Project Management in the Hospitality Industry

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  • 0:02 Project Management in…
  • 0:55 Understand Your Personnel
  • 1:44 Adapting Your Approach
  • 3:15 Lesson Summary
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Lesson Transcript
Instructor: Pranav Patel
This lesson will cover the various aspects of managing a project in the hospitality industry. The key is to modify your project management approach to take into account the unique aspects of businesses in the hospitality industry.

Project Management in Hospitality

When managing a project in the hospitality industry, it's important to understand what drives value in the industry, the personnel involved in the industry, and how your project management approach needs to change according to the industry. The key to successfully delivering any project is fully understanding the value the project will deliver upon completion. Since the hospitality industry is heavily customer-facing and service-oriented, the project delivery will typically focus on delivering value in this area. The project manager will have to ensure tasks directly related to these areas have a greater focus. This could mean placing your best resources to these tasks, completing these tasks first if possible, or adding extra governance to ensure these tasks stay on track.

Understand Your Personnel

Building on your understanding of the industry, the next critical piece to understand is your resources. A successful project can only go as far as the team members involved. It is important to understand the capabilities, strengths, and weaknesses of each person that will be involved in the project. Once you have evaluated the skill set and personality of the team, you can begin to drive in your value message. This is a very important step because personnel who believe in and understand the value of the project will be more fully engaged and also be able to understand when something is going wrong and can bring that to your attention. The greater effort you put in understanding your team, the better you will be at driving in that value message.

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