is also written with the aim to analyze the possible solutions to the various problems that may arise during the outgoing assignment.

 

2.        Project background

Courtyard by Marriott is a brand of hotels owned by Marriott International. Courtyard by Marriott is designed for business travelers but also accommodates families. Its rooms feature large desks, couches, free broadband Internet access, and “big” breakfasts. The majority of locations have full-service restaurants, and all have 24-hour “mini-marts,” called “The Market”. A hot breakfast buffet is available for purchase or may be included in the cost of the room with a special overnight stay package. It competes with other mid-priced business-oriented hotels like Wingate Inn and Hilton Garden Inn (courtyardchapelhill.com 2011). The hotel to be discussed in our plan is Marriott Courtyard in Kochi (Airport Hotel) which is scheduled to open in 1 Aug 2013. All the furniture involved is ready in two big warehouses which are in Kochi though far away from the site. The company is given the deadline of 1 June 2013 to settle all the furniture installation, placement and checking job to ensure the smooth handover of the hotel to the management side, i.e. Marriott. The company is about to plan and send out installation team to India to carry out the project in due course.

Figure 1 Photo of a sample Marriot Courtyard Hotel[1]

Source: courtyardchapelhill.com 2011

 

In addition, this project of installing the furniture onsite must be done by the furniture supplier because it is part of the contract terms required by the buyer upon issuing the purchasing order. The relationship between relevant stakeholders is shown in the following relationship chart. As we can see from this relationship chart, from the perspective of the furniture supplier, the furniture supplier directly deals with two parties: the design firm who is the direct client / buyer; and the local labor team hired by the company in Kochi. Other indirect stakeholders who will also influence the installation are the hotel owner and the management from Marriott.

Chart 1 Relationship chart of the relevant stakeholders

 

3.        Structure and contents of the Project Management Plan

 

3.1    A critical analysis the main audience of the PM plan

 

According to Stanley E. Portny (2007, p. 46), a project audience list should be developed at the very early stage of the project by developing a hierarchical grouping of categories that covers the universe of people who may be affected by, needed for support or interested in the project. Such stakeholders include both internal and external stakeholders who will be the users of full / partial of the PM plan. Internal stakeholders usually include upper management (executive-level management responsible for the general oversight of all the organization operations), requester (the one came up with the idea for the project), project manager, team members and groups normally involved. And external stakeholders include clients or customers, collaborators, vendors, suppliers and contractors as well as regulators.

 

As shown in the figure above, there are several key users of the project management plan in the case of the project of furniture installation for Marriott Courtyard in Kochi (Airport Hotel). In the following, focus will be concentrated on the discussion of the audience of our PM plan regarding this project.

 

3.1.1            Internal user: senior management of the furniture supplier

 

As the senior management of the furniture supplier, they need to have the preliminary project management plan at the earlier time even before the confirmation of the acceptance of the project for reference for strategic decision making. The project management plan should be stated in form of report indicating the estimated cost and duration of the project as well as key tasks to be accomplished. One key usage of the PM plan to the upper management of the furniture supplier is that it provides the base for analysis and key decision making in the strategic business level regarding how attractive the project is. In addition, the PM plan including preliminary cost estimation will assist the senior management to price the project and provide quotes to the client who offers the project as a business opportunity. And therefore the degree of accuracy of the cost estimation through the PM plan will be of great importance to the senior management in respect of some key decisions making.

 

3.1.2            Internal user: the project manager

 

The project manager has closed relationship with the PM plan for the following reasons: first of all, the project manager is the author of the said PM plan who will be required to draft the PM plan in several versions and make them available to the other users such as the above mentioned senior management; secondly, the project manager has to be very familiar with the PM plan as he is required to explain the rationality of the PM plan and persuade the key audience that the PM plan is cost effective as well as practical and viable; thirdly, the PM plan will be carried out onsite in India and therefore its accuracy will affect the project manager’s performance though he is not the onsite supervisor but the one who plans the whole project.

 

3.1.3            Internal user: the on-site supervisor

 

The site supervisor is the one who direct the project execution onsite. No double that the on-site supervisor must receive orientation, assistance, and consultation regarding the project part of such information to some degree must come from the PM plan as it is the guidance of the work and plan of work from the very beginning. In some perspective, the on-site supervisor is the user as well as the follow-up author of the PM plan because the plan is designed for overall schedule of the project and the detailed arrangements and changes could be necessary onsite to be decided by the on-site supervisor. For example, even though the PM plan states that the first trip to India will be about 1 month (30 days) with the open ticket booked, if there should be any changes resulting in the slowdown of the jobs, the on-site supervisor may need to decide that an extension will be necessary and thus change the PM plan.

 

3.1.4            Internal user: installation team members

 

The installation team members assigned to carry out the tasks stated in the PM plan is also users of the PM plan for two simple reasons: fist of all, the installation team members need to know the blueprint of the project from the PM plan that makes them aware of the overall plan and big picture of the project which make them rest assured to some degree. This is also in accordance with the view that knowing the big picture will help one to better understand how his or her job fits into the big picture of the organization and project (Connors 2011). Secondly, beside the job arrangement, the installation team members also need to know the exact schedule of the plan by following which they can arrange their personal life better such as plan about going home in between the two trips.

 

3.1.5            External user: the design firm

 

The design firm is the direct client of the furniture supplier and it has to rely on the PM plan for two major objectives: first of all, the design firm as the main contract of the hotel has the task of site supervision for the whole hotel project inclusive of but not limited to the furniture installation job. Therefore it is actually the heavy user of the PM plan because it has to plan and coordinate a lot of works onsite with the furniture installation; the design firm needs to ensure that the furniture installation work following the PM plan will yield expected result to ensure contract quality is achieved.

 

3.1.6            Management from Marriott

 

In a typical Marriott hotel, the strategy of separating ownership of properties from management of operations is strictly adhered (Garbade 2001, p. 344). Management from Marriott though has not taken over the management role of the hotel before the official handover of the hotel from the hotel owner which is supposed to take place one month before the opening of the hotel approximately which means that Management from Marriott could be considered as a less powerful stakeholder in this project. But it is still a user of the PM plan because it could have its opinions expressed regarding the planning of the furniture as well as planning its own schedule of staff training.

 

3.1.7            External user: the hotel owner

 

The hotel owner is in charge of the hotel construction to ensure it could be in good conditions before handed over to the Management from Marriott. And obviously the installation work needs great support from the hotel owner regarding the detailed construction work and having some information from the PM plan such as the schedule will be helpful in the work coordination. Also the proper scheduling of the furniture installation work will bring cost saving effect to the whole hotel project.

 

3.1.8            External user: Local construction contractor (Local labor team)

 

The local construction contractor under contract will be providing local labor for the need of the project. They will in need of part of the information of the PM plan in order to better locate and exact quantity as well as the required skills of labor for the project.

 

3.2    A critical analysis of how the PM plan has been structured relative to what theory suggests

 

According to Larissa Terpeluk Moss and S. Atre (2002, p. 90), a typical sequence of activities prepared for the main activities of a project plan includes:- Creation of a work breakdown structure listing activities, tasks and subtasks; Estimation of the working hours for activities, tasks and subtasks; Allocation of the required resources in estimation to the activities, tasks and subtasks; Developing the task dependencies; and Developing the critical path according to the dependency relationship. As in the case of project management plan for Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel), it includes all these tasks. It lists out all the main tasks to be accomplished through the implementation of the project, and also it states the assignment of the resources and labors to assist to achieve the jobs and tasks. But there is some difference as in our report the critical path of the jobs is not discussed though some critical jobs are mentioned.

 

 

While there are various literatures stating that a number of steps could be followed to create a workable and comprehensive project management plan. According to Danette McGilvray (2008, p. 72), though there is a recommended 10 steps process to be followed to create a good structure for a typical PM plan, the author suggests that one should choose the appropriate steps and techniques while incorporating into a particular project and ensure that involved activities are appropriately integrated. As    in the case of project management plan for Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel), it chooses some steps and also integrates the necessary activities which seem to be comprehensive. Therefore, it is believed that there is high level of compliance between the PM plan for the Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel) project and the literatures and theories.

 

4.        Contents of the Project Management Plan

 

4.1    Executive summary of project charter

 

According to William Heldman and Lona Cram (2004, p. 210), an executive summary is included to communicate with the executives who are in charge of the strategic decision making and it should contain high level information written in easily understandable terms. As for the project of Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel), executive summary of project charter will be very necessary to transmit the required information to the upper management of the furniture supplier and make them better understand the advantages and disadvantage of the project in a strategic perspective.

 

4.2    Scope management

 

The scope management of project planning is involving defining all the work of the project and only the work required to complete the project (Tomczyk 2005, p. 198). As for the project of Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel), scope of work to be done is very necessary for all the stakeholders to better understand what is the scope of work that the installation team will be working at and the work outside this scope will be considered as extra work and may probably require extra paid. Obviously the scope management will determine the nature and contents of jobs and tasks to be finished by the installation team as well as the structure and scale of the installation team to be sent out.

 

4.3    Schedule/time management

 

No doubt that time constrain is necessary for most projects that are about to happen. And the scheduling will have closed relationship with the nature of the works to be done. Same situation will be found in the project of Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel). In term of the time management, the company, i.e. the hotel furniture supplier would need to notice that it not only needs to consider the time constraints caused by its own plan but also the time schedules of the hotel owner as well as the design firm. For instance, if there should be any site review by the owner of the hotel, the supplier may need to arrange the necessary installation in priority to coordinate with such events. Therefore, the company needs to consider many more factors in order to smooth its works finally.

 

4.4    Cost/Budget management

 

According to Kathy Schwalbe (2010, p. 154), the budget / cost management part of the project plan could include both summary budget and detailed budget. The summary budget includes the total estimate of the overall project’s budget while the detail budget will contain detailed cost information. As for the project of Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel), both the summary budget and detailed budget will be included. In term of the expenses to be calculated, the company not only has to consider regular expenses but also accidental expenses that must be considered and prepared in priority in order to make the budgeting more closed to actual execution.

 

4.5    Human resource management

 

Human resource management will be critical to the job of onsite installation job as different jobs and tasks may require different type of skills and thus talents. Also the quantity of the particular talent will be different based on the nature of the tasks. One thing that needs to be noticed is that the project manager plays an important role as it not only manages the project extensively but also acts as the translator as he is the only person who can communicate in smooth English to push forward all the jobs on site.

 

4.6    Communication management

 

Communication management can provide the general contact information that any users (both internal and external) can get access to and make use of the relationship and networks. Communication management may not be seem as really important in the actual case, but experiences tell us the lack of effective communication management can lead to extra efforts, time and money to be consumed in order to make up wrong decisions made because of such shortage.

 

4.7    Procurement management

 

Procurement management will assign the role of procurement as well as relevant invoice handling jobs to a particular person, the onsite supervisor in our case.

 

5.        Conclusions

 

From the above analysis, we can see that the PM plan for Furniture Installation for Marriott Courtyard in Kochi (Airport Hotel) is in accordance with the mainstream literatures and thus seems to be quite formal as a PM plan. But still one thing is missing is that as the company has not assigned international jobs as large as this one; there could be lack of experience in handling some unexpected circumstances.

 

6.        Recommendations

 

Two recommendations are given:-

 

l  Currency monitoring will be necessary for reducing the currency exchange risks in appendix 2;

l  The company would need to include a preliminary site checking by the management and further foresee the difficulties that may be encountered.

 

 

List of Reference

 

Courtyardchapelhill.com 2011. Marriott Courtyard. Accessed on 17 Jan 2013 [online] available: http://www.courtyardchapelhill.com/

 

Connors, T. D. 2011. The Volunteer Management Handbook: Leadership Strategies for Success. New Jersey: John Wiley & Sons.

 

Garbade, K. D. 2001, Pricing Corporate Securities As Contingent Claims. Hong Kong: MIT Press. p. 344

 

Heldman, W. & Cram, L. 2004, Project+ Study Guide: Exam PK0-002. New Jersey: John Wiley & Sons. p. 210

 

McGilvray, D. 2008, Executing Data Quality Project. Burlington: Elsevier Inc. p. 72

 

Moss, L. T. & Atre, S. 2002, Business Intelligence Roadmap: The Complete Project Lifecycle for Decision-Support Applications. New York: Addison-Wesley Professional. p. 90

 

Portny, S. E. 2007, Project Management For Dummies. Indiana: Wiley Publishing, Inc. p. 46\

 

Schwalbe, K. 2010, Information Technology Project Management. New York: Cengage Learning. p. 154

 

Tomczyk, C. A. 2005, Project Manager’s Spotlight on Planning. New Jersey: John Wiley & Sons. p. 198

PART 2

APPENDIX 1 – THE PROJECT MANAGEMENT PLAN

 

Executive summary of project charter

 

Following a USD 6 million furniture manufacturing contract with our client the design firm, XXX, we will now have an opportunity to strengthen our relationship with the client by accepting the option to carrying out the furniture installation for Marriott Courtyard in Kochi (Airport Hotel). In addition, this project based on our analysis is acceptable as well as cost beneficial.

 

Scope management

 

Our works will cover only the following:-

 

l  Placement and installation of the furniture produced by the furniture supplier;

l  Repairmen works of the furniture produced by the furniture supplier or damages caused by the furniture supplier and its direct or indirect staffs or upon further negotiation;

l  Supply and disposal of the tools needed by the furniture installation in a regular environment;

l  Management of the installation team and the hired contractor;

l  Change of furniture because of the furniture supplier’s own design or procedure faults;

l  Other works upon mutual negotiation;

Schedule/time management

 

Installation period from 1 Feb 2013 to the requested deadline of 1 June 2013 (extension of this period will only be given if such extension is caused by the furniture supplier and its direct or indirect staffs or upon further negotiation); detail schedule is as following:-

 

Phrase one: Preliminary check by the management (1 Feb to 5 Feb)

Phrase two: First trip (20 Feb to 20 Mar);

Phrase three: Second trip (30 Mar to 30 Apr);

Phrase four: Tough-trip (10 May to 20 May).

Cost/Budget management

 

Overall budget will reach USD 400,000 for all the four phrases. Detailed budgets will be as following:-

 

No. of PhraseNotesBudget
Phrase onePreliminary check by the managementUSD 30,000
Phrase twoFirst tripUSD 150,000
Phrase threeSecond tripUSD 150,000
Phrase fourTough-tripUSD 70,000

Table 1 Budgeting by Phrases

 

 

EventNotesBudget
TicketsIncluding taxUSD 150,000
InsuranceUSD 15,000
Boarding and lodgingUSD 150,000
Tools purchasingSome tools need to be acquired locallyUSD 35,000
Daily expensesUSD 45,000
Accidental expensesSuch as hospital fee when accidents happenUSD 5,000

Table 2 Budgeting by Activities

Human resource management

 

 

PhraseManagement (inclusive of site supervisor)CarpenterLocal CarpenterLocal LaborNote
Phrase one3100Preliminary check by the management
Phrase two2121817First trip
Phrase three1131514Second trip
Phrase four27168Tough-trip

Table 3 Human resource assignment by Phrases

 

Communication management

 

Local hospital:-

Contact: XXXX-XXXXX

Email: [email protected]

 

Local Hotel:-

Contact: XXXX-XXXXX

Email: [email protected]

Local China Embassy:-

Contact: XXXX-XXXXX

Email: [email protected]

 

Procurement management

 

All invoices and expenses will be handled by site supervisor XXX.

 

 

APPENDIX 2 – INR to USD EXCHANGE RATE CHANGES

 

Day’s Range:       53.6950 – 54.1700

52wk Range:       48.4950 – 57.3300

Source: finance.yahoo.com 2013

 

 

APPENDIX 3 Room rate according the quotes from XX Hotel

 

All the rooms (standard/twin rooms) have everything one would expect from a 4 star hotel such as en-suite bathroom, TV with satellite channels, tea and coffee making facilities, hairdryer, safe and mini bar fridge.

 

 

 

[1] The photos are for reference only and are not in relation to the hotel to be talked about.