Phoenician Management Team
RUNNING HEADER: Individual Assignment
Starwood: Project Management
Defining and organizing the project:
The senior management of Phoenician company in Phoenix, Arizona was involved in defining an ambitious $38 million spa and golf renovation program. They considered three options for the center for well-being spa
Of which the first option was seen as short-term fix, while the remaining two were viewed as having longer-term potential.
Since before any work activities start on the project, the project has to be defined; that work was successively completed by the Phoenician management team; and with assistance from Starwood field operations and corporate offices. The both together prepared an extensive analysis of strengths, weaknesses, opportunities, and threads to better understand the environment, which should define the project right away.
Planning the project
The corporate design and construction group developed architectural and engineering plans, as well as the work breakdown structure (which is an important part of the project plan) and diagrams showing the critical path for the possible project options.
Monitoring and controlling the project
The Planning process corresponds to the “plan” component. The Executing process corresponds to the “do” component. The Monitoring and Controlling process corresponds to the “check-act” component. The Initiating process starts the “plan-do-act-check” cycles. The Closing process ends them. It is the integrative nature of project management, which requires that the Monitoring and Controlling process interact with every aspect of the other process groups
Project monitoring and control is the key process in the project management cycle. Properly executing this process will contribute significantly to successful project completion.
Points to know
The decision to renovate the golf course and existing spa became not a question of whether to undertake the
Starwood: Project Management
Defining and organizing the project:
The senior management of Phoenician company in Phoenix, Arizona was involved in defining an ambitious $38 million spa and golf renovation program. They considered three options for the center for well-being spa
Of which the first option was seen as short-term fix, while the remaining two were viewed as having longer-term potential.
Since before any work activities start on the project, the project has to be defined; that work was successively completed by the Phoenician management team; and with assistance from Starwood field operations and corporate offices. The both together prepared an extensive analysis of strengths, weaknesses, opportunities, and threads to better understand the environment, which should define the project right away.
Planning the project
The corporate design and construction group developed architectural and engineering plans, as well as the work breakdown structure (which is an important part of the project plan) and diagrams showing the critical path for the possible project options.
Monitoring and controlling the project
The Planning process corresponds to the “plan” component. The Executing process corresponds to the “do” component. The Monitoring and Controlling process corresponds to the “check-act” component. The Initiating process starts the “plan-do-act-check” cycles. The Closing process ends them. It is the integrative nature of project management, which requires that the Monitoring and Controlling process interact with every aspect of the other process groups
Project monitoring and control is the key process in the project management cycle. Properly executing this process will contribute significantly to successful project completion.
Points to know
The decision to renovate the golf course and existing spa became not a question of whether to undertake the