Most recovery effort on hotel and hospitality projects is spent on problems that were visible early. Scope on hospitality projects expands through small agreements made in isolation. It is written for people who have to make the wider project and portfolio delivery agenda work with the resources they already have. The programme is built to be used, and every section of hotel and hospitality projects it covers ends in something applicable. Benchmarking exercises repeatedly place the project and portfolio delivery capability among the areas with the widest performance spread. Participants gain a clear basis for measuring what hospitality projects has actually achieved. Improvement in hotel and hospitality projects stalls when it depends on one capable individual rather than a defined method. The teaching approach is deliberately practical: participants build a delivery plan for hospitality projects as they go. The closing exercise tests whether the participant's plan for this area of project and portfolio delivery survives a hostile question.
Expected Learning Outcomes
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Control change to hotel and hospitality projects so every variation has a price and a decision.
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Communicate the purpose of hospitality projects to those who have to comply with it.
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Agree the first three actions on hotel and hospitality projects that will be taken on returning to work.
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Track progress on hospitality projects by earned value rather than by activity completed.
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Document decisions about hotel and hospitality projects in a form that remains useful after the people change.
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Plan handover and benefit realisation for hospitality projects.
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Plan resource and capacity for hotel and hospitality projects against other commitments.
Who Should Attend
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Planners and schedulers building the timeline for hotel and hospitality projects.
