Project Plan BELARUS HOTEL DEVELOPMENT New Development

Transcription

1 MORGAN GROUP LTD Project Plan BELARUS HOTEL DEVELOPMENT New Development Author: Amir Greiss Creation Date: 15/06/2010 Last Revised: 15/06/2010 Version: 0.0

2 AL MASSAH International TABLE OF CONTENTS MORGAN GROUP LTD. INTRODUCTION... 2 PURPOSE OF PLAN... 2 BACKGROUND INFORMATION/AVAILABLE ALTERNATIVES... 2 PROJECT APPROACH... 3 PHASE X: SECURE EQUIPMENT... ERROR! BOOKMARK NOT DEFINED. GOALS AND OBJECTIVES... 4 BUSINESS GOALS AND OBJECTIVES... 4 PROJECT GOALS AND OBJECTIVES... 4 SCOPE... 5 SCOPE DEFINITION... 5 ITEMS BEYOND SCOPE... 6 PROJECTED BUDGET... 6 RISK ASSESSMENT... 7 INITIAL PROJECT RISK ASSESSMENT... 8 MILESTONES... 9 ASSUMPTIONS PROJECT ASSUMPTIONS CONSTRAINTS PROJECT CONSTRAINTS RELATED PROJECTS CRITICAL PROJECT BARRIERS PROJECT MANAGEMENT APPROACH PROJECT TIMELINE PROJECT ROLES AND RESPONSIBILITIES ISSUE MANAGEMENT COMMUNICATIONS PLAN ATTACHMENTS/APPENDICES APPROVALS SIGN-OFF SHEET

3 INTRODUCTION Purpose of Plan The Belarus Minsk Hotel Project Plan will provide a definition of the project, including the project s goals and objectives. Additionally, the Plan will serve as an agreement between the following parties: CAPM, CENTURY Hotels, Al Massah International & Morgan GROUP Ltd., and other personnel associated with and/or affected by the project. The Project Plan defines the following: Project purpose Business and project goals and objectives Scope and expectations Roles and responsibilities Assumptions and constraints Project management approach Ground rules for the project Project budget Project timeline Background Information/Available Alternatives As conveyed Earlier to all parties through a briefing meeting held in the presence of the MINSK Deputy Mayor, where the following has been stated: 1. The intention of the Developer to construct a luxurious VIP Boutique Hotel Consisting of the following: a. 70 VIP Luxurious Suites. b. SPA. c. Restaurants. d. Disco Club. e. Leisure Center. f. Wellness center. g. Casino. 2

4 Project Approach This intention to provide a luxurious design to the Crème de la crème visitors of the MINSK Centreville development through a modern, yet functional design in accordance with all feasibility and market study of the futuristic hub of the Belarus area. In order to accomplish the above, a phased process shall be undertaken as follows: Phase I: Phase II: Phase III: Phase IV: Phase V: Phase VI: Data Collection & information. Tasks and responsibilities allocation Workshop / findings & Next steps. Design process and review Workshop / Review & design amendments Final production of submissions 3

5 GOALS AND OBJECTIVES Business Goals and Objectives The business goals and objectives for this project will focus on providing a financial analysis and study that: Reflects the actual feasibility behind the development. Enhance the attraction of the area through a one of a kind development (AGATE). Provides a comprehensive approach to the investment opportunities. Clarifies the revenues and outcome of the required developments. Provides an open, flexible, reliable base for the future development of the area. Project Goals and Objectives The Project goals and objectives for this project will focus on providing a conceptual design and study that: Addresses the requirements of the MINSK Government. Maximize the use of the provided area of the development. Enhance the site surrounding context as the Centreville of MINSK. Creates an attractive environment to the users of the development. 4

6 SCOPE Scope Definition The Project will introduce an integrated design process including the following: Required hotel development. AGATE concept. Financial status. Revenue and outcome. Market research and findings. Investment opportunities. 5

7 Items Beyond Scope Any Architectural schematic or detailed design. Any Structural, Electromechanical Design. Movies, walkthrough or animation. Projected Budget CAPM to identify 6

8 Risk Assessment (BY OTHERS) The initial Risk Assessment (following page) attempts to identify, characterize, prioritize and document a mitigation approach relative to those risks which can be identified prior to the start of the project. The Risk Assessment will be continuously monitored and updated throughout the life of the project, with monthly assessments included in the status report (see Communications Plan) and open to amendment by the concerned party. 7

9 Initial Project Risk Assessment (BY OTHERS) 8

10 Milestones The following represent key project milestones, with estimated completion dates: Milestone Estimated Completion Date Phase I: Data Collection & information. Phase II: Tasks and responsibilities allocation Phase III: Workshop / findings & Next steps. Phase IV: Design process and review Phase V: Workshop / Review & design amendments Phase VI: Final production of submissions 9

11 ASSUMPTIONS Project Assumptions The following assumptions were made in preparing the Project Plan: The concerned parties are identified. The project submission date shall be early August No SET BACKS are identified. Height limitations are G +5 stories if required. The current development with the context of the project (VIP BOUTIQUE HOTEL) shall be demolished. 10

12 CONSTRAINTS Project Constraints The following represent known project constraints: The EMIR Casino shall not be replaced. Due to the nature of the site, landscaping around the site is to remain as green spaces. Related Projects 1. The refurbishment of the currently existing BELARUS HOTEL. 2. The refurbishment of the EMIR Casino & Disco Club. Critical Project Barriers 11

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14 PROJECT MANAGEMENT APPROACH Project Timeline Insert here Project Roles and Responsibilities Role Responsibilities Participant(s) Project Budget preparation. Project Financial Feasibility study of the project. Mr. Yasser Geissah Developers Clarifies the revenues and outcome of the Chief Executive Officer development. CAPM Investment CAPM Highlights of the investment opportunities Project Operators CENTURY HOTELS Project Managers / Consultants ALMASSAH Programming requirements. AGATE Approach illustration. Benefits & expected revenues based on the AGATE concept. Highlights of the main features of AGATE. Design Workshop review and directions. Project Running methodology. Conceptual Design Illustration. Space programming Project Management and workshops. Presentation materials. Dr. Sam Saker President Modern Century Hotels Dr. TAJEDDINE SEIF CEO & Partner AL MASAH EMIRATES GROUP MORGAN GROUP LTD Amir Greiss Director / HOD Architecture MORGAN GROUP Ltd. LAND LORDS GLLC CENTURY HOTELS to advise on the optimized way of agreement and requirements. 13

15 Issue Management The information contained within the Project Plan will likely change as the project progresses. While change is both certain and required, it is important to note that any changes to the Project Plan will impact at least one of three critical success factors: Available Time, Available Resources (Financial, Personnel), or Project Quality. The decision by which to make modifications to the Project Plan (including project scope and resources) should be coordinated using the following process: Step 1: Step 2: Step 3: Step 4: Step 5: As soon as a change which impacts project scope, schedule, staffing or spending is identified, the Project Manager will document the issue. The Project Manager will review the change and determine the associated impact to the project and will forward the issue, along with a recommendation, to the Project Committee for review and decision. Upon receipt, the Project Committee should reach a consensus opinion on whether to approve, reject or modify the request based upon the information contained within the project context, the Project Manager s recommendation and their own judgment. Should the Project Committee be unable to reach consensus on the approval or denial of a change, the issue will be forwarded to the Project Sponsor, with a written summation of the issue, for ultimate resolution. If required under the decision matrix or due to a lack of consensus, the Project Sponsor shall review the issue(s) and render a final decision on the approval or denial of a change. Following an approval or denial (by the Project Committee or Project Sponsor), the Project Manager will notify the original requestor of the action taken. There is no appeal process. 14

16 Communications Plan Disseminating knowledge about the project is essential to the project s success. Project participants desire knowledge of what the status of the project is and how they are affected. Furthermore, they are anxious to participate. The more that people are educated about the progress of the project and how it will help them in the future, the more they are likely to participate and benefit. This plan provides a framework for informing, involving, and obtaining buy-in from all participants throughout the duration of the project. Communications Methodology : 15

17 ATTACHMENTS/APPENDICES Appendices/Attachments may be included in a hardcopy form 16

18 APPROVALS Sign-off Sheet I have read the above Project Plan and will abide by its terms and conditions and pledge my full commitment and support for the Project Plan. Project Member: CAPM INVESTEMENT Yasser Geissah Project Member: CENTURY HOTELS Sam Saker Project Member: Al MASSAH INTERNATIONAL Tajeddine Seif Project Member: MORGAN GROUP LTD. Amir Greiss Project Member: GLLS - Emil Date Date Date Date Date 17