Managing Hospitality and Tourism Project

Submitted By: Amandeep Kaur Student ID: 274

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Table of Contents
Managing Hospitality and Tourism Project Ta"le o# $ontents T%eories& Models and $oncepts o# Project Management 'ast Planner ($ Principle o# Project Analysis $oncept and tools related to t%e Project management Project Kic+,start -ational Plan Multi Project Matc% .are Mind /ie. 0asecamp Microso#t Project Project Sc%edule De1elopment 2antt c%arts $ritical analysis: $ritical Pat% Analysis: Total 3uality management $ost 0ene#it Analysis TASK 2 P-678$T: 6P89I92 A SMA'' -8STA:-A9T Project and Project Management P-678$T Project Management P-6P6S8D P-678$T: 6pening a Small -estaurant Project o"jecti1es Possi"le approac%es to t%e project and t%e selected approac% #or t%e project: Traditional Project Management P-I9$82 8<treme Project Management $ritical $%ain Project Management Process,0ased Management 81ent $%ain Met%odology -esources and organisational issues Kno.ledge o# 8atery "usiness 0uilding =inancial -esources ! 2 4 4 ) * * * * 7 7 7 7 7 7 7 4 5 !; !; !; !; !; !! !! !! !! !2 !2 !2 !2 !2 !2 !2 !2

(|Page Menu Suppliers -ecruitment Mar+eting $ost "ene#it analysis o# t%e Project -e1enue 8stimation: =ood and 0e1erages cost estimation: $ost o# 'a"or 6ccupancy $ost: =inali>e t%e Analysis -is+ Identi#ication& Analysis& Pre1ention and Management !( !( !( !( !( !( !( !( !( !4 !4

A project ris+ analysis s%ould discuss t%e #ollo.ing concerns "e#ore t%e start o# t%e project: !4 -is+ Identi#ication =or Proposed Project: -is+s Analysis -is+s Pre1ention and Management Project Plan in Detail Project 9ote"oo+ Project Pre,plan Project Plan Project Implementation Project $lose,out Project Administration Statement o# t%e ?or+: M8AS:-A0'8 S:$$8SS I9DI$AT6-S: Planning P%ase: $ost 0udgeting -is+ Planning 8<ecution p%ase: $losing P%ase 81aluating Project Success -e#erences !4 !4 !) !) !) !) !) !) !) !) !) !* !* !* !* !* !* !7 !7

Murp%y P & Murp%y A & 2;;4& Strategic management #or tourism communities: "ridging t%e gaps& $%annel 1ie. pu"lications& :K !4 Pries K and @uingley 7 & 2;!(& Total @uality Management #or Project Management& Taylor and =rancis 2roup& :SA !4

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Task 1

Theories, Models and Concepts of Project Management

Project Management does not have many prominent theories. The Project Management theories consist of theory of management in conjunction with theory of project. Project is different from business as it is undertaken for a limited time period unlike businesses which are there to continue. The Project Management is about Planning, Organising and Controlling esources in order to achieve the specific goals. !n the theory of the project management a concept has evolved with the time called "ast planner. These concepts completely differ from the traditional project management. The last planner is used generally for the construction project and #crum is used in the software development projects.

Last Planner
"ast Planner is theory put forward by the $allard in %&&' in order to deal with the issues that generally come in way of construction project. (fter applying the results of e)periments carried out by him an improvement in the project management was seen. *e put forward a theory for the project management. This theory is different form the conventional project management in the following ways, Theory of Planning The last planner means that out of the categori+ed se,uence of planners it is the last planner who acts at the border of the e)ecution. The last planner does not focus on the whole planning process however it focuses on the detailed planning just before the e)ecution. There are three ways a task can be differentiated from the other in a last planner method. The tasks are based on Can, #hould and -ill modalities. The .should/ category task includes those tasks which are pushed from the higher planning levels. 0or those tasks which have a time hori+on of 123 weeks 4look ahead planning5 it is made sure that all the re,uirements are completed before the e)ecution and such tasks re categorised as .can/ tasks 4$allard, '6665.The difference between the basic method and the last planner is that in the basic method of the project management only the .should/ category is recognised i.e. it is the plan that only impulses the task to e)ecute. The other difference is that in last planner the organisation keep a list of task which are comprehensive to all the staff members so that if the staff members feels difficult to carry out one task they should be engaged with some other activity. The aim of this method is to prevent production loss. *ypothetically, taken, look ahead planning targets at arrangement of strategy and circumstances. .#hould/ represents the tasks in the plan, and .Can/ represents those tasks that realistically will be possible to start in the situation. Theory of Execution

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This method follows a weekly plan where the position manager along with the staff members selects the tasks for the ne)t week. The principle followed in this method is that the re,uirements for the task should be ready beforehand the task is started. This method differs from the conventional method in that the later method only authorisation is re,uired for the task e)ecution i.e. the manager will tell its staff members to start the task. Theory of Control This method includes the reali+ation rate of the tasks is measured, analysis of reasons for non2 reali+ation and then the removal of such reasons. -hereas matching progress with the performance baseline 4e)pressed in money or hours5 control is used in conventional project management, in last planner a metrics called Per cent Plan Complete 4PPC5 is used which is a scientific e)perimentation model of control. Theory of Project !n "ast Planner the central unit of analysis are the tasks. The philosophies used refer to the basic principles of the flow management even though they are not directly represented in it. !n this method both variability proliferation and needless conse,uences of variability are avoided in order to simplify the project. . The emphasis on plan comprehension reduces the threat of variability propagation to downstream flows and tasks reducing the e)tra collection of material on the site. Therefore, this method associates the flow and the transformation view in short term planning, e)ecution and control. *ence in "ast planner theories of planning, e)ecution and control are used in the management theories and also makes the use of conventional approach of management2as2planning in it. *owever, the "ast Planner makes the use of the flow and transformation models but does not use the value generation model in it.

3C Principle of Project Analysis

This is a framework that assists project managers to deal with various decision making problems. Though there is no one fi)ed way for decision making and process can be customised for the different companies, projects and situation but still this model guides through the process of decision making. The 1C principle states that any decision analysis process relies on the three main rules Consistency, Comprehensiveness and Continuity. %. The decision analysis process should be standardised to solve the similar kind of problems and tap on the similar opportunities in order to find a consistent way of decision making. '. Comprehensiveness7 ( comprehensive and detailed analysis of the business situation is important for the making decisions. 8ecision makers must be e,uipped with the complete information as incomplete information can push towards the wrong decisions. 1. Continuity7 The decision making is a continues process that keep refining the decision at all stages of the project. !t should not be used only in the discrete situations but should be used continually throughout the project e)ecution. 0urther this framework defines the following factors to be considered while decision making

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8ecision 0raming7 This is about the subjective judgement of an e)pert. (n e)pert makes the suggestion on the basis of his own beliefs. 8ecision 0raming is carried out by analysing the following factors. ecognising the possible problems and opportunities7 ecognising the problems and opportunities is critical for the decision making as if they are anticipated in the beginning, the situation will be more certain during the e)ecution of the project. 0or e)ample most common problem with projects is going over budget. (ssessing business situation7 The business situation is about assessing the business environment and predicting the constraints. The factors such as markets, prices etc. 8etermining #uccess Criteria7 This is very well the part of decision framing as one need to determine the objectives of the project for decision making at all stages of the project. !dentifying 9ncertainties7 The uncertainties that might encounter during the e)ecution phase will help in making the right decision. There can be many different types of uncertainties such as cost. :eneral (lternatives7 The alternatives should b considered in case there is problem. This begins with identifying what is fi)ed and cannot be changed and then the component where there is scope of change.

Concept and tools related to the Project management

!n order to manage, organise, plan and make an estimation of the resources a large number of software;s are used during the project. #uch software;s helps in planning and e)ecution of the tasks and also helps in making out an estimate, cost benefit analysis of the project 4Tom, '6%65. There a number of software;s which can be used during the real project and some of them are discussed over here7 There are three different types of the project management software available7 Client Server based. Web-based Integrated based. The 0ive Popular Project Management (pplications available are7

Project Kic !start

This is the most simplest of all the variations present and can be used -ord, <)cel , Outlook, PowerPoint and many other software;s.

"ational Plan Multi Project

Multiple projects, budgets and resources can be managed very easily with type of the software. :antt chart which is normally available at higher2end suites is included in this package.

Match #are Mind $ie#

!t has spread sheet2like layout which is very easy to use and its mind map option lets you see your project in visuals, reminiscent of brainstorming bubbles.

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%asecamp
!t is a low2cost web2based project management.

Microsoft Project
Microsoft Project offers a web interface and deep Office, Outlook and #harePoint integration and is one of the most common package uses these days.

Project &chedule 'e(elopment

#etting the schedule for project is important to define the divide the time for different activities of project. #cheduling helps in making decision on different aspect of the project. This provides with the information about the time take by different tasks and if they are interdependent. There are different ways to schedule the project. #ome of them are as follows7

)antt charts
The works are broken down and shown on a chart in form of bars representing the time taken by a particular task. This techni,ue is very popular, easy to understand and widely used techni,ue. *ence, this techni,ue will be used for this project. The chart can be comprehended easily by large segment of people.

Critical analysis*
Though using the :antt chart will be useful for this project but there are some issues to be addressed if this techni,ue is used. 8uring the project life cycle some errors might come due to7 :antt chart emphasis chiefly on schedule management and denotes only a part of the triple constraints i.e. cost, time and scope on projects. !f the project will e)ceed more than thirty activities then a :antt chart can become ,uite cumbersome for projects. (s :antt charts do not signify the project magnitude or the relative si+e of the tasks, hence it can result in miscommunication regarding the scale of a behind2schedule condition.

Critical Path Analysis*

!t;s a mathematical analysis of the interdepend activities of a project 48enis, '66=5. The author is making use of this software because of the following reason7 The author want to find out the activities which are dependent on one another so that he should finish up the tasks on which other tasks are dependent and can delay the one which are not important at the earlier stages i.e. it will help the project manager 4author5 to determine float and alack times. Critical analysis7 The drawback of using the CPM during the project is that it all depends on the estimates and the estimates are all done on assumptions which can differ during the real tasks while in e)ecution. (s it;s a very complicated method, the author has to very careful to calculate it correctly.

Total quality management

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The total ,uality management is about ensuring ,uality at the each stage of project or any other business process. This concept came into the e)isting because it was found that in order to ensure the ,uality of end product or result, the ,uality should be supervised at all the stages. (shely 4'66=5 states that the ,uality management is not just to promise the ,uality of the product or service but is have a wider definition. The total ,uality management in conte)t of project management deals with the doing things right first time. The key things are planning and communication. !f planning is done well with defining the obstacles, constraints and uncertainties strategy can be formed well in advance to deal with them.

Cost Benefit Analysis

This is a framework that helps to determine that if it is profitable to undertake the project. This framework provides with the costs and benefits of the project by listing them together. The cost benefit analysis is widely used model which helps in simplifying the decision making about starting a project. !n fact it is basic and beginning point to initiate a project. There is no point in undertaking the project which has more costs than benefits. This it gives an initial decision making point to the project. The cost analysis consists of assessing the both tangible and intangible costs. #imilarly both kinds of benefits are also considered. (dditionally the future value of benefits is calculates through various means available. 0or e)ample if bank loan is obtained on certain rate of interest value of money to be paid back to bank in future will be calculated. Though this very useful framework its shortcoming is that not all kinds of the costs can be determined especially intangible. 0or e)ample if a road is be constructed the cost of ruining the environment due to cutting the trees on the way cannot be determined. #imilarly, impact on the communities living around the project area cannot be determined.

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TA&K +

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P",-.CT* ,P./0/) A &MALL ".&TA1"A/T Project and Project Management

P",-.CT
Project can be defined in a different ways. <ach definition carries the vital characteristic of the project. The Office of :overnment Commerce have summed up all the vital and important features of a project and have given a definition of the project which states that a project is >a uni,ue set of coordinated activities, with definite starting and finishing points, undertaken by an individual or team to meet specific objectives within defined time, cost and performance parameters.; Project key features can be summarised as7 Temporary 4which has a starting date and a closing date5. proposed to attain definite results made of tasks which are not dependent on one another 8istinctive (n appliance of alteration supported by persons who work in different fields ?on2routine Often not certain and a degree of risk is always involved.

Project Management
The project proposal does not guarantee that the project will be successful. !n order to make project successful certain techni,ues need to be followed so that that there is proper plan and management of the project Project management can be defined as .The planning, supervising and control of the whole parts of the project, and the encouragement of all the members who are involved in the project to complete the objectives in a specified cost and on time 4#id, '66@5. ( project can most commonly be managed by common sense which most of the people are doing unconsciously. The project management is only an organised approach to complete a project. (s per Mike 4'66=5, there are number of people who believe that they know nothing about the project management but in reality the can be >accidental project managers; .The project management is an organised way of approaching a project and contains tools that aids in assessing and completing the project.

P",P,&.' P",-.CT* ,pening a &mall "estaurant

The proposed project is to open a small restaurant. This is been proposed to open in an area where there are few chicken and chips shops and takeaways in !lford Town in <ast "ondon (rea. The investors think that it will be good place to open family restaurant where people can spend their time with family. !nvestors are looking at the various pros and cons of this project and way to go about it. The restaurants are great way of making profit in hospitality industry provided that they are opened in suitable area and meet the needs of people living around. Thus aim of this project is to open a small restaurant having a family atmosphere where the table service will be provided to the customers and will speciali+e in the !ndian cuisine.

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Project objecti(es

Carrying out an assessment 0orming the restaurant concept !dentifying and complying with legal formalities (ssessing Market 0orming Marketing #trategy 0orming 0inancial #trategy

Justification for the roject This project is suitable to be undertaken for the purpose of this assignment as it will be begin from scratch. estaurants are integral part of hospitality industry. ( small restaurant can be source of supplementary revenue. The area in which it is proposed to open does not have any !ndian restaurant. This restaurant is critical from business point of view as members of community will get friendly place to spend time and enjoy the !ndian food. -orking on this project will give author an opportunity to e)plore the details and comple)ity of business world.

Possible approaches to the project and the selected approach for the project*
There are different ways by which a project can be approached which are listed below7 Traditional Project Management Critical Chain Project Management P !?C<' <)treme Project Management Process2$ased Management <vent Chain Methodology

Traditional Project Management

The traditional approach consists of five stages or phases that are !nitiation, Planning and design, <)ecution, Monitoring and Control and Closing respectively. This is the simplest and modest approach of other available approaches to project development. !n this approach the phases follow a predefined se,uence. This model seems ,uite simple but can also become comple) at times.

P"0/C.+
The P !?C<' approach is a task driven approach that progresses in a very controlled environment. The whole project is divided in the phases. The focus is on accomplishing the task within decided time and budget. Thus the project is undertaken under strict supervision.

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.2treme Project Management

*uman elements are focused in this type of project and in comparison to the traditional approach it is more open and more compatible for the multifaceted and ambiguous projects.

Critical Chain Project Management

This method stresses on the fact that the resources should be used in a very effective way. Out of all the se,uence of tasks the one which has the longest se,uence is called as the critical path and in this methodology task order and scheduling are given very little importance and all this done as per the Parkinson;s "aw, which e)plains that .<ffort enlarges so as to plug the period available for its accomplishment./

Process!%ased Management
(ny project which has group of small task which are not dependent on one another can use this type of approach. This approach differs from the traditional approach where the tasks are in a more organised manner. !n this the project is break down in a number of tasks and a process based approach is followed so as to increase the fle)ibility in the project.

.(ent Chain Methodology

!n this type of approach events are given more importance and are mostly applied for unclear projects where such thing can be e)pected during the project. Project a roach selected! Traditional " roach

The traditional approach is best suitable for this project as it is simple to understand for a beginner. The project can be divided in phases and these phases can be e)ecuted in the defined se,uence which would be best approach for the proposed project. The traditional approach can be used for any kind of project and also is a common methodology for the project development.

"esources and organisational issues

Kno#ledge of .atery business
$efore commencing the project, it must be known that how restaurant operates. Anowledge is very important resource as lack of knowledge can cause crisis in middle of project or wastage of other resources. Thus project manager must gather all the information about functioning of restaurant.

%uilding
( small building in the town centre is been proposed for the locating restaurant. !t will be leased for this purpose from an <state2(gent.

3inancial "esources
0inance is lifeline for project. The finance will be obtained form bank loan. There are some conditions that must be fulfilled to get sanction from bank. #ome of them are business plan, trade calculation and break even point.

Licence and Certifications

!n order to open a restaurant in 9A, the premise must b registered with the <nvironmental *ealth #ervice at the local authority 4%ttp:AA... #ood go1 u+5. (dditionally a licences will be needed to sell hot cold food and alcohol.

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Menu
8eciding the menu is also very important for the business as it about the products that will be sold in the restaurants. This is the main factors on which success and survival of business depends. Thus deciding menu will be done by consultation with some known chefs and restaurant owners.

&uppliers
0inding right and reasonable suppliers that can supply !ndian grocery used in the dishes is one of the tasks to be done before opening restaurant. This will decide the cost of product and hence determine the selling price.

"ecruitment
#ince it;s a small restaurant about five people will be needed to run it. Two chefs and three to four assistants will be ade,uate in beginning. This will be done with the help of family and friends.

Mar eting
Marketing will include advertising about the newly opened restaurant. This will be advertised as only !ndian restaurant in the town. "eaflets and flyers will be main form of advertisements. The leaflets will be distributed at the crowded places.

Cost benefit analysis of the Project

Cost benefit analysis is carried out to determine that benefits will be more that cost of project or not. This is done in preliminary part of the project. Cost benefit analysis consists of listing all costs and benefits of the project and then comparing them for the result. 0ollowing is the cost benefit analysis of proposed project.

"e(enue .stimation*
(t this stage assumptions and predictions can be done on the basis of number of customers e)pected to visit the restaurant per day. The food and drinks bought will be estimated and revenue generated is noted down to compare it with the cost of setting up and running restaurant.

3ood and %e(erages cost estimation*

!n order to calculate each menu item profit, the cost of the good is subtracted from the generated evenue. The cost of goods percentage is the cost of the owner cost of the item divided by the cost paid by the customer. 0or e)ample if the making cost of a dessert is B' and the selling Price is B%6, then '6 C will be the cost of goods percentage.

Cost of Labor
This includes all the cost paid to the staff members.

,ccupancy Cost*
(s for this project, the building will be leased, so leasing e)pense has to be calculated alog with other e)penses like council ta) etc.

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3inali4e the Analysis

Once all this is done the manager will look at the e)penses and will take it away from the revenue generated and will make the cost benefit analysis to make sure that the project will be a profitable one.

"is 0dentification, Analysis, Pre(ention and Management

A project ris analysis should discuss the follo#ing concerns before the start of the project*
The things which can go wrong during the project. To what e)tent it is possible that such things can happen during the project. -hat will be the impact of all such happenings on the projectD *ow all such happenings can be prevented and if by any means they happen what can be done to correct them.

"is 0dentification 3or Proposed Project*

There can be lot of risks involved with this type of the project7 The hired staff might not have re,uired skills. isk that the People involved in the project ,uitting on the project involved There is a risk that the suppliers won;t supply the things on time. There is risk of delayed interval of time in getting the permission from the legal authorities. There is a risk of delaying of the e,uipment;s re,uired for the business. There is a risk of wrong assumption about the business.

"is s Analysis
The risks should be analysed in the project plan model table and should have the following things enlisted in it7 The potential risks should be listed in the table. <ach risk should be allocated a possibility of % to %6 where %6 is high and % is the minim ( score should be given to each score.

The manager should plan ways by which such happenings can be prevented and if by any means they happen what can be done to correct them. Consideration and more detailed planing should be considered for risks which carry the highest score.

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"is s Pre(ention and Management

!n order to prevent such risks to happen during the project, the manager should make a risk analysis at the start of the project and should come up with the alternatives to prevent or correct such happenings. 0or e)ample if the wholesalers don;t deliver the items in time then there should be some penalty fees for that or there should always be another wholesaler who can provide the stuff for the restaurant.

Project Plan in 'etail

Project #oteboo$ The overall project presentation has been given below7

Project Pre!plan
%ac$ground infor&ation Custo&er data Third- arty data 'vendors( su liers( etc.)

Project Plan
State&ent of Wor$ 'S*W) Wor$ %rea$do+n Structure 'W%S) *rgani,ation-res onsibility charts Schedule data %udget-ca ital lan .is$ &anage&ent

Project 0mplementation
/eetings 'agenda-&inutes) Tea&-&anage&ent-custo&er-third arty rogress re orts Custo&er change re0uests-decision &atrix issue resolution for&s-re orts

Project Close!out
1inal evaluation of &easurable success indicators Close-out &eeting 'agenda-&inutes) 1inal roject re ort .eference letters 2essons learned Contractual docu&ents Invoices Ex enses Corres ondence Contact log

Project Administration

&tatement of the 5or *

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The aim of this project is to open a small restaurant having a family atmosphere where the table service will be provided to the customers and will speciali+e in the !ndian cuisine. This project will aid the project manager to have a source of supplementary revenue and will provide him with an authority to make his personal choices and think by himself about his financial future carrier. This project will provide members of the community a friendly place to dine have a get together .

M.A&1"A%L. &1CC.&& 0/'0CAT,"&*

!n order to determine that a project is successful certain measurable success indicators like schedule e)pectations, cost and ,uality are used. The present project is assumed to get complete in si) months period with a budget of B%%666.

Planning Phase*
-ork breakdown #tructure7 Once the -$# has been done, the project manager will assign specific tasks to the specific members of the team. (fter this phase, the project manager will make use of :antt chart and critical path analysis in order to manage the schedule and to find out the dependency of the activities.

Cost %udgeting
Cost $udgeting includes assigning total cost estimations to specific work items so as to create a cost baseline for assessing project performance. The project manager along with other team members will then create a time2phased budget with the help cost estimation tools, cost budget, work breakdown structure and the project schedule. The performance of the project will then be monitored with the help of this time2phased budget.

"is Planning
!n order to prevent risks to happen during the project, the manager will make a risk analysis at the start of the project and will come up with the alternatives to prevent or correct such happenings during the project. 0or e)ample if the wholesalers does not deliver the items on time then he will arrange some other alternatives like there will always be provision for another wholesaler who can provide the stuff for the restaurant .

.2ecution phase*
Once the planning phase is over, the project manager along with other ream members will e)ecute the project. !n this phase, the project manager will build the physical project deliverables and present them to its stakeholdersr for signoff. The Project Execution Phase is usually the longest phase in the project life cycle and it typically consumes the most energy and the most resources.

Closing Phase
(t the close out phase of the project, the manager will make sure that measurable success !ndicators and all project deliverables have been accomplished.

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.(aluating Project &uccess

The project manager will take the following steps to make sure that the project is a successful project 4 <li+abeth , '6%65. The project manager will make sure that all the stakeholders and customers are satisfied with the project. The project manager will ask all the stakeholders if they are satisfied with the project or not. !f the stakeholders are not satisfied then the project manager will make the updates as re,uired for the project in order to make it successful project. The project manager will evaluate whether the objectives set for the project were achieved or not. 0or this the project manager has to ask the stakeholders whether their needs are satisfied by the project or not. There are two things if the needs of the stakeholders are not satisfied. 0irst there were not enough resources for the project and the second that the objectives were not clear before the project. The project manager will assess weather the products has been accepted by the end user or not. !f the product is not accepted by the end user then the project will ask the end users for the necessary change they want in the product. The only thing which dictates that the project is a successful project is the acceptance of the product by the end users and their fre,uent use. The final delivery of the project will be evaluated by the project manager. The project manager will find out with its stakeholders whether the delivery went smoothly throughout the whole project. $y smooth delivery it means that all the stake holders were able to implement the results ,uickly. The project manager will evaluate whether governance re,uirements are met or not. (chievements of such re,uirements mean that one of the successful project objectives has been achieved. The project manager will evaluate whether all the stakeholders are benefited from the project. The project will ask all the stakeholders if the project has generated profit for its employees and the business. #uccessful projects create noticeable benefits.

"eferences

(hley,

4'66=5. Total Euality Management. "ondon7 authorhouse. PFF to =1

$allard * 4'6665. The "ast Planner #ystem of Production Control. london7 birmigham. P'' to @3. (vramidou, ? 4'66%5. Application of Quality Assurance Systems in the Rehabilitation of the Architectural Heritage. =th !nternational Conference on !nspection, (ppraisal, epairs G Maintenance of $uildings G #tructures, %%2%1 #ept '66%. ?ottingham, 9nited Aingdom

8enis, P 4'66=5. $uliding ( -ork $reak 8own #tructure. ?ew Hersey7 (uerbach. P%%23&.

0ield M. and Aeller ", %&&I, Project Management, Thomson "earning, 9A

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Aloopenborg T., '6%', Contemporary Project Management, 'nd <dition, #outh Cengage "earning, 9#(

Murphy P., Murphy (., '663, Strategic management for tourism communities: bri ging the gaps, Channel view publications, 9A Pries A. and Euingley H., '6%1, !otal Quality Management for Project Management, Taylor and 0rancis :roup, 9#( eyers, H 4'6615. isk and "iability for Consultants (dvising on the $uilt *eritage. Structural Sur"ey, '%4%57I2%@ eyers, H. and Mansfield, H. 4'66%5. A Practitioner Perspecti"e on Ris# Management in Conser"ation Refurbishment Projects. CO$ ( Conference Papers 0rank 8., '6%', $ifferent Approaches to the Project Management http7JJwww.e)aminer.comJarticleJdifferent2approaches2for2project2 management, K(ccessed on %'J%6J'6%1L

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