VIP Banquet Project for Grand Lisboa Macau

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QMDS400 PROJECT MANAGEMENT|
VIP BANQUET PROJECT FOR GRAND LISBOA MACAU|

2012/11/30|

Contents
VIP BANQUET PROJECT FOR GRAND LISBOA MACAU0
1.Introduction2
2.Scope Planning4
2.1Purpose4
2.2Scope Management Roles and Responsibilities5
2.3Scope Statement5
2.4WBS And WBS Dictionary6
2.5Scope Control9
3.Resource Management9
3.1.1Gantt Chart9
3.1.2Critical Path10
3.2Resourcing Project11
3.2.1Available Resources12
3.2.2Vacation Days12
3.2.3Assign Resource To Each Activity (WBS)13
3.2.4Assign Resource To Each Activity (Gantt Chart)15
3.2.5Resource Histogram16
4Cost Management17
4.1Cost Management Plan17
4.2Use Microsoft Project For Project Budgets18
4.3Advantages And Disadvantages Of Bottom-up Budgeting For Projects20
5Quality Management21
5.1Quality Planning21
5.2Quality Assurance22
5.3Quality Control23
Reference24

1. Introduction

Nowadays, the gambling industry generates over 40% of the GDP of Macau. Macau has 34 casinos now and there is keen competition among them. In order to keep their competitive advantages, each casino tries best to create revenue.

We represent the group of the consumer relationship department of Casino Grand Lisboa. We are going to do a project about VIP banquet event to entertain our VIP. Before we start our project, we need to do some research.

Here is the background. Casino Grand Lisboa, as one of the most famous casinos in Macau, belongs to SJM Holdings Limited which is the holding company of Sociedade de Jogos de Macau, S.A. (“SJM”). The Group’s gaming revenue amounted to approximately 27.0% of total gaming revenue in Macau. As at 30 June 2012, SJM operated 17 casinos and 3 slot machine lounges, comprising more than 1,700 gaming tables and over 3,700 slot machines.

As we all know casinos earn their profits almost from gambling. According to the table below, we can see that more than 70% of the revenue comes from the VIP sector segment. And from 2009 to 2012, the amount of the VIP sector segment becomes larger and larger. What’s more, the amount of 2Q12 of the VIP sector segment is twice as much as the amount of 3Q09. So that the revenue of VIP club is the major part of casinos business.

Take the report of our casino to have further analysis. From the results below, the revenue of Casino Grand Lisboa had increased by 64.4% in 2011 comparing to the revenue of 2010. And in 2011, the revenue of VIP operation was 8,362 (HK$ million), which is nearly 75% of the total revenue.

In order to create wealth from those VIP members, in the third quarter of 2010 SJM opened high-vista VIP gaming rooms, on the 38th and 39th floors of the Grand Lisboa, with approximately 30 additional VIP gaming tables. In February 2011, the new Grand Lotus area for Premium mass market play was opened on the mezzanine floor above the main gaming floor. Both innovations contributed positive results in the six months ended 30 June 2011. However, in the following year, the revenue increases at the slow rate of progress, only 22.2%. Revenue from VIP club is still increasing. So VIP gamblers still plays an important role of the whole casino development.

During 2012, several remodeling projects at Casino Grand Lisboa have been undertaken to optimize the configuration of the gaming area. In the first half of 2012, increased capacity for VIP gaming was added on the second and 31st floors of the building, and additional gaming tables were moved to the main mass market gaming floor. Construction work is currently underway to create new VIP capacity on the 9th and 10th floors and to construct an additional stage for promotion and entertainment on the second floor.

Although we have made many projects on the gaming area to serve the current gamblers well, this may not obviously attract them to come frequently. In order to enhance VIP’s loyalty to our casino, we are going to...
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