Essay about Project Management Regency Plaza

5104 Words Apr 13th, 2010 21 Pages
Table of Contents Page

1. Executive Summary (207 words)

2. Introduction (280 words)

3. Project Definition Phase (949 words)

3.1 Problems Encountered during the Project

4. The Project Manager (790 words)

4.1 Assessment of Kris Hodgkins

5. Risk Management (938 words)

5.1 Evaluating Risk Management

6. Miller’s Dilemma (821 words)

7. Final Discussion (398 words)

8. Conclusion (142 words)

9. Appendix

10. References

1. EXECUTIVE SUMMARY

Being a successful hotel operator, the Regency Hotel Group (RHG) has the experience, the resources as well as the capability of managing the Regency Plaza Project. So the question is, why has the project been dogged by various problems? From slow sales
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For instance; she had to decide on the number of units that would be offered when the project was completed.

From RHG’s perspective, obtaining the maximum profit from the 96 units would be deemed as a wise decision, whereas considering the duration and deadline of the project, choosing to build more units would be tedious not only in terms of planning and meeting deadlines but also with regards to cost in terms of materials. At the same time, one of the key strategies of the development was allowing buyers the option of customising their units.

As such, the decision to opt for more units is a core decision which would greatly affect the project’s main specifications whereby the rest of the specifications that follow would be affected as well.

Tasks and Responsibilities

As ambitious as RHG may be, following the concept development, they not only left key decisions but also the majority of the project responsibilities and decision-making power to Hodgkins.

However, this fact was not communicated to the rest of the project participants, resulting in many individuals influencing the project manager’s decision. RHG management had failed to organize the task and responsibilities in a systematic manner where there is proper information dissemination and a tight chain of command.

The management also failed to supervise and maintain a series of checks and control for the entire project.

It was also

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