Recover tourism destination projects when it is behind, without pretending it is not.
Managing Tourism Destination and Attraction Development Projects
An applied course in tourism destination projects built around the decisions practitioners actually face.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Projects involving tourism destination projects are rarely late all at once; they are late a day at a time. Stakeholders withdraw support for the wider project and portfolio delivery agenda quietly before they withdraw it formally. Content is organised around the decisions practitioners actually face in this part of project and portfolio delivery, not around theory headings. What blocks progress on tourism destination projects is usually unclear ownership rather than unclear intent. It suits anyone whose decisions touch the project and portfolio delivery discipline, in large organisations and small ones alike. Cases are chosen to expose the trade-offs in the project and portfolio delivery capability rather than to illustrate ideal conditions. Mature organisations treat tourism destination projects as a standing capability rather than a project that finishes. They gain the ability to sequence improvements to this area of project and portfolio delivery in an order their organisation can absorb. It closes by agreeing the smallest change to the wider project and portfolio delivery agenda that would make a visible difference.
Expected Learning Outcomes
Plan resource and capacity for tourism destination projects against other commitments.
Define the scope of tourism destination projects precisely, including what is explicitly excluded.
Build a concise delivery plan for tourism destination projects that colleagues can follow without further explanation.
Draw practical lessons from failures in tourism destination projects without assigning blame that suppresses reporting.
Track progress on tourism destination projects by earned value rather than by activity completed.
Set a realistic target state for tourism destination projects and a defensible route to it.
Who Should Attend
Client and stakeholder representatives monitoring tourism destination projects.
Technical staff being prepared for supervisory responsibility over tourism destination projects.
Members of committees that take decisions affecting tourism destination projects.
Planners and schedulers building the timeline for tourism destination projects.
Project managers responsible for tourism destination projects.
Cost engineers and project controls staff on tourism destination projects.
Course Modules
Tourism destination projects: governance, gates and decision rights
2 sessions · 8 pointsSession 1Handing over tourism destination projects and proving the benefit
- Set the change control process for tourism destination projects and require cost and time impact.
- Measure progress on tourism destination projects by value earned, not tasks ticked.
- Define how the benefit from tourism destination projects will be measured after closure.
- Build reporting on tourism destination projects that surfaces problems while they are small.
Session 2Estimating tourism destination projects without anchoring on the answer wanted
- Reduce the variation in how tourism destination projects is carried out between teams.
- Define acceptance criteria for each deliverable of tourism destination projects.
- Benchmark the organisation's tourism destination projects against comparable operations.
- Confirm that reporting on tourism destination projects reaches the people who can act.
Tourism destination projects: change control and variation
2 sessions · 8 pointsSession 1Recovering tourism destination projects when it is behind
- Prepare the recovery plan for tourism destination projects before it is needed.
- Rank the weaknesses in tourism destination projects by consequence rather than by ease of fixing.
- Manage supplier performance on tourism destination projects against contract, not goodwill.
- Prepare the response for the most likely failure in tourism destination projects.
Session 2Building the method for tourism destination projects step by step
- Agree the indicators that will show whether tourism destination projects is improving.
- Estimate the resource tourism destination projects requires to run as designed.
- Identify the data already collected that bears on tourism destination projects.
- Establish the boundary of tourism destination projects and record what sits outside it.
Tourism destination projects: procurement, contracts and suppliers
2 sessions · 8 pointsSession 1Decision gates on tourism destination projects that can actually stop it
- Hold a lessons session on tourism destination projects while memory is accurate.
- Register the risks to tourism destination projects with owner, probability and impact.
- Compare resource demand from tourism destination projects against other commitments.
- Identify the critical path through tourism destination projects and the float elsewhere.
Session 2Getting other functions to support tourism destination projects
- Set out the decisions in tourism destination projects that require sign-off and by whom.
- Archive the decision record for tourism destination projects so successors understand it.
- Agree the smallest change to tourism destination projects that would be visibly useful.
- Define the decision gates for tourism destination projects and what evidence each requires.
Tourism destination projects: handover, benefits and lessons
2 sessions · 8 pointsSession 1The cost of tourism destination projects and how to present it
- Agree the escalation threshold for tourism destination projects in advance.
- Write down the assumptions underpinning the approach to tourism destination projects.
- Verify six months later that changes to tourism destination projects have held.
- Test the procedure for tourism destination projects against a realistic scenario.
Session 2Pricing every change to tourism destination projects
- Prepare the summary of tourism destination projects that senior management will read.
- Review at each gate whether tourism destination projects should continue at all.
- Plan handover of tourism destination projects to the team that will operate it.
- Anticipate the objections tourism destination projects will raise and prepare the answers.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.