Proposed Radisson Blu Hotel Project | Project Management Strategy

Briefing for proposed Radisson Blu Hotel

Introduction

For the purposes of this exercise, assume that this project is at the inception stage and the need for this project has only just been identified.

Briefing for proposed Radisson Blu Hotel

The derelict Hewlett Packard (HP) site near the Frenchay Campus of the University of the West of England (UWE) is to be demolished and replaced by a new nine-storey 150-room hotel in a major redevelopment project.

The development has been hailed a major revamp of the city’s north-eastern quarter. The development is being undertaken by a private development company (Redrose Development Ltd (RDL)) who intend to market the new hotel as a Radisson Blu Hotel. They are at present developing plans to enable them start construction a year from now.

Besides construction of the 150-room hotel, the project also encompasses an ancillary Gymnasium (1,400m2) and Conference/Banqueting facilities (1,200m2), and a multi-storey car park (250 spaces). It is the intention of the developer to achieve a BREEAM Excellent rating and make hotel and its operations highly sustainable.

Site

The site is a brownfield site (old HP factory), part of which was previously a burial ground with evidence of some crypts uncovered, and is bordered by a housing development, the Ministry of Defence (MOD) estate and the University campus. Unused land to the south of the site is also designated for future development of a stadium by a University of the West of England (UWE)/Bristol Rovers Football Club (BRFC) joint venture.

Location plans are shown by figures 1 & 2 below.

Scope

Your organisation has been appointed client-side Project Management consultant for this proposed project and you are required to develop a strategy for presentation to the client detailing how they can realise this project, the risks and how you will manage the project. The only information available to the client is estimated land cost (£7,000,000.00) and Demolition costs (£600,000.00) for the derelict building on the land. Make all other assumptions based on sound judgement and research. According to the client when doing your cost estimation you can assume the operational (life cycle) costs of a multi-storey car park is the same as an underground car park.

Your proposals should focus on tasks involved at the strategy phase of the project cycle and serve as a guide for the client to establish his project management organisation and strategy.

The Task

The task is to prepare a 3500 word (maximum) report and technical appendix of supporting documents (maximum of 5 pages).

A) REPORT (3500 words maximum) setting out the context and how to manage the key project issues and evaluating their interconnection with client objectives, stakeholders and theory.

1. Rationalise and justify the choices you have made in the context of: (1) funding and optimum value; (2) project timescale and sequences; (3) risk management; (4) organisational and communication strategy; (5) stakeholder management; and of theoretical concepts you have applied.
   
   
2. Full academic and technical references and case studies are needed to support your report.

B) APPENDIX (maximum of 5 pages) - Project execution plan (PEP) information which shows:

1. Funding choices/sources and value analysis i.e. a Whole life cycle costing with a cost-benefit analysis table which breaks down estimated costs and income for the project.

2. Linked life cycle programme (MS Project 2010 should be used).

3. Comprehensive risk register and risk management strategy table. The entries in the table should justify the rationale of the register priority and the management of risk. Also consider H&S risks.
   
   
4. A project organisational structure (identifying the procurement option) showing key roles/responsibilities and communication mechanisms to ensure effective management of the project.

5. Stakeholder management strategy based on identification of all relevant stakeholders and justification of their respective management strategies based on their relationship with the proposed project.