Here you will find a selection of books written and recommended by Gert Noordzy. Gert has also contributed to a recent PMI® publication as Subject Matter Expert reviewer.
Gert is about to publish his first book, Project Management of Hotel Opening Processes which will be available from Amazon in paperback and Kindle Edition later this year.
All rights reserved. Redistribution without prior written permission is prohibited.
Titles Published by Gert Noordzy
Project Management of Hotel Opening Processes.
(Available now on Amazon!)
More than eighty-five occupations, across a wide variety of functions and industries, use project management to plan and execute projects efficiently and effectively. Hospitality is not one of these industries, despite high growth on a global scale. In view of the exponential growth, now is the time to help the hotel industry transform itself and embrace project management as a strategic competence.
Project Management of Hotel Opening Processes is for those who manage hotel opening projects, including hotel project developers, hotel management company CEOs, hotel owners and asset managers, hotel vendors... all the way to hotel educational institutions. It explains that the traditional approaches to opening new hotels do not work efficiently, cause delay after delay, and cannot be scaled, thus new, more effective strategies are required.
The Chinese hotel industry is experiencing unprecedented growth. Over the next twenty-five years, China will expand from today's two million hotel rooms to over nine million. Without a project management approach, this will not be possible. In this book, author Gert Noordzij considers the published plans for future hotel openings in China, illustrates the scale of the problem, analyzes why traditional approaches will not be able to facilitate China's goals, and why project management methodologies are the best way forward. He guides readers through an examination of modern project management concepts to determine the feasibility of reorganizing a hotel management company, developing a new hotel opening how-to guide, and using project management to effectively and efficiently open new hotels on a large scale.
Project Management of Hotel Opening Processes will help you build a foundation for success in meeting deadlines for the hospitality industry, both in China and around the world.
Titles with Contributions from Gert Noordzy
Implementing Organizational Project Management: A Practice Guide (available now)
A growing number of organizations have embraced organizational project management (OPM) in an effort to increase performance and gain a competitive advantage in the marketplace. Research shows that a successful OPM strategy is dependent upon strong project management methodology - one that aligns organizational goals across the portfolio of projects.
An effective project management methodology provides a standardized, organization- or situation-specific approach that encourages efficient use of resources in order to enable the organization to focus on its most important tasks-leading, innovating, and delivering products and services. While some organizations recognize the importance of project management, others continue to execute projects without a methodology. The lack of a strong methodology could lead to project or program failure.
Project Management Institute has introduced "Implementing Organizational Project Management: A Practice Guide" to assist organizations in developing and defining effective project management methodologies. In a 2012 PMI market research project, more than half of the respondents identified a lack of published guidance on development of customized methodologies.
This practice guide outlines practical knowledge and steps to define and develop a methodology in alignment with the foundational standards and framework that were first provided in PMI's "A Guide to the Project Management Body of Knowledge (PMBOK Guide)".
Implementing Organizational Project Management demonstrates how an effective project management methodology integrates globally-accepted best practices with business-specific processes and techniques.
The guide will help practitioners develop relevant and effective methodologies for their organizations, with emphasis on:
1. Important elements of a methodology;
2. Essential tools, templates, and resources;
3. Custom-fit approaches for consistent management of all projects;
4. Alignment of project management practices across the organization's portfolio of projects;
5. Application of lessons learned to capture organizational knowledge and learning, resulting in regular updates and refinements; and
6. Consistent application of project management practices within the organization.
This practice guide provides the necessary tools to help project management practitioners develop a living, evolving methodology that will allow them to assess and refine their practices and become "best in class" performers.
Organizations are learning the value of customizing project, program and portfolio management processes to fit their specific objectives, practices and environments. Creating such a documented approach, called a methodology, allows the organization to standardize its project management practices company-wide and to increase the effective and efficient use of resources. In turn, the organization can focus on the important tasks-leading, innovating and delivering products and services.
A methodology usually incorporates and integrates:
- Knowledge about the way in which an organization conducts its business, including requirements and processes.
- Key aspects of culture and capabilities, as well as environment, industry sector and operational context.
- Proven, recognized best practices or techniques and approaches such as those found in the PMBOK Guide and other PMI® standards.
For practitioners, a methodology provides consistency for both project managers and team members across the organization. Common tools, templates and other resources help the project manager guide the project to success. By creating a common language and a framework, individual team members don't get mired down in creating custom tools and templates and can better understand their roles and expected contributions.
The project management principles in the PMBOK Guide provide the foundation on which to build a strong methodology. Explore our resources on this important topic.
"Implementing Organizational Project Management: A Practice Guide" is available now from the Project Management Institute HERE
Gert has contributed to this PMI® publication as Subject Matter Expert reviewer.
New Hotel Opening Extension to the PMBOK Guide
The primary purpose of A Guide to the Project Management Body of Knowledge is to identify the standards of project management that are generally accepted. Standard extensions expand upon the foundational standards to provide more information on specific project types or industry information. A New Hotel Opening Extension would support this goal by identifying the generally accepted practices within the unique realm of new hotel opening project management.
The PMBOK Guide knowledge areas describe generic project management processes, but do not address the requirements of the hotel management disciplines. These are well structured and defined at both corporate office as well as hotel property level.
"Project Management of New Hotel Opening Processes" has demonstrated the viability of a "New Hotel Opening Extension to A Guide to PMBOK Guide" and outlines how a hotel management company can organize its departments accordingly and define the hotel industry knowledge areas.
Due to the unique characteristics of new hotel openings, the extension will comprise of existing PMBOK Guide knowledge areas adapted towards new hotel openings and introduce hospitality centric knowledge areas. This standards extension aims to improve the efficiency and effectiveness of new hotel opening project management processes.
The New Hotel Opening Extension will provide materials directly related to the hotel industry that are not offered in the PMBOK Guide, evolving around three areas of focus:
Technical Readiness: knowledge areas and processes geared towards ensuring the building is physically fit to associate and consumer occupancy.
Operational Readiness: knowledge areas and processes geared towards ensuring the building and associates are ready to deliver optimal hotel guest experience.
Commercial Readiness: knowledge areas and processes geared towards ensuring the optional business ramp-up most effectively and efficiently.
This standard extension would ideally be developed by PMI® jointly with the American Hotel & Lodging Association.
Program Management of Master-Planned New Integrated Resort Destinations
With year-on-year double digit growth in international tourist arrivals in Asia, governments are keen to develop their tourism offerings and are racing to create new compelling destinations which can attract and capture a share of the growing tourism market (Marcus Evans, 2010). The successful openings of various new integrated resorts in the region have reinforced the integrated resort model as a catalyst for national economic development and a way to meet governments' tourism promotion agendas, create jobs, develop tourism infrastructure and boost economic growth.
Given the multi-billion dollar investment and close cooperation required to achieve a vision of this scale, careful thought and thorough planning must be wedded to effective action in order to ensure these mini "Cities of Entertainment" are successful.
A number of international conferences are organized around design, development, finance, investment, commercialization, hospitality and leisure elements necessary to the development of successful Integrated Resorts. There are number of academic research studies and some professional literature on the subject, but there appears to be no documented program management approach for the preopening phase(s) of a master-planned new integrated resort destination.
Program Management of Master-Planned New Integrated Resort Destinations endeavours to fill the literary gap on the planning and execution of the preopening phase(s) of a master-planned new integrated resort destination by documenting the efforts required for technical, operational and commercial readiness.
Gert Noordzy explores ways to better manage new hotel openings and improve the efficiency and effectiveness of the opening process.
In view of the anticipated phenomenal growth in China, we asked the question:
'How can hotel operators open new properties on this scale effectively, efficiently, and in a consistent and predictable manner?'