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Table of Contents
1. INTRODUCTION ...............................................................................................................1
2. CORPORATE STRUCTURE............................................................................................1
2.1. CORPORATE MISSION STATEMENT .........................................................................................1
2.2. CORPORATE PROJECT MANAGEMENT PHILOSOPHY ................................................................1
2.3. OPERATING CONCEPTS ...........................................................................................................5
2.4. ORGANIZATION CHARTS.........................................................................................................7
2.5. CORPORATE POLICIES AND PROCEDURES ..............................................................................8
3. TECHNICAL SERVICES..................................................................................................1
3.1. TECHNICAL SERVICES MISSION STATEMENT ..........................................................................1
3.2. OBJECTIVES ............................................................................................................................2
3.3. SCOPE OF SERVICES ................................................................................................................5
3.4. ORGANIZATION CHART ..........................................................................................................6
3.5. JOB DESCRIPTIONS .................................................................................................................7
3.6. HOTEL CLASSIFICATION .......................................................................................................58
3.7. MANAGEMENT AGREEMENT.................................................................................................60
3.8. TECHNICAL SERVICES AGREEMENT .....................................................................................61
Table of Contents
5.8. BUDGET CONTROLS..............................................................................................................46
5.9. GLOSSARY OF ARCHITECTURAL/TECHNICAL TERMS ...........................................................49
5.10. PROJECT COMPLETION REPORT ............................................................................................63
7. CONSTRUCTION ..............................................................................................................1
7.1. INTRODUCTION .......................................................................................................................1
7.2. PRELIMINARIES/MOBILIZATION..............................................................................................2
7.3. SUBSTRUCTURE ......................................................................................................................5
7.4. MOCK UP ROOM.....................................................................................................................7
7.5. SUPERSTRUCTURE ................................................................................................................19
7.6. INTERIORS ............................................................................................................................22
7.7. MEP.....................................................................................................................................34
7.8. LANDSCAPING DEMOBILIZATION..........................................................................................38
9. PRE-OPENING ORGANIZATION..................................................................................1
9.1. HOTEL GENERAL MANAGER ..................................................................................................1
9.2. PRE-OPENING OFFICE .............................................................................................................3
9.3. PRE-OPENING ACTIVITY SCHEDULE .......................................................................................5
9.4. SITE SIGNAGE .........................................................................................................................7
9.5. HIRING SCHEDULE/STAFFING GUIDE ......................................................................................8
9.6. PRE-OPENING TEAM LIAISON ...............................................................................................10
PROJECT MANAGERS MANUAL
Table of Contents
9.7. PROJECT FAMILIARIZATION WITH PROJECT MANAGER ........................................................11
9.8. HAND OVER SCHEDULE/FOOD & BEVERAGE .......................................................................15
9.9. OUTLET OPENING TIMETABLE/FOOD & BEVERAGE .............................................................16
9.10. HAND OVER/FOOD & BEVERAGE .........................................................................................17
9.11. AREA SETUP/FOOD & BEVERAGE.........................................................................................18
9.12. PROJECT FAMILIARIZATION WITH PROJECT MANAGER ........................................................19
9.13. HAND OVER SCHEDULE/MATERIALS MANAGER ..................................................................22
9.14. PRE-OPENING TRAINING STRATEGY.....................................................................................23
9.15. TRAINING ACTIVITIES ..........................................................................................................25
9.16. PROCUREMENT/STORAGE .....................................................................................................27
9.17. PRE-OPENING BUDGET .........................................................................................................29
9.18. HOTEL SOFT AND GRAND OPENINGS ...................................................................................34
9.19. LICENSES ..............................................................................................................................35
12. EPILOGUE..........................................................................................................................1
PROJECT MANAGERS MANUAL
SECTION 1 - INTRODUCTION
The Project Managers Manual has been prepared to assist and guide Hyatt Internationals
Project Manager/General Manager in all technical aspects of a hotel development, from its
inception to final completion.
This manual has also been compiled as an introduction for newly appointed Project Managers to
become familiarized with the scope of work and the sequence in which a project is developed. It
will explain the support provided by Hyatt International Technical Services to ensure all parties
compliance to Hyatt Internationals Design Standards and Criteria while guaranteeing a
successful completion and handover to the appointed hotel management team of the project.
Our philosophies of new hotel development specifically outline the need to thoroughly research
and study the market in which we intend to develop a new hotel. Therefore, our design criteria
for architecture, interior, and MEP design concepts and equipment specifications need to be
custom tailored based on the results of such research. Compliance to and integration into local
customs, culture, community pride, heritage, laws and regulations will remain priority in all new
developments. Also, care will be enforced that the development of the new hotel is responding to
the markets long term needs while maintaining harmony with the local environment and site
topography.
Therefore, when studying this manual it is understood that contents and specific guidelines may
vary from one project to another; it may be necessary to adjust the information to the individual
requirements of the project in question. As project owners/developers, financing, structure
design team members, and contractors are invariably different from project to project, the
contents of this manual will have to be adjusted to the individual projects needs, a process
during which the Project Manager will be guided and supported by the Technical Services
executives in the corporate and area/ regional offices throughout each project term.
Table of Contents
Employees
Qualifications, management skills, and dedication to the profession and company commensurate
with the highest standards in the industry are prerequisites for the Project Manager to
successfully implement the Hyatt International Project Management strategies. A comprehensive
program designed to develop potential candidates from within the company will ensure
continuity in the availability of qualified Project Managers.
Recruitment, selection programs, and employment packages will be extended to recruit
entrepreneurial employees who have the spirit and business acumen to effectively manage
projects in any location, and to the highest possible standard as per Hyatt Internationals
Philosophy and Design Standards.
Our people help to set us apart from our competitors and the selection of the right individuals is
crucial to the success of this management approach. We are committed to progressively upgrade
our employment packages to attract the highest caliber people available in the industry. Training
will ensure that each individual has the opportunity to acquire the knowledge and skills
necessary to perform his/her duties to commensurate with our operational standards.
Product
We are committed to operate hotels and resorts in which:
local community pride and the spirit of its people is embodied while maintaining
harmony with the existing architectural environment and specific site conditions
a hotel environment was created that will meet todays needs and those for years to
come
we economically answer the investors first cost and satisfy Hyatts competitive
business posture
departments are independently profitable and are market orientated
food and beverages are served in an environment which is unique and has the highest
standards of service and quality in its category.
Thus, Hyatt Internationals Philosophy of studying, designing and building each new hotel in a
custom-tailored fashion will be strengthened by the above criteria. Our philosophy will help to
ensure that each project is complementary to its surroundings, is an enhancement to its location
and is a reinforcement to the image of Hyatt International Hotels.
Technology
State-of-the-art technology and computerization will be used to maximize potential, reduce paper
flow, improve efficiency and communication. This will enable us to create and design unique
and interesting concepts which respond to todays and future market needs. New back of the
house systems will be implemented to support the approach of entrepreneurial management so
vital in todays increasingly competitive market with emphasis on strengthening guest support
services, a more economical staffing structure and better energy and other cost related
management strategies.
Service
A philosophy of decentralized, free-standing profit centers and flexible job functions will
improve our efficiency and provide fast guest service which, when coupled with increased
training, will enhance our reputation for providing the best services in the industry and in the
local market.
Employees will be selected more for their friendly and positive personalities than their technical
skill in service. Comprehensive training programs will provide the technical skills necessary for
them to perform their duties. Their behavior towards the guests will become less formal and will
be aimed at creating a more friendly and relaxed atmosphere.
Knowledge and efficiency of Project Managers will be raised to a level where Hyatt
International will be recognized as the undisputed leader among international hotel management
companies in the technical support field, by the quality and efficient services provided to our
hotel owning companies:
during the design and construction stage of the property by providing timely and
professional technical assistance
in the management of operational hotels, safeguarding and enhancing the Owners
investment
in ensuring optimum profitability of the operation by providing the most cost
effective management of utilities through the introduction of high technology energy
management systems and through the implementation of cost effective building and
equipment maintenance procedures.
Profit
As real estate prices increase and Owners expectations of a return on their investment are
higher, it becomes crucial that the Technical Services support to the Owner/Developer includes,
at an early stage, project criteria, specifications, total investment breakdown while concluding a
sound guaranteed fixed price/time design and construction agreement; this protects the Owners
risk and exposure to potential investment overruns. A new hotel management profit awareness
and entrepreneurial approach is required, which will lead to our restaurants and bars becoming
competitive with other food and beverage operations in the local market. By decentralization of
the various Hotel Departments, and accounting for each area as a separate profit center, each
department will be expected to operate profitably. Wherever possible, overhead expenses will be
charged to the respective section so that a realistic assessment of its performance can be made.
For example, the teams of Outlet Managers and Chef de Cuisines will be made responsible for
their results and rewarded by creatively designed incentive schemes, commensurate with
performance and increased managerial responsibility.
Global labor legislation is strengthening employee protection and employment packages,
employees are better educated and more aware of their rights, and labor costs are increasing.
Training methods will become more sophisticated to raise productivity and reduce staffing
levels.
Employee turnover will be carefully planned to reduce payroll costs, and creative incentive
schemes based on productivity and widened managerial responsibility will be encouraged. Better
career prospects will be the reward for success, maximizing the use of our trained personnel.
The impact of increased profit potential in Hyatt International hotels worldwide cannot be
overemphasized. By the direct allocation to the individual profit centers of operational costs
incurred in the repair and maintenance of furniture, equipment and occupied space, as well as
consumption of utilities such as lighting, cooling, heating, hot and cold water will result in the
Head of Department becoming more actively aware of these key operating expenses.
This Project Managers Manual has been designed to be a working guide for our personnel in the
field who have to work independently and without direct supervision to achieve the established
criteria and to successfully hand over a Hyatt Hotel to the management team. The innovation of
this approach, and the technology associated with it, will inevitably result in on-going
modifications, changes and further development of standards, procedures and practices.
Every member of Hyatt Internationals Management Team is encouraged to notify the Corporate
Technical Services Department through appropriate channels, of suggested improvements which
may assist in achieving our objective of becoming the industry leader in effective Hotel Project
Management.
Pre-opening Manuals
Pre-Opening Personnel Manual
Pre-Opening Training Manual
Pre-Opening Food and Beverage Manual
Pre-Opening Materials Management Manual
Pre-Opening Rooms Manual
Pre-Opening Marketing and Sales Manual
Pre-Opening Finance and Accounting Manual
Pre-Opening Engineering Manual
Management Modules
Personnel Management Module
Training Management Module
Food and Beverage Management Module
Materials Management Module
Rooms Management Module
Take-Over Manuals
Finance & Accounting
Engineering
Computer Manuals
IS Managers Guide
Users Manual
Training Manuals
Personnel
Training
Food & Beverage
Materials Management
Table of Contents
3.2. Objectives
The Technical Services Departments support of the companys objectives to develop some of
the best hotels worldwide within the market requirements, represents a new era in quality
designed hotels, and responds to Hyatt Internationals Management Philosophies, Operating
Concepts and Mission Statement.
The development of a comprehensive set of design criteria/tender documents supporting all of
the design disciplines in the design development of a hotel (including prototype drawings
incorporating the companys management philosophies and operating concepts) has increased
our credibility with Owners and developers worldwide. The Technical Services Departments
support has enabled our respective developers to undertake a project on a fast track basis, and
enter into a fixed price/time construction agreement within a period of 120 days from project
inception, vs. ten to eighteen months previously required for an equivalent procedure. This
results in substantial savings in project cost, and supports our strategy of widespread and high
quality hotel developments.
To further contribute and support the companys development process and accelerate the number
and quality of new hotels the company will be awarded, the following objectives have been set
for the department:
The use of a comprehensive database program which enables us to develop FF&E specifications
tailored to the individual needs of each of our new projects worldwide. This program will be user
friendly, interactive, and supported by a source bank that will achieve a feasible purchasing
process within the financial framework of the project backed, by a monitoring system on a
regional basis controlled by the Corporate Office.
The installation of a computer design facility which will enable us to expedite our design support
to the respective designers of our projects worldwide.
The identification of a worldwide network of designers through which Hyatt will monitor the
rehabilitation and upgrading of our operating hotels.
To ensure that all hotel projects are designed, built and maintained in compliance
with the companys design standards and criteria and according to its policy and
procedures.
To carry out a continuous comprehensive training program on all aspects of the
departments various job functions for the Corporate Office and the field personnel.
Marketing
1. To obtain presentation material for the Contractors or Consultants for use in marketing
activities.
2. To assist in conducting site tours of the project during construction.
Employee Handling
1. To appoint site staff as necessary to assist in site inspection.
Administration
1. To submit regular monthly reports to the Owners and the Director of Construction on the
progress of the works.
2. To prepare end of job report
3. To establish and monitor record keeping procedures for all documents received and
issued for the project.
Occasional Duties:
1. To undertake any additional duties assigned by the Director of Construction.
6. To compile and issue the Hotel Equipment Standards Book and liaise with the Divisional
Office on table top specifications.
7. To provide support guidance to the Uniform, Graphic, and Signage consultants.
8. To direct Project Managers assigned to the various hotel projects as defined in the Project
Managers Manual.
9. To coordinate schedules of the hotel's handover from the contractors to Hyatt
International Project Manager.
10. To provide organizational guidance for the punch listing of all areas to be handed over to
the Hyatt International Project Manager from the Owners/contractors, and the follow up
on the deficiencies and their correction.
11. To request and collate project related surveys to support design development.
12. To request and review General Managers Questionnaire to improve future design
development or equipment specifications.
13. To carry out site inspections and/or coordination meetings as required.
14. To provide expertise and advice on selection and implementation of hotel management,
low voltage and other operating systems.
15. To assist in the guidance, explanation and updating of the Design Standards and Criteria
volumes.
16. To attend brainstorming sessions for new projects in conjunction with other Technical
Services Directors.
Marketing
1. To evaluate Technical Services, Infrastructure, Food & Beverage, and Marketing Surveys
and ensure the Design Brief represents their findings.
2. To constantly research for new technology to ensure up to date design specifications are
being used.
3. To be informed on latest marketing trends and to ensure new project designs represent
market requirements.
Employee Handling
1. To interview and recommend Project Managers and other departmental personnel as
required.
2. To evaluate Project Managers performances as per Hyatt International Corporation
policies and procedures where applicable.
3. To recommend salary increases for the department in conjunction with employees
performance evaluation and corporate salary guidelines to the Vice President, Technical
Services/Senior Vice President - Division.
4. To analyze, develop and implement training requirements for the department.
5. To perform M.O.R. related inspections as described in the Project Managers Manual.
6. To conduct induction programs for Project Managers, as applicable.
To review and coordinate millwork shop drawings for public and BOH areas for
compliance with the approved layout and specifications, and ensure all equipment as
listed in the HESB has been incorporated into all shop drawings.
2. FF&E
To familiarize himself with and monitor the scope of FF&E as determined in the
contract documents. Will evaluate and review all tenders and quotations for quantity,
quality, and price. Will assist the Owners/developers in bringing the entire FF&E
package into established budget, and only authorize purchases when this has been
achieved.
To present the developer or his nominated representative with the FF&E/OE.
Purchasing Recommendation Book (Hotel Equipment Standards Book), brief him on
its contents, provide all necessary explanations and offer assistance in research in the
local and international marketplace through his expertise of hotel equipment and
assist with bid documents, choice of materials, etc. Will ensure that all items in the
books are purchased, and follow up on production/delivery schedules, established for
all orders and schedules receiving, installation, distribution and inventory taking of
all items. Will coordinate with hotel management on such topics as guest room
equipment, special food and beverage equipment, etc. and the equipment distribution
system.
To review the Back of House hotel equipment supplier's proposals and in
coordination with HIC will approve or reject suggested equivalents where the
originally specified items are not available.
To schedule and conduct with the area specialist and interior designer a table top
presentation meeting as specified in the Project Manager's Manual and reports on all
selections to the Director of Operational Planning.
To monitor all progress, development and quality control on site. Will supervise
installation of all furniture, furnishings and equipment, including kitchen and laundry,
reports back on any abnormalities/deviations from approved plans and specifications
to Hyatt and suggest alternatives if possible.
To set up control systems and storage facilities for all incoming operating and hotel
equipment, ensures its compliance with Hyatt specifications for quality and quantities
as previously approved.
To assist management after the hotel opening in compiling a FF&E opening
inventory, complete with location of equipment, specifications and given codes,
based on Owner's purchase orders and receiving records.
Administration
1 To channel all communications not related to his technical scope to the area/regional
office, or to the Corporate Office.
2. To prepare a monthly status report as specified in the Project Managers Manual to the
Owner/developer and the Corporate Office.
3. To report/liaise with the area/regional offices on projects, operation related matters as
directed by the Vice President Technical Services.
Occasional Duties:
1. To carry out additional job assignments and duties as may be requested from time to time
by the Director of Operational Planning/Vice President - Technical Services.
13. To assist the Interior Designer with a design brief, sketches, and suggestions on
functional layouts.
14. To review and approve Phase I Preliminary Presentation for interiors.
15. To assist the Interior Designer in developing Phase II design documents.
16. To review and approve interior design Phase II Presentations.
17. To review and approve mock-up room drawing sets and visits, reviews, and approve
actual mock-up room.
18. To lend advice on specifications for carpeting, wall covering, and fabric.
19. To review final working drawings for interiors for appearance purposes, and adherence to
the Design Standards and Criteria.
20. To review purchase specifications for furniture and furnishings and, where necessary,
assist in cost saving measures.
21. To selectively review detailed shop drawings.
22. To assist in the development of landscape site plans.
23. To review the preliminary landscape presentation documents, and grant conceptual
design approval.
24. To review and approve final working drawings and documents relating to landscape,
softscape, waterscape, and hardscape to ensure they adhere to the design concept and to
the Design Standards and Criteria of Hyatt International.
Marketing
1. To work with divisional offices to ensure that proper marketing and Food & Beverage
surveys are completed.
2. To evaluate Food & Beverage and Marketing Surveys, and ensure the design brief
represents their findings.
3. To be informed on latest marketing trends, and to ensure new project designs represent
market requirements.
Administration
1. To coordinate all travel and meeting schedules with the Director of Design.
Occasional Duties:
1. To carry out additional job assignments and duties as may be requested from time to time
by the Director of Operational Planning/Vice President - Technical Services.
To review and coordinate millwork shop drawings for public and BOH areas for
compliance with the approved layout and specifications, and ensure all equipment as
listed in the HESB has been incorporated into all shop drawings.
2. FF&E
To be familiar with and monitor the scope of FF&E as determined in the contract
documents. Will evaluate and review all tenders and quotations for quantity, quality,
and price. Will assist the Owners/developers in bringing the entire FF&E package
into established budget, and only authorize purchases when this has been achieved.
To present the developer or his nominated representative with the FF&E/OE.
Purchasing Recommendation Book (Hotel Equipment Standards Book), brief him on
its contents, provide all necessary explanations and offer assistance in research in the
local and international marketplace through expertise of hotel equipment and assist
with bid documents, choice of materials, etc. Will ensure that all items in the books
are purchased, and follow up on production/delivery schedules, established for all
orders and schedules receiving, installation, distribution and inventory taking of all
items. Will coordinate with hotel management on such topics as guest room
equipment, special food and beverage equipment, etc. and the equipment distribution
system.
To review the Back of House hotel equipment suppliers proposals and in
coordination with HIC will approve or reject suggested equivalents where the
originally specified items are not available.
To schedule and conduct with the area specialist and interior designer a table top
presentation meeting as specified in the Project Managers Manual and reports on all
selections to the Director of Operational Planning.
To monitor all progress, development and quality control on site. Will supervise
installation of all furniture, furnishings and equipment, including kitchen and laundry,
reports back on any abnormalities/deviations from approved plans and specifications
to Hyatt and suggest alternatives if possible.
To set up control systems and storage facilities for all incoming operating and hotel
equipment, ensures its compliance with Hyatt specifications for quality and quantities
as previously approved.
To assist management after the hotel opening in compiling a FF&E opening
inventory, complete with location of equipment, specifications and given codes,
based on Owners purchase orders and receiving records.
3.0 Prototype Room
To coordinate and advise on the erection of prototype rooms and typical corridor on
site in conjunction with the Owners representative, contractors, project management,
architect and interior designers. Will assist the General Contractor and Interior
Designer in preparation for visit and inspection by Hyatt on completion.
To ensure that all Hyatt International standard guest room and bathroom amenities
are made available for the presentation with the objective of making the room as
realistically ready for guests use as specified in the project managers manual.
To issue correction and deficiency lists as a result of the inspection/s to all parties
involved and follow up on the execution of the specified changes.
4. Pre-Opening Office and Hotel Handover/Opening
To assist the developers/general contractor in the formation of construction
completion/area handover schedule and monitor/modify it according to needs as
completion approaches.
To assist in the opening of the hotel, and take the lead in preparing and monitoring
the execution of handover (punch lists), deficiency reports for areas that will be
accepted on behalf of the hotel management.
To assist in preparing the acceptance schedule and program for all MEP installations,
and coordinate the visit of Hyatts Area Director of Engineering for on site final
inspection and approvals.
To review, advise and determine with the Owner/developer and the hotels Director
of Engineering a listing of required spare parts for all fixed FF&E and MEP
equipment as recommended by the manufacturer of such equipment, 8-10 months
prior to opening.
To assist/advise the Owner/developer and all contractors and sub-contractors in
arranging all necessary documentation for handover such as licenses, warranties,
operating and maintenance manuals, as well as all as-built drawings.
5.0 Signage, Graphics, and Uniforms
To continue through on the approved signage design package, and follow up on the
execution for tendering documents, signage samples and the precise location of all
signage, including back of the house signage as per approved floor plans and layouts.
To assist hotel management in finalizing all text required to produce graphic
materials, and to liaise the production of print ready artwork for all graphic materials
as per the approved graphic design package. Will approve final samples in
coordination with the graphic designer and ensure timely delivery of all graphic
materials to the hotel operating team.
To coordinate with Hyatt International the uniform requirements, and locate uniform
manufacturers in the region. Will follow through on the approved designs to assist the
pre-opening management team in having all uniforms available prior to the hotel
opening date.
6.0 General
To carry out daily site inspections and inform those concerned in writing of all
irregularities observed during such visits. Will check on progress, quality of
construction work, installation of millwork, fixed FF&E and all major equipment.
8. To review and coordinate MEP shop drawings for public and BOH areas for compliance
with the approved layout and specifications, and ensure all equipment as listed in the
MEP specifications has been incorporated into all shop drawings.
9. To work in liaison with Owners Construction Project Manager, Site Architect and
General Contractor in the preparation of the mock-up and prototype rooms on site.
10. To assist in the opening of the hotel, and take the lead in preparing and monitoring the
MEP execution of handover (punch lists), deficiency reports for areas that he will be
accepting on behalf of the hotel management.
11. To prepare the acceptance schedule and program for all MEP installations, and
coordinate the visit of Hyatts Director of Engineering for on site final inspection and
approvals.
12. To review, advise, and determine with the Owners Construction Project Manager a
listing of required spare parts for all MEP equipment as recommended by the
manufacturer of such equipment and supplementary equipment list.
13. To assist/advise the contractors and sub-contractors in arranging all necessary
documentation for handover such as licenses, warranties, operating and maintenance
manuals, as well as all as-built drawings.
14. To carry out daily site inspections and inform those concerned, in writing, of all
irregularities observed during such visits. Will check on progress, quality of MEP
installation work, and any other equipment related to FF&E
15. To follow up on all MEP schedules and requirements such as computer installations,
hardware, building security, low tension systems and all installations and integration of
equipment into the BOH layout.
Training
1. To undertake a training and induction program at Hyatt Internationals Offices in
Chicago and/or in other locations, as deemed necessary. Will be briefed on project
background, history, status, and design and operating concepts. Will be familiarized with
the Engineering Design Criteria manuals and other related standards. After completion of
the program, he will be posted to the intended project site.
2. To prepare a familiarization program for the operating team in liaison with the general
manager, to achieve complete understanding of all operating and design concepts of the
new project.
8. To review and coordinate shop drawings for public and BOH areas for compliance with
the approved layout and specifications, and ensure all equipment as listed in the HESB
specifications has been incorporated into all shop drawings.
9. To work in liaison with Owner's Construction Project Manager, Site Architect and
General Contractor in the preparation of the mock-up and prototype rooms on site.
10. To assist in the opening of the hotel, and take the lead in preparing and monitoring the
execution of handover (punch lists), deficiency reports for areas that he will be accepting
on behalf of the hotel management.
11. To assist/advise the contractors and sub-contractors in arranging all necessary
documentation for handover such as licenses, warranties, operating and maintenance
manuals, as well as all as-built drawings.
12. To carry out daily site inspections and inform those concerned, in writing, of all
irregularities observed during such visits. Will check on progress, quality of installation
work, and any other equipment related to FF&E
13. To follow up on all requirements such as computer installations, hardware, building
security, low tension systems and all installations and integration of equipment into the
BOH layout.
Training
1. To undertake a training and induction program at Hyatt Internationals Offices in
Chicago and/or in other locations, as deemed necessary. Will be briefed on project
background, history, status, and design and operating concepts. Will be familiarized with
the Design Standards & Criteria manuals and other related standards. After completion of
the program, he will be posted to the intended project site.
2. To prepare a familiarization program for the operating team in liaison with the general
manager, to achieve complete understanding of all operating and design concepts of the
new project.
9. To work closely with Director of Operational Planning to coordinate and clarify any and
all design/ operational issues related to projects, and to ensure that any newly developed
criteria is incorporated by Project Architects.
10. To coordinate design schedules for new projects and to develop supporting tender
documentation methods for scheduling, and streamlining of process with the Director of
Construction.
11. To visit new hotels upon completion in coordination with Divisional Director of
Technical Services to ensure consistency of product, and to learn and benefit from
results.
12. To work with Director of Engineering to ensure proper design of MEP areas in overall
hotel design, and also review state-of-the-art systems and services and, together with
Vice President Technical Services, determine validity and use on new projects.
13. To ensure that Design Standards and MEP Standards are closely coordinated.
14. To ensure that Operational Standards and Design Standards are closely coordinated.
Marketing
1. To evaluate Food & Beverage and Marketing Surveys, and ensure the design brief
represents their findings.
2. To constantly research for new design technology to ensure up to date design
development.
3. To be informed on latest marketing trends, and to ensure new project designs represent
market requirements.
Employee Handling
1. To interview and recommend new department staff to the Vice President Technical
Services.
2. To evaluate department staff performances as per Hyatt International Corporation
Policies and Procedures.
3. To recommend salary increases for the department in conjunction with employees
performance evaluation and corporate salary guidelines to the Vice President Technical
Services.
4. To analyze, develop, and implement training requirements for the department.
Administration
1. To assign projects to Project Architect personnel.
2. To coordinate all travel and meeting schedules for project architects.
3. To direct all design staff of Technical Services Department, and to review and regulate
design work in a general manner on all projects in the department.
4. To research, tender, and recommend the appointment of design consultants for new
projects, and review design fees with Vice President Technical Services.
5. To establish office tasks for the department, and to monitor compliance.
6. To establish and monitor record keeping procedures for all documents received and
issued by the department.
7. To organize and chair weekly design meetings, and issue minutes of meetings to all
Directors and members of the department.
Occasional Duties
1. To participate in corporate executive meetings in the absence of the Vice President
Technical Services, or Director of Operational Planning.
2. To organize and hold Technical Services Executive meetings in the absence of the Vice
President Technical Services or Director of Operational Planning, and issue minutes
accordingly.
hotel, it will have a greater variety of food and beverage facilities comprised of three or more
restaurants, some may be detached from the hotel structure in a pavilion or in a village type
setting. Extensive landscaping of the buildings and grounds will help to convey a unified theme.
Extensive recreational facilities including jogging track, tennis, various swimming pools, and
health club. Other facilities like snack bars, swim-up bars, barbecue area, beach facilities,
waterfalls, Entertainment bar, and golf range could be considered. The hotel may also have
some indoor facilities comprised of table tennis, computer games, reading lounge and others.
There may be some variations of the above since some hotels are located in an area where
location and market demands dictate a variation. This could lead to a resort/convention,
city/resort, airport/city or other combinations of our usual types of hotels. The Park Hyatt
concept is not normally effected by these variations.
Electricity and fuel needs will be evaluated as to availability and cost. By using the local
methods of fuel use and electricity, great cost savings can be achieved. The costs of bringing
electrical lines and fuel lines into a site must also be evaluated, along with the need for on-site
tanks.
Water availability is also a major concern, and will be evaluated from a standpoint of supply, as
well as potability. In some areas, water tanks may be required.
Certain parts of the world are subject to major seismic phenomenon and, therefore, require
buildings to adhere to strict seismic codes. This will be evaluated to determine how these codes
will affect the design, construction, and cost of a new hotel. Some instances may require steel
construction to satisfy code, which may be cost prohibitive due to importation. Concrete
structure to withstand earthquake loads can become quite heavy and large, and affect spaces
within the hotel.
Site drainage, sewage treatment, and removal will be evaluated as to availability and cost. In
some countries, these items are taken for granted, yet in others, an entire system may have to be
developed solely for the hotel.
Finally, Hyatt International Technical Services personnel will evaluate road access at present,
and what future considerations will be made. The cost of road improvements can greatly effect
the overall budget if they are to be borne by the hotel. Some cities, in an effort to promote
tourism, will pick up a good number of these types of periphery costs. These conditions all need
to be investigated.
Market Survey
Hyatt International will visit the site of a prospective hotel to evaluate and research local market
conditions, and prepare a competition analysis.
Owners independent feasibility study will be evaluated and comments made on its findings.
Since airline access is vital for any new hotel project, existing airline services will be researched
and future plans of all carriers evaluated. Distance to the airport may also play a major role in the
marketability of the hotel.
All competitors in the market place will be analyzed as to their marketing efforts and potential.
Local and overseas travel agents servicing the competition will be examined, and details of the
competitors financial results and future projections researched.
Local projections for future business demand and business potential/market share for the new
hotel will be established. Based on the above, projections are made on average occupancy and
room rates for the new hotel. These will form part of the overall strategies to be used in
marketing efforts prior to the opening of the hotel and form the basis for determining room types
and room mix in the area program.
A. Owners Consultants
Hyatt International will make recommendations and/or review the qualifications of various
consultants to be appointed by the Owner for the design and development of the hotel. These
consultants may include:
1. Land Surveyor
2. Design Architect
3. Working Drawing Architect (contract documents)
4. Landscape Architect (including hardscape and waterfall engineering)
5. Interior Designer
6. Structural Engineer
7. Seismic Consultant
8. Wind Tunnel Consultant
9. Mechanical Design Engineer
10. Electrical Design Engineer
11. Plumbing Design Engineer
12. Quantity Surveyor
13. Security and Life Safety Design Consultant
14. Traffic Design Consultant
15. Vertical Transportation Design Consultant
16. Laundry/Valet Design Consultant
17. Kitchen Design Consultant
18. Graphics/Signage Design Consultant
19. Uniform Design Consultant
20. Lighting Design Consultant
21. Acoustic Design consultant
22. Communications Consultant
23. Computer/Building Automation Design/Consultant
24. Audio/Visual Design Consultant
25. Entertainment Center Consultant/Operator
26. FF&E Procurement Agent/Consultant
B. Architecture
Hyatt International will prepare a project description/ design statement, as well as a space
utilization program for the hotel. The project description/design statement will describe how the
hotel will relate to its site and local conditions, how it will be designed to the criteria previously
researched, and the Design Standards and Criteria of Hyatt International. This brief covers all
areas of architectural, interior, and landscape design. The space utilization program (area
program) will give an area by area size description for purposes of planning the hotel. Also
included are notes to describe relationship flows, etc. All these subjects are further described,
explained, and discussed during the kick-off meeting held with the Owner/ developer, design
team members and Hyatt International. Following this meeting, Hyatt International will prepare
and submit all the Design Standards and Criteria. This is a multi volume set consisting of the
following sections:
Volume I
Introduction
Table of Contents
Lighting Design Statement
Landscape Design Statement
Fitness Center Design Statement
Area Program
Infrastructure Survey
Scope of Work for Design Consultants
Volume II
Introduction
Table of Contents
Hotel Operation Surveys
Guest room Design Criteria
Food & Beverage Operating Concepts
Kitchen/Pantry/Bar Design Criteria
Kitchen/Pantry Bar Design Guidelines
Laundry/Valet Design Criteria
Laundry/Valet Design Guidelines
Handicapped Facilities
Acoustic Standards
Movable Partition Standards
Building Material Standards
Volume III
Introduction
Table of Contents
Space Design Requirements
Hardware Specifications
Volume IV
Introduction
Table of Contents
Back of House Design Guidelines
Millwork Design Guidelines
Project Completion
MEP Handover Procedures
Volume V
Introduction
Table of Contents
Definition of Limitation of FF&E Scope
Definition of Limitation of Millwork Scope
Scope of Work of Hyatt Project Manager
Tendering and Purchasing Procedures for FF&E
Volume VI
Introduction
Table of Contents
Infrastructure Survey
Mechanical Standards
Electrical Standards
Plumbing Standards
Volume VII
Introduction
Table of Contents
MEP Schedule of Services
MEP Design Guidelines
Elevators and Escalators
Supplementary Equipment List
Design Criteria For Graphics, Signage, And Uniforms
After preparation of a final project description (Design Statement) and space utilization program
(Area Program), and after Hyatt International has issued the Design Standards and Criteria to the
Owner/consultants, Hyatt International's Technical Services will assist in the development of
conceptual schematic design. This will be accomplished with program sketches, telephone
conferences and, when necessary, project coordination meetings. The completion of this phase
will produce an architectural schematic design set of documents. Hyatt International will expect
to receive schematic design drawings and documents in the form of reproducibles, and will mark
up comments and reprint for distribution and, in cases where necessary, accompany prints with
written comments and documentation. This will produce a set of documents with qualifications
that must be incorporated into the documents by the consultants.
Hyatt International will review the final architectural schematic design set of documents of the
project and grant conceptual design approval, subject to the implementation of any additional
comments by Hyatt International, in the schematic design phase that will freeze major space
planning concepts at 1:200 scale and the locations of major building structural components.
However, this schematic design set will not be reviewed or approved for completeness,
coordination, dimensions, or code compliance for fire exiting. For public areas, guest rooms, and
all other areas of guest access, the Hyatt International approval of the architectural schematic
design drawings and documents will be subject to the Hyatt International review and approval of
interior design schematic (Phase I) set for those same areas.
Hyatt International will assist first partys architects in the preparation of detailed preliminary
plans (design development) to be coordinated with all other design consultants, as well as submit
layout suggestions for all special areas (i.e. back of house areas), to the extent required. Hyatt
International will expect to receive drawings and documents in the form of reproducibles, and
will mark up comments and reprint for distribution and, in cases where necessary, accompany
prints with written comments and documentation. This will produce a set of documents with
qualifications that must be incorporated into the documents by the consultants.
Hyatt International will review the coordinated architectural design development set of
documents and grant approval in the design development phase, subject to the implementation of
any additional comments by planning issues at 1:100 scale. However, this set will not be
approved for completeness, coordination, public areas, guest rooms, and all other areas of public
access. The approval of the architectural design development drawings and documents will be
subject to the Hyatt International review and approval of the interior design (Phase II) set for
those same areas.
Hyatt International will review the final architectural basic drawings and final specifications.
Hyatt International will not review any structural connections, details, or any related structural
issues as regards to the architectural design of the project. Wall sections, details, and elevations
will be reviewed for appearance only, and Hyatt International will not review construction
techniques, details or recommendations which are the responsibility of the project architects.
Hyatt will review this set for adherence to the Hyatt International/Owners agreed design concept,
and to the Design Standards and Criteria of Hyatt International. Hyatt International will not
review for completeness, coordination, dimensions, or code satisfaction of fire exiting.
Hyatt International will assist in the tendering process of the hotel, especially in cases where cost
savings need to be achieved. Hyatt International will also perform on-site inspections, as
required, of the work in progress, and after completion of the hotel. These inspections will be
carried out usually by the Hyatt International Project Manager, as well as, from time to time, the
Hyatt International Director of Design, Project Architect or Director of Operational Planning.
C. Interiors
After Hyatt International has prepared a project description (Design Statement) and a space
utilization program (Area Program), and after Hyatt International has issued the Design
Standards and Criteria, Hyatt Internationals Technical Services Department will assist the
interior designers with a design brief, sketches, and suggestions on functional layout of guest
rooms, public areas, restaurants, bars and ballrooms. Hyatt International will review preliminary
layouts in the form of reproducibles and will mark up comments and reprint for distribution and,
in cases where necessary, accompany prints with written comments and documentation. This
will produce a set of documents with qualifications that must be incorporated into the documents
by the consultants.
Hyatt International will review and approve the preliminary (Phase I) presentation for interiors
(at 1:100) and, subject to the implementation of any additional comments by Hyatt International,
freeze major space planning concepts. Hyatt Internationals approval for these public areas will
supersede the approval of the architectural schematic design set of drawings for those same
areas.
Hyatt International will assist the interior designer in developing a Phase II design set of
documents (at 1:50 for detailed planning purposes. This will be accomplished by sending
sketches, phone conferences and, where necessary, design and coordination meetings. Hyatt
International will review these drawings in the form of reproducibles, and will mark up
comments and reprint for distribution and, in cases where necessary, accompany prints with
written comments and documentation.
Hyatt International will review and approve the interior design Phase II presentation (at 1:50) for
the purpose of , subject to the implementation of any additional comments by Hyatt
International, freezing layout plans, elevations, color schemes, and renderings. Hyatt
International will review this in the form of a full color presentation and submit comments in the
form of written and/or graphic comments and documentation. Hyatt Internationals approval for
these areas will supersede the approval of the architectural design development set of drawings
for those same areas.
Hyatt International will review and approve, subject to the implementation of additional
comments by Hyatt International, a mock-up room(s) to the Standards & Criteria of Hyatt
Internationals guest room criteria package. Hyatt International will review and approve, subject
to the implementation of comments on the Hyatt International Mock-Up Room Check List, this
mock-up room. Hyatt Internationals approval of the mock-up room will supersede any previous
approvals, either architectural or interior design, of the typical guest room.
Hyatt International will lend advice on specifications for carpeting, wall covering, fabrics, etc.
Hyatt International will also review final working drawings for interiors for appearance purposes
and their adherence to the interior design concept and Hyatt Internationals Design Standards &
Criteria. Hyatt International will also review purchase specifications for furniture and
furnishings and, where necessary, aid in any cost saving measures that may be deemed
necessary.
Hyatt International will selectively review detailed shop drawings and provide on-site
inspections (as deemed necessary by Hyatt International) as the project progresses to completion.
D. Landscape
After Hyatt International has prepared a project description (Design Statement) and space
utilization program (Area Program), and after Hyatt International has issued the Design
Standards and Criteria to the Owner/consultants; Hyatt Internationals Technical Services
Department will assist in the development of site plans that illustrate design concepts, themes,
flows, and functional layouts. This will be accomplished by sending sketches, phone
conversations and, where necessary, design and project coordination meetings. The completion
of this phase will produce a set of schematic drawings and documents illustrating the preliminary
concepts. Hyatt International will expect to receive these schematic drawings and documents in
the form of reproducibles, and will mark up comments and reprint for distribution and, in cases
where necessary, accompany prints with written comments and documents with qualifications
that must be incorporated into the documents by the consultants.
Hyatt International will review the Preliminary Landscape Presentation documents of the project
and grant conceptual design approval, subject to the implementation of any additional comments
by Hyatt International, in this preliminary design phase that will freeze major concepts and the
locations of major landscape components. However, this schematic design set will not be
reviewed or approved for completeness, coordination, or dimension purposes. For public areas,
the Hyatt International approval of landscape architecture schematic design drawings and
documents must be subject to the Hyatt International review and approval of the architectural
design set and the interior design schematic set for those same areas.
Hyatt International will expect to receive design development drawings and documents (i.e. site
plans, sections, elevations, individual area layouts, color renderings) in the form of
reproducibles, and will mark up comments and reprint for distribution and, in cases where
necessary, accompany prints with written comments and documentation. This will produce a set
of documents with qualifications that must be incorporated into the documents by the
consultants. Hyatt International will review and approve the final working drawings, documents,
and planning schedules for landscape, softscape, waterscape, and hardscape. Hyatt International
will not review any structural elements in regards to the landscape design of the project. Wall
sections, details, and elevations will be reviewed for appearance only, and Hyatt International
will not review construction techniques, details or recommendations which are the responsibility
of the project landscape architects. Hyatt will review this agreed upon design concept, and to the
Design Standards and Criteria of Hyatt International. Hyatt International will not review for
completeness, coordination, dimensions, or code satisfaction of safety related purposes.
Hyatt International will provide on-site inspections (as deemed necessary by Hyatt International)
of the work in progress and at the completion of the hotel.
E. Mechanical, Electrical, Plumbing, Vertical Transportation Criteria
Subsequent to Hyatt Internationals presentation of the Engineering Standards and Design
Criteria, MEP Handover Manual, Supplementary Equipment List, and Infrastructure Survey
completed by the appointed Owners MEP consultant, and in conjunction with the presentation
of other design and criteria documents previously mentioned, Hyatt International Technical
Services shall assist in the development of a conceptual design for the Engineering Services of
the project.
Hyatt International shall expect to receive preliminary design drawings in the form of blue or
black line drawings of uniform sized sheets. Hyatt International shall review and comment on the
documents as is appropriate to the MEP consultant, and to other parties, if the agreement so
dictates. It is expected that the consultant shall incorporate Hyatt Internationals comments in
subsequent documentation. It shall be the consultants responsibility to inform associated
disciplines impacted by revisions.
Hyatt International shall review the updated design drawings and offer comments as warranted.
Hyatt International shall not review drawings for completeness, coordination, conformity to
applicable codes and regulation, or dimensions.
The Owners MEP consultant shall remain diligent and informed of design changes and revisions
in the architecture, interior design, landscaping, and such other disciplines which influence the
MEP design. Hyatt International shall assist the Owners consultant in development of the MEP
specifications, and the selection of names of acceptable MEP equipment manufacturers.
The Owners MEP Consultant shall submit for Hyatt Internationals review, specifications,
equipment schedules, and related energy and demand loads. Hyatt International shall comment
on the submitted documents, and issue appropriate comments which shall be incorporated into
succeeding documents. The MEP Consultant shall submit for Hyatt Internationals comment,
revisions to the documents necessitated by design changes of other disciplines. Hyatt shall
comment if a response is required.
The MEP Consultant shall submit to Hyatt International select, representative shop drawings for
their comments.
The MEP consultant shall issue a record set of tender documents. Hyatt International shall retain
these documents as a matter of record, and issue comments as called for.
Hyatt International shall not comment on structural design, implementation, tests, specifications,
or any other phase relating to the structure, its safety, stability, live & dead loads etc. Such
responsibilities lie with the Owner and his appointed consultants.
Hyatt International shall perform a cursory review of MEP load calculations and, where
necessary, provide guidance and assistance. If necessary, Hyatt International shall augment
certain aspects of its Standards and Design Criteria descriptions with sketches to convey clearer
understanding.
Hyatt Internationals Engineer shall visit the project site while under construction, and shall
comment on any discrepancies uncovered
Hyatt International shall also review plant commissioning- tests and records, and comment as
required.
F. Kitchens
Kitchen consultants are briefed on F&B operations, Hyatt International philosophies, and are
given kitchen prototype drawings for concept purposes, F&B Concept Statements, and Hyatt
International kitchen specifications (materials-base building, and FF&E fabricated stainless
steel).
Kitchen consultants prepare 1:100 area block layouts indicating subsections of kitchens and their
interrelation, with circulation patterns and work flows, and presents them to Hyatt International
for comment and approval.
Hyatt International gives to the kitchen consultant a list of approved manufactures for bought-out
equipment, which will be influential for the consultants 1:50 layouts
Kitchen consultant prepares 1:50 drawings based on the 1:100 block diagrams, but now indicate
all equipment in his layouts, both bought-out and custom manufactured. These drawings are
presented to Hyatt International for in-depth review together with the Equipment Schedule
(indicating whether it is bought-out, custom fabricated, or by other), and the supporting
documents to this Equipment Schedule. The supporting documents consist of manufacturers
catalogue cut sheets for bought-out equipment, and either isometric drawings of the custom
fabricated equipment, or scale sketch, or a combination of both. In the case of the latter, the
sketches must be prepared indicating all operating sides of each piece of equipment (e.g. cooks
side, and waiters side of a pick-up table). The consultant will also present sections of elevations
which back up the linear lineups.
Hyatt International will review these drawings for layout purposes, equipment requirements, and
suggested manufacturers, together with the operating requirements of custom fabricated
equipment. Hyatt International will present the consultant with all pertinent comments, and
suggested modifications/changes.
Based on Hyatt Internationals review, the consultant will modify the drawing, incorporating
Hyatt Internationals requested changes and recommendations. Consequently, the Equipment
Schedule and supporting documents will be rectified, also.
The kitchen consultant will present Hyatt International with these drawings for approval.
Hyatt International will approve the layout, equipment, and selected manufacturers.
Based on the approval, the consultant will prepare all service schedules (hot and cold water,
steam, gas, electricity, air exhaust), and produce rough-in drawings for MEP purposes. These are
to be presented to the MEP consultants for their review, and to the Hyatt International
Engineering Department for comment and approval.
The consultant will prepare shop drawings of all custom fabricated equipment, which will be the
basis for tendering purposes. Hyatt International will review shop drawings (which have been
based on the approved isometrics, elevations, and the scale sketches) and comment/approve,
unless further modifications are required.
Based on all the approvals, the consultant will prepare tender documents, which include
approved drawings, and a detailed description of each piece of equipment, which may be backed
up with the supporting documents. The specifications will be so worded that they do not lock
bidders into one specific manufacturers equipment, but must allow for alternatives of equivalent
quality to be proposed from the international marketplace.
When the tender is awarded and the budget has been achieved, the successful contractor may
propose equipment alternatives, which Hyatt International will either approve or reject.
The sequence of presenting drawings at 1:50 to Hyatt International for approval as described
above may entail more than one attempt, and a repetition/second attempt could take place.
G. Laundry
Hyatt International briefs laundry consultants on hotel size and facilities, desired laundry
operating hours, expected poundage, renders prototype drawing, and gives a list of approved
manufacturers for bought-out equipment. Hyatt International explains operating philosophies to
consultant, and hands over laundry operations specifications.
The laundry consultant will prepare a sketch within the given envelope of space determining
required space meters, and showing traffic flows and circulation patterns to, and around, the
main division of grouped equipment components. The consultant will also address collection
patterns of soiled linen from operating sources, mobile transportation, and will prepare proposals
for handling of clean linen, automation (where appropriate), and storage areas for linen
distribution and long term storage. The consultant will also produce proposals for uniform issue
and means of uniform storage within given envelopes.
Hyatt International will review all drawings and proposals, and agree (or disagree with counter
proposals) to the basic block layout and traffic procedures.
With these approved concepts, the laundry consultant will prepare equipment layouts at 1:50,
equipment schedules, & present Hyatt International with supporting documents in the form of
manufacturers catalog cut sheets, plus scale sketches of custom fabricated equipment showing
each operational side, if more than one. The consultant will also include on the equipment
schedule all mobile equipment to transport linen to, within, and out of the laundry, and ensure
that sufficient parking space is available on the drawings. At this stage, it will be determined by
Hyatt International, the consultant, and the Owners project management if an electrically
operated overhead monorail will be required or not.
Hyatt International will review these drawings, along with all supporting documents, and also
add (with the consultant) all the ancillary equipment that is not typical of a standard laundry,
such as guest laundry sorting table with pigeon holes, special guests laundry/uniform assembly
areas, storage cabinets for guest supplies, etc.
Hyatt International will make comments and counter proposals where necessary, review the
capacity loads in conjunction with operations hours, and return to the consultant for
incorporation. Hyatt International will approve or offer alternatives on bought-out equipment.
The consultant will incorporate Hyatt Internationals comments/modifications, and prepare the
final set of 1:50 drawings. He will prepare all service loads and requirements, and produce
rough-in drawings to be given to the MEP consultants. He will also provide typical elevations of
linear equipment, and begin working on shop drawings where called for.
Hyatt International will give approval based on all the above submittals. The consultant will then
prepare the tender documents, which will include a set of drawings, a description of each piece
of equipment, and a cut sheet of a proposal for each bought-out piece of equipment, but insuring
that specifications can accommodate alternative equally approved equipment in the international
marketplace.
Table of Contents
05/90 04htlmgmt.doc
PROJECT MANAGERS MANUAL
SECTION 4 - HOTEL PROJECT MANAGEMENT
4. Coordinate design
5. Value engineering
6. Preparation of budget estimates
7. Pre-qualification of contractors
8. Building estimate
9. Contract bid, review, and award
10. Coordinate construction documents
Construction Phase
1. Construction management and coordination
2. Contract Administration
3. Quality control
4. Program control/updates
5. Financial/budget control
6. Status Reports
7. Site records
8. Value engineering
9. Completion, commission and hand over
The above list represents the main headings of services provided to the Owner by a Project
Management Service Agreement.
Turnkey Contract
As the financing of projects becomes increasingly difficult, and the borrowing of money more
expensive, Owners will look more carefully at guaranteeing their investments, and limiting their
hidden liabilities.
Many contractors offer a total package contract which fixes a guaranteed maximum price and
guaranteed completion period. This contract is predicated on a specific design and a
comprehensive set of specifications and commonly referred to as a turnkey contract.
The concept of the turnkey significantly absolves the Owner of further financial and
contractual liabilities, provided always that the building is not changed from the conditions
contained in the turnkey contract. The main advantages to the Owner using the turnkey contract
is that he signs a single contract, his financial requirements (barring contingencies) are known,
his liabilities are limited, and the completion period is fixed.
In conclusion, Owners using a well proven and established Managing Contractor company
relieve themselves of not only the management of the project, for which they many not have the
resources to cover, but also many of their extra-contractual and financial liabilities, due to the
proper managing, coordination and planning that Project Management offers.
This chart shows the contractual relationships and the lines of communication when the Owner
does not use Project Management. Clearly it can be seen that there is no single discipline
responsible for the complex liaison and coordination necessary to complete a project on time and
within the Owners budget. Typically each contract requires some form of coordinating, but this
usually only covers the specific scope of the contractor, or consultant, and does not encompass
the entire finished product. The result is that the project is often late, over budget and the Owner
forced to make compromise after compromise in order to complete his goals.
Project Without
Project Management
Owner
Structural
Engineer
Interior
Designer
M.E.P.
Engineer
Quantity
Surveyor Line of
Communication
Other Line of
Consultants Contract
This chart illustrates the most widely used form of Project Management, either by way of an
independent company or by a construction contractor with its associated in-house management
team. In each case there is a single point contract with the Owner, and a clear, organized line of
communication through the Project Management. The result is that by forming a project nucleus
through which all information is channeled, the coordination and management can be easily
controlled under one discipline. Further, the Owner is now insulated from the day to day running
of the project, and its resulting liabilities, he can be quickly briefed on all aspects of the project
by a single discipline, and similarly his requirements need only be channeled through the
Managing Contractor.
M a n a g in g C o n tr a c to r
Owner
Hotel
Operator
(Technical
Services)
Managing
Contractor
Architect Contractor
Structural Contractor
Engineer
Interior Contractor
Designer
M.E.P. Contractor
Engineer
Quantity Contractor
Surveyor
Line of
Communication
Other Contractor
Line of
Consultants Contract
P r o je c t W ith In d e p e n d e n t
P r o je c t M a n a g e m e n t
Owner
Hotel
Operator
(Technical
Services)
Project
Management
Architect Contractor
Structural Contractor
Engineer
Interior Contractor
Designer
M.E.P. Contractor
Engineer
Quantity Contractor
Surveyor
Line of
Communication
Other Contractor
Line of
Consultants Contract
F.I.D.I.C. Agreement
Sponsored by the Federation International des Ingenieurs Conseils, with head office in Lausanne,
Switzerland after which it is named, is accepted in 60 countries around the world as the standard
document.
Over the last few years, Hyatt International has become more and more involved in assuming the
role of the developer as the requirements of the marketplace changed. To facilitate this change,
and to protect Hyatt Internationals vested interests in these new hotel developments, a
construction agreement has been formulated by our legal department to protect Hyatt
Internationals interests as a developer and operator. This construction agreement is based on
Hyatt Internationals special requirements in the international marketplace, and on the F.I.D.I.C.
type agreement used in todays construction environment.
The Contract
The Construction Agreement is a contract signed by two parties and consists of five main points:
1. INTENT
This will specify the intent of the first party to obtain a hotel of a specific standard and
size in a specific location and the second party's willingness to provide all items
necessary to achieve that purpose.
2. OFFER
This will specify the agreed conditions of the contract under which the second party is
willing to perform to reach the intended objective.
3. ACCEPTANCE
This represents the documented acceptance by all parties via signature and official
company seal, in front of witnesses.
4. REMUNERATION
Specifies the contractual sum which first party will pay to second party for their
performance in accordance with all set conditions within the agreement.
5. LEGALITY
Stipulates that all performances by either party must be legal in the country where the
contract is executed and qualifies penalties for both parties for breach of contract.
The contract will be followed by conditions set out and explained in schedules. These will detail
as follows:
SCHEDULE I - General Conditions of the Contract
SCHEDULE II - Construction program and hand over schedule
SCHEDULE III - List of Contract Documents
On projects where Hyatt is participating as a part Owner, it will be Hyatt International Project
Managers responsibility to familiarize himself with the particular construction agreement for his
project and to monitor compliance to its terms and conditions. Any deviation should be notified
to the Vice President - Technical Services immediately.
On projects where Hyatt has no Ownership, Hyatt Internationals Project Manager should
request from the Owners a copy of the relevant Construction Agreement so that he may be aware
of the conditions under which the contract is being executed.
Insert Chart
NOTE D
18. Phase II Review
Review and approval of architectural design development drawings. Coordination of
all building disciplines (Interiors, MEP, Kitchen and Laundry ) for preparation of
tender documents.
Review and approval of Phase II interior drawings including material finishes,
renderings, and color boards pin up presentation.
Review and approval of conceptual MEP layouts.
Architectural Models and Facade Review and Approval.
Completion of mock-up room documents.
Review preliminary schematic vertical transportation drawing (elevators, escalators).
Issue of final F & B Concepts
Issue of final Staffing Guide
19. Completion of working drawing tender documents for foundations.
20. Issue of HESB Volumes I & II.
21. Appointment of Hyatt International's Project Manager, Induction/Training Program.
22. Interior Architectural Information Package
23. Landscape Architectural Information
24. Quantity Surveyor project costing review.
25. Submission of Hyatt International's final Back of House drawings
26. Award of site clearance contract.
27. Contractor mobilization.
28. Site clearance, Excavation, Foundations
29. Final review of construction contracts appendices i.e., drawing list for each
trade/discipline (refer to construction agreement appendices).
NOTE E
30. Phase III Review
Review of coordinated tender documents. Assistance in preparation of architectural
materials and finishes specifications.
Review and approval of Phase III interior drawings including detailed plans, sections,
and elevations.
Review and approval for all MEP load schedules.
Interface all BOH layouts.
Review and approval of landscape site plans, planting selections, exterior hard and
soft landscape materials selection.
Assistance in analysis of kitchen and laundry bids.
Assistance in analysis of FF&E equipment lists and bids.
Review and approval of MEP/Elevator tender documents.
Final review and approval of Back of House layout.
Review of MEP Design Development drawings.
The master design/construction program will be established by the coordinated efforts of the
design team members, the contractors, the Owners representative and Hyatt. Once established
and approved, it will give guidance on the progress of the project until completion and hand over
The milestones listed are indicative only and are always tailored to the specific requirements of
each project and subdivided further for specific areas and disciplines. Please see examples of a
construction program for reference in the Appendix, Volume II of this manual.
Project Milestones
To plan the sequence of events throughout a project, it is common to use what is known as
milestones, to flag the various major steps within a project. These points are based on the
various actions to be taken by all the project team members and have to include all activities, on
and off site, until the project is completed and the hotel in operation.
In special circumstances and/or to reduce the total construction time and cost, the
Owner/Developer, the contractor, and the operator will agree to fast track the master
design/construction program. This will enable the contractor to start his work prior to finishing
all the preliminary design phases.
It is a primary condition of a turnkey contract that this date is guaranteed by the successful
contractor.
The Turnkey Contractor, in turn, will develop his own Master Design and Construction to
Completion Program, which will schedule all activities for all work disciplines to reach the
agreed completion date. Once this has been provisionally agreed to by the Owner, he will jointly
present this schedule to the Design Team and Hyatt International for approval.
Hyatt International will incorporate its requirement for project completion and hand over into
this program. This addition will then lead to:
1. Completion of construction date
2. Date of operation of hotel
Project Liaison
The Design Team will assess, by using the Master Program, the periods which will require
attendance of its members, and the Turnkey Contractor will begin to subcontract work to his
various subcontractors.
There are obviously considerable interdependencies here, with certain works having to be carried
out prior to commencement of other works; periods of time when a particular discipline will be
working incessantly complete their commitments, and the exposure of more than one work force
to one particular discipline. In order to link all these activities together in a logical and
successfully progressive manner, a critical path will be set up. By following this critical path, the
shortest possible route/time will be taken to completion.
However, resources, both financial and human (physical ability of subcontractors), may cause
deviations from the critical path, thus setting up periods of slack during which there is an interval
until the next activity on the critical path begins.
It is, therefore, important that all activities on the critical path are completed in the sequence, as
shown on the Master Program, in order to achieve the shortest possible route/time to completion.
The successful completion of these critical activities is marked by milestones. Each project will
obviously follow a different path, with different critical activities and, therefore, different
milestones.
The most important points on a project may be categorized as:
Design Milestones
Tendering Milestones
Construction Milestones
FF&E Milestones
Hand over Milestones
Throughout the project, the successful and timely completion of a milestone will allow the
project to progress towards achieving the set completion date. Milestones that are late in their
completion will defer the start of the next critical activity and, unless remedial measures are
taken, will have a knock-on effect throughout the project.
Hyatt Internationals Project Manager should, therefore, make himself aware of the particular
milestones that exist on his project and carefully monitor and report on their achievement.
Further information on project milestones can be found in the following sections:
Project Development Sequence
Construction
Tendering Milestones
Hand Over Milestones
A sample Master Design/Construction Program has been included in the Appendix, Volume II of
this manual.
Documentation Preparation
This process will include definition of scope of work, legal responsibilities, specifications for
main builders, and all other disciplines, preparation of the land survey maps and design
drawings. This documentation is usually provided by the architect or Owner's Project
Manager.
Invitation to Bid
Invitations are issued to approved contractors to bid for the project and to submit unit prices
and lump sum proposals for the project in accordance with the plans and specifications,
design criteria, and related statements of work expressed in the bid documents.
Pre-Bid Conference
Owner, Architect, and Project Manager will conduct a pre-bid conference for the benefit of
all bidders to discuss technical aspects of the project and to answer questions.
Evaluation of Bids
At the time of opening the bids received from the various invited contractors, the architect
will review all proposals and make recommendations to the Owner. Not always will the
lowest bidder receive the contract, since construction time, project organization, equipment
used, construction program, and materials used will also be considered.
Construction Contract
Having been selected as the successful bidder, the contractor will enter into a construction
agreement stating his scope of work, payment schedule, completion period, penalties, and
other relevant legal terms and conditions.
These tendering procedures may begin at different stages on any project, but usually are taking
place in the early stages of the Phase II Design Phase. The above steps will be repeated for
different areas in one project if various contractors are to be used.
and coordinated with the project team and site operations. The schedule is also an important
management tool for the sequencing and scheduling of the procurement delivery and installation
of FF&E including operating equipment and consumables. Examples of both the typical schedule
and specific schedule are contained in the appendix in Volume II.
The following milestones are used in the development of a specific Hand Over Schedule:
Master Construction Program
Delivery Schedule of Hotel Operating Equipment
Tendering and Purchasing of Hotel Operating Supplies
The Delivery and Installation of FF&E
Staff Recruitment
Witness and Assistance by Engineers in Testing and Commissioning all Systems.
Final Cleaning and Preparation of All Hotel Areas.
The purpose of the Hand Over Schedule, and indeed the Hand Over Procedures, is to allow the
Owner, his agents, and contractors to properly sequence completion of the project from the
initial planning stage through to the opening of the hotel. The criteria given is critical to the
smooth and efficient completion and opening of the hotel, and reflects the interface of the
various construction and finishing trades with the hotel operational team in their preparation of
the hotel for opening.
roadways, etc.), construction costs, materials used for and in the construction of the actual hotel
structure (concrete work, brickwork), installation and materials used in the installation of
mechanical, electrical and plumbing services (electrical wiring, conduits, water piping,
ventilation shafts for both domestic and primary services).
A separate section will specify and, in due course, contain budgets for the cost and installation of
all main plant and equipment (i.e. boilers, chillers, calorifiers, air/handling units) and for internal
finishing works such as plaster board partitions, suspended ceilings, internal block/brickwork,
floor screeds, etc. This list is by no means comprehensive, but serves to give an indication, and
also to highlight the difference in base building budgets from other budgets which may exist.
During the construction of the hotel, the Design Team will continue to meet and liaise in the
interpolation of other disciplines. At such meetings, and as an example, the Vertical
Transportation Consultant may request that the Structural Engineer reassess the dimensions of
the elevator shaft in which he will be installing elevators. The Mechanical and Electrical
Consultants may advise the Interior Designer that his concept for the interior finishing of a
particular area may not be incorporated due to the fact that a corner of an area has now been
occupied by additional ventilation shafts for kitchen extraction. One can, therefore, see a pattern
emerging from the Architects original concept.
The Operator, together with the Interior Designer, has specified area requirements which have
been integrated into the structure. From here, Mechanical and Electrical Consultants will specify
the area requirements for plant rooms, etc. Should these two requirements conflict, then the
requirements for plant rooms, etc. would take precedence. Furthermore, the Architect may
question and ask that the interior design concept for certain areas be reassessed. From these
examples, one can see that there is continual liaison required and compromises/ agreements to be
made until the project is completed. This does not mean that the original building specifications
are no longer being adhered to, rather it illustrates that during the construction of a hotel there is
much fine tuning to be carried out throughout the various phases.
The coordination and implementation of the Design Teams requests is normally the
responsibility of the Architect. Upon commencement of site works, most members of the Design
Team will occupy a site office in order to have on-hand experience of current work. It is
common on most projects for weekly meetings to be held during which all members of the
Design Team will meet to discuss progress.
As many of these fine tuning details may incur additional expense, it is also usual for the Owner
to have his Project Manager present. Another member of the Design Team, the Quantity
Surveyor, will be briefed on the fine tuning requested by either the MEP consultant, Interior
Designer, or others and will produce a cost figure to implement the works. Continuing close
liaison and satisfactory team work is a prerequisite for the Design Team to be successful, as any
disharmony or conflicts of interest can lead to certain areas of the projects being left unfulfilled,
e.g. if the Interior Designer is continually requested to make changes by the Lighting Consultant,
the original concept that the Interior Designer wished to implement may be ruined by incorrect
lighting. It is, therefore, normal for the Architect, in addition to his liaison and implementation
role, to act as an on-site arbitrator. There is also recourse for any consultant to approach the
Owners Project Manager directly to request implementation of his requests. Hyatt
Internationals Project Manager should attend, or, at the very minimum, receive detailed minutes
of the Design Teams meetings in order to be fully conversant with progress and decisions being
made. Should he disagree with any decisions made at the meetings, or see any deficiencies or
contradictions to Hyatt International Design Standards and Criteria, he should immediately
contact the Owners Project Manager to voice his opinions, and simultaneously inform
Corporate Office.
The Architect
The Architect holds the most significant role and is considered the most senior member of the
Design Team; in his role, he covers the initial design and scope of the building. From his
workings will be extracted a set of drawings mainly consisting of plans and elevations. These
will outline the shape and configuration of the building and will be used by other members of the
Design Team to encompass their requirements. As these requirements are specified, the
Architect will employ his draftsman to note on those drawings the current specifications of the
area program. Other members of the Design Team, in particular the contractor, will use these
drawings as a source of information, and as such, these drawings will be continually reviewed
and revised as the project continues towards completion. Undoubtedly, other drawings will be
conceived, drawn, and issued by other members of the Design Team (i.e. the Interior Designer
will compile a set of drawings showing floor plans with FF&E layouts, and floor finishes and
elevations showing wall finishes, etc.). It is not usual for this set of drawings to show the
information compiled by the Lighting Consultant, in great (technical) detail and therefore, one
will note that the Interior Designer will mark his drawings with the request that they be read in
conjunction with other relevant drawings such as the Lighting Consultants. Another example
may be that the Architect will issue to the Kitchen Consultant the current set of architectural area
layouts from which he will design and compile a set of drawings showing the position and type
of equipment to be used in each kitchen. These drawings will not show service connections,
fall-in kitchen floors, hydraulic connections etc.; therefore, the Kitchen Consultants will have to
liaise in turn with the MEP consultant to produce a set of drawings which will encompass the
Kitchen Contractors initial drawings and will also show the information required for service
connections, fall-in floors, etc.
The Architect, in addition to his liaison role, will assist and guide the Contractor in the execution
of his works. This may not be the case on all projects, especially those where the Main
Contractor is also the Managing Contractor, working on a design cost and contract basis. The
Architects role is commonly conceived to be responsible for both, the external and internal
conception of the building. We can now see that this is not the case and that in modern day
projects, a large team of specialists is employed, each with their own relevant disciplines, and
that the Architect, with the exception of conceiving and designing the main structure, often exists
solely to put together all the Design Teams requirements. He will also carry out the traditional
role of compiling drawings for construction, showing materials to be used, methods of
construction and, where necessary, will draw specific details for an area of construction. The
Architect will be supported by a team of on-site architects and draftsman who will continue to
review and control the standard of construction as it progresses.
Hyatt Internationals Project Manager should, in all cases, liaise closely with the Architect,
especially in an on-site conditions where Hyatt Internationals Project Manager can assess the
progress of construction, the standards of construction and any current difficulties that are being
encountered. He may also give details on operational requirements that may assist the Architect
in compiling information for the Contractor. In doing so, he must ensure that the Owners Project
Manager is fully aware of such liaison work and is in agreement with Hyatt Internationals
Project Manager carrying these out.
the approved Hyatt F&B Concept Statement and the nature of the restaurant being served. He
works closely with the Architect for purposes of space planning, and with the MEP Engineers for
the provision of services to and from the kitchen equipment.
There are two main stages of review and approval by Hyatt International Technical Services:
Space Planning and Operational Flow
This review takes into account the relationship of one section of the kitchen with another,
the overall size of the kitchen, its relationship to the Commissary and the F&B outlets.
Detail Design and Equipment
Having received Hyatt's provisional acceptance to the above, the Kitchen Designer
moves onto the detail design and equipment selection. After having received final layouts
showing equipment positions, elevations, custom equipment shop drawings, and
equipment catalogue cut sheets, Hyatt International will issue a detailed review and
conditional approval. This procedure often requires repeated reviews, adjustments and
re-designs before a final approval can be given.
emerge a master program, showing all relevant phases of the project. This will be used
throughout the duration of the project, although it may be reviewed from time to time to take into
consideration increases of available budget, changing standards of finish, changes in man power,
acceleration of works etc. The purpose is to achieve a targeted completion date and final cost
which is acceptable to the Owner.
Hyatt Internationals Project Manager has to be aware that the Owners Project Manager is the
representative of the party who has signed the Management Agreement with HIC. It is important
that a cordial work relationship exists between these two parties and that all contractual and
design related interests of HIC are protected by Hyatt Internationals Project Manager.
inspections, note the quality of finishes and standards being employed, and, should he note that
these are not as originally agreed to by HIs Technical Assistance Department, he should then
inform the Owners Project Manager to ensure that the problem is rectified and controlled.
In order to perform site control of all his subcontractors, and as a liaison person to the Owner
and the Design Team, a Turnkey Contractor will assign a Construction Manager to the project.
Accompanied by technical experts for the various disciplines, he will be responsible to protect
the interests of the Turnkey Contractor.
Due to the chain of communication existing on the project and the many contractual
complications, Hyatt Internationals Project Manager should not approach any employee of the
main Turnkey contractor or his subcontractors without first liaising and informing the Owners
Project Manager. It is not the responsibility of Hyatt Internationals Project Manager to ensure
that the standard of works being carried out is acceptable, rather it is his responsibility to inform
the Owners Project Manager of such. It will then be the normal course of action for the Owners
Project Manager to liaise and inform the Construction Manager of the deficiencies and he, in
turn, will discuss the matter with the malevolent subcontractor.
As a measure to be abreast of the progress, a Turnkey Contractor will hold regular meetings with
his own subcontractors. At these meetings, the subcontractors will table requests for information
necessary in order for them to carry out their work. The Turnkey Contractor will endeavor to
answer these questions, using his own knowledge and expertise, however, he may need to have
recourse to information from other members of the Design Team. It is, therefore, of the utmost
importance that, in order to expedite the project, the Construction Manager has immediate access
to other members of the Design Team. In doing so, he may well have to inform the Owners
Project Manager or the Architect of his intention to do so. Indeed, it is normal practice in most
situations for him to formally request that the Architect supplies him with the required
information and the Architect, in his role as liaison with all members of the Design Team, will
collate the information and pass it on to the Main Contractor. In this way, the Owners Project
Manager can be aware of any cost implication or time delays that may incur.
The Construction Manager is responsible for the day to day operation on site and, in this role,
controls the work phases and resources employed in carrying out this work. He will have at his
disposal a number of subcontractors who, in turn, will employ a considerable number of
craftsmen to carry out the works, and at no time should it be construed that any party other than
the Turnkey contractor will control these employees. Hyatt Internationals Project Manager will
himself not become involved in the physical control of these employees and will, upon the
commencement of area hand overs, ensure that all members of the operation are fully aware of
this.
It is, however, vital for the success of the project, that a cordial relationship be maintained
between the Turnkey Contractors, Construction Manager, and Hyatt Internationals Project
Manager.
OWNER'S REP/
--------------------- PROJECT
MANAGER
HYATT INTERNATIONAL
PROJECT
MANAGER
HYATT INTERNATIONAL
FIELD SPECIALISTS
(AREA STAFF)
REPORTING LINE
Table of Contents
5.0. Introduction
The increasing number of projects handled by Hyatt Internationals Technical Services
Department to achieve the corporate objective of being the industry leader in the 1990s, created
the need for a direct, on site communication link with the Owners, the Design Team, Project
Management Team and the Hyatt Operational Team. This created the position of Project
Manager. Normally well conversed with technical and operational aspects of the hotel industry,
this person has become a vital part of the successful completion of a hotel project.
As Hyatt International expands further and the technology used in our projects becomes more
and more complex, it will be of vital importance that the Project Manager keeps himself
informed on new technology and operational aspects to be able to advise owners,
representatives, and operational team members alike on the various systems installed in a new
project. A close relationship with all the various team members is an important aspect of
successful project management.
Functionally, the HIC Project Manager reports to the responsible Director of Operational
Planning, and administratively to the Vice President - Technical Services and/or Area Vice
President.
Operational
1. Project Design
To become familiar with all drawings, specifications, documentation, design
concepts, and philosophies of the project.
To review amended and modified plans/drawings and ensure that appropriate
approvals from Hyatt and the developer have been obtained.
To ensure that any design and/or specification change requested by the operating
team, and evaluated as worthy by him, will be authorized in writing by the Vice
President - Technical Services and/or by the Director of Operational Planning.
To review kitchen and laundry tender documents, and in liaison with Hyatt
International will approve or reject equipment not equivalent to those specified by the
consultant.
To review all shop drawings related to kitchen and laundry fabricated equipment and
report findings to all parties concerned.
To attend all necessary meetings with architects, interior designers, and other
consultants, contractors and sub-contractors, and to report to Hyatt International by
minutes of meeting or notes on same. If such meetings require travel expenses, he
will request authorization of such travel requirements by use of the appropriate form
from the Corporate Office and/or owner/developer prior to undertaking such
expenses.
To review and coordinate millwork shop drawings for public and BOH areas for
compliance with the approved layout and specifications, and ensure all equipment as
listed in the HESB has been incorporated into all shop drawings.
2. FF&E
To familiarize himself with and monitor the scope of FF&E as determined in the
contract documents. Will evaluate and review all tenders and quotations for quantity,
quality, and price. Will assist the owners/developers in bringing the entire FF&E
package into established budget, and only authorize purchases when this has been
achieved.
To present the developer or his nominated representative with the FF&E/OE
Purchasing Recommendation Book (Hotel Equipment Standards Book), brief him on
its contents, provide all necessary explanations and offer assistance in research in the
local and international marketplace through his expertise of hotel equipment and
assist with bid documents, choice of materials, etc. Will ensure that all items in the
books are purchased, and follow up on production/delivery schedules, established for
all orders and schedules receiving, installation, distribution and inventory taking of
all items. Will coordinate with hotel management on such topics as guest room
equipment, special food and beverage equipment, etc. and the equipment distribution
system.
To review, advise and determine with the owner/developer and the hotels Director of
Engineering a listing of required spare parts for all fixed FF&E and MEP equipment
as recommended by the manufacturer of such equipment, 8-10 months prior to
opening.
To assist/advise the owner/developer and all contractors and sub-contractors in
arranging all necessary documentation for handover such as licenses, warranties,
operating and maintenance manuals, as well as all as-built drawings.
5.0 Signage, Graphics and Uniforms
To continue through on the approved signage design package, and follow up on the
execution for tendering documents, signage samples and the precise location of all
signage, including back of the house signage as per approved floor plans and layouts.
To assist hotel management in finalizing all text required to produce graphic
materials, and to liaise the production of print ready artwork for all graphic materials
as per the approved graphic design package. Will approve final samples in
coordination with the graphic designer and ensure timely delivery of all graphic
materials to the hotel operating team.
To coordinate with Hyatt International the uniform requirements, and locate uniform
manufacturers in the region. Will follow through on the approved designs to assist the
pre-opening management team in having all uniforms available prior to the hotel
opening date.
6.0 General
To carry out daily site inspections and inform those concerned in writing of all
irregularities observed during such visits. Will check on progress, quality of
construction work, installation of millwork, fixed FF&E and all major equipment.
To follow up on all MEP schedules and requirements such as computer installations,
hardware, building security, low tension systems and all installations and integration
of equipment into the BOH layout.
To perform M.O.R.s as described in the Project Managers Manual.
Marketing
1. To evaluate local customs and market trends, and to report on any adverse findings in
relation to established design guidelines.
2. To assist in public relation efforts by joining associations or clubs and try to integrate
into the local community.
Employee Handling
1. To undertake a training and induction program at Hyatt Internationals offices in Chicago
and/or in other locations, as deemed necessary. Will be briefed on project background,
history, status, and design and operating concepts. Will be familiarized with the Project
Managers Manual and other related standards and criteria. After completion of the
program will be posted to the intended project site.
2. To assist in the setting up and furnishing of the Hotel Managements pre-opening office,
as per Hyatts requirements some 12-18 months prior to the hotel opening. Will assist in
selecting specific FF&E items from the Hotel Equipment Standards Book for early
purchase and installation in the pre-opening offices.
3. To prepare a familiarization program for the operating team in liaison with the general
manager, to achieve complete understanding of all operating and design concepts of the
new project.
4. To familiarize himself with all policies and procedures of the company, and to maintain
at all times a personal image in relationship to his responsibilities as a representative of
Hyatt International.
Administration
1. To channel all communications not related to his technical scope to the area/regional
office, or to the Corporate Office.
2. To prepare a monthly status report as specified in the Project Managers Manual to the
owner/developer and the Corporate Office.
3. To report/liaise with the area/regional offices on projects, operation related matters as
directed by the Vice President Technical Services.
Occasional Duties:
1. To carry out additional job assignments and duties as may be requested from time to time
by the Director of Operational Planning/Vice President - Technical Services.
5.2. Orientation
It is Hyatt Internationals policy to conduct an Orientation Program for all newly hired
employees. Due to the very special nature of Hyatt International Project Managers scope of
work, the Orientation Program will be followed by a training program, depending on the
employees background and on the project scope assigned to him/her.
A typical Orientation program would include:
Introduction to Hyatt International
Introduction to Hyatt International Technical Services
Project Managers Manual
A training program, depending on the employees' background may include:
Hotel Operational Training
On Site Project Management Training
All Hyatt International Project Managers, having been re-assigned to a new project, will
undertake the following familiarization program:
Project introduction with:
* VP - Technical Services
* Director of Operational Planning
* Project Architect
* Director of Engineering
* Corporate FF&E Coordinator
- Hyatt Resort
- Park Hyatt
- Grand Hyatt
Current Projects/Future Development
Introduction to Operating Department Vice Presidents and Directors at the Corporate
Office
Meeting with VP - Human Resources
Reading Review at leisure (Project Managers Manual)
Day Five
Review of Project Managers Manual
Review of Food & Beverage Concept Statement
Meeting with VP - Food & Beverage
Introduction to Design Standards & Criteria
Meeting with Director of Rooms
Reading Review at leisure (Hotel Operations Surveys)
Day Six/Seven (Weekend)
Reading Review at leisure (Design Standards & Criteria)
Day Eight
Project Cast of Characters
Review of Hotel Operations Surveys
General overview of project
Review of Design Statement and Area Program
Review of Construction Budget/FF&E Budget
Review of Architectural drawings
Meeting with VP - Development
Reading review at leisure (Design Standards & Criteria)
Day Nine
Review of Interiors drawings
Review of BOH and Kitchen & Laundry layouts
Review of FF&E purchasing procedures
Review of HESB Volume I and II
Meeting with VP - Finance & Accounting
Reading review at leisure (Design Standards & Criteria)
Day Ten
Review of MEP drawings
Review of Telephone & Computer Schedules
Review of HESB Volumes I and II
Meeting with VP - Sales & Marketing
5.3. Communications
One of the Project Managers primary roles is to communicate on a regular basis with the
Corporate Office, Regional/Area Office, Owners Design Team Members and Hotel
Management Pre-opening Team. Such communication includes monthly progress reports,
confirmation of details, such as agreed standards of finishes, interior design intent, interpretation
of F&B concepts and in-depth technical details. While a certain degree of initiative must be
present, the Hyatt International Project Manager should at all times realize the necessity for close
communication with the Corporate Department, while maintaining a certain degree of autonomy
in dealing with the more regular and simpler tasks of every day work.
Procedures:
Correspondence should take place with consultants and Owners representative only on
stationery as per Hyatt International graphic design criteria. All stationary or business
cards, etc. to be used, must be approved by the VP Technical Services prior to its print
run. All communications must be copied to the Corporate Office.
Correspondence to the General Manager and other Hyatt International departments or
area/regional offices should be on memorandum stationery as per Hyatt International
graphic design criteria. All communications should be copied to the Corporate Office.
Communications that require liaison or knowledge of the Area Director/Vice
President/Specialist should be copied to their respective offices.
All official communications must be in the English language.
All meetings, briefings, etc. should be followed up with meeting minutes and copied to
the appropriate persons. All such minutes should include the following sentence: All the
above information is the writers interpretation of the meeting and will be considered as
agreed upon by all participants unless otherwise notified within 14 days of issue of these
minutes.
Communications can be by phone, fax, telex, letter or memorandum. Phone conferences
where vital discussions take place must be followed by a written confirmation on the
agreed subjects.
Approval:
All documents with legal implications or liabilities need to originate from the Corporate
Office.
Verbal approvals with liabilities need to be followed up with a written document.
All approvals given on design, specifications, equipment, etc. by the Project Manager,
either verbally or in writing, must be approved by the Corporate Office prior to its issue.
Pre-opening Office
It is of vital importance that clear communication guidelines are established at an early stage
during the initial set-up of the Pre-opening office. A tremendous amount of correspondence will
flow between the various departments and every item must be actioned, routed, and processed as
efficiently as possible.
All communications must be in writing, or followed up in writing; meetings must be minuted,
and reports made at regular intervals.
Offices with which most communications will take place:
a. Hyatt Technical Services Chicago
b. Hyatt International Area/Regional Offices
c. Hyatt Internationals Area Project Manager
d. Owners Representative
e. Hyatt Internationals Project Manager
f. General Manager
Between the various International Offices, the mode of communication should also be
established in terms of the best means to use, according to the urgency of the subject, namely:
a. Mail
b. Telex
c. Facsimile
d. Telephone
e. Courier
f. Computer Modem
The expedient processing of information along the designated guidelines will ensure minimal
misunderstanding and mistakes and expedite response and follow up.
The Hyatt Project Manager is responsible for communications between Hyatt Technical Services
and the Developer/Owner. It is therefore essential that the Hotel Pre-opening Team and the
Project Team liaise and communicate on all project related matters through one established
Travel Authorization
If the Hyatt International Project Manager needs to travel in accordance with his/her duties prior
to the purchase of ticket he/she will need to receive a travel authorization approval from the
Director of Operational Planning/Vice President Technical Services.
This authorization voucher needs to identify clearly the reason for travel, destinations, and if it is
an Owners or Hyatt International charge.
The attached form should be used at all times for the above detailed purpose. The request may be
sent via facsimile. Once approved, the voucher must be kept for reference and attached to
expense reports, where applicable.
Weekly Update
Throughout the various phases of a project, Hyatt International Project Manager will
communicate frequently with the Corporate Office. It will be the Project Managers
responsibility to prepare a weekly update throughout the project to keep the Corporate Office
informed. This update may consist of the following:
Project Status
Information Required
Upcoming Meetings/Events
This report should be distributed to:
Director of Operational Planning
cc: Project Architect
Area/Regional Office
This report may be discontinued only with the agreement of the Director of Operational
Planning.
Technical Services
The Technical Services Department provides all the required technical details and specifications
necessary for the Project Manager, on a continuous basis. Support is provided by the following
sub-departments:
Project Management
Design and Architecture
Engineering
Each head of department has various specialists in support for the various job requirements and
to enable him to support the many projects handled at any one time.
The Technical Services Department will strive to maintain the highest standard of design,
creativity and state-of-the-art technology applied in new hotel projects. This will be achieved by
continuously researching the market for new design applications, innovative technology and the
latest in guest service amenities. Feedback from the field on existing technology and designs
enables us to learn from experience and constantly upgrade our product.
The ongoing training of our Technical Services employees will be the key to our success to
further the standing of Hyatt International in the marketplace.
HESB Coordination
The number of items listed in the HESB Volume I are in excess of two thousand different
articles and will require close coordination with other disciplines by the Hyatt International
Project Manager. (Especially with Interior Design FF&E, Millwork, and Major Equipment
FF&E). Listed below are some of the most important areas:
Back of House Layout
Furniture and various other equipment is listed in the HESB and shown on the BOH
layouts. It needs close scrutiny of the BOH drawings to ensure all items listed in the
HESB are also shown on the respective floor plans. If items are not shown, it will be the
responsibility of the Project Manager to insure the equipment missed on the floor plan is
integrated and all necessary MEP services provided. Common problem areas are:
personal computers, IS. safe, IS. tape hanger bars, accounts department safes, micro fiche
reader/printer for F&B accounting, etc.
The reverse situation is also possible, i.e. items shown on the floor plan are not listed in
the HESB In this case, the Project Manager has to insure these items are included in the
bidding documents and are included on all MEP drawings. Common items are: sink for
pantries, plants, notice boards, etc.
The third possible problem area contains items not shown on the floor plans and not
listed in the HESB In this case, the Project Manager needs to have approval from HITS
prior to requesting these additional items. Common problem areas are: coffee makers/
refrigerators for pantries, personal computers/printers, notice boards, certain office
furniture, etc.
Kitchen/Laundry
Most of the above points also repeat themselves in these areas. Points to look out for:
kitchen/laundry trolley may be shown on floor plan/equipment specification as well as in
HESB Insure only one set is ordered. There are several items listed in the HESB for use
in kitchens. Insure the correct voltage and that power points are installed.
Check on millwork related items in these areas, i.e. laundry - pigeon holes, bars - glass
shelves, storage cabinets, precheck terminals, room service tray setup shelves, etc.
Computer Hardware
Computer hardware is specified in the Design Standards and Criteria Volumes and the
HESB Volume I issued to the owner/developer. This includes main frame computer,
POS, precheck terminals, kitchen printers, personal computers, etc. It is the Hyatt
International Project Manager's responsibility to review the millwork shop drawings for
all areas to ensure all purchased equipment will fit properly and all necessary services,
i.e. U.P.S., air-conditioning, shielded cable, etc. are provided.
Pre-opening Team Coordination
The HESB, Volume I identifies a number of items to be purchased with specifications to
be supplied by the operating team. These may include banquet display items, buffet
display items, special equipment for restaurants etc. A US$ amount has been given to the
owner/developer for budget purposes, but all specifications can only be supplied after the
operating team arrives on site and is familiar with the various operating concepts. The HI
Project Manager has to insure this information, with all necessary documentation, is
supplied as early as possible so as to guarantee a timely delivery. The operating team
members, in most cases, will be prone to request additional items not listed in the HESB
These requests should be made by the various departments directly to the General
Manager. He will compile an additional list of items from all the received listings and
address this request to the Project Manager. After careful evaluation, the Project Manager
will forward this list of reasonable items to HITS Department for review, and will
thereafter receive detailed instructions on how to proceed with these requests.
Signage
The requirements for signage come from various sources and need very close follow
up by the Project Manager. The details of the total package needs to be collected from
the following sources:
The Signage Consultant
Includes design, detail, message, location chart, quantities, specifications.
(Directional and indicational signage).
Design Standards and Criteria, Volume VI + VII.
Related to engineering signage and life safety signage in Public Areas and BOH
HESB, Volume I
Related to F&B signage, i.e. do not disturb, meeting in session, notice boards,
etc., and other operating departments, i.e. currency exchange board, health club
rules, pool safety notice, etc.
Hardware schedule/total building floor plan.
All BOH signage for offices, stores, refrigerators, and directional signage related
to these areas.
It will be important to coordinate all messages or titles used on these signs with
the General Manager. The delivery schedule for signage must be in accordance
with the approved handover schedule.
Attached in the Appendix, Volume II is a listing of the most commonly used
signs, which should be adjusted to each individual project and must be part of the
signage tender documentation for reference. The custom tailored listing for each
project should be prepared by the Project Manager and Project Architect.
for presentation to the Owner/Developer. The quoted price may not include local tax or duties,
and should be verified for other hidden costs.
The quotation will also identify the nearest General Automation agent available for overall
coordination and installation of hardware. The Corporate Office will also issue to the Project
Manager the documents necessary for licensing agreements for the software package to be
signed by the owner/developer.
Final coordination with the interior designer on telephone color, and graphic designer on
in-house dialing information is necessary. Some type of instruments, i.e. wireless phones,
weather proof phones, handicapped phones, may need to be tested for efficiency in their
proposed location. During the later stages of the construction, the preliminary schedule will be
finalized having incorporated all physical changes which may have been made in the BOH or
Public areas. The Hyatt International Project Manager will have to ensure all these changes have
been communicated to the various design/construction disciplines. Other possible implications:
Guest room safe alarm function
Telephone operator, room service/laundry valet computer interface for guest
information
Alarm function for safe deposit, front office cashier, and general cashier area
Instrument color/size coordination with the Interior Designer.
BOH Layout
During the design phases, Hyatt Technical Services will issue the BOH layout for the project to
the design team, including all prototype drawings, specifications, elevations and sections for
special millwork applications. The Hyatt International Project Manager has to ensure that all
equipment (i.e., VDUs, keyboards, safes, telex, facsimile, telephones, etc.) have been
accommodated and fitted, and will be in accordance with Hyatt Internationals operating
concepts. All MEP drawings should be reviewed to ensure all services are provided. FF&E items
for the installation into the pre-opening office have to be selected and marked on the BOH
layout, and need to be provided according to the needs of the pre-opening team. During the
handover period of the hotel BOH areas, these items need to be re-installed to their originally
planned location.
Very special care needs to be taken with reflected ceiling plans showing all lighting, sprinklers,
diffusers, speakers, recessed screens, smoke detectors, etc. in the BOH area. Ceilings should not
give the impression of a overloaded and uncoordinated design. During the installation period of
FF&E in all areas, the operating team members may request additions, changes, etc. All such
requests should be channeled through the General Manager to Hyatt Internationals Project
Manager, who will evaluate the requests and, if necessary, will forward same for approval and
instructions on how to proceed to the Corporate/Area Office.
Landscaping
All interior and exterior landscape drawings are approved by Hyatt International Technical
Services during the design phases. It will, however, require the Hyatt International Project
Manager to liaise integration of other disciplines in to the overall scheme. This may include
exterior lighting, flag poles, exterior signage, taxi stands, ash urns, waste baskets, parking
control gates, office blinds, etc. It will also require close coordination with all MEP related
disciplines to ensure proper supply of services such as sprinkler systems, drainage, electrical
power, etc. For interior landscaping coordination, some major points are water supply, drainage,
heat damage caused by lighting, insufficient or inappropriate planters, etc.
Personnel Department/Timekeeping
FF&E requirements are specified in the HESB, Volume I and in the BOH layout. It will require
the Hyatt International Project Managers input to ensure that the various systems specified are
incorporated into the millwork shop drawings and coordinated with other systems such as
hardware for employee access/timekeepers clock. Since the type of equipment may vary from
country to country, the Hyatt International Project Manager needs to be aware of local code
requirements applicable in the area. Other areas of coordination within this area will also include
training center millwork/audio visual integration, notice board/bulletin board selection, staff
lockers hardware/locker number coordination, etc. The selection of books and video tapes for the
employee recreation room will have to be discussed with the operating team upon their arrival.
Security Coordination
The security office may be integrated into the timekeepers office at the employee entrance area
or in the 24 hour room. In both cases, it will require the HI Project Managers coordination to
integrate various systems, i.e. CCTV monitor and recording console, timekeeper clock or
electronic reader, employee access control, alarm device for fire, elevators or cashier areas, car
park control monitors and access control devices, as well as watchmans clock monitoring
device, etc.
Since systems vary according to local code requirements, the Hyatt International Project
Manager needs to familiarize himself with the applicable codes and advise the design team on
operational aspects. It will also require close coordination with other disciplines for wiring,
millwork and system integration. Very careful planning will ensure a secure and well controlled
environment easily manageable by the operator.
Pre-opening Office
Hyatt International Technical Services will issue a pre-opening office prototype layout to the
owner/developer during the early design phase. The Hyatt International Project Manager needs
to assist the design team in adjusting to the conditions of the space to be used and to assure all
FF&E and services are provided as shown. This will require coordination with the BOH
furniture supplier to identify and provide furniture at an early stage and to verify its compliance
with the BOH layout millwork details. Other equipment, such as PCs typewriters, office
supplies, coffee making/serving utensils, etc., have to be requested and should be coordinated
with the HESB specifications. Temporary identification and directional signage needs to be
arranged and temporary MEP services provided. Accommodation and ground transportation may
have to be arranged for the General Manager, as well as communication systems need to be set
up for telex, facsimile and telephone services. The hotel telephone number should end with the
digits 1234. Since the hotel requires several lines from the PTT, it may be advisable to request
all numbers from --- 1200 till --- 1250 or more. The last numbers should be dedicated to
facsimile numbers. Telex numbers should have an answer back identifying Hyatt if possible.
It will be the Hyatt International Project Managers responsibility to insure all necessary FF&E
items are available in the pre-opening office, as well as to ensure their reinstatement into the
hotel BOH areas after closure of this office.
Pest Control
All construction sites, however tidy, attract vermin, rodents and insects. The more common pests
are mainly rats and roaches.
As early as possible during construction, the Project Manager should liaise with the Owners
Project Manager to ensure that a comprehensive pest eradication program is being executed. This
program will run continuously through construction, completion and operation.
At the time when duct work, pipework, ceilings and the like are being installed, it is important
that the program is well established, and that rodents are not trapped in voids and ductwork. All
penetrations from one space to another should be sealed around pipes, ductwork etc.
Some methods of eradication merely kills the rodents by poison, which allows time for them to
find hiding places to die. This method is unacceptable.
An acceptable method available from experienced environmental companies is to use a certain
poison which results in the animal craving for water and fresh air. This drives them out of the
building before dying.
Care must be taken to avoid the accumulation of stagnant water.
The Project Manager is well advised to obtain advice from companies experienced in local
problems and eradication.
3.1 Architecture
3.2 MEP
3.3 Interiors
3.3.1 Lobby
3.3.2 Guest rooms
3.3.3 Specialty restaurant
3.3.4 Nightclub
3.3.5 Business center
3.3.6 Function rooms
3.3.7 Special lighting/sound
3.3.8 BOH
3.4 Kitchens
3.5 Laundry
3.6 Elevators
3.7 FF&E
3.8 Landscaping
3.9 Graphics
3.10 Signage
3.11 Uniform
As can be seen in section 2.3 above, each sub-heading can be further sub-divided as
appropriate to the project.
4.0 Construction
As in Section 3.0 Design, this section will take on similar format and give an equal report
on the physical progress of each discipline, i.e.,
4.1 Piling
4.2 Substructure
4.3 Podium
4.4 Superstructure
4.5 Roof
4.6 Guest Floors
4.7 Pool Area
4.8 Curtain Walls/Windows
4.9 MEP
4.10 Landscaping
4.11 Exterior Lighting
4.12 Exterior Signage
4.13 PABX
4.14 Elevators
4.15 Computer
Again, each sub-heading can be further sub-divided as appropriate. The enclosure of a
bar chart in this section is also recommended.
5.0 Interiors
Normally, the interiors section is a sub-section under the main category of construction.
It should cover all interior work, FF&E installations and commissioning performed.
However, within hotels where each can be measured as a project within a project, it
warrants its own reporting section in the following, typical sub-headings:
5.1 Public Areas/Lobby/Shops
5.2 Guest rooms/Suites/Corridors/Regency Club
5.3 Specialty Restaurants
5.4 Cafe Restaurant
5.5 Nightclub/Entertainment Center
5.6 Function/Prefunction/Ballroom
5.7 Elevators (Interior Only)
5.8 Business Center
5.9 Health Club/Pool
5.10 BOH Areas
5.11 Casino
5.12 Kitchen
5.13 Laundry
5.14 Parking
6.0 FF&E Procurement
With the numerous physical items making up a typical FF&E package, it is inappropriate
to mention each item individually. Therefore it is suggested that the reports cover the
main sections of FF&E, highlighting any areas of potential problems.
6.1 BOH
6.2 Kitchen
6.3 Laundry
6.4 Guest rooms
6.5 Public Areas/Lobby
6.6 Function/Ballroom
6.7 Specialty Restaurants
6.8 Cafe Restaurant
6.9 Entertainment Center
6.10 Health Club/Pool
6.11 Operating Equipment
6.11.1 Chinaware
6.11.2 Glassware
6.11.3 Silverware
6.11.4 Linen
In addition, if any changes are made to the actual FF&E software program during the
month in question, a diskette incorporating these changes must be included with the
monthly report to enable us to keep the project's FF&E status up-to-date in our
computers.
7.0 Cost Report
The cost status report for the project will usually come from the Owners project
management team, and not always be made available to Hyatt. In this instance,
obviously, it is not possible to report effectively on the cost. Where the cost report is
available, it should be included in the monthly report. Usually this takes the format of a
computer printout or a simple accounting format.
Where escalation of project cost is experienced, the Owners project management team
have a tendency to attribute the additional costs to Hotel Operators Requirements. It is
therefore appropriate to maintain files containing all information relating to additional
costs and include a summary in this section. All decisions which have financial
implications on the project must have the prior written approval from the Vice
President-Technical Services in Chicago.
8.0 Information Required
An effective method of reporting this section is in the form of a simple hit list, i.e.,
Information Required Date Action By Date
Required Dispatched
1. Final design for kitchen 6/23/86 Kitchen design 6/19/86
consultant
2. Hyatt review & approval of kitchen 7/10/86 Hyatt Technical 7/9/86
design Services
3. Final FF&E design criteria 8/20/86 Hyatt Technical 8/1/86
Services
The dated required must take due cognizance of the design phases, procurement, delivery
and installation periods so as to coincide with the main completion schedule. It should
give the reader sufficient time to complete his task or remind on outstanding subjects.
9.0 Pre-Opening Activities
This section would be prepared by the PM in collaboration with the hotel General
Manager, and would cover the following topics:
9.1 Pre-opening Office
9.2 Accommodation
9.3 Pre-opening Team
9.4 Handover Schedule
9.5 Training
9.6 Operating Supplies Status
9.7 FF&E Additional Requirement Status
9.8 Pre-opening Budget Report
10. Photographic Record
The photographic record of the project will complement the overall project and can be
used as a visual aid in determining the progress during any period. The subjects should be
in relation to the current work in progress. Photos should be showing details of the
various areas with cross referenced explanations of the subject in question. This will give
the project architects a better understanding on all aspects of the various construction
phases.
11. Other Activity Reports
This section should inform on other activities not related to this project. It could include a
site survey report for a new project or takeover investigation, etc.
12. New From the Field
This section should include a brief caption on each individual project, plus news on new
technology in the field.
This information will be collected from all Project Managers Reports and re-distributed
to all field staff by the Corporate Office for information purpose.
4. Lodging includes only room charges and related taxes and service charges. Meals,
Telephone & Telex, and Entertainment expenses charged to the room must be broken out
and listed in the appropriate columns.
5. Meals includes only personal meal costs while out of or in town. When dining with
HIC personnel (whether local or field), this should be entered as meals. However, when
dining with HIC staff and a business guest, all cost should be entered under
Entertainment. All meals must be listed and explained on the reverse side of the expense
report.
6. Entertainment includes all expenditure related to entertaining one or more guests for
business purposes. All entertainment must be listed on the reverse of the Expense Report.
The place at which the entertaining occurred, the party/ies entertained, their business
affiliation and the business purpose of the entertainment must be documented.
Note:
The US Tax Reform Act of 1986 places an 80% limitation on the corporate tax expense
deduction of business meals and entertainment so these two categories must therefore be
accurately listed in the appropriate columns.
7. Taxi Cab Fares include taxi fares, plus tip and any local train transportation. The
details or Taxi Cab Fares must be listed on the reverse side of the expense report.
8. Telephone & Telex includes business related Telephone/Telex charges incurred at a
hotel, on the employees personal phone, or from any other source. All Telephone/Telex
charges must be listed on the reverse of the expense report.
9. Any other expenses will be listed as Miscellaneous for which adequate explanations
are required. Tips are to be entered as a miscellaneous charge which should include tips
other than taxi and Food & Beverage tips.
10. List the exchange rates in the Exchange Rate column for all currencies used in the
report. The exchange rates quoted will be the rates between the currency in which the
expense was incurred (Local Currency, Local Cy) and the local currency of the
property or office to which the Expense Report is being submitted (referred to for the
purpose of this procedure as Total US).
11. Add the Expense Report rows and enter the total in the Total Local Cy column. The
Local Cy amount is converted to US $ at the rates indicated.
12. When expenses are to be allocated to more than one hotel, subsidiary, department,
project, etc., the analysis is to be recorded in the hotel or project breakdown section of
the Expense Report in US $.
13. The Total Expenses Incurred is to be entered at the lower left of the Expense Report, as
are any Advances.
The difference, if expenses exceed advances, represents the Amount due employee. If
the advances exceed the expenses, the amount is recorded as Amount due company,
and a check should be attached in payment of this amount.
14. When the Expense Report is completed, it is to be dated and signed before being
approved by the employees Head of Department or immediate superior, whomever is
more senior. The report is then to be submitted to the Accounting Department for
payment.
responsible and finally informing the owners representative of his intention of recourse to this
action. Attention is drawn to the relevant paragraphs of the Management Agreement.
Hyatt Internationals Project Manager shall, at all times, be available to discuss and advise on
any outstanding items using his historical knowledge of the project. All correspondence files
relating to the project are to be located within the Engineering Offices of the property, together
with all MEP manuals, kitchen equipment manuals, FF&E records, including original purchase
orders and as-built drawings. The above documents shall be handed over to the hotels Director of
Engineering and familiarization period on their contents carried out. It is acknowledged that due
to the complex nature of a project, together with his own responsibilities especially in a new
opening, the hotels Director of Engineering may require further familiarization; bearing this in
mind, HIs Project Manager shall, during the first 6-8 weeks of operation, communicate on a
weekly basis in order to assist in achieving a smooth transition period.
A true indication of status can only be achieved by review of each individual areas punch list,
and by the relevant contractors action on defects. The contractor should inform, in due course,
that he has completed the noted defects and the area is ready for re-inspection. Items that have
not been completed to an acceptable standard should not be removed from the punch list and
should remain until a 90 day period is reached and the action as detailed above is undertaken by
the General Manager.
Items of a intent/inherent defect nature should be notified formally in writing to the owners
representative, who in turn will relate these items to the relevant contractor. The General
Manager will then be approached by the relevant contractor with a view to rectify these defects.
Such notifications should be at reasonable notice and should typically detail areas into which
access is required, time of access, number of persons requiring access, duration of works and
identification of contractors. The time at which this work will be carried out will have
implications on the daily operation of the property. However, the operator should endeavor to
accommodate all reasonable requests. Any major defects which will require a shut down of
essential services for any period of time should be carried out, out of business hours, e.g.
between 2am and 5am. At all times when contractors are in operational areas they shall remain
under the control of the hotels Director of Engineering but shall of course report to their own
superiors.
In the event of an emergency arising out of either a defect noted on an original punch list, or a
subsequent latent/hidden defect, the operational team under the auspices of the hotels Director of
Engineering, may elect to carry out the necessary repairs in-house after contacting the
appropriate contractor and receiving owners approval. Attention is drawn to the list of 24 hour
emergency contacts contained within the project directory which should be used in the case of all
emergencies prior to the implementation of in-house rectification. In the event of in-house
rectification being utilized, the costs involved, namely labor and materials, should be
documented and immediately advised to the owners representative for reimbursement by the
contractor.
The following pages give guidelines to the structure and contents of the project completion
report.
4.0 HANDOVER
4.1 BOH
4.2 Kitchen
4.3 Laundry
4.4 MEP
4.5 Elevators
4.6 Guest rooms
4.7 Public Areas
4.7.1 Lobby
4.7.2 Specialty Restaurant
4.7.3 Cafe Restaurant
4.7.4 Ballroom
4.7.5 Regency Club Lounge
4.8 Landscaping
4.9 Signage
4.10 FF&E
4.10.1 BOH
4.10.2 Kitchen
4.10.3 Laundry
4.10.4 Guest rooms
4.10.5 Public Areas
4.10.5.1 Cafe Restaurant
4.10.5.2 Specialty Restaurant
4.10.6 Operating Equipment
4.10.6.1 Silverware
4.10.6.2 Chinaware
4.10.6.3 Glassware
4.10.6.4 Linen
4.10.7 Uniforms
4.11 Graphics
4.12 Operating Supplies
4.12.1 Food
4.12.2 Beverages
4.12.3 Cleaning Supplies
4.12.4 Stationary
The above sections and subsections should be giving information of status of each area. Detailed
deficiency reports or inventories should be referred to and attached in the appendix of this report.
9. Recreational Equipment
10. Guestroom Equipment and Accessories
Subtotal Special Hotel Equipment US$ 0
E. AUXILIARY EQUIPMENT
1. Kitchen and Steward Utensils
2. Dining Room Accessories
3. Engineering Tools And Equipment
4. Housekeeping Utensils
5. Miscellaneous Equipment
Subtotal Auxiliary Equipment US$ 0
Subtotal 0
TOTAL FF&E BUDGET US$ 0
Cost Per Bay ( bays)
Cost Per Key ( keys)
10.0 APPENDIX
This section may be in several volumes containing the following:
10.1 Handover Punch list
10.2 Equipment Manuals, Specifications, etc.
10.3 Inventories FF&E
10.4 Inventories Operating Equipment
10.5 Copies of all Licenses Received
10.6 Deficiency Repair Schedule
10.7 Meeting Minutes of Project Meetings
10.8 General Information/Memorandums
GENERAL NOTE
The Project Managers monthly report should be presented in a bound folder and must be
identified on its cover to its origin. The distribution of the report varies, but may include:
Hyatt International Technical Services
Area Vice President/Specialist Office
Area/Regional Director
General Manager
Table of Contents
03/06/92 06criter.doc
PROJECT MANAGERS MANUAL
SECTION 6 - DEVELOPMENT
6.1. Development
Hyatt Internationals Design Standards and Criteria have been developed using tried and
approved industry practices in conjunction with modern methods of design and construction
specific to the requirements of todays hotel environment.
In formulating these Standards and Criteria, the following philosophies were considered:
1. To embody local community pride, its spirit, and the people, while maintaining harmony
with the existing architectural environment and the specific site context.
2. To create a hotel environment that will meet todays immediate needs and those for years
to come.
3. To economically answer the investors first cost and to satisfy Hyatt Internationals
competitive business posture.
4. To design hotels economically and efficiently, incorporating the most up to date
technology in the industry, and maximizing the usable space.
Thus, Hyatt Internationals philosophy of studying, designing, and building each new hotel in a
custom-tailored fashion will be reinforced by the above criteria. Our philosophy will help ensure
that each project is complementary to its surroundings, is an enhancement to its location, and is a
reinforcement to the image of Hyatt International.
These standards should not be regarded as specifications of scope-limiting documents. These
standards are intended to assist the Consultants in developing a hotel design that is documented
via drawings and specifications necessary to secure a quality building product. The consultants
must take into account codes, infrastructure, climate, culture, and other factors applicable to the
particular project and meet or exceed the minimum design standards and criteria as tabled in
these specifications.
Drawings
All drawings submitted to Hyatt International shall be accompanied by a transmittal note and
shall be clearly identified with reference information including the following:
Name and address of hotel project
Name and address of consultant(s)
Date of original drawing
Scale
Drawn by whom
Checked/approved by whom
Drawing number, indicating drawing type, i.e. architectural, electrical and revision
reference number, where applicable
Revision number with date and description of revision in block and table form
Issue record of drawing to any party including date and name of party issued
Drawing Register
Throughout the duration of the project, each consultant shall submit to Hyatt International
updated drawing registers for all drawings prepared by them for the project.
Uniform/Graphics/Signage Presentations
All consultants will have to forward to Hyatt International design sketches, samples, color and
material specifications for design approval. A final finished sample presentation has to take place
prior to final acceptance of these disciplines.
Transmittals
All documentation submitted to Hyatt International shall be accompanied by a transmittal note
nominating the reason for submission, and when submitted for reviews and/or approval by Hyatt
International shall stipulate what information is to be reviewed and/or approved.
Architectural/Interior Models
Models shall be required for all new Hyatt International hotel projects for the purpose of:
1. Design evaluation (both exterior and interior)
2. Presentation for sales and marketing purposes
The type, scale and resolution of detail of the model(s) shall be agreed upon between the Owner,
consultants, and Hyatt International.
Architectural Renderings
In conjunction with the model(s), colored architectural renderings of high standard and quality,
suited for reproduction, shall be required. The renderings shall authentically depict the external
elevations of the hotel project.
Site Survey
Architectural and Interior Design consultants are to undertake a comprehensive site survey
related to the local cultural religious and other issues and to address these findings in detail prior
to the kick-off meeting.
The Architect shall take into consideration Hyatt Internationals Infrastructure Survey, but also
should ensure compliance to all disciplines to local governmental code requirements. This
includes:
Potable Water Service
Sewage Disposal
District Steam and Hot Water Service
Electricity Supply
Gas Service
Boiler/Generator Codes
Climatological Data
Telephone and TV Services
Municipal Services provided such as:
Fire Protection
Sanitation Services
Police Protection
Hospital Services
All other local requirements which bear consequences on a design or operational point of view
need to be investigated and made part of the overall design strategy.
Hyatt International will continue to strive in providing all guests with maximum comfort and
highest possible standards in all categories of service. This endeavor can be regarded as
successful when guests of all origins are being conveyed the feeling of elegance, culture of the
destination and harmony, coupled with a sense of comfort and functionality.
6.4. Deviations
Both Hyatt Internationals Project Manager and the Owners Project Manager should thoroughly
familiarize themselves with the contents of each volume of Design Standards and Criteria. Each
volume should be cross referenced in applicable sections, and although each volume may be
issued at various stages of the project, all consultants, Owners Project Manager, and Hyatt
Internationals Project Manager should regard the total volumes as a single document.
In essence, the volumes will give a very detailed insight into the requirements necessary to
comply with, and to achieve, a standard of hotel that is acceptable to Hyatt International
It is therefore the sole responsibility of the Design Team, through the Owners Project Manager,
to ensure that any deviations from these volumes are noted to Hyatt International for acceptance
prior to their instigation. It will be the responsibility of Hyatt Internationals Project Manager to
closely monitor and ensure that this procedure takes place.
Attached is the table of contents of the Design Standards and Criteria Volumes available.
VOLUME I VOLUME IV
Introduction Introduction
Table of Contents Table of Contents
Design Statement Back of House Design Guidelines
Lighting Design Statement Millwork Design Guidelines
Landscape Design Statement Project Completion
Fitness Center Design Statement MEP Handover Procedures
Area Program
Infrastructure Survey VOLUME V
Scope Of Work For Consultants
Introduction
VOLUME II Table of Contents
Definition of Limitation of FF&E Scope
Introduction Definition of Limitation of Millwork Scope
Table of Contents Project Management
Hotel Operation Surveys Tendering & Purchasing Procedures for FF&E
Guest room Design Criteria
Food & Beverage Operating Concepts VOLUME VI
Kitchen/Pantry/Bar Design Criteria
Kitchen/Pantry Bar Design Guidelines Introduction
Laundry/Valet Design Criteria Table of Contents
Handicapped Facilities Mechanical Standards
Acoustic Standards Electrical Standards
Movable Partition Standards Plumbing Standards
Building Material Standards
VOLUME VII
VOLUME III
Introduction
Introduction Table of Contents
Table of Contents MEP Schedule of Services
Space Design Requirements MEP Design Guidelines
Hardware Specifications Elevators and Escalators
Supplementary Equipment List
Architectural Drawings
Title Sheet (Table of contents schedule of material indications, schedule of notations
and symbols, list of abbreviations)
Site Plans (Area location map, demolition plan, excavation plan, utilities plan,
grading plan, landscaping plan)
Floor Plans (Sub-basement plan, basement plan, first floor plan including adjacent
site, upper floor plans)
Schedules (Door, room finish, hardware, special equipment)
Roof Plan
Elevations (Exterior and Interior)
Sections
Details, or Example: Floor Plans
Small Scale Floor Plans (1:200)
Large Scale Floor Plans (1:50)
Reflected Ceiling Plans (1:200)
Exterior Elevations (1:200)
Interior Elevations (1:50)
Building & Wall Sections (1:200)
Exterior & Interior Details (1:20)
Architectural Schedules
Partitions
Room Finish
Stair Finish
Louver
Lintel
Glazing
Door
Hardware
Door Detail
Wood Door Detail, etc.
Landscaping
Setting Out Plans
Grading & Drainage Plans
Planting Plans
Interior Planting Plans
Irrigation Plans
Planting Details
Interior Planter Sections
Electrical Layout Plans
Details
Kitchens
Equipment Layout Plans
Setting Out Plans
Plumbing Layout Plans
Electrical Layout Plans
Equipment Elevations and Sections
Laundry
Equipment Layout Plans
Setting Out Plans
Plumbing Layout Plans
Electrical Layout Plans
Equipment Elevations and Sections
Equipment Specifications and Cut Sheets
Details
MEP Rough-In Plans
Custom Equipment Shop Drawings
Acoustic
Specifications and Reports
Lighting
Setting Out Plans
Equipment Specifications and Cut Sheets
Dimmer Circuitry
Details
Interior Designer
FF&E Layout Plans
Elevations and Sections
Millwork Details and Operational Furniture Details (i.e. armoire)
Detailed Material Specifications
Illustrations and/or pictures
Sample Board
Structural Drawings
Foundation Plan, Piling Plan
Floor Plan
Roof Plan
Structural Sections
Schedules (Footing, Beam Joist, Column, Lintel)
Mechanical Drawings
Mechanical Site Plan
Plumbing Plan
Plumbing Details
Plumbing Schedules, Plumbing Fixtures
Stack Diagrams
Heating, Ventilating and Air Conditioning Plans
HVAC Details
HVAC Schedules
Electrical Drawings
Electrical Site Plan
Electrical Plans Power Plans, Lighting Plans
Electrical Details
Electrical Schedules, Lighting Fixtures
Electrical Layout Plans, for Example:
Fire Alarm System
MATV System
Telephone Cabling
Security System
Computer Cabling
Elevators
required, according to local conditions and within the original estimated spare parts budget
framework. Having selected all items and quantities necessary within the limits of the budget,
the proposal should receive the approval of the Owner/Developer and the VP - Technical
Services of Hyatt International. Storage needs for such equipment will have to be addressed to
ensure proper handling and control of such items. Storage needs not be covered by the
Engineering Design Standards and Criteria such as carpet, upholstery, wallpaper storage must
also be considered.
The following section gives an overall requirement for MEP services space requirements.
Equipment Space Requirement
for up to300 rms. each addnl 100 rms.
m m
Air-conditioning
machines 60 10
pumps 20 5
Air handling Units, Fans 360 20
Boiler Plant
Boilers and ancillaries 60 10
Calorifiers 30 5
Electricity
Transformers 40 5
Distribution panels 25 2
Emergency power 20 2
Domestic water system
Filters, softeners 60 5
Administrative
Stores 60 5
Offices 80 -
Shops 120 20
Control centers 20
Service ducts (for each two guest rooms)
with primary air supply vertical 0.60 x 1.20 m
distribution
with primary air supply horizontal 0.60 x 0.80 m
distribution
w/o primary air supply 0.06 x 0.80 m
Notes:
1. Subject to choice of equipment (instant vs. storage).
2. Depending requirements of local power authority.
3. Guest room service ducts to be installed between back-to-back bathrooms.
4. Provisions to be made in corridors to accommodate ducts over false ceiling.
Locations for the installation of major MEP equipment should be selected on the basis of a
centralized plant configuration.
Provisions are to be made in the installation of any major MEP equipment for future accessibility
to such equipment for the purposes of replacement without major demolition work to the
building structure. Ideally, a machine shaft should be constructed for convenient access to
boilers, air-conditioning machines and, if installed, storage calorifiers.
Great care is also to be taken to provide sufficient room to either or both sides of the equipment,
following manufacturers recommendations, for servicing of the equipment, e.g. brush cleaning
of fire tubes in boilers or condenser tubes of air-conditioning machines.
All layout drawings will be reviewed and are subject to approval by Hyatt Internationals
Technical Services Department.
Every piece of MEP equipment will be supplied with a complete set of manufacturers
recommended spare parts, with the scope of delivery contingent upon local conditions of
availability of such spares, but in no case less than required to cover a period of 2 years after
expiration of the contractual warranty period.
Table of Contents
7.1. INTRODUCTION ........................................................................................................................1
7.2. PRELIMINARIES/MOBILIZATION ...............................................................................................1
Site Survey and Pegging .........................................................................................................1
Site Clearing ...........................................................................................................................1
Erection of Hoarding ..............................................................................................................1
Site Office Construction .........................................................................................................1
Temporary Services Connections ...........................................................................................2
Access Roads ..........................................................................................................................2
Erection of Site Signage .........................................................................................................2
Ground Breaking Ceremony...................................................................................................2
Review of Bid Documents......................................................................................................2
Evaluation and Awarding of Tenders/Contracts.....................................................................2
Mobilization of Contractor .....................................................................................................2
Site Surveying and Layout......................................................................................................2
Site Grading ............................................................................................................................3
7.3. SUBSTRUCTURE .......................................................................................................................3
Excavation ..............................................................................................................................3
Service Connections ...............................................................................................................3
Foundations.............................................................................................................................3
Basement Construction ...........................................................................................................3
7.4. MOCK UP ROOM ......................................................................................................................4
Purpose ...................................................................................................................................4
Construction............................................................................................................................4
Inspection and Approval.........................................................................................................9
Punch List .............................................................................................................................10
Prototype Room ....................................................................................................................10
7.5. SUPERSTRUCTURE ..................................................................................................................11
Review of Bid Documents....................................................................................................11
Evaluation and Awarding of Tenders/Contracts...................................................................11
Mobilization of Contractor ...................................................................................................11
Main Contractors Construction Schedule.............................................................................11
Site Inspection/Dimension Check.........................................................................................11
Elevator Shafts......................................................................................................................11
Floor Slabs ............................................................................................................................11
External Walls ......................................................................................................................12
Roof ......................................................................................................................................12
Masonry Work ......................................................................................................................12
Topping Out Ceremony ........................................................................................................12
Exterior Signage ...................................................................................................................12
7.6. INTERIORS..............................................................................................................................12
Review of Bid Documents....................................................................................................12
Evaluation and Awarding of Tenders/Contracts...................................................................12
Mobilization of Contractor ...................................................................................................13
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Table of Contents
Internal Partitions..................................................................................................................13
Plaster Work/Floor Screeding...............................................................................................13
Ceiling, Wall and Floor Finishes ..........................................................................................13
Interior Material Sample Review..........................................................................................13
MEP Rough-ins and Equipment Installations.......................................................................13
Low Voltage System Installations ........................................................................................13
Elevator Installation..............................................................................................................14
Installation and Protection of Fixtures/Fittings ....................................................................14
Millwork/Carpentry ..............................................................................................................15
Soundproofing/Acoustics .....................................................................................................15
Interior Decoration................................................................................................................16
Occupation Permits Applications .........................................................................................16
Hardware/Keying Schedule ..................................................................................................16
MEP Completion, Testing, Commissioning .........................................................................16
Installation of Kitchen/Laundry Equipment .........................................................................16
Moveable Partitions ..............................................................................................................17
Handicapped Facilities..........................................................................................................17
Coordination and Updating of Documentation.....................................................................17
Ongoing Spot Checks ...........................................................................................................17
Spot Checks Against Documentation ...................................................................................18
Preparation of Punch Lists....................................................................................................18
Review Documentation.........................................................................................................18
Vertical Service Shafts and Riser Inspection........................................................................19
Coordination of Built-in Fittings Documentation.................................................................19
7.7. MEP ......................................................................................................................................19
Drainage................................................................................................................................19
Water Proofing......................................................................................................................20
Conduits and Service Connections .......................................................................................20
Boiler Flue/Chimney ............................................................................................................20
Equipment Installation/Storage ............................................................................................20
Pressure Testing of Wet Services .........................................................................................21
Documentation Coordination................................................................................................21
Commissioning/Hand over/Training ....................................................................................21
Contractors Hand over Documentation ................................................................................21
7.8. LANDSCAPING DEMOBILIZATION ...........................................................................................22
Review of Bid Documents....................................................................................................22
Evaluation and awarding of Tenders/Contracts....................................................................22
Mobilization of Contractor ...................................................................................................22
Coordination of Documentation ...........................................................................................22
Site Demolition .....................................................................................................................22
Hand over..............................................................................................................................22
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7.1. Introduction
The Hyatt International Project Managers responsibilities are clearly defined in the job
description as shown in an earlier section of this manual. To ensure better understanding of the
various construction related activities, and to highlight the Project Managers specific duties, this
section will endeavor to explain these duties and their relationship to other ongoing activities.
There are many other activities happening on site during a construction project which are not
explained in this section. Due to their specific nature, the Hyatt International Project Manager
will not get involved in these activities, i.e., structural related, surveying, etc. Hyatt International
Project Managers responsibilities related to the construction, are mainly liaison, quality control
and review of documentation to ensure all disciplines follow the agreed specifications.
It will be essential for the Hyatt International Project Manager to be aware of all contractual
terms/specifications, and to ensure that the corporate office will be kept informed of progress on
site and compliance to the agreed terms.
The following sections will briefly explain all major subjects, and should be used as a guideline.
The activities have been separated in the following main headings:
Preliminaries / Mobilization
Substructure
Mockup Room
Superstructure
Interior
MEP
Landscaping / Demobilization
7.2. Preliminaries/Mobilization
Site Survey and Pegging
Usually performed by a professional land surveyor. This will identify topographic boundaries of
the construction site and indicate access to site, hoarding requirements and excavation
boundaries.
Site Clearing
Involves identification of items to be removed, preserved or additionally required on site. If trees
or monuments need to be preserved, or existing buildings removed, this will be decided after the
site survey has been completed. Usually a specialist contractor will perform this work.
Erection of Hoarding
Having surveyed and cleaned the site, the protective fence will be installed, including road
access gate, employees entrance, and usually a security office. Protection for sidewalk traffic
from falling objects may also be necessary.
Site Office Construction
Construction of the site office and the erection of fencing usually takes place simultaneously.
Care should be taken to ensure good access to roads, parking facilities and the provision of
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sufficient office space for the design team and contractors. The Hyatt International Project
Managers office should be located in the site office.
Temporary Services Connections
A request should be made to local utilities for temporary connections to the following services.
Electric power
Water supply
Sewage/waste water
Telephone/telex
Consideration should be given to load requirements for the power supply. Construction site
waste removal should also be considered.
Access Roads
Applications should be made to the local authorities for use of access roads and/or traffic
restrictions to the surrounding roads. Heavy equipment access, parking and site traffic by trucks,
etc. should be considered. Traffic and access road integration after project completion into the
local traffic system, must also be reviewed.
Erection of Site Signage
After completion of hoarding and site office, the site sign should be installed. Details and
graphic standards related can be found in the appropriate section of this manual.
Ground Breaking Ceremony
Review plans of owner/developer for this event, since local customs vary in every country.
Inform Area Director/Vice President and the corporate office on all planned activities for
participation and/or public relation purposes.
Review of Bid Documents
Ensure continuity of documents and inclusion of all architectural specifications and drawings.
Check for completeness of all necessary forms and documents for comparison purposes. Check
on completeness of all reproduced sets of bid documents for the various tenders. This will
require full support of the corporate service department.
Evaluation and Awarding of Tenders/Contracts
Review bid data on the appropriate format and ensure compliance with all specifications.
Compare cost data of the various submittals on the appropriate format and against budgets.
Review and compare special conditions included in the various submittals for cost/time/penalty
related data. Verify the qualifications of proposed subcontractors on tender documents.
Mobilization of Contractor
Review compliance with construction schedule, coordination of office requirements, use of
equipment and temporary services, transportation and accommodation.
Site Surveying and Layout
Performed by a specialist, this will determine exact location of levels, excavation, dimensions,
grading, etc.
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The construction site will be laid out according to the architectural drawings and site preparation
before the excavations may start. Service connections and service runs will be determined.
Site Grading
Following the layout of the site, grading work will take place to level the side, provide filling
where necessary, prepare road access for excavating equipment and trucks, and remove
unwanted objects.
7.3. Substructure
Excavation
Review schedule and equipment requirements. Consider access of heavy machinery, trucks for
removal of excavated materials, shoring of excavation site, water removal. Verify local
requirements for site safety and maintenance of access roads. Consider weather conditions and
illumination requirements for site.
Service Connections
Review city connections for:
Power supply
Water supply
Sewage and waste water
Gas supply
Telephone connection
Cable TV
Satellite communications
All cable and pipe runs must be accurately documented, pipes and conduits marked, and all local
main and sub-isolating devices clearly identified on the surface.
Foundations
Review methods used for:
Under pinning (if applicable)
Water removal
Waterproofing
Check waterproofing for damages. Verify type of foundation.
Pile foundation
Caisson foundation
Spread foot foundation
Spot check on work in progress.
Basement Construction
Check on provisions for slab recesses, pipe sleeves, conduits or cable trays. Verify waterproofing
effectiveness. Verify heavy equipment vibration pad provisions. Check on incoming services,
connection provisions. Review access path for heavy equipment.
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artwork, etc., which although not finally selected, will represent a finished hotel room. The mock
up room should also include all amenities such as soap, shampoo, toothbrush, etc., as well as
graphic materials such as compendium folder, note pad, room rate notice, fire escape plan, etc.
These items may be requested from the nearest Hyatt hotel, since operating equipment, graphic
designs and supplies may not be finalized for the new project at this stage and need to be
returned thereafter.
In addition to the mockup room described, an alternate room shall be required to allow the
interior designer to present alternate furniture, furnishings, finishes, fabrics and color schemes.
In all other respects, it shall be identical in layout to the mockup room. In some cases, this
alternate room may be a double double room or Regency Club room to have some comparison to
the typical mockup.
To assist in portraying the length of a finished corridor, a dummy wall, including guest room
door, service shaft access panels, etc., shall be built opposite the mockup room and alternate
room with a mirror at one end wall. Like the mockup room, it should accurately represent a
finished guest room corridor and include all items necessary to achieve this, including lighting,
artwork, room numbers, etc.
It should be noted here that HIs Project Manager is to take a very active role in the guidance and
coordination of the mockup room in preparation for review. It is part of his/her responsibility, in
coordination with the Interior Designer, to ensure the room is ready and fully prepared for
review by corporate executives of Hyatt International. He/she must take responsibility to acquire
all the guest supplies and amenities from another Hyatt International hotel.
If in an off site situation, the mock up room, alternate room and corridor section will be kept
until a prototype room has been completed on site. If the mockup was constructed on site in the
guest room area, it may be converted to the prototype room thereafter.
It should be clarified here that the mockup room built is to represent the typical guest room or in
the case where, owing to the shape of the building there are many varieties of rooms, then the
room that has the majority of numbers can be considered the most typical. In the event of a resort
where there may be both tower and villa/chalet configurations, both of substantial numbers and
quite different from one another, then both should be reproduced.
Attached is a checklist for operating equipment and supplies needed for the mock up room
presentation.
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QUANTITY
DOUBLE KING
shower cap 1 1
shoe horn 1 1
nail file 1 1
disposable tooth brush 1 1
sanitary bags with cord closures 2 2
tissue box to fit box cover 1 1
toilet paper rolls 2 2
4.4 Doorknob Accessories
please do not disturb hanger (if not telephone activated) 1 1
breakfast doorknob menu 1 1
make up my room hanger 1 1
(Section 4 above represents part of Graphic Designer scope of work)
5.0 BALCONY ACCESSORIES (IF APPLICABLE)
5.1 Miscellaneous
plant with planter 1 1
hammock 1 1
tables (as per Interior Designer) 1 1
chairs (as per Interior Designer) 2 2
floor mat (as per Interior Designer) 1 1
flower bowl (as per Interior Designer) 1 1
candle holder (as per Interior Designer) 1 1
Inspection and Approval
The inspection and approval of the mockup room takes place once all the criteria have been met.
During this review and approval, architectural details and interior finishes will be reviewed and
commented upon. This exercise is normally carried out by at least two representatives from
Hyatt International. Depending on the level of acceptance at this stage, it may or may not be
necessary to reconstruct a further mockup room. Should it be so deemed that a further mockup
room needs to be constructed then the original process would be repeated. In circumstances,
where the level of acceptance is such that only minor details need to be reviewed, these changes
should be incorporated into the forthcoming prototype room and, upon completion, would be
reinspected and approved by Hyatt International.
Upon approval of the mockup room, the room would be securely locked and would be used as a
reference for construction of all other guest rooms. This, however, does not encompass the final
standards of quality to be employed throughout the guest rooms. This standard is reached
following the completion and acceptance of the prototype room, which is secondary to the
mockup room. It will be fine tuned to final colors and fabrics; the final standard of acceptable
workmanship is also fully connected to all MEP and HVAC services. This will allow final
review and approval of a prototype guest room as opposed to a mockup room which is used for
review and selection purposes only.
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The inspection of both mockup room and prototype room will result in the compilation of
detailed listings which, in the case of the mockup room, will contain all notes made by Hyatt
International of changes in detail, etc., that are to be made in all subsequent rooms, in order to
satisfy Hyatt Internationals requirements. Such changes may be major enough to warrant
another mockup room inspection or may be minor, in which case the Owners Project Manager
should ensure that they are incorporated into the prototype room.
Punch List
To clearly identify all of the required changes to be made to the mockup room, corridor or
alternate room, a detailed punch list is issued to the various design team members for follow-up
on their disciplines. This list is compiled by the designated Hyatt International Technical Service
personnel, usually comprised of Vice President, Project Architect, Director of Operational
Planning and Project Manager. The inspection will take place in each area to be reviewed
following guidelines as laid out in the pro forma mockup room review punch list.
Additional information deemed necessary but not listed in the format may be added by the
examination team.
This report will be issued to the Owners Project Manager. The Hyatt International Project
Manager may be asked to explain details further to the Design Team members.
Also, comments made by other Design Team members should be incorporated and reviewed.
The efforts of all parties will ensure a final product superior in the marketplace and strengthen
the posture of Hyatt International with the Owner.
The mock up room punch list should be accompanied by a photographic record of the room and
all major furniture pieces. Special conditions should be highlighted and all photos must be cross
referenced to the actual report.
Further photos may have to be taken by a professional photographer after approval of the mock
up room for public relation/marketing purposes. These photo sessions may have to be
coordinated by the Project Manager upon request.
Prototype Room
Once the mockup room has been approved and the construction of the actual rooms on site
commences, one room shall be designated as a prototype room.
The prototype room shall be constructed and finished in accordance to the approved mockup
room, incorporating all required changes as listed on the mock up room review punch list before
construction commences in any other guest room.
The purpose of the prototype room is to establish the standards of trade finishes and
workmanship, by which all other guest rooms shall follow.
The prototype room shall be approved by Hyatt International Technical Services prior to the
commencement of the finishing work in the remaining guest rooms.
The inspection of the prototype room will take into account approved details, and by reference to
the mockup room punch list, the work required on disapproved details. The list generated by this
inspection will allow further work to be carried out in order to bring the room to a finished level
of acceptance. Once Hyatt Internationals level of acceptance has been achieved, the room
should be recorded photographically and locked, using a cylinder differing from the construction
cylinder keys, and will be held by Hyatt International and the Owners Project Manager.
During the finishing phase of guest rooms, reference will be made to the standards achieved in
the prototype room. All rooms presented for final approval to Hyatt International should be of
similar quality to the prototype room. If disputes to agreed level of quality arise, then a
reinspection of the securely locked prototype room will take place to resolve the issue.
Thus, the final punch list of the prototype room and following guest rooms should show approval
of all details and will form preliminary acceptance of guest rooms, subject to inherent and latent
defects.
7.5. Superstructure
Review of Bid Documents
Ensure continuity of documents and inclusion of all architectural specifications and drawings.
Check on all necessary forms and documents for comparison purposes. Check on all reproduced
sets of bid documents for the various tenders.
Evaluation and Awarding of Tenders/Contracts
Review bid data on the appropriate format and ensure compliance with all specifications.
Compare cost data of the various submittals on the appropriate format.
Review and compare special conditions included in the various submittals for cost/time/penalty
related data.
Verify the qualifications of proposed subcontractors on tender documents.
Mobilization of Contractor
Review compliance with construction schedule, coordination of office requirements, use of
equipment and temporary services and transportation.
Main Contractors Construction Schedule
Review schedule for compliance with agreed contractual terms, hand over schedule and other
time related criteria.
Site Inspection/Dimension Check
Review of substructure and recheck of all dimensions related to construction of the
superstructure; will be performed by the structural consultant and the contractor.
Elevator Shafts
Verify dimensions of shafts and pits to be adequate for the intended service. The elevator pit
depth is in direct relationship to the elevator speed specified. Review service required to the
various levels, number of opening doors and direction of openings from shaft to floor level, i.e.,
one side both sides, etc.
Floor Slabs
Review all slab recess requirements, drain and conduit provisions, pipe sleeves and HVAC
opening requirements.
External Walls
Review schedules and specifications for adherence to Hyatt International approved details
related to:
Cladding
Glazing
Curtain wall
Verify waterproofing/moisture proofing details and methods to be used. Check fire protection
method to be used for space between slab and curtain wall. Review window schedule in detail
for opening of fixed windows, locking or ventilation system and cleaning system to be used.
Roof
Review systems and provisions for cleaning gondolas, heliport, cooling tower, signage, pumps,
elevator rooms, etc. Check on drainage and waterproofing materials used, application method,
and provisions of vapor seals, sleeves and vents. Verify slope to drains to be a minimum of 2%,
flashing for equipment and food traffic protection.
Masonry Work
Perform spot checks on workmanship and compliance with documentation. Ensure materials
used are as per agreed specifications. Consider pipe sleeves and conduits.
Topping Out Ceremony
Review plans of owner/developer for this event, since local customs vary from country to
country. Inform Area Director/ Vice President and the Corporate Office on all planed activities
for participation and/or public relation purposes.
Exterior Signage
Review installation schedule and temporary services for the Hyatt rooftop signage. Airplane
warning lights should be included if the project is a high rise building. Consider damage
prevention methods for the sign by cranes or other contractors.
7.6. Interiors
Review of Bid Documents
Ensure continuity of documents and inclusion of all architectural specifications and drawings.
Check for completeness of all necessary forms and documents for comparison purposes. Check
on completeness of all reproduced sets of bid documents for the various tenders.
Evaluation and Awarding of Tenders/Contracts
Review bid data on the appropriate format and ensure compliance with all specifications.
Compare cost data of the various submittals on the appropriate format, and challenge pricing.
Review and compare special conditions included in the various submittals for cost/time/penalty
related data.
Verify the qualifications of proposed subcontractors on tender documents.
Mobilization of Contractor
Review compliance with construction schedule, coordination of office requirements, use of
equipment and temporary services and transportation.
Internal Partitions
Check on compliance with floor plans and specifications. Ensure all services are provided.
Where masonry walls are specified, ensure sleeves are provided for pipe/conduit runs. Check on
drywalls (gypsum) compliance for single or two-ply installation, as well as on installation of
insulation material as specified. Check all partitions are built slab to slab where specified.
Plaster Work/Floor Screeding
Check that plaster work finish is in compliance with final finishing, i.e., smooth walls, paint or
wallpaper. Check on waterproofing in all wet areas. Verify slope to drains and levels of screed to
accommodate marble, tiles, wood flooring or carpets. Ensure no services are placed below
screed.
Ceiling, Wall and Floor Finishes
Verify compliance with interior design specifications and approved material samples. Ensure
sufficient spare finishing materials are available for maintenance purposes. Ensure finished areas
are protected for damage by other contractors.
Interior Material Sample Review
Verify compliance of contractors with interior specifications and approved sample finishes.
Ensure proposed substitutes are approved by the appropriate design team members. Review
finishing materials for BOH areas and ensure their compliance with specifications, interior
designers color scheme and contractual documentation.
MEP Rough-ins and Equipment Installations
Check on site preparations and equipment foundations for heavy equipment. Ensure equipment
access route has been considered. Verify all necessary service connections. Check on
accessibility for maintenance purposes. Verify slab recesses have been incorporated for
refrigeration, kitchen, laundry and other areas and all sleeves and troughs are waterproofed.
Low Voltage System Installations
Telephones
Verify compatibility with local network
Ensure interfacing of system with main frame computer.
Verify switchboard for compliance with Hyatt International specifications.
Ensure telephone number last digits end with 1234.
Verify telephone instruments comply with specifications
Verify HIs telephone schedule for location and types and participate in the
restrictions programming
Fire Alarm System
Verify automation interfacing for:
* Equipment shutdown
* Stairway pressurization
* Fire door control
* Elevator control
Check alarm functions.
Building Automation System
Verify system programming flexibility
Equipment interfacing
Control room location
Computer
Verify hardware compatibility to the Maxial system.
Review software installation schedule and contractual details.
Review interface specifications to other systems.
Review hardware schedule and specifications and coordinate with other disciplines
and Area IS specialists.
Coordinate all millwork integration where applicable.
Sound System
Review specifications of equipment and diagrams.
Verify interfacing with alarm function and local background music system.
Review special equipment for ballroom and function rooms.
Check on guest room sound quality.
Elevator Installation
Check on all safety features. Ensure guest elevators have group control features. Check on
interior design/graphic design related compliance. Verify quality of installation and
workmanship. Ensure compliance to local codes and requirements.
Installation and Protection of Fixtures/Fittings
Plumbing
Check on pipe sleeves in walls, proper insulation, bath drain and floor drain slope.
Verify sector isolator location and service accessibility.
Check on identification or color coding of pipes.
Ensure proper protection of bathtubs, lavatories, WCs etc. after installation to
prevent damage by other contractors.
Control timing of installation of demountable fittings, i.e., shower heads, hand
showers, taps, mixers, etc. to prevent theft.
Lighting
Verify location of switchboards and dimmer panels. Ensure coordination with interior
design and equipment to be installed.
Ensure all panels and dimmers are labeled for each circuit.
Ensure all fittings are protected from theft and damage by other contractors.
Air Ducts
Verify proper insulation of all ducts and joints to prevent condensation.
Ensure damaged insulation and insulation covers are replaced prior to closing
ceilings.
Check on identification or color coding system to be used.
Review access panel needs for dampers, splitters, etc.
Review function of fire dampers.
Special Equipment
Verify that all contractor follow specifications and coordinate their work with other
disciplines, i.e., ballroom sound and light, translation equipment, etc.
Ensure functioning of all auxiliary equipment, i.e., local ambiance music system,
wireless microphones, beeper system, etc.
Ensure training is given to hotel operating team on all special equipment.
Millwork/Carpentry
Public Areas
Ensure all built-in equipment has been considered, i.e., computers, telephones,
printers, bar equipment, kitchen equipment, etc.
Verify compliance to interior design specifications for finishing materials, colors,
dimensions, etc.
Check on coordination with other disciplines for service connections.
Develop code system for each item to ensure easier identification and inventory.
BOH Areas
Ensure compliance with approved layouts and specifications.
Verify consideration of all built-in equipment, i.e., computers, telephones, printers,
safes, etc.
Check on coordination with other disciplines for service connections.
Develop code system for each item to ensure easier identification and inventory.
Coordinate pre-opening office requirements with actual final layout.
Soundproofing/Acoustics
Guest rooms
Verify test results and perform on site spot-checks relating to:
Exterior noise level (street traffic)
Partitioning/ceiling soundproofing
Bathroom exhaust noise level
Connecting doors sound leakage
Door undercut sound leakage
Corridor to room noise leakage
Bathroom to bedroom noise leakage (WC flush)
Public Areas
Moveable partition soundproofing
Toilets to corridor noise leakage
Service corridor door noise leakage
Acoustic check for entertainment areas and ballroom
Speaker verification for ambiance music system vs. public address/BGM system
Interior Decoration
To ensure compliance with the interior designers overall concept, the Project Manager should
ensure that he is aware of all specifications and design details. Daily checks on the final finishing
of all areas are necessary to achieve a good understanding and to make comments to the design
team members, if necessary. Special areas of concern are:
Final finishing details of ceilings, walls and flooring.
Verification of materials used versus interior design specifications.
Check on workmanship and quality.
Elimination of all electrical outlets, dimmers, electrical switches, thermostats,
telephone outlets, etc. on primary walls.
Safeguarding and protection of valuable decorative items against theft or damage.
Integration of other contractors in final phase, i.e., lighting, landscaping, artwork,
signage, etc.
Occupation Permits Applications
To ensure a timely issue of all necessary licenses, the Project Manager should ensure that the
owners representative will apply for all building permits, to give sufficient time for the
inspections required and the issue of such permit.
Hardware/Keying Schedule
The Project Manager should assist the hardware contractor to establish the hotels master keying
schedule. This schedule should be established using Hyatt Internationals Design Standards and
Criteria (Volume II) specifications, the Space Design Requirements and the projects Door
Schedule.
A preliminary master keying and hardware schedule should be produced and approved by Hyatt
International Technical Services prior to confirming any details related to the hardware schedule.
Only a Hyatt approved supplier may be used to provide the hardware requirements.
MEP Completion, Testing, Commissioning
Refer to the MEP Hand over Manual for details and the hand over section of this manual for the
necessary forms to be used.
Installation of Kitchen/Laundry Equipment
Kitchen
Review all service requirements and double check on equipment voltage/cycles.
Review fire protection system
Check on drainage through provisions and slab/floor recesses for walk-in
refrigerators and grease traps.
Review heat elements on walk-in freezer doors.
Coordinate fire prevention, gas control, power switchboard and refrigerator control
panel integration with the equipment layout.
Review needs for precheck terminals, kitchen printers, glass storage, bottle storage,
etc.
aware of possible problem areas. The Project Manager must be informed at all times on the jobs
to be performed by the various contractors and have an in-depth knowledge of the status of the
project.
Spot Checks Against Documentation
Apart from being aware of all physical activities on site, the Project Manager must also ensure
that he is aware of all documentation related to the project. Spot checks on drawings,
specifications, details, etc. issued or used by the contractor should reflect the agreed
specifications. Any apparent changes should be notified to the design team members for
immediate action.
Preparation of Punch Lists
To perform all hand over procedures as per Hyatt Internationals requirements, the Project
Manager, in cooperation with the owners representative, should prepare all punch lists to be
used for the hand over. The format should be as per the pro forma attached in the Appendix of
this manual, but must be tailor-made for each area of the project. It should include all details of
architectural interior finishes, furniture, fixtures, equipment, MEP requirements, etc. as shown
on the samples in the Appendix. All inspection details should be noted on this form and the same
form should be used for all subsequent reinspections. It is suggested to group these punch lists
per floor level for filing purposes.
Review Documentation
The Hyatt International Project Manager should throughout the project period, review the
following documentation:
Curtain wall schedule
Window schedule
Skylight schedule
Door schedule
Hardware schedule
Elevator schedule
Low voltage systems schedule
Kitchen/laundry schedule
BOH schedule
Artwork schedule
Landscape schedule
Pool/Health Club Equipment schedule
Special equipment schedules
All schedules should be as per the agreed specifications and should follow Hyatt Internationals
Design Standards and Criteria.
Prior to hand over proceedings taking place, contractors should be made aware to prepare as-
built drawings, operating and maintenance manuals, spare parts list and all necessary licenses for
their respective areas of concern.
7.7. MEP
Drainage
Review Drainage System for the following areas:
Roof Drainage
External Drains and Gutters
Drains for permanent internal landscaped areas
Floor drains in kitchens
Guest bathroom drains
Public toilet floor drain
Balcony floor drains, terraces
Check on drain size, water flow, safety, prevention of drain clogging, access to sumps, elbows
and risers, etc.
Water Proofing
Review the following areas:
Roof
Curtain Walls
Kitchens/Laundry
Guest Bathrooms
Public toilets
BOH Toilets/Showers
Health Club/Sauna/Pool
Water features
All other floors with wet services
Consideration should be given to quality of materials used, application, method and provision of
vapor seals, sleeves and vents, sloping to drains (min. 2%), flashing and floor traffic protection.
Conduits and Service Connections
This will comprise of review of size and capacity of the following:
Power supply cabling/conduits
Water supply connections
Sewage, waste and drain connections
Gas supply lines
Low voltage conduit runs/shielding
All cable and pipe runs must be clearly documented including all switchboards or other isolating
devices. Special care is to be taken with low voltage system shielding from high tension
interference and pipe runs over sensitive area i.e. computer room, PABX, etc.
Boiler Flue/Chimney
Ensure chimney is designed and installed according to Hyatt Internationals specifications as per
the Design Standards and Criteria.
Equipment Installation/Storage
With the involvement of various contractors and subcontractors in installation of MEP
equipment, it is essential that the Project Manager constantly checks the progress and
compliance of the installations. Consideration should be given to provide access for large
equipment installation i.e. boilers, chillers, laundry, kitchen equipment. In most cases the
following items will be delivered in bulk and require a storage and distribution area:
Fan Coils
Bathtubs
Lavatories
Urinals
Water Closets
Bathroom fittings
Kitchen equipment
TVs
Refrigerators
Bedside control panels
Hi-fi equipment
Telephones
Care has to be taken in monitoring release of these items to contractors for installation and their
protection after installation has been completed. The Hyatt International Project Manager should
at all times accept equipment only when installed in its allocated area, and the area can be
secured.
Pressure Testing of Wet Services
All supply or waste pipe, as well as fire protection systems, will be pressure tested to ensure
functioning of system and to check all connections for leakage. These tests should be completed
prior to the final finishing of interior spaces to prevent water damage.
Documentation Coordination
Special consideration has to be given to integrate special systems in to the overall MEP
documentation and will require coordination between the various disciplines. Care should be
taken to check on voltage, cycle and Ampere requirements, water pressure and drain sizes related
to:
Low voltage systems schedules
Kitchen/Laundry schedules
Special sound/lighting systems
Other specialized equipment
The Project Manager must ensure all design team members are aware of the various coordination
efforts necessary.
Commissioning/Hand over/Training
Refer to the MEP Hand over Manual for details and the hand over section of this manual for the
necessary forms to be used.
Contractors Hand Over Documentation
The following documents must be prepared by contractors to facilitate hand over of equipment:
As Built Drawings
Operating and Maintenance Manuals
Spare Parts List
Licenses (if applicable)
Test Results of City Inspector
Warranties
It is advisable for the Hyatt International Project Manager to inform all contractors on the hand
over document requirements.
Table of Contents
05/90 i 08ff&e.doc
PROJECT MANAGERS MANUAL
SECTION 8 - FF&E PROCUREMENT ORGANIZATION
Table of Contents
8.10. SAMPLES ................................................................................................................................51
Sample Room........................................................................................................................51
Approvals/Quality/Quantity .................................................................................................51
Substitutes.............................................................................................................................51
8.11. RECEIVING/STORAGE/INSTALLATION ....................................................................................51
Storage ..................................................................................................................................52
Procedures.............................................................................................................................52
Installation ............................................................................................................................52
Responsibility of Building Contractor and FF&E Installers ................................................53
Inventory...............................................................................................................................55
Final Accounting ..................................................................................................................55
Security .................................................................................................................................55
8.12. WARRANTIES .........................................................................................................................56
05/90 ii 08ff&e.doc
8.1. Description
The abbreviation FF&E stands for Furniture, Fixtures and Equipment. It is comprised of the
following:
All interiors furniture and furnishings within the scope of the Interior Designer for
guest rooms and public areas.
All artwork for Public Areas and Guest rooms.
All interior signage, excluding BOH and emergency signage.
Major Equipment, consisting of all fixed items in kitchens, bars, laundry and valet.
Hotel Equipment, including Operating Equipment, special hotel equipment and
auxiliary equipment as listed in the HESB.
Refer to Hyatt Internationals Definition of Limitation of FF&E Scope which is detailed in the
Design Standards and Criteria and in the HESB Volume.
Budgets for FF&E are determined at the outset of a project, and it will be necessary to ensure
proper tender procedures are established so that all specified FF&E items can be purchased
without a budget overrun.
The procurement of all FF&E items can be handled by an Owner appointed purchasing agent or
the Owners own purchasing team, which must be qualified in hotel equipment purchases.
The Hyatt International Project Manager will assist the Owners agent or purchasing team in
understanding all HESB listed requirements and will verify that items to be purchased are in
accordance with approved specifications.
In liaison with the Owners purchasing team and the general contractor, the HI Project Manager
will assist in the compilation of a delivery schedule for all FF&E items based on the
Construction and Hand Over Schedule, operational requirements and agreed delivery terms.
Hyatt Internationals Project Manager would then assist the purchasing agent and general
contractor in establishing, with reference to the construction program, a complete schedule for
the installation of FF&E. This schedule of FF&E installation would follow a critical path which,
when carried through, would have the FF&E installed in areas that are substantially completed.
The installation of FF&E into areas in which wet trades are still working, and where systems are
not functional, is not permissible. However, in order to expedite the final hand over and
acceptance FF&E may be installed into areas in which minor works, such as touch up painting
and final adjustments, only are required. Obviously, security of the area in which FF&E has been
installed is of prime consideration.
After inspection of completed areas, the General Contractor should arrange for a team of
appointed FF&E installers to work in tandem with the FF&E schedule of installation to circulate
and place the items. It is important that the area in which FF&E has been installed is controlled
by the team of FF&E installers, who themselves have a clear route of access and egress from that
area. The progress of the FF&E installers must be closely monitored to ensure that a continual
and logical program of work, which follows the FF&E installation schedule, is at all times
carried out. In areas which have not been fully completed and which require minor work to be
Interior Design
The Interior Designers approved choice of all furnishing and materials for the guest rooms and
public areas of the hotel.
The Interior Designers list of furniture, furnishings and material will be made available once the
completed mock-up rooms have been reviewed, approved and modifications incorporated, and
once all public areas showing color boards, rendering, perspectives, and catalogue sheets have
been equally approved and agreed upon by the owning company and Hyatt International. The
Interior Designer will indicate manufacturers and specification of all items, quantities, samples
and delivery time spans.
This information will be given a HESB software data identification number and entered into the
data bank. This will allow for correct FF&E control procedures.
The Interior Designer will also specify a series of fixed furniture which will come under the
definition of millwork, which is not part of FF&E, and falls under the scope of work of the
General Contractor.
Artwork
The Interior Designers approved choice of all artwork in guest room and public areas of the
hotel.
The list of approved artwork will be made available upon completion of the total interior design
package and entered into the FF&E data base program.
Interior Signage
The signage consultants approved tender documentation package will be made available upon
approval by Hyatt International and the Owner.
This would include signage for guest rooms and public areas, but excludes BOH and emergency
signage.
Kitchen/Laundry
The kitchen and laundry equipment schedule, as per the approved kitchen and laundry drawings
and selected manufactured and fabricated equipment.
The kitchen and laundry equipment schedules will be submitted together with 1:50 drawings,
catalogue cut sheets, and elevations to Hyatt International for comment and approval. Once
reviewed, commented and approved, the kitchen and laundry consultants will provide an
equipment specification list which, with other detailed documentation, will be completed to
serve as a tender document for any major international supplier, who will quote to handle the
package as a whole.
This information will also be used to provide the data base for the HESB data base.
Sourcing
This includes collection of all specifications from Interior Designers, kitchen and laundry
consultants, and catalogues and specifications related to the HESB
Tendering
Issue of computer data tender documents to prospective suppliers, comparison of bids and
samples, negotiations with suppliers, issue of purchase orders or contracts, preparation of
government related documents for import approval, issue of letters of credit.
Delivery
Upon completed negotiations and fixed terms and conditions, a master delivery schedule has to
be prepared to interface with the Master Construction Program. This is critical to allow proper
coordination for a smooth installation program, sufficient storage capacity and manpower to
handle the incoming goods. Some typical milestones on a delivery schedule would be:
Issue of Purchase Order
Approvals/Import Licenses/L.C. Opening
Manufacturing
Shipping
Custom Clearance
Delivery/Storage/Distribution
Installation
Commissioning/Testing
Hand Over
Training
The HESB data base will assist in preparation and constant update of this schedule.
Installation/Distribution
These milestones will include installation of fixed items such as interior furnishings, kitchen and
laundry equipment, as well as loose fittings, furniture and equipment. It also has to include the
distribution of all operating equipment to the various hotel departments.
Commissioning/Testing
All fixed installations, which are part of the FF&E category need to be commissioned and tested.
This has to be planned in accordance with the hand over schedules and the arrival of hotel
employees on site. The Hyatt International Project Manager may utilize the expertise of the
various departments to ensure all equipment is in proper working order.
Hand Over
Since extensive time is involved in the punch listing of defects, the hand over schedule for fixed
installations has to be planned extremely well. Other storeroom based operating equipment will
be issued only by requisition to the operating departments.
Final Costing/Inventory
Following the opening of the hotel, the purchasing agent, Hyatt International's Project Manager,
and the Hotel's Material's Management Department will establish a final inventory and cost
report.
8.6. Tendering
This process is normally the most vital part of the procurement process, since it will give a good
idea on the capital expenditure and required cash flow alongside the proximity to allocated
budgets for the purchase of the required items. This process may be lengthy and difficult, since it
will involve receiving numerous offers from vendors, comparison of bids, search for lower
Budget Forecast
Hyatt International would issue a FF&E budget forecast, based on the major components of
FF&E at the time of signing a construction agreement or during management contract
negotiations. A detailed breakdown of major equipment, hotel equipment and operating
equipment, combined with the Interior Designers requirements, would dictate the basis on
which the Owner could establish his own forecast, having included local requirements for
importation licenses, cost of letters of credit, freight, storage, custom duties, and other related
costs which may incur. The Owners Procurement Team may need the Hyatt International Project
Manager to review this budget forecast to insure all categories have been included. This forecast
will act as a guideline for the bidding process.
Bidding
Having established a forecast as a guideline, the bidding process may take place. Prior to
completing the bidding forms and inviting vendors for tender, a few coordination points need to
be double checked:
a. With all design disciplines
b. With all site conditions
c. With operating equipment and auxiliary equipment
d. With major equipment and hotel equipment
e. Staffing lists and sexes of employees for uniform purposes
f. Computer consultants for hardware dimensions/ configurations
g. Telephone and word processor requirement
h. Research on the service back up for locally available equipment or, if imported,
consideration for a larger spare part inventory.
When issuing invitations to potential vendors, each tender document should consist of the
following:
a. General Instructions to Bidders
b. Print out of relevant sections from the Hotel Equipment Standards Book, plus data
diskette for same.
c. All supporting documentation, i.e. catalogue cut sheet specifications, swatch samples,
etc.
d. Clearly stated requirements for applicable warranties, guarantees, spare parts and service
agreements.
NOTE: Wherever possible, three bids should be obtained for each item.
Sample letters of instructions to bidders are shown on the following pages. The first sample may
be used for HESB related purchases and the second for interior design related purchases. Both
may be adjusted to suit local conditions
If it should be found necessary, a written addendum will be sent to each bidder; neither Hyatt
nor the Owner or Designers, will be responsible for any oral instructions.
It is the responsibility of the Vendor to read and review all documentation relating to this bid
request. Vendors return of bid acknowledges that he has reviewed all pertinent
documentation and understands that said documentation will be a part of any contract or
purchase order awarded. Vendor further acknowledges and agrees to meet all qualifications
and stipulations stated herein should he be awarded the contract or purchase order.
In consideration of bids, the Owner reserves the right to waive irregularities and defects in
the bids and to reject any and all proposals.
All bids are firm and irrevocable. Prices must remain valid for 180 days or to accommodate
order placed in time to meet required delivery date.
Owner reserves the right to change quantities. Quantities as stated herein have not been
finalized and are subject to adjustment.
Specifications may be modified in consultation with the successful bidder contingent upon
Owner and/or designer approval.
ALL BIDS MUST BE SUBMITTED ON THE APPROVED BID FORM IN ORDER TO BE
CONSIDERED VALID. NO TELEPHONE BIDS WILL BE ACCEPTED. Additional
information or pertinent documentation may be provided separately.
The successful bidder will be required to meet all state and local conditions, specifically with
respect to on-site installation or any other on-site work necessary for completion of the
contract.
Award of Tenders
Having analyzed the established budget forecast and final FF&E budget, and received approval
on the total amount to be spent, the Owner will inform Hyatt International's Project Manager on
the final approved budget. If this final budget is within the established guidelines issued by the
Corporate Office earlier, the purchasing procedures may start at this point. If the final budget
seems considerably lower or higher, further investigation or negotiations may take place until
final approval can be given to Owners to proceed. If there continues to be consistent problems of
being over established budgets, Hyatt International's Project Manager will coordinate with the
Corporate Office and seek assistance in finding reductions and quantities reviews.
After having completely analyzed all submitted tenders and ensured they conform with
established HESB guidelines, interior design packages, kitchen/laundry packages, the purchasing
agent will pre-select one supplier with two alternatives. This pre-selection will enable the
purchasing agent to prepare purchase recommendations for Owners and Hyatt Internationals
approval. The purchase recommendation package should consist of the following:
a. Comparison analysis for three selected suppliers, including budget status.
b. Back-up cut sheets, sketches, drawings, specifications, etc.
c. Explanatory notes by purchasing agent/HI. Project Manager on recommended supplier.
d. Explanatory notes of deviations, if applicable.
8.7. Procurement
Purchasing Documents
To enable a unified procedure, purchase orders should be printed by the Owners Procurement
Office using HI established format as per the FF&E data system.
Information to be included on the Purchase Orders are as follows:
1. Full vendor name
2. Vendor address
3. Vendor contact name
4. Vendor telephone/telex/telefax
5. HESB item number
6. Complete item description as per catalogue reference and full specifications
7. Quantities
8. Unit price (FOB)
9. Total price (FOB)
10. Shipping cost
11. Custom duties (if applicable)
12. Taxes (if applicable)
13. VAT (if applicable)
14. Discounts
15. Deliver date
16. Packing units, marking, and tagging details
17. Terms of credit/payment
18. Delivery address (to consolidated storage or site)
After filling out the Purchase Order, same must be signed by the Owning Company or its
representative and Hyatt International's Project Manager, who will review for quantity and
quality only.
Each Purchase Order should consist of eight (8) carbon copies.
1. Original vendor
2. Vendors receipt acknowledgment to Owner, and to be filed under vendor file
3. Owners purchasing agent follow-up category file
4. Owners purchasing agent follow-up purchase order number file
5. Owners purchasing agent follow-up Accounting Department for payment
6. Letter of credit file
7. Pre-opening team
8. Hyatt Internationals Project Manager
* This system applicable if Purchasing is carried out by Owners Purchasing Agent.
1. Goods supplied shall conform to the Specification where it is applicable, or in absence of any Specification the goods supplied shall be of the best
merchantable quality of their respective kinds, equal to the samples where submitted, delivered in perfect condition, and in all cases shall comply
with the requirements of the Employing Authority or their representatives and the Purchaser. Goods not so conforming to the Specification and
other requirements may be rejected wholly or in part and rejection may take place at or subsequent to the time of delivery. Upon any such
rejection occurring the Purchaser shall have the right to cancel this Order and to obtain supplies elsewhere any loss resulting or extra expense
incurred by the Purchaser shall be charged to the Seller whose goods have been rejected. No payment shall be made for rejected or surplus goods
which will lie or be returned at the risk of the seller. All goods supplied are to be invoiced at the rates or prices stated in this Purchase Order.
2. Delivery shall be effected at the time or within the period or periods specified, time being the essence of the contract. If delivery is not so
effected, the Purchaser shall have the right to cancel this Order without prejudice to his rights of action for breach of contract. Unless instructed
to the contrary, all deliveries must be effected during normal working hours.
3. The Seller shall indemnify Insert Employing Authority Name against all financial losses and damages in the case of failure to deliver goods to
the specified standard and also to no lesser a standard than samples or prototypes submitted with the quotations or separately within specified
time limits.
4. Inspection of goods supplied under this Order by any representative of the Employing Authority and/or the Purchaser shall not relieve the Seller
of any responsibility from making good defects which may be subsequently revealed.
5. Delivery shall be effected in accordance with instructions as stated in this Order, and consignments by road shall be unloaded in such quantities
and at such points on the site of the contract works as may be required by the Purchasers representatives. The Seller will be responsible for
paying all carriage and or other collection or delivery dues leviable on such goods until safely delivered in accordance with the Purchasers
delivery instructions. All goods shall be suitably packaged to withstand the ravages of weather and extremes of temperature and pilferage.
6. The Seller warrants that it has the full legal right to sell or otherwise deal with the goods and shall pay all royalties, present and future, and to be
liable for all claims in respect of patent rights whether in Insert Country or elsewhere for any goods supplied against this Order and will
indemnify Insert Employing Authority Name against any claim, proceedings, etc. arising out of or in connection therewith.
7. The seller warrants that the goods are free from manufacturing defects for a period of 12 months after goods have commenced operation or
otherwise as stipulated in the Special Conditions appendixed to this Order.
8. The Seller will be required to tag each individual package with the contents and color coded to facilitate distribution to the correct
area/department.
9. The Seller will also be required to provide maintenance instructions; maintenance manuals, where applicable; including spare parts lists, repair or
service agents together with contact names and products supplied, and to provide warning or precaution labels in accordance with local codes and
usual practice.
10. The Purchaser is at liberty to order any additional quantity of goods in excess of the quantity stated in this Purchase Order at the same price as
herein stated, in which event the Seller shall take all reasonable steps to comply.
Delivery Schedule
Upon receipt of all the various tender documents, the purchasing agent and the Hyatt
International Project Manager should evaluate the delivery lead times and coordinate a master
delivery schedule as per the construction hand over program and operational requirements
(training programs, etc.). This factor is critical for a smooth installation program. The delivery
schedule should take into account various area hand overs and also the availability of secure
storage spaces, either on-site or off the hotel premises.
The average storage space required for a 400 room hotel is approximately 1000m2, and
increases by 250m for each additional 100 rooms.
Delivery of equipment required in the preopening office will be scheduled by both the Owners
Procurement Team and Hyatt Internationals Project Manager. This equipment will be drawn
from equipment specified for the various areas in the final hotel building, and upon termination
of the preopening office, will be placed in those hotel areas. These requirements should be
coordinated with the preopening team as early as possible to ensure compliance with preopening
activities, i.e., training, staff meals, etc.
The following pages will give a breakdown of the time frames involved in such a schedule.
Coordination
Throughout the various construction phases and prior to the issuing of P.O.s to vendors, the
Hyatt International Project Manager, in conjunction with the various design team members and
the purchasing agent, has to review all areas which require the installation of fixed FF&E and
base building items. It will be his/her responsibility to ensure the proper coordination of all
furniture shop drawings, as well as floor plans to accommodate these fixed FF&E items. Some of
the main areas include:
Interior
Fitting of minibar refrigerator, safes, hair dryers, BGM Control Console, etc. in guest room
areas.
Fitting of electrical switch boxes, dimmers, fire hydrants, movie/video screens, equipment, i.e.
Teppanyaki, Sushi Bar in the overall design scheme.
BOH Areas
Fitting of all PCs VDUs telephones, precheck and POS terminals, safes, BGM Systems, etc. in
the established layouts.
Kitchen
Provisions for electrical supplies of HESB based equipment, coordination of trolleys, racks and
shelves, coordination of trays suitability for racks and ovens, etc. need for glassware shelving in
service bars, integration of pre-check terminals and kitchen printers.
Laundry
Provisions for pigeonholes, notice boards, computer terminals, telephones, detergent storage,
equipment storage, trolley coordination with HESB and laundry layout, etc.
HESB
Establishment of computer size to fit assigned area, VDUs etc. to fit Millwork and BOH
furniture, kitchen accessories to have electric supply, trolleys to fit trays, ovens or refrigerators,
trays to fit all equipment, etc.
This total coordination effort is vital, since the Owners design team and procurement team may
not be aware of the particular requirements of the various hotel departments and the specialized
equipment used in these areas
The Project Manager and the procurement team should be guided by the attached listing of all
items that require coordination between Interiors, Major Equipment, Hotel Equipment,
Millwork, and certain MEP installations, and provide him/herself with follow-up lists to enable
him/her to cover all linked items.
F&B Outlets: (Individually for Cafe, Specialty, Ethnic, Poolside, Lobby Lounge, Room service,
Employee Cafe, Entertainment Center)
Type of Outlet: ________________________________
Napkins Color, material ID/AS
Tablecloths Color, material, and final size ID/AS
confirmation
Tablecloth (underlays) If applicable, color, material, and final ID/AS
size confirmation
Tablecloth (room service table) Color, material and final size ID/AS
confirmation
Place mats Design, color, material ID/AS
Dish, glass, silver towels Color ID for each rest. ID/AS
Waiters side towel Color (combine w/uniform colors) ID/AS
Coasters Color, material ID/AS
Room service tray place mats Color, material, and final size ID/AS
confirmation
Tea Cozy Color and material ID/AS
SECTION: UNIFORMS
General note: Coordination with GM/Hotel management for final approved listing, those
employees who will require uniforms, female/male breakdown, etc.
SECTION: HOTEL MANAGEMENT SYSTEMS
Telephone modem Coordinate w/HICs IS dept. and local AS/CT
communications carrier.
Direct IDD line modem for computer Coordinate w/HICs IS dept. AS/CT
room
PC for telephone call accounting Coordinate w/HICs IS dept. for model AS/CT
PC type.
Smash software Coordinate w/AS & hotel management AS/HM/CT
if either for single user or multi-user
configurations.
PC software (personnel dept. PC) Coordinate w/AS & hotel management AS/HM/CT
for preference or special software
required in addition to Microsoft Office
Suite
PC software (Eng. dept. PC) Same note as above AS/HM/CT
SECTION: OFFICE EQUIPMENT
Electrically operated ceiling projection Coordinate screen size and wall AR/AV/CT
screens location.
Desktop photocopier Coordinate for size to ensure fit in AR/CT
space allotted, service & parts
availability locally
First Aid kits Coordinate type and what contents will HM/CT
be.
Video Cassette Recorder Final model selection, parts, service, CT
(training room) location, storage.
Video Camera Final model selection, parts, service CT
(training room) and location.
Color TV Final model selection, parts, service, CT
(training room) location
Trapezoid training tables & chairs Finish, type & model ID/CT
(training room)
TV & VCR stand (training room) If purchased, coordinate for size to ID/CT
hold both TV and VCR.
UPI Monitor (Business center) Verify location, Coordinate w/local HM/CT
news station
Newspaper/magazine rack (Business Spec by ID, location. ID
center)
35mm projector (Business center) Model and location CT
Radio Pagers (Guest Use) (Business Source for local model CT
center)
Mobile Telephone/Fax (Business Source for local model CT
center)
Dr. Exam. bed Coordinate model/type. ID/CT
Medicine cabinet Coordinate model/type. HM/ID/CT
Waste containers (fitness center) Design, model and location verification ID/CT
Credit card imprinter/verifier Model/type/telephone line HM/CT/AR
Electronic membership card reader Model/type, link to Maxial system HM/CT/AR
Outdoor large face clock-tennis courts Model/type, location CT/AR
Outdoor clock (fitness trail) Model/type, location CT/AR
Wall clock w/sweep second hand Model/type, finish, wall location CT/AR
(indoor pool)
Wall clock (staff lounge) Model/type, finish wall location CT/AR
Wall clock (tennis clubhouse) Model/type, finish, wall location CT/AR
Outdoor clock (basketball court) Model/type, location CT/AR
Outdoor clock (Badminton court) Model/type, location CT/AR
Wall clock w/sweep second hand Model/type, finish, wall location CT/AR/ID
(aerobics room, weight room)
Wall clock (reception/waiting) Model/type, finish, location CT/AR/ID
Wall clock (billiards room) Model/type, finish, wall location CT/AR/ID
Wall clock (sports shops) Model/type, finish, wall location CT/AR/ID
Wall clock (male/female locker room) Model/type, finish, wall location CT/AR/ID
Notice boards Size, location, border finish CT/AR/ID
Pigeon hole racks for locker room keys Size, location, any special millwork, ID/AR
etc.
Small storage cabinet for shoe shine Model/type, location, special millwork ID/AR
equip. (fitness center) coordination?
Guest safety deposit boxes (fitness Model, location, finish, special CT/ID/AR
center) millwork coordination?
ID membership photo card system Model, location CT/AR
(fitness center)
Wall mounted magazine/newspaper Design, finish, location ID/CT
rack(fitness center-reception)
Room trolley control board (room Details by F&B management HM/AR/CT
service)
Employee cafe furniture(tables & Model/type, layout, quantities ID/AR
chairs)
Newspaper/magazine rack (employee. Model/type, location ID
recreation room)
Employee access system Model/type, electrical & computer CT/AR/HM
coordination
Walkie Talkies Model/type, verify requirements. CT
Watchmans portable clock (security) Coordinate for station box locations, CT/AR
verify final requirements.
Closed circuit TV system Model, location, coordination CT/AR
electrical/engineering standards
Wall clock (laundry rooms) Model, location, finish CT/AR
Key storage cabinet (guest room keys) Coordination for model selection, CT/AR
location
Wall clocks (Eng. workshops) Model/type, location CT/AR
Engraving machine (engineering dept.) Final decision regarding type of name CT
badge to be used, model selection,
badge metal finish, etc.
Wall rack for TV & minibar inventory Coordinate w/engineering dept. for # of HM/CT
slips, & if can be built in-house.
Draftsman chair Model ID/AR
Wall rack for TV & minibar inventory Coordinate w/engineering dept. for # of HM/CT
slips, & if can be built in-house.
Draftsman chair Model ID/AR
Color TV (Regency Club. Lounge) Model, location and screen size. ID/AR/CT
Video cassette recorder (REGENCY Model, location ID/CT
CLUB. Lounge)
Magazine/newspaper rack (REGENCY Design, finish, location and model. ID
CLUB. Lounge)
Paper cutter Model, location CT
Postage meter mailing machine Coordination w/ local postal office for CT/AR
model
Warm air hand dryers (fitness center) Coordinate for finish, model and if ID/AR/CT
covered under base bldg. or hardware
supplier, Coordinate w/local codes.
Hair dryers (fitness center) Coordinate w/local for approved type, ID/AR/CT
Coordinate for color,
location/placement.
Slipper storage shelving (fitness Coordinate millwork ID/CT
center)
Lockers (employee locker rms.) Coordinate for final model selection, AR/CT
final qty., lock type, finish.
Floor benches (employee locker rms.) Coordinate for finish, fixed or loose AR/CT
type, verify qty. w/approved drawings.
Warm air hand dryers (employee Coordinate for location finish, model AR/CT
locker rms.) selection and if covered under base
bldg. or hardware supplier, Coordinate
with local codes allowance.
Shelving (engineering workshops) Coordinate for metal wood type, no. of AR/CT
tiers/adjustable type, and verification
of final qty. w/approved drawings.
Workbenches (engineering workshops) Coordinate final approved type each AR/CT
workshop (local brand of McMaster
Carr, of same w/ approved drawings.
Metal cabinets (engineering Coordinate for number of tiers within AR/CT
workshops) cabinet, lockable type and verification
of qty. w/approved drawings.
SECTION: VEHICLES
General note: All vehicles to be HM/CT/GS/
closely coordinated with Operating AS
Team on site for color, selection, mfg.,
service and graphics, means of
communication between vehicle and
staff (i.e. CB radio, etc.
SECTION: BANQUET EQUIPMENT
General Note: Liaise with A/V consultant to avoid duplication of equipment, specs, locations,
color, sizes of equipment etc. All A/V equipment to be latest state-of-the-art.
Banquet tables Coordinate w/CT to ensure all tables CT
have a vinyl or nylon top.
Flag Pole (indoor use) Coordinate w/ID for finish of pole. ID/CT
Pianos (upright, grand, baby grand) Coordinate w/ID for finish. ID/CT
Slide projector w/zoom lens (banquet Coordinate w/AV consultant & hotel AV/HM/CT
dept.) management input to determine
throw-length of zoom (i.e. ballroom
use and mtg. room use), final model
selection, accessory requirements, etc.
Whiteboards/easels (banquet dept.) Coordinate w/ID & hotel management ID/CT
for frame finish, and model
preferences.
Portable color video projector Coordinate w/AV consultant AV/CT
(ballroom)
Janus Computerized Display System Coordinate w/AV & AR to determine # AV/AR/CT
of lines reqd for each screen display at
each meeting room entrance and lobby
area, if this system selected, coordinate
software for compatibility w/selected
PC hardware.
SECTION: RECREATIONAL EQUIPMENT
Chess/backgammon sets Model selection as per hotel HM
(Library/Drawing room) management.
Newspaper/magazine rack Spec as per ID ID
(Library/Drawing room)
Sauna & all accessories Not FF&E, but GC. ID/AR/CT
Whirlpool Not FF&E, but GC. ID/AR/CT
Plunge pools Not FF&E, but GC. ID/AR/CT
Steam room Not FF&E, but GC. ID/AR/CT
Massage tables Coordinate w/ID for wood finish ID/AR/CT
selection and verify final model.
Medical weighing scales (locker Coordinate w/drawings for final digital ID/AR/CT
rms./med center) type or other.
Hair dryers (male/female locker rms.) Coordinate for type either hand-held ID/AR/CT
vs. wall mount depending on local
codes, color selection, locations at each
dry grooming station.
Cabinets within massage room Coordinate for either free-standing unit ID/AR/CT
or millwork item, Coordinate shelving
requirements
Shoe shine stool & matting Coordinate for final model selection ID/AR/CT
and placement of same.
Pneumatic lift for disabled (pool use) Coordinate to determine recessed ID/AR/CT
installation location, storage of same
when not in use.
Pool testing kit Coordinate w/pool contractor as may CT
be part of their scope.
Lap timer (indoor jogging track) Coordinate w/ A/V consultant for AV/CT
custom design
Info & Guidelines board at start point To be detailed by graph/signage GS/CT
for indoor jogging track consultant.
Lap counter & electric large faced Same as above. CT
clock w/sweep second hand at start pt.
of indoor jogging track.
Suitmate dryer Coordinate w/HI drawings for exact AR/CT
locations in each locker room to ensure
proper space available.
Anti-wave racing lane dividers Coordinate for color and AR/CT
footage/length requirements.
Drinking water cooler Coordinate for location, and type, i.e. AR/CT
drinking fountain or bottled water type.
Exercise equipment Coordinate and supplier for spacing ID/AR/CT
between each machine, elect.
requirements, layout configuration,
coordinate w/ID for color selections for
Life Fitness circuit machines.
If Keiser equipment selected,
Coordinate w/supplier for compressor
model and location of same, hook-ups
to equipment, etc.
Sun tanning bed Coordinate final type/model selection ID/AR/CT
Table tennis & accessories Coordinate w/hotel management on HM/CT
final model selection.
Electronic games Coordinate w/ hotel management on HM/CT
final model selection and placement.
Billiards table & accessories Coordinate w/hotel management on HM/CT
final model selection
Football table & accessories Same note as above. HM/CT
Exercise mats Coordinate for color selection. ID/CT
Chess, backgammon, board games, Hotel management to select. HM/CT
card games
Game tables & chairs Coordinate w/ID for model selection. ID/HM/CT
Playground equipment (outdoor) Coordinate w/hotel management for AR/HM/CT
composition and design, i.e. swing sets,
slides, etc.
Plastic cribs Coordinate w/hotel management for HM
model selection.
Low tables, chairs, play benches Same as above. HM
Color TVs/Monitors (19 - 27) Coordinate for model selection, finish AR/AS/CT
and location.
Caf Restaurant
Deuce - Freestanding or Banquette
W - 700 L - 800 H - 750
OR
Dia. - 900 H - 750
Four - Banquette
W - 800 L - 1200 H - 750
Four - Freestanding
W - 900 L - 900 H - 750
OR
Dia. - 1100 H - 750
Six - Freestanding
Dia. - 1350 H - 750
Four - Booth Only
W - 800 L - 1200 H - 750
OR
Semi-circle dia. - 1350 H - 750
Specialty/Ethnic Restaurant
Deuce - Freestanding or Banquette
W - 750 L - 850 H - 750
OR
Dia. - 900 H - 750
Four - Banquette
Ethnic Chinese
Deuce - Freestanding or Banquette
W - 750 L - 850 H - 750
OR
Dia. - 900 H - 750
Four - Banquette
W - 850 L - 1300 H - 750
Four - Freestanding
W - 850 L - 1300 H - 750
OR
W - 1000 L - 1000 H - 750
OR
Dia. - 1200 H - 750
Four - Booth Only
W - 1000 L - 1000 H - 750
OR
Semi-circle dia. - 1420 H - 750
Six - Freestanding
Dia. - 1300 H - 750
Lazy Susan Dia. - 550
Eight - Freestanding
Dia. - 1600 H - 750
Lazy Susan Dia. - 700
Ten - Freestanding
Dia. - 1800 H - 750
Lazy Susan Dia. - 800
Twelve - Freestanding
Dia. - 2000 H - 750
Lazy Susan Dia. - 800
Six
Dia. - 1100 H - 630 (clear)
OR
W - 1150 L - 1150 H - 630 (clear)
OR
W - 950 L - 1200 H - 630 (clear)
Special Areas
Tatami Rooms
W - 1200 L - 1600 H - 380 (6-8)
OR
W - 1200 H - 2000 H - 380 (10-12)
Guest room Suite Dining Areas: Executive Suite
W - 900 L - 1400 H - 750
OR
Dia. - 1300 H - 750
Guest room Suite Dining Areas: Presidential Suite
W - 900 L - 1800 H - 750
OR
Dia. - 1500 H - 750
Boardrooms
W - 1400 L - 1800 H - 750
Employee Restaurant: Deuce - Freestanding or Banquette
W - 650 L - 800 H - 750
Employee Restaurant: Four - Freestanding or Banquette
W - 650 L - 100 H - 750
For your convenience, on the following pages are two sizing charts:
For Square and Rectangular Tables
The drop is calculated with approximately 10 inch/25cm.
For Round Tables
For maximum ease in laundry handling and to maintain a good shape on the table, we
recommend only square table cloths for round tables.
8.10. Samples
Sample Room
Samples of all applicable items are to be reviewed for quality and adherence to Hyatt
International specifications and standards. Samples of specially designed items, substitutes, or
alternatives are to be approved by Hyatt Internationals Project Manager. It is recommended that
a specific sample room (area) be designated, where all samples can be accumulated for review
and approval, as well as to have on hand for future reference.
This sample room should be of adequate size and well organized. It should be located during the
initial stages at the Owners Procurement Office and at the stage of receiving goods on-site for
verification of delivered items.
Approvals/Quality/Quantity
It is the Hyatt Internationals Project Manger position to ensure the Owners Purchasing Agent
and vendors follow the Interior Designers and Hyatt International specifications for quality and
quantity, and adherence to budget. It is common practice to down grade standards during the
procurement period to come in under budget, or to substitute items to increase profit from a
vendors point of view. The Hyatt International Project Manager has to approve all item samples
to ensure their compliance with the original specifications.
Substitutes
The following liaison with Hyatt International will be required to successfully control the
tendering and procurement of FF&E items.
Hyatt Internationals Project Manager will be based in the city of the site, and he will be
available to discuss and explain to the Owner and/or his designated purchasing agent the
contents of the HESB, and assist him during the period of tendering and procurement. Hyatt
International will provide the Owner with listings of approved and recommended manufacturers
for both major kitchen and laundry equipment, and for all the equipment listed in the Hotel
Equipment Standards Book. The Interior Designers lists of furniture and furnishings will
normally have recommended manufacturers tagged to them. The Project Manager will assist the
Owner in reviewing alternatives to ensure they meet Hyatts specifications in the event that
Hyatt recommended suppliers cannot be used in the country of the project for reasons of local
manufacture protection, importation laws, duties, etc. In all cases, where deviations from
manufacturers proposed by Hyatt are considered, then Hyatts Project Manager must be
consulted for approval before proceeding further.
It will be the Hyatt International Project Managers responsibility to ensure that substitutes are of
equal or better quality, or if questionable, request the designers or Hyatt Internationals opinion
on the matter. No substitution should take place without the Hyatt International Project
Managers approval.
8.11. Receiving/Storage/Installation
As previously mentioned, the receiving of FF&E items is to be coordinated with the hand over
schedule submitted by Hyatt International, however, prior to the receiving of any item, adequate
and secure storage facilities must be determined either on or off site. It is the Owners
responsibility to ensure that FF&E is securely guarded from theft, pilferage, and adverse ambient
conditions, until such time that a final inventory is made and handed over to the hotel
management. At any time that inventories are made, the Owner or his representative must be
present together with Hyatt Internationals Project Manager and a representative of hotel
management.
Storage
Hyatts Project Manager will act as a pivot between the Owner and Hotel Management in the
period of hand over of equipment by section and by department, and will liaise all the
movements involved in releasing the goods from an off site storage, to taking of opening
inventories, to storing in the hotel and distribution to the head of departments of the management
team.
Procedures
1. Goods are received and the Delivery Order compared with a copy of the Purchase Order.
2. Goods received should be acknowledged on the receiving document, which would then
be used to record the goods as operating inventory. Complete details of each item (full
description, quantity, unit and total price) should be recorded.
3. The area designated for receiving goods should be large enough to facilitate sorting and
distribution. (It is important that areas designated for storage of heavy equipment should
have their loads verified with the structural engineers.
4. Should goods be damaged upon arrival or shortage reported, a complete inventory and
damage report should be done in the presence of the delivery agent and a member of the
Owners FF&E team/FF&E agent. Photographs should be taken of the damaged boxes.
The delivery agent/driver should sign for all damaged boxes he delivered. The insurance
company should be notified immediately in writing of the damages, shortages, etc.
5. Where possible, the supplier or his representative should be present at the site when
goods are being delivered.
6. Specialized handling equipment (e.g., forklifts or cranes, etc.) should be made available
and their use coordinated with the respective delivery requirements.
7. The operating team will requisition items per their allocated requirement on regular hotel
general store requisitions. This is not necessary for FF&E items to be installed by
contractors.
8. The hotel operating team will provide a final inventory of all items which will remain in
general storage for future distribution, as well as a breakdown of all items distributed to
the operating departments.
Installation
The installation of FF&E includes all equipment that is fixed from the Interior Designers lists,
initially carpeting and drapes, eventually the positioning of all guest room furniture and public
area furniture. From the kitchen and laundry contractor, the installation of all major kitchen and
laundry equipment, and the hook up to utilities in coordination with the MEP contractors. From
the Hotel Equipment Standards list, among others the positioning of Office Furniture, Employee
Cafe Furniture, installation of the Computer Systems, positioning of lockers, shelving and health
club equipment, positioning/ fixing of hotel equipment into custom millwork, installation of
various safes into pre-determined areas, and the connecting of TVs and mini-bars in the guest
rooms. In order to expedite this, the Owners FF&E Procurement Team should prepare a
placement schedule detailing, area by area, each single item to be positioned within that area and
coordinate this with Hyatts hand over schedule, updating it with on-site progress to date. All
other items on receipt are either delivered to operating areas in care of hotel department heads, or
lodged in diverse storage rooms to become part of the hotels inventory of
replacement/additional equipment.
Any space accepted for installation from the contractor should be completed and handed over to
the Owner/his representative by each contractor.
Areas for installation of FF&E will be taken over after inspections, by Hyatt Internationals
Project Manager or someone authorized to accept for him and by a representative of the FF&E
installers. Takeover is subject to the completion of any remaining items on the punch list,
compiled at the time of inspection.
Installation of FF&E, the moving of all furniture up the floors to the guest rooms and other areas
has always proved to be an arduous task, one where deliverers and contractors may run into
friction. The Owner or Owners Project Manager may wish to consider hiring a specialist team
of FF&E movers and installers that are brought onto the job as per the schedule of deliveries
organized by the FF&E purchasers. It should be borne in mind that there are countless large
containers arriving day after day with bulk goods and their unloading, distribution, and
installation is a major task that requires pre-meditated organization.
All installation workers should be identified by uniform or badges when on the hotel site.
Construction areas must be screened, if necessary, by the construction contractors from areas
where installation is taking place, to prevent damage to carpet and FF&E. Direction in such
matter is given by the Owners Project Manager.
When an area is being installed, it is desirable for the contractors staff not to enter the area
except for emergencies. All activities should be coordinated with the Owners Project Manager
in liaison with Hyatt Internationals Project Manager.
Installation crews working in an area must use prearranged delivery and access routes. Elevator
use will be only at pre-agreed times. Overtime work requiring power and lights must be arranged
at the next coordination meeting.
The space turnover to the installation team should be capable of being shut off and locked.
lights and power needed for the installation program, according to the directions given by Project
Management.
2. FF&E Installer
Installer follows behind construction according to an agreed schedule and generally should not
work in any area not properly turned over for installation.
Installer is responsible for removing all of his debris from site on a regular basis, including
packing materials, cartons and the like.
Installer must keep Project Management informed in advance of all planned activities or
proposed changes to the agreed schedule.
3. Interior Design FF&E Items
During the first week of carpet installation activities, a schedule should be fixed for the installers
to take over one service elevator for exclusive use to guest room floors, and start delivery of
nailing strips, underlay, and other material to the floor being turned over to them. An inspection
of the floor will be made before the beginning of the work to ensure that the floor is clean and
ready for the delivery of equipment and installation of underlay.
Normal procedure calls for corridor carpets to be installed only after all guest room furniture
have been installed.
Once guest room carpets have been laid, installation procedure calls for delivery and assembly of
bed frames, box springs, and mattresses before delivery of any other furniture. Any carton or
containers in which these items are delivered and all remaining carpet pieces are removed from
the building by the installer before beginning the installation of other furniture.
It is normally recommended that curtains be hung immediately after carpet installation. All other
furniture will be installed, pictures, various mirrors hung, and telephones installed prior to soft
opening.
4. Kitchens and Laundry
All tiling and ceiling work must be completed before kitchen equipment is installed. All utility
services must be completed and stubbed up, ready for final hand over. A conservative estimate is
that 16 weeks are needed from completion for finishes and services before the kitchens are ready
for inspection.
The main kitchen adjoins important public spaces, therefore, the installation in those public
spaces should not begin until major/dirty work is finished in the main kitchen.
Laundry equipment and some kitchen equipment is bulky, and sufficient access must be
considered in planning installation and finishing of these areas.
Commissioning
Hotel management does not take over areas or systems. A representative of Hyatt Technical
Services accepts on behalf of the operator. Before an area is taken over by the Hyatt
representative, it must have all corrective work completed.
Inventory
The hotel operating team will assist the Owners purchasing agent and the Hyatt International
Project Manager in compiling a final inventory of all on-site FF&E items. This will assist in
establishing final listings of missing items or additional items needed. The Operating Team may
also request some additional items not specified on the original purchasing specifications. The
Hyatt International Project Manager should coordinate these requests with the Owners
Procurement Team.
The final inventory will also assist in establishing a final costing for all FF&E items.
Final Accounting
Following the opening of the hotel and the final receipt of all FF&E from the three sources,
Hyatts Project Manager, in coordination with the Owners FF&E team, will compile a total
costing of all FF&E by area and by section that will provide a final figure to the Owner on
overall expenditure vs. total project of FF&E, and provide the Owner and Hyatt International
initial inventory values of the various sections of FF&E and Operating Equipment, vital
information for replacement patterns and hotel assets.
Security
Throughout the installation period of fixed FF&E items and the off or on-site storage of other
FF&E material in Owners storage, it will be the Owners responsibility to ensure adequate
security precautions are taken, to prevent theft or damage to these items. After hand over
proceedings are completed for fixed FF&E or after items are located in the hotels storage under
the operating teams control, hotel management will be responsible for providing security for
these equipment and areas.
8.12. Warranties
Hyatt Internationals Project Manager will assist the Owners in the purchasing of the Hotels
operating equipment based on Hyatts Hotel Equipment Standard Books, so as to ensure a clear
understanding of the specifications that Hyatt requires. His coordination role continues right
through the timely ordering and delivery of the operating equipment, to hotel operations.
As long as HIs Project Manager is involved with FF&E Purchasing, he/she may also wish to
verify that all MEP equipment that are being, or have been purchased, should be checked
carefully to see whether recommended spare parts have been specified to accompany original
equipment. Attention must be taken in the availability of local repair/spare parts agents with
respect to equipment that has been ordered.
Surplus FF&E, including furniture, carpets, lamps and upholstery materials should be stored by
Engineering and issued against requisitions. Spare curtains, drapery material, skirting and
bedspreads are to be stored by Housekeeping, and/or Commissary.
Review of the guarantee/warranty periods for FF&E equipment will determine procedures to
handle repairs during the contractors representative in town after the hotels opening. Steps to
take if the local service is unsatisfactory need to be discussed.
It will be vital to obtain the installation and operating manuals for all equipment (both FF&E and
MEP) installed in the hotel and lodge them with Engineering.
The Owners procurement team or project manager should supply copies for all written
warranties received by the Owner to the Hyatt International Project Manager for hand over to the
operating team.
Table of Contents
9.1. GENERAL MANAGERS PRE-ASSIGNMENT ACTIVITIES ............................................................1
General....................................................................................................................................1
Planning ..................................................................................................................................1
9.2. PRE-OPENING OFFICE...............................................................................................................2
Set up ......................................................................................................................................2
Preliminary Hiring Schedule ..................................................................................................3
Pre-opening Office Requirements ..........................................................................................3
Operating Supplies Requirements ..........................................................................................6
Personnel and Transport .........................................................................................................7
Site Signage ............................................................................................................................7
9.3. PRE-OPENING OFFICE ORGANIZATION ........................................................................7
Pre-opening Office Start-Up...................................................................................................7
Pre-opening Manpower Planning ...........................................................................................8
Pre-opening Budget ................................................................................................................8
Pre-opening Chart of Accounts ..............................................................................................9
Pre-opening Banking Procedures .........................................................................................10
9.4. PROJECT COMMUNICATIONS........................................................................................11
9.5. PROJECT MANAGER LIAISON........................................................................................12
General..................................................................................................................................12
Pre-opening Team Induction ................................................................................................13
Weekly Meetings ..................................................................................................................14
Project Familiarization With Project Manager .....................................................................14
Procedure for Making Changes ............................................................................................15
Special Decorations ..............................................................................................................15
Hotel Soft And Grand Openings...........................................................................................16
Pre-opening Team Coordination...........................................................................................16
9.6. PRE-OPENING TASK LIST................................................................................................21
General..................................................................................................................................21
Planning Schedule ................................................................................................................22
Master Pre-opening Task List...............................................................................................22
9.7. HANDOVER/FOOD & BEVERAGE ............................................................................................47
Handover Schedule/Food & Beverage .................................................................................47
Outlet Opening Timetable/Food & Beverage.......................................................................47
Area Setup/Food & Beverage ...............................................................................................48
9.8. HANDOVER SCHEDULE/MATERIALS MANAGER .....................................................................48
9.9. TRAINING ACTIVITIES ............................................................................................................48
Pre-opening Training Strategy/Director of Personnel & Training .......................................49
9.10. PROCUREMENT/STORAGE ......................................................................................................50
9.11. HOTEL SOFT AND GRAND OPENINGS.....................................................................................51
9.12. LICENSES ...............................................................................................................................51
Owners Responsibility ........................................................................................................52
Operators Responsibility .....................................................................................................52
General
Hyatt International will assist a newly appointed General Manager in his preparation for a new
assignment through briefings, induction programs, and the issue of the General Managers
Pre-opening Manual. It will be of utmost importance that the Hyatt Project Manager assists in all
aspects of the General Managers tasks to ensure a smooth start up of the Pre-opening Office.
There are a number of sources of information which will assist the General Manager in better
understanding his new assignment:
SUBJECT SOURCE
Cultural/Economical Background Embassy
Project History Division/Area Office
Budget Information Division/Area Office
Preliminary Human Resources Spec. Division/Area Office
Contact Address of Hyatt Project Mgr. Division/Area Office
Sales & Marketing Activities/Brochure Division/Area Office
He should collect as much information as possible without going into detailed design aspects, as
they would confuse the subject and will be handled at a later stage by Hyatt Technical Services
Department.
Planning
Apart from organizing a proper handover of his current assignment to his successor, he needs to
plan a few important activities prior to moving to his new hotel:
ITEM INFORM
Temporary Housing Needs (Max. 3 Months) Hyatt Project Manager
Permanent Housing Needs (Until Opening) Hyatt Project Manager
Furniture/Equipment Needs For Housing Hyatt Project Manager
Transportation Needs (Vehicle) Hyatt Project Manager
Staffing Needs (Secretary/Driver) Hyatt Project Manager
Preliminary Hiring Schedule Hyatt Project Manager
Preliminary Office Requirement Schedule Hyatt Project Manager
Start-Up Office Supply Requirements Hyatt Project Manager
Printing of Stationery Hyatt Project Manager
Communication Requirements (Telefax, Telephone) Hyatt Project Manager
Budget/Banking Requirements Division/Area Office
Pre-opening Brochure Division/Area Office
Project Briefing (General) Division/Area Office
Project Briefing (Technical) Corporate Office
Project Briefing (On Site) Hyatt Project Manager
All of the above points should be organized prior to re-assignment to ensure adequate
preparations have been made.
Coordination with the Hyatt Project Manager is vital, as it will take considerable time to prepare
adequate facilities and supplies prior to your arrival.
Set up
The arrival of the General Manager on site usually requires the pre-set up of the Pre-opening
office. This office may be located on site or off site in a specially set up environment, or in the
hotel itself, if the project has advanced to a stage where this is possible.
Since the set up of the General Managers office should be concluded prior to this arrival, it
would be advisable to liaise the requirement with the divisional office or the General Manager
direct. A listing should be requested for all office space requirements for the first three months of
Pre-opening operation, which should include the following information:
1. Exact staffing, including arrival dates (i.e. General Manager, Secretary, Financial
Controller, Director of Sales, etc.).
2. Space requirements (i.e. three offices x 15m, two work stations x 6m, etc.).
3. Exact equipment requirements (i.e. three secretarial desks, two 4-drawer files, one fax
machine, etc.).
4. Exact office supply requirements (i.e. letterheads, business cards, pens, waste baskets,
cups, etc.).
The Technical Services Department has developed a Pre-opening office prototype and the office
should be set up accordingly. Usually the requirements for this office will depend on the hiring
schedule; the total space needed for the General Managers activities in the first few months may
be smaller than shown on the attached drawing. Therefore, it would be advisable to arrange
space with the possibilities for future expansions to save cost for the first few months. This
subject should be discussed with the General Manager upon his arrival in full detail. Since the
office will also require telephone, telefax and telex facilities , it would be advisable to request
these services at an early stage. Taking into consideration the requirement for the hotel telephone
number to end with ---1234 and the telex to show in the answer back HYATT or similar.
To ensure the layout is as efficient as possible it is advised to request a layout proposal from the
Project Architect assigned to this project. This will allow for proper coordination with the BOH
layout and correct allocation of temporary furniture from the BOH to the Pre-opening Office.
All items selected should be purchased as soon as possible to afford proper operation of these
offices.
In order to assist the General Manager to locate secretarial services and/or a driver, the Project
Manager should prepare a file with possible candidates for the General Managers selection. All
other requirements should be discussed during the first review meetings with the General
Manager.
All FF&E used in the Pre-opening office or sales office are a part of the scheduled FF&E for the
BOH area and will have to be utilized after closure of the Pre-opening office in its intended
location. It is therefore important to finalize the BOH layouts and office equipment section
specifications prior to placing orders for the Pre-opening offices.
Site Signage
Together with the establishment of the site office and/or Pre-opening office, construction site
signage needs to be strategically located at the site. These signs may include directional or
informational text as well as drawings or photos of various subjects related to the project.
It is the Hyatt International Project Managers responsibility to liaise with the Owners
representative the installation of such signage and its compliance to Hyatt International graphic
standards.
Pre-opening Budget
It is the responsibility of Hyatt Internationals Corporate Office to establish the amount of
Pre-opening costs before the management contract is signed.
The Pre-opening budget must be approved by Hyatt Internationals Corporate Office and also
given to the Owners to help assure that Pre-opening funds will be readily available as required.
The Pre-opening budget shall properly account for all categories of expense and shall be
classified under the main headings as follows:
Payroll and related expenses.
Advertising and business promotion.
Administration and general.
Opening ceremonies.
Miscellaneous and contingency expenses.
The method of determining the Pre-opening budget shall be as follows:
1. Payroll and related expenses: The Vice President - Human Resources shall conduct,
through his area specialists, an in-depth personnel survey on site to determine appropriate
salary levels, as well as local taxes, benefits for all positions, and determine the number
of months prior to the opening each position will report to the hotel. The personnel
survey will also determine local medical, educational, and housing facilities, trade union
situation, etc.: all of which will impact the financial picture of the hotel. This data will be
used to develop the payroll and related expenses of the Pre-opening budget. A percentage
of salary for taxes and other benefits, based upon local conditions and law, will be
factored into the estimate.
2. Advertising and business promotion: The Vice President - Sales and Marketing shall
obtain from the Area Director of Sales a Pre-opening marketing budget with the payroll
costs excluded. This forecast shall be broken down by month under the various
sub-headings based upon a rule of thumb cost per room. In addition, twelve months
Pre-opening chain services should be forecasted for this category.
3. Administration and general: These costs are divided into three main groups:
Travel and Relocation
Communications and Office Costs
Housing and Subsistence
4. Opening ceremonies: This is an estimate based upon rule of thumb in other comparable
Hyatt hotels.
5. Miscellaneous and contingencies: An estimate should be made for miscellaneous items
and contingencies not covered in the preceding categories of expense. This heading
should include an estimate for supervisory visits by Corporate personnel including
opening assistance. The Corporate Office disciplines should prepare a schedule of visits
on which this expenditure will be based.
To aid in the correct classification of Pre-opening expenses, the narrative for each account
heading should be referred to.
Pre-opening Chart of Accounts
Payroll and Related Expenses
Salaries and wages
Vacation and holiday pay
Employee meals (if part of remuneration)
Payroll taxes and employee benefits
Once the Controller has arrived, both the Controller and General Manager shall operate the bank
account in accordance with normal operating procedures of the hotel.
The Hyatt International Corporate Controller shall appoint a consultant as approved signatory. In
most cases, this would be either a representative of Hyatt Internationals local accounting firm or
Hyatt Internationals local counsel.
The bank account shall receive all Pre-opening funds from the Owner. Disbursements made prior
to the arrival of the Hotel Controller shall be for salaries of the Director of Sales, General
Manager and secretarial support, and for reimbursement of imprest funds.
The Director of Sales and General Manager each shall maintain a personal imprest fund for
payments of Pre-opening expenses. At the end of each month, the imprest amount shall be
replenished on presentation of signed expense report.
General
The relationship of the Hyatt Project Manager and the Hotels General Manager is vital for the
smooth interaction of Pre-opening Team Members and all other project teams on site.
The General Manager is normally appointed ten to twelve months prior to the hotels scheduled
opening date. In an ideal situation, after several weeks of familiarization with the overall project
on site, he would attend an induction program at the Corporate Office on all aspects of the new
hotel, including sessions with key members of the Technical Services Department responsible
for the project. This briefing would enable him to have a good understanding of the upcoming
tasks once he returns to the new project.
The Project Manager, having prepared accommodation, transport and office facilities for the
General Manager, should meet with the General Manger and review the following:
Pre-opening office plans and other related issues.
All interior plans for the entire hotel
All color boards, renderings and other interior related information
All kitchen, laundry and other BOH areas
Status of FF&E and operating equipment purchases
Status of graphics, signage and uniforms
The delivery and handover schedule
All exterior plans related to access roads, landscaping and parking
Any other important subjects, i.e., status of competition, local weather, local supply
situation, recreational facilities, etc.
Following these reviews, a very detailed site inspection should take place including review of the
prototype room etc.
After the General Manager has settled in his new environment, some further detailed reviews are
necessary to discuss the following:
Future office requirements
Future equipment requirements
Transportation requirements
Housing requirements
Hiring schedule
Training plan
Training equipment requirements
Training facilities requirements
6. The history of the project, the Owners, and any major problem areas foreseen.
7. The role and responsibilities of the Pre-opening Team Members and/or Project Team
Members specific to this project.
8. The Hyatt Project Managers role.
9. The office set-up during the opening period.
10. The general Pre-opening hiring schedules as per the Pre-opening budget.
The General Manager should also arrange to introduce his key Heads of Department to the
following people:
Owners
Owners Representatives
Key members of the Project Team
Important people in the city, etc.
Weekly Meetings
The Project Manager will be available once a week at a pre-arranged time and place to answer
any queries by the Pre-opening Team and to advise on current progress.
It is crucial that the Head of Department build a good working relationship with the Project
Manager.
It is the sole responsibility of Hyatt International Project Manager to ensure that designs,
construction, and equipment are installed and implemented to standards agreed upon by Hyatt
Internationals Technical Services Department.
Special Decorations
Special amounts of money are set aside at the time of specifications for operating supplies and
equipment.
The amount is set aside in the HESB, Volume I and is established by the Corporate Technical
Services Department for each section.
This money is set aside for decorative pieces such as buffet operating equipment (bowls, special
equipment, etc.), small cubes and other display items which can only be determined when the
areas are furnished and set up.
It is the responsibility of the respective Head of Department to make a list of these items shortly
before opening and turn it over to the General Manager for approval.
The purchasing procedure should be discussed with the Project Manager.
Having available all approved specifications, drawings, and samples, the Project Manager needs
to confirm the following with the General Manager: Final Manning Guide, Male/Female
numbers by position, sizes.
It is very possible that during the interview period of potential employees and the final selection
process, some major changes may have taken place. The Project Manager needs to integrate
these changes into the manning guide and use this information to finalize the quantities to be
contracted with the vendor. Uniform delivery times should also be discussed with the General
Manager to be integrated into the Human Resources critical path.
Outlet Names
Prior to being able to finalize graphic or signage related designs, the naming process of all
restaurants, bars, suites and function rooms shall be completed. This process will require input
from the Owner, area/regional office and the Corporate Office. Suggestions should be reduced to
the final list of names by the Corporate Office and forwarded to the Project Manager for
submission to the Owner/Developer. Once all parties have agreed on the final names of all areas
in question, this information should be forwarded to the Graphic Designer for the development
of crest and logos for these areas. After such crests and logos are approved by all parties
concerned, they will be forwarded to the signage consultant for integration into his scope of
work.
Graphics
HESB Volume III gives details of items and quantities related to graphics. The approved designs
by the consultant will require a great deal of input from the operating team related to menu texts,
compendium folder information, and all other copy text to be integrated into the design. The
Project Manager has to ensure all the required information is received from the operating team in
a timely fashion, to be incorporated into the design scheme and to achieve production deadlines.
To facilitate this incorporation, the contractor who has been awarded the tender for graphics,
through his own art department, will have to compile all this information. All texts will have to
be proofread, and prior to production a final print proof needs to be approved by the Project
Manager/General Manager for contents, and the graphic designer for compliance to the design
intent. The delivery schedule for all graphic design items also have to be coordinated with the
requirements of the operating team.
Signage
The requirements for signage come from various sources and need very close follow-up by the
Project Manager. The details of the total package needs to be collected from the following
sources:
The Signage Consultant
Includes design, detail, message, location chart, quantities, specifications.
(Directional and indicational signage).
Design Standards and Criteria, Volume VI + VII.
Related to engineering signage and life safety signage in Public Areas and BOH
HESB, Volume I
Related to F&B signage, i.e. do not disturb, meeting in session, notice boards, etc.,
and other operating departments, i.e. currency exchange board, fitness center rules,
pool safety notice, etc.
Hardware schedule/total building floor plan.
All BOH signage for offices, stores, refrigerators, and directional signage related to
these areas.
It will be important to coordinate all messages or titles used on these signs with the General
Manager. The delivery schedule for signage must be in accordance with the approved handover
schedule.
It would be advisable to closely coordinate all technical details with the Hyatt Area EDP.
Specialist and ensure complete integration of the system to perform according to the intended
functions. The Corporate Technical Services Department will have issued a
telephone/computer/word processor preliminary schedule which will have all the necessary
information related to the individual project. The Hyatt International Project Manager has to be
familiar with all aspects related to these requirements and verify that the system is installed
accordingly.
reader, employee access control, alarm device for fire, elevators or cashier areas, car park control
monitors and access control devices, as well as watchmans clock monitoring device, etc.
Since systems vary according to local code requirements, the Hyatt International Project
Manager needs to familiarize himself with the applicable codes and advise the Design Team on
operational aspects. It will also require close coordination with other disciplines for wiring,
millwork and system integration. Very careful planning will ensure a secure and well controlled
environment easily manageable by the operator.
General
A master list of Pre-opening tasks has been developed which should only be used as a guideline
and must be tailored by the General Manager to his individual project. The list should be
constantly updated and coordinated with his Heads of Department. The list should be prepared in
a logical time frame according to events taking place and the needs of the individual
departments. Tasks should be broken down into monthly tasks until ten weeks prior to opening
and then be reduced to weekly task lists.
The task list should be displayed in a meeting room and constantly updated with target dates and
responsibilities assigned to individuals. During weekly task meetings, a full update should take
place. Weekly task lists should be displayed by department. A time table for all major tasks
which concern most departments should be handed out to each Head of Department during his
initial meeting with the General Manager. This will allow for clear guidelines for development
of each individuals departmental task list.
Planning Schedule
See chart on following page.
9.6.3.9 Engineering
Obtain manuals of all mechanical equipment.
Discuss the need for setting up service contracts.
Discuss swimming pool maintenance, water
treatment, telephone system, landscaping, elevator
trash removal, pest control, fire extinguishers.
Computerize preventive maintenance record.
Complete life safety manual.
Establish contact with government agencies (Fire
Brigade, Municipality, Licenses).
9.6.3.14 Accounting
Prepare business plan.
Prepare budget for Pre-opening business plan.
Arrange insurance coverage for property/ guest/staff.
Closely monitor installation of computer hardware.
Set up procedures for commission payment.
Review Pre-opening expenses.
Ensure early application to obtain various business
licenses and assure proper posting of innkeepers
law.
Set up key control system.
Discuss/approve credit card policy.
Review cash flow forecast.
5. The process of team building is developed and strengthened through the workshop
approach.
This systematic approach ensures that the Management Team completes each stage to Hyatt
International Standards in the minimum of time.
It should be noted that in the initial stages of this exercise some members of the Management
Team may be uncomfortable with the issuing of deadlines. The Personnel and Training
Specialist must therefore tightly control the quality of the work and the achievement of the
deadlines.
The Director of Personnel and Training/Training Manager is responsible for compiling and
agreeing on a Pre-opening Training Strategy six months prior to opening, taking into account:
Hyatt International Philosophies
Local Hotel Standards
Local Labor Market Needs
In the absence of the Training Manager, the Director of Personnel and Training should liaise
with the Area/Regional Training Specialist.
9.10. Procurement/Storage
All purchase procedures of HESB related items have been addressed in the FF&E section of this
manual, but there are other purchase activities to be considered and some require assistance from
the Project Manager. These special Pre-opening team related purchases are as follows:
Special Decorations
Special amounts of money are set aside at the time of specifications for operating
supplies and equipment.
The amount is set aside in the Hotel Equipment Standards Book established by the
Corporate Technical Services Department for each section.
This money is set aside for decorative piece such as buffetware (bowls, special cutlery,
etc.), cubes and other display items which can only be determined when the areas are
furnished and set up.
It is the responsibility of the Director of Food and Beverage to make a list of these items
3 to 4 months prior to opening and turn it over to the General Manager for approval, who
in turn will notify the Project Manager.
It is also advisable that the Director of Food and Beverage and Project Manager discuss
the decorative pieces with the interior designer, to ensure that they are compatible with
the overall concept.
Storage
The storage of all FF&E, Operating Equipment, and other supplies plays an important
part during the Pre-opening period.
The Project Manager will be advised to liaise and coordinate all storage and distribution
activities with the hotels Financial Controller to ensure proper documentation of all
activities. A requisitioning and inventory control procedure should be set up from the
very beginning to account for the thousands of items to be received and distributed.
9.12. Licenses
The following are some of the general requirements for hotel licensing which will vary from
country to country. The liability for these licenses will vary from the Owner to Hotel Operations,
depending on the financing package and management agreement that is made with the two
parties.
Owners Responsibility
a. Air Conditioning
b. Boilers
c. Casino
d. Electrical
e. Elevators
f. Fire Alarm System
g. Fire Department
h. Hotel Vehicles (Cars, Buses, Trucks, etc.)
i. Import and Customs
j. Insurance (3rd Party, Public Liability, Builders All Risk)
k. Occupancy Permit
l. Scaffolding
m. Site Hoarding
n. Two-way radio
Operators Responsibility
a. Advertising Signs
b. Cabaret
c. Banking and Foreign Currency transactions
d. Electronic Games
e. Window cleaning Gondola
f. Health Department
g. Health Spa (Fitness Center)
h. Incinerator and/or Garbage disposal
i. Laundry and Dry Cleaning
j. License or permit to operate a Hotel
k. Liquor and Food Sales
l. Music Entertainment
m. Outdoor Signs
n. Police Department
o. Post Office
p. Refrigeration
q. Satellite Television
r. Swimming Pool and Cabana
s. Telephone
t. Trades employed: carpenter, electrician, plumber, etc.
u. Hotel shop, delicatessen license
v. Traffic Department
w. Vending Machines
x. Video (in-house movies)
Open a trace file and list for all licenses and permits required, together with appropriate
expiration dates; to be filed with Hotel Operations (General Manager or Controller)
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04/16/92 i 10hndov.doc
PROJECT MANAGERS MANUAL
SECTION 10 - PROJECT COMPLETION AND HANDOVER
Hyatt Internationals Project Manager also will have to constantly monitor the arrival of FF&E
and operating equipment to stores or operating departments, as the timely supply of these items
is part of the overall hand over and will affect the training of the employees.
Before consideration is given to accepting a space or facility from the owner/developer, certain
criteria must be satisfied.
The area to be handed over must be complete, cleaned, secured, equipped with all FF&E, and all
MEP systems fully installed and commissioned, and free of all construction debris. In addition,
the area must be inspected and approved by the Owners Project Manager and the respective
design consultants, who are responsible for ensuring that each area is in compliance to the
approved drawings and specifications, and expected quality of materials and workmanship have
been maintained.
The hotel guestrooms will only be considered for acceptance when the entire floor is complete
and all hardware installed. This will include the rooms, corridors, elevator lobbies, pantries, etc.
and all other facilities within that level.
When the facility has been acceptably completed, the owners representative will undertake a
provisional acceptance of owner/developers liability to correct latent or hidden defects. Final
hand over and acceptance will only be achieved when the whole building is complete, all hand
over requirements have been met, and the contractors have left the facility.
The following considerations are used in the development of the Hand Over Schedule and
Procedures:
1. Delivery of hotel operating equipment.
2. Tendering and purchasing of hotel operating supplies with coordination through
Owners representatives, with various contractors for final input.
3. The delivery and installation of FF&E
4. Staff Recruitment.
5. Staff Training.
6. Witness and assistance by engineers in testing and commissioning all systems.
7. Training and mutual operation of MEP systems.
8. Final cleaning and preparation of all hotel areas, facilities, and systems.
9. Distribution of equipment to all the hotel areas, facilities, and systems.
10. Sales and Marketing and promotional facilities of the hotel.
11. Actual construction progress and sequencing of trades.
The proper scheduling of hand over procedures for accepting the hotel are necessary to allow
Hyatt International adequate time prior to the final completion and opening of the hotel to staff,
train, clean, and commission various facilities for full operation. In addition, the operating team
will require time to establish its own consumable opening inventory, together with the operating
equipment purchased by the owners procurement team.
The standard hand over schedule is issued to the owners as part of Hyatt Internationals Design
Standards and Criteria, however, it is Hyatt Internationals Project Managers responsibility to
tailor this pro forma schedule and take into consideration all specific requirements of his project.
This final hand over schedule, which is normally issued at the commencement of Phase III
Design Development, is carefully tailored to each hotel, and is organized in a chronological
sequence to allow the hotel to be smoothly and methodically handed over to the Operational
Team while taking the construction program, milestones, and restrictions into consideration. This
schedule is inclusive of the time taken to rectify any defects or faults that become apparent upon
Hyatt Internationals inspection and also takes into consideration that all inspections will be
undertaken by Hyatt Internationals Project Manager, Owners Project Manager, and necessary
members of the Design Team who will make available approved drawings and specifications for
that area. It may also be used to schedule the delivery of FF&E items, OE, hotel expendables to
areas as they become available.
Attached in the Appendix Volume II of this manual is Hyatt Internationals Standard Hand Over
Schedule, and an example of a custom tailored schedule for a project as an example and for
reference.
Upon an area that is wholly noted on Hyatt Internationals final hand over schedule as being
complete, i.e. cleaned, equipped of FF&E, all MEP services installed and commissioned, free of
pests and vermin, and satisfactorily examined by the Owners Project Manager and all relevant
members of the Design Team, (who will themselves be responsible for ensuring the area
complies with approved drawings and specifications and agreed quality of workmanship), then
Hyatt Internationals Project Manager will inspect the area for provisional acceptance.
Following Hyatt Internationals Project Managers inspection, which is carried out in light of the
above criteria, a punch list will be issued for each and every area; BOH, guest floors, and public
areas. This list will detail deficiencies both architectural and workmanship. It does not in any
way exonerate any party from the correction of any hidden or latent defects not noted, and the
Owner shall have the continuing obligation to correct such defects as they become apparent.
A separate schedule, again of each and every area, shall also list any deficiencies for FF&E
items.
At this stage, each relevant member of the Design Team should produce a punch list covering
acceptance or non-acceptance of works related to their discipline. Any deficiencies should be
rectified, and a copy of the completed lists issued to both Owners Project Manager and Hyatt
Internationals Project Manager.
Upon rectification of these deficiencies listed in Hyatt Internationals architectural/finish and
FF&E punch lists, Hyatt International will re-inspect the area and issue a provisional acceptance.
Any area or system which has been provisionally accepted by Hyatt Internationals Project
Manager will be handed over to the Operational Team and remain under their control and
supervision. To assist in this, at time of issuing provisional acceptance all construction keyed
cylinders should be changed to hotel system cylinders under the supervision of Hyatt
Internationals Project Manager and/or Operational Team designate. This change will be
accomplished depending on the type of cylinders used by either coding the electronic lock,
changing pins, or using a special coding key to eliminate the construction piece of the cylinder.
Once all cylinders have been satisfactorily changed over, and any other means of access secured,
the hotel Operating Team will then become responsible for any damage or abuse resulting from
mishandling by hotel staff.
It must be clearly noted that Hyatt International does not inspect areas upon practical
completion, rather an area that is ready for beneficial occupation by the hotel operator.
This will allow time for the testing and commissioning sessions to be carried out in keeping with
Hyatt Internationals Engineering Design Standards and Criteria, and also to allow adequate time
for the training of the hotel engineering staff. However, it should be re-emphasized here that the
Hyatt International Project Manager should only be satisfied at witnessing the testing carried out
at full loads and under extreme demands.
In circumstances where there is mutual operation of the central plant, all personnel must inform
and liaise closely with the hotel Engineer prior to any shutdowns or servicing. Hyatt
International will not accept responsibility for any damage to equipment or non-adherence to
manufacturers recommendations until all plant is in their sole control.
A full explanation of the requirements of MEP hand over and commissioning is contained in the
appendix.
Only after all equipment and systems have been successfully tested and certified can the Hyatt
International Project Manager prepare a punch list of the entire facility for further action and
correction. Any acceptance is subject to the correction of hidden or latent defects, and the owner
has the continuing obligation to correct such defects as they may become apparent.
Contractors Notification
Notification is to be given to each individual contractor, clearly defining his responsibilities
related to equipment commissioning and hand over procedures. Issuance of such notification is
the joint responsibility of:
Hyatt Internationals Project Manager
The Owning Companys Representative On-Site
The Owning Companys MEP Consultant
The notification stipulates clearly the contractors responsibilities and liability in case he fails to
carry out these responsibilities.
Director of Engineering
Provisional acceptance subject above stipulations:
We consider the equipment acceptable for hand over under the terms and conditions of the Hyatt
International MEP Hand Over manual, with the proviso that the contractors accept full
responsibility for the defects remedial work and contractual warranty by signing of the
declaration hereunder.
Contractors Liability Declaration
We _______________ herewith acknowledge the correctness of the above listing of defects and
accept responsibility for the execution of all remedial work necessary to bring the equipment to
design performance, including contractual warranty of such remedial work.
Date:
Director of Engineering
The equipment is considered NOT suitable for performance of the intended operation, for which
reason acceptance is rejected until such time the contractors have remedied all above defects,
and any other defects that may come to light in the process of remedial works, and demonstrated
design performance of the equipment to our satisfaction.
Date:
Director of Engineering
Contractors Acknowledgment
We, ______________________________ have acknowledged the correctness of the above
listing of defects and declare acceptance of responsibility for remedial works.
Date:
Qualifications
The document should be issued to qualify Hyatt Internationals provisional acceptance of hand
over area, FF&E and MEP equipment. This document will be distributed as follows:
Owners Project Manager
Contractors Concerned
Hotel General Manager
Hotel Director of Engineering
Hyatt International Technical Services (for record purpose)
All punch lists issued will include a reference to this document to ensure all concerned parties
are aware of Hyatt Internationals qualifications of provisional acceptance.
The following Pro-Forma should be used to prepare this document but may be adjusted to
include special on site conditions. Some of these conditions are highlighted and the appropriate
clause mentioned in the section following the Pro-Forma.
This document will have to be approved by the Director of Operational Planning/Vice President
- Technical Services prior to their issue to all parties concerned.
PRO FORMA
(To be on Hotel Memorandum Stationery)
DATE:
TO: See Distribution
FROM: (Project Manager)
SUBJECT: HAND OVER PUNCH LIST QUALIFICATIONS
The following provisions will apply to all Hyatt International hand over punch lists issued during
the course of hand over proceedings according to the approved hand over schedule. All punch
lists reflect the conditions found present in the specified area and are produced without prejudice
towards any involved party.
1. Completion by all parties concerned of the noted defects within the shortest possible time
frame.
2. Issue of a time table for all remedial work by the concerned parties and a date for
re-inspection.
3. All hidden or latent defects not noted at the time of inspection will form an integral part
of the deficiency report issued for that area.
4. Receipt of all statutory approval documentation as specified by local authorities.
5. MEP services will not be accepted pending full load testing under seasonal conditions.
6. Areas where MEP equipment is installed will be provisionally accepted for the
construction elements only. MEP equipment will require factory test certificates, site
engineer certificates and a five day 24 hour full load test conducted in the presence of
Hyatt Internationals representative prior to final inspection and hand over.The liability
for such load testing will be with the contractor and his commissioning site engineer.
7. MEP, Kitchen, Laundry and other equipment to be handed over require the following
documentation upon hand over:
As Built Drawings
Factory Test Certificates
Commissioning Engineers Report
List of Spare Parts Supplied
Operating Manuals
Warranties
Name and Address of Local Distributor, if applicable
8. Access to areas provisionally accepted by Hyatt International will be at the sole
discretion of the operator. Schedules showing area of access, hours of work, number of
staff and nature of remedial work shall be submitted to the Hyatt International Project
Manager at least 24 hours prior to access.
Upon approval of this schedule, contractor's staff should enter these areas suitably attired,
showing an approved I.D. card and shall be at all times under the control of the Hyatt
International Project Manager.
These conditions also apply to external areas of the hotels property.
9. Period of warranty for equipment shall commence only from date of acceptance by Hyatt
International's representative.
10. Hyatt International reserves the right to repair all noted defects either through the hotel's
maintenance department or other contractors, if defects duly noted are not rectified after a
period of 90 days from the date of issue of the hand over punch list of such area.
11. Non receipt of these qualifications by any party other than the parties mentioned in the
distribution listing does not release such party from obligations as noted in this document
or punch lists issued.
Distribution: (Owners Project Manager)
(Contractors)
(Contractors),
cc: (Hotel General Manager)
(Hotel Director of Engineering)
(Hyatt International Technical Services)
Special Conditions
In certain conditions additional qualifications may need to be added to the hand over punch list
qualification document.
Condition
Design team members did not inspect the hand over areas of the project.
Qualification To Be Added
Future submissions of design team members on non-compliance to specification or
deficiencies noted during inspection will become an integral part of Hyatt International's
deficiency reports whenever such reports may be received.
Condition
MEP equipment has not been accepted, but hotel will open anyway.
Qualification To Be Added
The MEP equipment specified as not acceptable will be operated by the concerned
contractor until such equipment can be accepted for hand over. The contractor will be
fully liable for such operations, other than damage attributable to the operator's
employees due to intentional abuse.
Condition
No training given to hotel staff on specialized equipment or MEP equipment.
Qualification To Be Added
A program of training and familiarization is to be scheduled by the contractor of
specialized equipment or MEP equipment prior to the final test run of such equipment.
This program is to be fully coordinated with Hyatt International's Project Manager and
the Operator.
Other conditions may apply to some projects. The Hyatt International Project Manager will
determine these conditions and include relevant paragraphs in the hand over punch list
qualifications document.
Fuel cost to operate such equipment will be allocated accordingly between operator and
contractor.
General Purpose
To be used for:
Typical Guestroom
Suite Rooms
Guestroom Corridors
Public Areas (Restaurants)
BOH
MEP Purpose
To be used for:
MEP Areas
Kitchens
Laundry
Elevators
The appropriate sections will have to be filled in prior to checking each area with exact details of
furniture, interior design specifications or equipment code, quantities and all other details as
shown on floor plans, elevations, specifications, etc.
To perform the hand over, follow the items as listed and mark each item as follows:
Accepted - OK
Missing - M
Touch Up Paint - TUP
Not Clean - C
Not Acceptable - X
If the Project Manager wants to list other qualifications, he may do so as appropriate.
If an item is marked not acceptable, mark the code No. and the item in the deficiency column
and explain the deficiency in detail. Items marked deficient need to be re-inspected and marked
acceptable before final hand over approval can be given. Items marked Missing, Touch Up Paint,
Not Clean, need to be re-inspected and, if acceptable, should also be noted in the deficiency
column as re-inspected and accepted.
- Typical Guestroom
- Suite Room
- Restaurants - El Andalous/Moroccan
- Justine's/Gourmet
- L'Oasis/Cafe Restaurant
- Main Kitchen
- Laundry
Table of Contents
05/90 11operat.doc
PROJECT MANAGERS MANUAL
SECTION 11 - PROJECT COMPLETION AND HANDOVER
11.1. Policy
It is the policy of Hyatt International that a Project Management Operations Review will take
place at least once per year by the designated M.O.R. leader, Divisional Director of Technical
Services, or the Corporate Director of Operational Planning.
11.2. Objectives
11.2.1.
To ensure compliance with Hyatt Internationals Design Standards and Criteria, approved
layouts, drawings, and specifications through performance and productivity as described in the
Project Managers Manual.
11.3.
To create a professional relationship with owners, architects, designers, contractors, and the
various corporate/divisional or area personnel of Hyatt International to achieve a product which
will be an asset to the reputation of the company.
11.3.1.
To establish a system that will enable the Technical Services Department to monitor the progress
of an individual, identify reoccurring deficiencies in our procedures or specifications, and
establish a monitoring process of recommended solutions and follow-up.
11.3.2.
To promote the exchange of technical, managerial, and other information of specific nature to
Project Management between field personnel and corporate/divisional offices.
11.4. Implementation
11.4.1.
The program shall be implemented for all projects under the scope of the Technical Services
Department, regardless of the presence of a permanent Project Manager on site.
11.4.2.
The M.O.R. will take place over a 3-4 day period organized by the corporate office 3-4 months
prior to its scheduled date. The Vice President of Technical Services, Divisional Director of
Technical Services, or Director of Operational Planning will nominate the M.O.R. leader at the
inception of each project. The M.O.R. leaders own project will be reviewed by corporate or
divisional personnel.
11.4.3.
The M.O.R. leader will also be available for the duration of the project as a resource for
assistance in problem solving or technical advice pertaining to Project Management. In order to
facilitate this function, the M.O.R. leader will be copied on all monthly reports.
11.5.1.
The M.O.R. leader will be scheduled to visit the hotel on an annual basis with a follow-up visit
by corporate or divisional personnel 3-4 months thereafter, or vice versa.
11.5.2.
Follow up visit dates will be recommended by the M.O.R. leader based on his audit, and may
coincide with scheduled site visits of corporate or divisional personnel. This will allow the
Project Manager sufficient time to correct any apparent deficiencies.
11.5.3.
It will be important to the success of this review to emphasize and instill a positive perception in
field personnel to the procedures of this audit and thereby assist in overcoming the possible
feelings of discontent. This program is a management tool to assist the Technical Services
Department to improve its standards and efficiency, rather than to point out imperfections or lay
blame on someone.
11.6. Execution
- M.O.R. Leader
- Director of Technical Services - Division
- Director of Operational Planning
11.6.2.1.
A listing of relevant follow up action items with target completion dates by the Project Manager.
11.6.2.2.
A listing of relevant action items with target completion dates by either owner, architect,
designers, contractors, or others.
11.6.2.3.
A listing of relevant action items with target completion dates by the Corporate or Divisional
Technical Services Department.
11.6.2.4.
A listing of relevant action items with target completion dates pertaining to the hotels Operating
Team.
11.6.3. Distribution
Based on the above information, and in conjunction with the M.O.R. Questionnaire, the audit
will be issued to the following offices:
11.6.4. Follow-Up
Having established the above listings, the M.O.R. leader in the presence of the Project Manager
will discuss the items listed under 11.6.2.2. with all concerned parties and establish confirmed
target dates.
Items listed under 11.6.2.4. will be discussed with the General Manager if he is already located
on site, or will be used as a guideline for action after his arrival.
Listings under 11.6.2.3. will be followed up by the M.O.R. leader according to the set target
dates.
All follow up points listed under 11.6.2.1. must be actioned by the Project Manager and
completed prior to the M.O.R. follow-up visit.
The entire success of this program hinges upon implementation of the recommendations made
during the audit. All parties involved must endeavor to achieve all set targets without exceptions,
and should monitor reoccurring problem areas.
personnel. This post M.O.R. audit will determine the evaluation of the Project Manager's
performance.
11.7.1.
The checklist is divided into the following sections:
1. Communication
2. Administration
3. Project Design
4. FF&
5. Mock-Up/Prototype Room
6. Pre-Opening Office/Team
7. Handover
8. Signage, Graphics, Uniforms
9. Budget Control
10. Site Condition
11. MOR Analysis
12. Project Manager Summary
Questions related to the above is based on information and instructions given through the Project
Managers Manual. Compliance with these instructions will achieve the highest score.
11.7.2. Evaluation
In order to apply a fair and equitable yardstick in evaluating each individual performance, and
since each project requires a different amount of involvement on behalf of the Project Manager.
A summary of follow-up visit findings will be prepared by the corporate/divisional personnel.
This will consider the overall findings of both visits and should give help for areas requireing
improvement. This will give flexibility for allowances of special circumstances as evaluated by
the M.O.R. leader in his report.
The results of this audit may reflect in the year end evaluation conducted by the Vice President
of Technical Services/Director of Operational Planning.
DISTRIBUTION:
Vice President Technical Services Summary/Action Plan (11.8. only)
Director Technical Services Divisional Summary/Action Plan (11.8. only)
MOR Leader Complete (11.8. and 11.9.)
Director of Operational Planning Complete (11.8. and 11.9.)
Please give an overview of your findings during this audit (using additional pages, if necessary).
11.9.1 Communication
11.9.2 Administration
Remarks
11.9.4 FF&E
Remarks
11.9.8 Handover
Remarks
11.9.12.1 Signage
11.9.12.2 Graphics
Remarks
11.9.12.3 Uniforms
Remarks
11.9.15.1.1
Please give an overview of your findings during this visit on all follow up points as noted under
7.2.1.
11.9.15.1.2
Please give an overview of your findings during this visit on all follow up points as noted under
7.2.3.
11.9.15.1.3
Please give an overview of your findings during this visit on all follow up points as noted under
7.2.4.
Now that the Project Managers Manual has been read and digested, you are more familiar with
the technical information, systems, sequences and step by step expectations on a typical project.
Armed with this document, heavily supported by Technical Services, and full of self confidence,
you the Project Manager, are ready to confront and tackle your assignment, monitor the
development and progress, and open the hotel by the book.
This is not always the case. The book you have in your possession acts as an excellent guideline
to assist you in all phases of the project. Needless to say, the idealistic sequencing, programming
and occurrences of events may prove to be quite remote from what the book, and you, would
desire. If this is the case, no amount of literature pushed at the contractor or project manager will
help you get the hotel open the way your expectations flourish.
This is where the two qualities of the successful project manager need to reign, two qualities that
are not part of the vast amount of theory covered in your book. Amidst the disorganization, or
sometimes chaos prevailing in a project, where sub contractors, importers, suppliers,
manufacturers and even Nature have not been able to follow the written sequences, and have
toppled the predetermined priorities, then the qualities of diplomacy and sound common sense
need to take the vanguard of Hyatt Internationals Project Mangers list of strengths, and be
applied in safeguarding the best final product under certain adverse circumstances. Diplomacy in
dealing with all the strained and stressed human relations reigning in the fog of concern and
frustration, diplomacy at spreading optimism and encouragement in a most needed period, and
diplomacy at leading the scene at proving that all will end well with persistence and
determination while maintaining cordial and professional relationships.
Common sense and sound judgment will be your strongest tools at dealing with the unforeseen,
the unanticipated, and the unexpected, where only a perfect harmony of the technical knowledge
provided to you, spliced with the rationale and sensibility of sound common sense will enable
you to confront the adversities of reality.
In some cases, these two qualities, well applied, will hold an equivalent value of all the literature
that has been placed before you. You should apply both the assistance of the guidelines as
supplied in this manual, and your operational common sense. Combined, you will see the project
developing into a life experience cumulated by the opening of a Hyatt Hotel which for many
years to come will be there for all to see and for you to be proud of. We here in Chicago wish
you well, and have provided you with the basic ingredients. Use them well.