Pm4esd Manual en

PROJECT MANAGEMENT FOR EUROPEAN SUSTAINABLE DEVELOPMENT
Managing Tourism with Success
Project Management for European Sustainable Development
Project Management for European Sustainable Development First printing: 2011 All rights reserved Foundation for European Sustainable Tourism (FEST) All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, without permission in writing. Permission must be obtained through: FEST c/o info@pm4esd.eu
Contents
5 Foreword
7 9 11 Silvia Barbone Carlo Fidanza Christiane Dabdoub Nasser
13 Acknowledgments 17 Acronyms 21 1Introduction

23 26 27 35 38 41 42 47 51 52 56 61 65 68 75 79 82 86 1.1Background 1.2The PM4ESD Model 1.3The PM4ESD Manual 2.1The Importance of the Tourism Industry and the Sustainable Tourism Context 2.2Sustainable Tourism Principles and Indicators 2.3Governance 2.4The Project Life Cycle in the Tourism Sector 2.5The Management Context 3.1Introduction 3.2Success of a Project: Explanation of the 6+1 Variables 3.3Success Factors, Lessons Learned, Best Practices and Principles for Projects 3.4The PM4ESD Structure 4.1Business Case 4.2Risk, Issue and Change Management 4.3Organisation 4.4Quality 4.5Planning 4.6Progress Control
33 2Project Management and Sustainable Tourism
49 3The PM4ESD Approach
63 4Components
89 5Processes
91 99 107 111 117
5.1Project Direction 5.2Project Initiation 5.3Stage Definition and Planning 5.4Stage Control & Product Delivery 5.5Project Closure
121 6Reviewing Benefits of PM4ESD Projects

123 6.1Introduction 124 6.2Benefit Realisation Management
131 7Annexes
133 7.1The Partnership for Global Sustainable Tourism Criteria 138 7.2Vesevo Case Study
159 8Bibliography
Foreword
Silvia Barbone, PM4ESD Coordinator
Project Management and Sustainable Tourism. This combination forms the basis of PM4ESD Project Management for European Sustainable Development, a new approach for designing and managing tourism and cultural projects. In order to achieve sustainable tourism it is crucial to consider governance and management key factors of success and competitivness. Tourism is one of the largest industries in the world. It can make an important contribution to economic, cultural and social development of destinations, if attractions and initiatives are managed looking beyond short-term benefits, and with a new sense of coherent partnership between the private sector and public authorities. As tourists and as citizens, we all have visited places asking ourselves: Why is such a beautiful place not well maintained and promoted? Why is it not well connected? Each time I go to visit Pompeii, I cannot stop thinking why the local community seems not to live in one of the worldest visited attractions. There is a border between the archeological site and the town. This happens in many destinations. We do believe it is time to take actions, to use tourism as a force for social and cultural change, and let host communities be part of this process. Through PM4ESD we would like to contribute to achieve this change. PM4ESD supports to deliver successful projects in a way that ensures benefits for everyone: visitors, local communities, stakeholders. It is based on PRINCE2 (Projects IN Controlled Environments), a structured method for effective project management, the de facto standard used extensively by the UK Government and widely recognised and used in the public and private sector, both in the UK and internationally. We have innovated and adapted PRINCE2 to the tourism sector, combining management aspects with sustainable tourism criteria and principles. PM4ESD aims to become a recognized methodology at international level to be used both by local, regional and national governments, by companies and all stakeholders operating in the tourism and cultural sectors. The manual is available in English, Italian, German, Polish and Turkish, and training courses will be launched in 2012. We have set up FEST, the Foundation for European Sustainable Tourism, which will disseminate, maintain and certify PM4ESD. This is the first release of our publication. We would like to thank all the international experts, institutions and organizations which have supported us in transforming PM4ESD from a project idea into a concrete result.
Silvia Barbone
Carlo Fidanza, Member of the European Parliament Committee on Transport and Tourism, Rapporteur for the European Parliament on the new political framework for tourism in Europe
Tourism, as the third major socio-economic activity in Europe, along with its related sectors, accounts for 10% of the EU GDP and represents 12% of the total EU employment. It is therefore an area of upmost importance because, it contributes both to the development and the integration of less advanced areas in Europe, and it manages to combine growth, sustainable development and ethics in the different Member States. Tourism is also an essential tool in order to enhance, disseminate and promote our image in the world, safeguarding Europes prime position as number 1 destination. All these aspects have been the focus of the new framework of the European policy on tourism following the entry into force of the Lisbon Treaty, and they represent key priorities within the work of all European Institutions in this field. Among the actions proposed by the European Commission and further developed by the report of the European Parliament, I had the honour to draft, there are some core topics in line with the objectives of Europe 2020 Strategy: educational and professional training to stimulate mobility and create new high quality professional opportunities, the development of ICT to create new synergies between tourism enterprises of all sizes, the issue of de-seasonalisation to overcome and tourism for all, the debate on quality tourism in Europe and the controversial question of adequate funding. In order to develop all these ideas and to strengthen our tourism industry and its competitiveness, it is important to invest further on the concept of sustainability, which is a common element within all aspects of the new tourism policy: a broad approach on sustainability is needed, that holds together the valorisation of European cultural heritage, the protection and safeguard of European territories and of its environment, the aspect of the economic development and the social cohesion of the system as a whole. Sustainability is a concept, a value which must be incorporated in the consciousness of all European citizens, politicians, administrators, entrepreneurs or tourists. All projects in the field of tourism should take sustainability into account and make it integral part of their content. Sustainability is and can be achieved with networking and the ability of creating synergies and cooperation at different levels: networking between the EU and the different Member States, between Institutions and operators of the sector, between national and regional governments (which often have direct competence and powers with regards to tourism policy), between tourism industries and the transport system, and between services suppliers and customers. In conclusion, institutions at all levels and operators of the sector must work all together in order to develop a tourism policy at the EU level, which is competitive, sustainable, modern, socially responsible and accessible to all citizens. Furthermore, it is crucial to cooperate, facilitate and complement the activities of the various actors and of national and regional authorities through all available means and that is why all projects in this direction, allowing exchange of best practices in the field and awareness raising activities are to be supported and further developed in a constructive perspective for an integrated EU tourism policy.
Carlo Fidanza
Christiane Dabdoub Nasser, Team Leader Euromed Heritage 4
After many tourism and cultural projects have run short of achieving substantial results, in Europe and elsewhere, a proper methodology for project management in two key sectors of sustainable development - tourism and culture - is long overdue and therefore a welcome development. Because tourism represents the third largest economic activity in the European Union (EU) and its contribution to the GDP and employment is substantial and still growing, the methodology will certainly briaddng new and interesting results if it is properly and widely applied. Within the Euromed Heritage Programme, a regional programme funded by the EU within the European Neighbourhood Policy (ENP)1 and currently running its fourth phase, we are trying to instil a fresh perspective on tourism management in Mediterranean Partner countries which, according to recent statistics, are showing an 8.4% increase in number of nights spent by tourists2. The programmes primary concern is the preservation of cultural heritage resources, both tangible and intangible, including their proper management; but in as much as these resources contribute substantially to tourism activities, they become of major concern particularly where it comes to the use of these resources. From my perspective, the economic value of the physical heritage is of primary concern and goes beyond the need for increasing the access of paying tourists to heritage places to preserving the lifespan of the heritage: it is about how tourism revenues are distributed, particularly where it concerns the owners of the heritage; about using part of these revenues for conservation purposes; and finally about raising the awareness about the heritage value of the site and the need for its sustainable use and conservation. This perspective stems from the logic that a well protected and presented heritage brings additional indirect returns to the community and economy that surround it, and a reputed heritage site increases the reputation and hence the market value of the local production that benefits from the reputation of the site. As such, tourism development becomes an enormously complex endeavour. Through the programme, we have tried to establish that management and sustainable development cannot be exclusive of each other; that cultural management and tourism management require inter-disciplinary interventions based on a multiplicity of competences; that stakeholders analysis and definition of their roles and responsibilities are prerequisites to any planning and implementation of a project; that public awareness and participation are key factors in securing sustainability of projects. As valuable as they are, all these efforts would be enhanced by a tourism management methodology. Project Management for European Sustainable Development (PM4ESD) would be a valuable addition to our efforts because it addresses all the above mentioned issues and more: it draws on the principle that sustainable development must be planned from the outset and incorporated within the business case; and it starts with the assumption that to make destinations sustainable, it is necessary to adopt a management style which ensures that the activity is sustainable. It would therefore be an ideal management tool to be considered for Mediterranean Partner countries: adapted to local needs of both public sector authorities and private organisations, it could complement what has been accomplished through the Euromed Heritage Programme and instil a practice of participatory, transparent and virtuous management.
Christiane Dabdoub Nasser
1 2
The European Neighborhood Policy targets nine countries from the South Mediterranean basin: Algeria, Egypt, Israel, Jordan, Lebanon, Morocco, Palestinian Authority, Syria and Tunisia. Sprel and Tube, Tourism Trends in Mediterranean Partner Countries. Industry, trade and services, Eurostat Statistics in focus, 95/2008.
Acknowledgments
Coordinator
Silvia Barbone Jlag
Julie Scott Senior Research Fellow, London Metropolitan University Kleopatra Theologidou Senior Consultant, Municipality of Veria Leah Radstone New Qualifications Project Manager, Apm Group Martha Mary Friel Adjunct Professor, Iulm Mauro Vanni Adjunct Professor, University of Teramo Rebecca Hawkins Research and Consultancy Fellow, Oxford Brookes University Stephen John Page Senior Professor in Sustainable Tourism Management, London Metropolitan University Valentino Izzo Project Manager, European Commission DG Enterprise and Industry Tourism Unit
Authoring team
Jacobus Groot QRP International Roger Horam Edinburgh Chamber of Commerce Serena Liuni Jlag Silvia Barbone Jlag Vincenzo Imerti QRP International
PM4ESD international experts
Alfonso Vargas Sanchez Full Professor, University of Huelva, Management and Marketing Department Andy Taylor Programme Manager, Central Government Department, UK Anne Gibb Principal Consultant in Programme and Risk Management, Agba Aye Nur Ersun Istanbul Commerce University Christiane Dabdoub Nasser Team Leader, Euromed Heritage Programme David Crowford Principal Consultant in Project, Programme and Risk Management Dilek Unalan Bogazici University
Graphic Design
Nicola Marra de Scisciolo Jlag
PM4ESDs partnership
JLAG ltd (UK) Coordinator Partner
Municipality of Frigento (IT) Lead Partner
AHE (PL) University of Humanities and Economics Auxilium (AU) pro Regionibus Europae in Rebus Culturalibus Camigliati (IT) Destination Management School Edinburgh Chamber of Commerce (UK) Istanbul Chamber of Commerce (TK) QRP International (IT)
Acronyms
CR CS ENA GDP GSTC MSP NECSTouR PB PCM PD PID PM PM4ESD PRINCE2 SD SP ST TM TP TSC UNCED UNEP UNWTO WP
Checkpoint Report Controlling the Stage European Needs Analysis Gross Domestic Product The Global Sustainable Tourism Criteria Management Successful Programme Network of European Regions for a Sustainable and Competitive Tourism Project Board Project Cycle Management Product Description Project Initiation Document Project Manager Project Management for European Sustainable Development Projects IN Controlled Environments Sustainable Development Stage Plan Sustainable Tourism Team Manager Team Product Tourism Sustainability Council United Nations Conference on Environment and Development United Nations Environment Programme World Tourism Organization Work Package
1Introduction
1 / Introduction
1.1Background
1.1.1Policy scenario PM4ESD is linked to the variety of sustainable tourism policies, guidelines and programmes of action set up by international organisations and European institutions such as the World Tourism Organisation (UNWTO), United Nation Educational Scientific and Cultural Organisation (UNESCO), United Nations Environment Programme (UNEP), European Commission and European Parliament. The 1992 United Nations Conference on Environment and Development (UNCED) - The Rio Earth Summit - defined Travel Tourism as one of the crucial sectors of the economy to achieve sustainable development aims. As a result of The Earth Summit, 182 governments adopted Agenda 21, a comprehensive programme of action for achieving sustainable development objectives. Travel & Tourism is the first industry sector to have drafted an industryspecific action plan based on Agenda 21 but further action is needed to involve every tourist operator, government, private/ public partnership, international body, and company to incorporate sustainable development principles in their management structure. Originally sustainability issues referred mainly to the natural environment but subsequently they affected also the social, economic and cultural spheres. Nowadays, most governments, international development agencies, trade associations, academic institutions and Non-Governmental Organisations (NGOs) are aware that sustainability is vital to achieve development that benefits all stakeholders, by reducing extreme poverty and preserving the precious natural and man-made resources. The tourism sector has to face the great sustainability challenge that sustainable tourism is not a discrete or special form of tourism. Rather, all forms of tourism should strive to be more sustainable. It must be clear that the term sustainable tourismmeaning tourism that is based on the principles of sustainable developmentrefers to a fundamental objective: to make all tourism more sustainable. Thus, sustainable tourism should: 1. Make optimal use of environmental resources 2. Respect the socio-cultural authenticity of host communities 3. Ensure viable, long-term economic operations, providing fairly distributed socio-economic benefits to all stakeholders1 The active participation of all relevant stakeholders is necessary to achieve sustainable tourism development. As highlighted by UNWTO and UNEP planning for the long term, working together, checking on outcomes and adapting to change are crucial steps towards a sustainable approach to tourism development and management. Thus, UNWTO focuses on policies, guidelines, management techniques and measurement instruments that support national and local governments, as well as the tourism
1 Making Tourism More Sustainable: a Guide for Policy Makers, UNEP-UNWTO, 2005
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1 / Introduction
industry, to include sustainability principles into their decision making process and day-to-day operations; and UNEP has launched a programme aiming to integrate environmental sustainability into decision making in the tourism industry. As outlined by UNESCO, the lack of good management and planning in tourism causes environmental degradation, the destruction of heritage resources, and social alienation, and UNEP adds that improperly managed tourism damages the resources fundamental to its survival. Thus, to minimise tourism pressures on natural, social, economic and cultural resources and to maximise the positive impacts of tourism activities, an integrated management approach, and the development of related tools to support the integration of sustainable management in tourism business practices are required2. PM4ESD aims to support the process of making European tourism more sustainable. PM4ESD is linked to the EU Sustainable Development strategy and policies. At EU level, the European Commission through its Communication: Europe, the worlds No 1 tourist destination (2010) 3, identified the achievement of sustainable tourism as a priority. This latter, together with the Communication Agenda for a sustainable and competitive tourism (2007)4 and A renewed tourism EU policy: towards a stronger partnership for European Tourism (2006) 5, directly support the aims of the Lisbon Treaty and the EU 2020 strategy which are to stimulate competitiveness in the sector and to support environmental sustainability in the process. The EU tourism ministers approved the Madrid Declaration, which defines recommendations on the implementation of a consolidated European tourism policy. Three of the four priorities identified by the Madrid Declaration are perfectly in line with PM4ESD: 1. Stimulate competitiveness in the European tourism sector 2. Promote the development of sustainable, responsible and high-quality tourism 3. Consolidate the image and profile of Europe as a collection of sustainable and high quality destinations While recent policy developments aim to increase the sustainability of tourism, progress has been weak because of an inability to transform policies into action. The challenge is to combine competitiveness with sustainability and to implement it. 1.1.2Rationale for PM4ESD PM4ESD addresses the need to develop a project management approach applied to the tourism sector, used by local authorities and various tourism stakeholders as a tool for the implementation of the sustainability principles defined by the international and European institutions described above. Project managers, policy makers, and entrepreneurs need to acquire certified project management skills and competences to better manage tourist
2 3 4 A three-year journey for sustainable tourism, UNEP COM(2010)352 final COM(2007)621 final
5 COM(2006)0134
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1 / Introduction
and cultural sites, enterprises, and special initiatives. Whether managing a public or a private initiative, sustainable development must be planned before starting a project, and must be incorporated within the business case. The tourism industry is of great socioeconomic importance for the development of the territories, and contributes to their economic growth in terms of employment and social services. In order to achieve these objectives, tourism and cultural initiatives require planning and management with a sustainable approach embracing both methodology and content. Funding for delivering tourism and cultural projects has been spent without achieving substantial sustainable results for the territories where these projects were implemented. The reasons behind this failure are very often related to a lack of a robust territorial needs analysis, poor planning and bad project management due to vague objectives, roles and responsibilities, bad stakeholders involvement within the process (particularly the local communities), inadequate monitoring and evaluation of results and benefits, too much emphasis on administrative control, not enough timescales and cost control, scarce awareness and/or exploitation of the knowledge and tools available to implement sustainable tourism principles (guidelines, indicators etc.) 6. These conclusions have been backed up also by the European Needs Analysis (ENA) research. The ENA has been carried out through both desk research in Austria, Italy, United Kingdom, Poland, and Turkey (the five PM4ESD partner countries), and an online survey with the aim to investigate the state of the art concerning the implementation of sustainable tourism policies through projects, and the use of project management methodologies in the field. The research confirmed the importance of tourism in the five mentioned countries, its complexity and the variety of stakeholders involved such as ministries, tourism boards, municipalities, financial institutions and funding agencies, which will be better detailed in Chapter 2. Most importantly the research highlighted the lack of a standard project management methodology applied to the field together with a strong need for support in the implementation of this specific methodology. Project Management can be the vehicle to move from sustainable tourism knowledge to action. In this context indicators play an important role in supporting tourism businesses and destinations to become more sustainable. Many indicators have been developed in the field of sustainable development and tourism but the Global Sustainable Tourism Criteria defined by the UNEP, UNWTO and the Rainforest Alliance, and the ongoing project of key indicators defined by the European Commission are definitely worth mentioning and they will be explained better in Chapter 2.
A talk with... Silvia Barbone, Giuliano Salis, Euromed Heritage Newsletter n4, March 2010
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1 / Introduction
1.2The PM4ESD Model

1.2.1From PRINCE2 to PM4ESD PM4ESD is the combination of Project Management and Sustainable Development. It is a specific model of approach of the PRINCE2 method tailored to sustainable tourism. Tailoring PRINCE2 to the tourism field means to develop a project management approach which can be used as a tool to implement sustainable development principles in the tourism and cultural sectors. It is based on a collection of techniques, methods, practices and procedures that contribute to the efficient and effective management of initiatives (projects, programmes, strategies) for sustainable development in Europe. PM4ESD is based on PRINCE2 (Projects IN Controlled Environments), a structured method for effective project management which is the de facto standard used extensively by the UK Government and widely recognised and used in the private sector, both in the UK and internationally. This method originated in the British public sector and is widely used in the Dutch and Swedish ones, as well as in the private sector of the European Union7. PM4ESD has chosen PRINCE2 for the following key features: Its focus on business justification A defined organisation structure for the project management team Its product-based planning approach Its emphasis on dividing the project into manageable and controllable stages Its flexibility to be applied at a level appropriate to the project The advantages for an organisation which decides to adopt PRINCE2, and hence PM4ESD are listed below: It is a flexible method applicable to every context PRINCE2/PM4ESD can be taught It is a method based on project best-practice experience It focuses on quality for the entire duration of the project It defines roles and responsibilities It includes risk management techniques It is a method which involves all stakeholders and motivates them to be proactive It is an internationally recognised method It focuses on the objectives and results to be achieved It is a low-cost but high impact procedure8 PM4ESD is a management approach, it applies whenever an organisation, whether public or private, needs to plan and manage a project in sustainable tourism. It provides a guarantee for public authorities that the project will be transformed into concrete actions with clearly defined roles and responsibilities and that
7 Ibid. 8 Management School, Silvia Barbone La rivista del turismo, Centro Studi Touring Club Italiano, 4 2009
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1 / Introduction
these actions will have a real impact on local communities. It helps local authorities and companies to govern transparently and not to forget that every action must have corresponding benefits. It is a practice to be adopted for participatory, transparent and effective management.
1.3The PM4ESD Manual

The manual is based on the de-facto project management standard PRINCE2, including where necessary, elements of the programme management standard MSP (Managing Successful Projects) especially for the analysis of the project benefits. The starting point is the Projects Life Cycle, thus the PM4ESD approach refers also to the Project Cycle Management, and to the Logical Framework as a suggested method for project planning. 1.3.1Objectives of the PM4ESD Manual The main objective of the PM4ESD Manual is to be a useful and practical reference for: Efficient and effective management of tourism initiatives Effective decision making about tourism programmes, strategies and projects Training professionals involved in one of the two above mentioned activities (management and/or decision making) 1.3.2Target Groups and Type of Projects for the PM4ESD Manual The PM4ESD Manual is tailored to suit the needs of everyone involved and interested in the management of projects that develop European sustainable tourism. This includes: Professionals involved in the day to day management of tourism initiatives (projects, programmes, strategies) for sustainable development: project managers, programme managers, executives, project officers, members of project or programme boards, project stakeholders, tourist operators. Professionals involved in decision making at a local, regional, national or European level in the fields of sustainable development policy, tourism and cultural heritage management: policy makers, project evaluators. Vocational education trainers and students in the fields of tourism and cultural heritage management. PM4ESD has been designed to manage Sustainable Tourism Projects with the following features: Duration: minimum 1 year Budget: minimum 100.0009 Aim to implement sustainable tourism Raise awareness on the importance of sustainable tourism Contribute to the preservation of natural heritage and landscape
9 PM4ESD can be easily adapted also to smaller projects in terms of time and budget, with a more flexible approach.
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Contribute to the preservation of cultural heritage Aim to promote local development Deliver benefits for local communities Involve public-private partnerships Involve stakeholders Focus on tangible and intangible elements of tourism Focus on destinations From a thematic point of view PM4ESD refers to any form of tourism: Eco-Tourism, Cultural and Creative Tourism, Food and Wine Tourism, Rural Tourism, Geo-Tourism, Industrial Tourism, Educational Tourism, Business Tourism, Medical Tourism, Sport Tourism, Social tourism etc. Finally it refers to the following type of projects: 1. Cooperation projects, such as the project Mare Nostrum funded by the Euromed Heritage Programme10, whose aim is to contribute to public awareness-raising of the preservation and promotion of the Mediterranean port-cities sites and its archaeological sites along the Phoenician ring-thread routes in a past-present continuum. 2. Transnational projects, such as the development and promotion of transnational tourism products, funded by the European Commission within the Call for proposal Promotion of trans-national thematic tourism products in the European Union as Means of Sustainable Tourism Development.11 3. National, Regional and Local projects, which are strongly linked to a specific geo-political context, such as the Vesevo project whose aim was to promote intangible heritage around the Vesuvio area. 4. Maintenance Projects, such as the maintenance of an archaeological site, for example the maintenance of Pompeii, should be considered a project to be managed. 5. Regeneration Projects, such as the creation of a new museum or a new infrastructure, for example the creation of the Tate Gallery in London. 6. Marketing Projects, such as the launch of a new tourism campaign for a destination, for example the recent promotional campaign of the Italian Tourist Board. 7. Research Projects, such as the project Ernest12 funded by the Seventh Framework Programme of the European Commission. It addressed the issue of sustainable development of the tourism sector through coordination and collaboration among regional research programmes. 8. Educational projects, such as the Train to Ecolabel project, whose aim was todevelop and disseminate a web-based environmental training programme for hotel managers in
10 For a full list of the projects funded within the Euromed Heritage Programme: http://www.euromedheritage.net/intern.cfm?menuID=12 11 http://ec.europa.eu/enterprise/newsroom/cf/itemlongdetail.cfm?item_id=5090&la ng=en&tpa=136&displayType=fo 12 http://www.ernestproject.eu/coalap/pages-ernest/home.jsf
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1 / Introduction
order to implement the procedure for theEuropean ECO LABEL scheme13. 9. Other: other tourism related projects. Such as the organisation of a tourism public event, the organisation of educational tours for tour operators, etc. The construction of a new Visitor Information Infrastructure; the implementation of new tourism structure. 1.3.3Structure of the PM4ESD Manual The manual is organised in 6 chapters, chapter 3, 4, 5 and 6 are the core technical chapters dedicated to the implementation of the PM4ESD management approach: Chapter 1 Introduction- with background information about the sustainable tourism sector PM4ESD addresses, including the explanation of the policy behind the sector both at international and European level, the development of the PM4ESD approach, a short introduction to PRINCE2 (the underlying project management method), and an overview of the PM4ESD Manual. Chapter 2 Project Management and Sustainable Tourism - with a description of the importance, the characteristics, and the different actors and stakeholders involved in the sustainable tourism sector followed by the related implications for the project lifes cycle, and the project management. Chapter 3 The PM4ESD Approach - with an explanation of the 6+1 variables for project management (timelines, cost, quality, scope, benefits, risk, and sustainability), success factors, lessons learned, best practices and principles which form the basis of the PM4ESD approach. Chapter 4 Components - an explanation of the PM4ESD structure in its related 6 components: Business Case Risk, Issue and Change Management Organisation Quality Planning Progress Control Chapter 5 Processes - an explanation of the PM4ESD structure in its related 5 processes: Project Direction Project Initiation Stage Definition and Planning Stage Control and Product Delivery
13 http://www.traintoecolabel.org/index.php
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1 / Introduction
Project Closure Chapter 6 Reviewing Benefits of PM4ESD Projects - discusses ways to evaluate the benefits of the initiatives implemented, it is of utmost importance for the continuous improvement of sustainable tourism projects that the success or failure of the various initiatives (projects, programmes) is not only evaluated by using indicators based on budget, timelines and deliverables but it should also take into account the achievement of social, economical and environmental benefits in the period following the project closure. The manual will refer to the Vesevo project case study based on the idea of too much unexploited intangible heritage, which is a good case study for quite complex tourism projects, and to simpler case studies in the tailoring part. The manual includes the following annexes: The Partnership for Global Sustainable Tourism Criteria Case Study: Vesevo MS Word Templates for download at http://www.pm4esd.eu/ manual/templates
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and Sustainable Tourism
2Project Management
2 / Project Management and Sustainable Tourism
and the Sustainable Tourism Context
2.1The Importance of the Tourism Industry
Tourism represents the third largest socio-economic activity in the EU after the trade and distribution and construction sectors; globally it ranks fourth after fuels, chemicals and automotive products. The contribution of tourism to economic activity worldwide is estimated at some 5%, while it is estimated it generates 10% of the European Unions GDP providing approximately 12% of all jobs. Tourism is an economic activity capable of generating growth and employment, contributing to development and economic and social integration. It has the power to boost destinations development and prosperity; it plays a significant role in sustainable development. Sustainability is a concept which inspires policy makers and tourism planners, but it is still quite difficult to implement it. The concept of sustainable tourism (ST) has grown out of the concept of sustainable development (SD), with the most popular definition has come from the World Commission on Environment and Development (the Brundtland Commission, 1986). They defined SD as: Development which meets the needs of the present without compromising the ability of future generations to meet their own needs. Literature is filled with numerous definitions of sustainability. Many dimensions of sustainability have emerged; the tourism dimension is given in the World Tourism Organisation definition: Sustainable tourism development meets the needs of present tourists and host regions while protecting and enhancing opportunity for the future. It is envisaged as leading to management of all resources in such a way that economic, social, and aesthetic needs can be fulfilled while maintaining cultural integrity, essential ecological processes, biological diversity, and life support systems. According to the World Tourism Organisation three fundamental concepts underpin current approaches to sustainable tourism: Tourism should be more sustainable in the way that it is developed and operated Sustainable tourism strategies and policies should reflect a two-way relationship: Impacts on tourism and Impact of tourism1 Sustainability and competitiveness are interdependent2
1 Impacts on tourism the ability of the sector to prosper in the long term, including the effect of economic, environmental and societal change, such as climate change and security issues, on tourism; Impacts of tourism positive and negative influences on prosperity, society and the environment brought by tourism development and the activities of the industry and of tourists globally and locally. Joining Forces. Collaborative Processes for Sustainable and Competitive Tourism, page 12, UNWTO, 2010. Tourism can only be sustainable if it is competitive, otherwise businesses will fail and will not be able to deliver all the other benefits that tourism can bring. However, tourism can only be competitive if it is sustainable. Successful destinations and individual enterprises must play their part in maintaining and
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Tourism is a quite complex sector, it involves many actors and is linked to many other sectors (such as environment, culture, transport), it relies on public-private partnerships, it strongly impacts on host communities, and it includes intangible aspects. We assume that the main tourism products are destinations which offer to visitors the opportunity to experiment a variety of experiences. PM4ESD refers to the concept of destination defined by the World Travel Organisation, as follows: A local tourism destination is a physical space in which a tourist spends at least one overnight. It includes tourism products such as support services and attractions and tourist resources within one days return travel time. It has physical and administrative boundaries defining its management, and images and perceptions defining its market competitiveness. Local destinations incorporate various stakeholders often including a host community, and can nest and network to form larger destinations.3 Starting from the destinations we can distinguish four main types of stakeholders who are part of the tourism economy, and whose collaboration is a key point to deliver successful initiatives: 1. The Public Sector: which includes local, regional and national authorities; tourist boards; public attractions (national and regional parks, archaeological sites, museums), transports, local development agencies, European networks. 2. The Business Sector (the tourism industry), which includes tour operators and the travel agencies, the hotel and catering sectors, private attractions, trade associations, chambers of commerce. 3. The Knowledge Community, which includes International Organisations, Academies, Training Organisations, Research Centres, Think Tank, Media. 4. The Host Community which includes local citizens.
enhancing the quality of environments and the wellbeing of host communities on which they depend. This is important in the short as well as the long term, as increasingly tourists are looking to see evidence of this caring in the choices that they make. Joining Forces. Collaborative Processes for Sustainable and Competitive Tourism, page 12, UNWTO, 2010. A Practical Guide to Tourism Destination Management, UNWTO, 2007.
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Public Sector
Host Community Tourist Satisfaction
Business Sector
Knowledge Community
Sustainable Destinations
Each tourism product as well as each tourism initiative is the result of the above stakeholders interaction4. A good coordination among all these actors contributes to make destinations sustainable, to maintain a high level of tourist satisfaction ensuring a meaningful experience. The sustainable development of tourism requires a sound planning and management process, which needs to be knowledge based, to include the management of key sustainability principles and to put in action sustainable policies, guidelines and recommendations.
Within the Vesevo case study: the public sector was represented by the Vesuvio National Park and the 13 municipalities involved; the Business Sector, from tour operators and travel agencies, as well as from the consulting group involved in the project, the knowledge community from the Vocational Schools, the Vesuvio Observatory, UNESCO, the regional and national press, the Host Communities from citizens involved in the Organisations of the events, local producers, and Legambiente.
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Indicators
2.2Sustainable Tourism Principles and

Sustainability principles refer to the environmental, economic and socio-cultural aspects of tourism development, and a suitable balance must be established between these three dimensions to guarantee its long-term sustainability. (UNWTO)
Socio Cultural
The Golden Triangle
Economic
Environmental
The golden triangle of sustainability tourism is represented by three dimensions. Thus, sustainable tourism should: 1. Make optimal use of environmental resources that constitute a key element in tourism development, maintaining essential ecological processes and helping to conserve natural resources and biodiversity. 2. Respect the socio-cultural authenticity of host communities, conserve their built and living cultural heritage and traditional values, and contribute to inter-cultural understanding and tolerance. 3. Ensure viable, long-term economic operations, providing socio-economic benefits to all stakeholders that are fairly distributed, including stable employment and income-earning opportunities and social services to host communities, and contributing to poverty alleviation. The use of indicators is an effective tool in addressing sustainability principles at programme and project levels. In PM4ESD we recommend the adaptation of an internationally and/or nationally and/or regionally recognised set of indicators for achieving our sustainable objectives. It is possible to use them to build a sound business case. In the global market place there are more than 60 independent
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certificates for environmentally friendly or sustainable tourism services, destinations and tour operators all over the world5. The World Tourism Organisation has been promoting the use of sustainable tourism indicators since the early 1990s, as essential instruments for policy-making, planning and management processes at destinations. UNWTO has developed together with the Rainforest Alliance and the United Nations Environment Programme (UNEP), The Global Sustainable Tourism Criteria. The Global Sustainable Tourism Criteria (GSTC) are a set of 37 voluntary standards representing the minimum that any tourism business should aspire to reach in order to protect and sustain the worlds natural and cultural resources while ensuring tourism meets its potential as a tool for poverty alleviation. Over 40 of the worlds leading public, private, non-profit, and academic institutions joined together to analyse thousands of worldwide standards and engage the global community in a broadbased stakeholder consultation process. Today, the GSTC are being used by businesses and organisations around the world to better understand the complexities of sustainable tourism and to make sustainability a hallmark methodology in the way we all travel, learn, and do business. The Global Sustainable Tourism Criteria are used to come to a common understanding of sustainable tourism, and represent the minimum that any tourism organisation should aspire to reach. Criteria are organised around four main themes: 1. Effective sustainability planning 2. Maximising social and economic benefits for the local community 3. Enhancing cultural heritage 4. Reducing negative impacts to the environment The criteria are part of the response of the tourism community to the global challenges defined by the United Nations Millennium Development Goals. Poverty alleviation and environmental sustainability including climate change are the main crosscutting issues that are addressed through the criteria. The European Commission has also been developing and testing a list of key indicators for measuring sustainability of tourism policies 6. With the work conducted by the UNWTO on indicators, there has been an attempt to identify few indicators (the most relevant for the European market) which could have been easily used at destination level in the EU, irrespective of the destination size. The idea is, in this case, to really downsize the many indicators existing worldwide
5 http://destinet.eu/tools/fol703514/fol442810 6 The European Commission has launched a tender in July 2011 (deadline 16th September 2011) to investigate the feasibility of a Europe-wide system of indicators for the sustainable management of destinations and to make recommendations to local/national/European stakeholders for its implementation. Furthermore, in view of allowing more and more informed decisions from the authorities in charge of tourism policy development in the EU, a European Virtual Tourism Observatory, technical body providing know-how and expertise and undertaking regular monitoring and reporting on the basis of reliable indicators, is in the process of being conceived and should be launched by the end of 2012.
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to few indicators which would need data easily accessible at all levels, even at local level (NUTS III classification) and smaller. For these reasons a first series of key indicators were identified thanks to the help of the Tourism Sustainability Group (TSG) of the Commission, advisory body to the tourism unit composed of 32 experts (mainly academics, but also administrators and UNWTO officials). The TSG indicators have then been tested at two levels: at regional and at municipal level. At municipal level, they have been tested in 14 very small and less-known destinations (winners of the EDEN award7). At regional level they are now being tested in some pilot regions among the most touristic ones, thanks to the helpful collaboration of the Network of European Regions for a Sustainable and Competitive Tourism (NECSTouR) 8. Finally we would like to mention other two specific schemes implemented by the European Commission: QUALITEST and ECOLABEL. The QUALITEST tool has been designed for evaluating the quality performance of tourist destinations and their related services. It can be applied to any type of urban, rural or coastal destination in Europe. The tool was developed using the life cycle of a typical holiday experience. The tool therefore focuses on the service points that occur throughout this lifecycle, and incorporates them into the indicators. In principal it is relevant for any type of tourist destination and its associated tourism and transport services .9 ECOLABEL10 is a voluntary certification for environmentally friendly tourist accommodations. The logo on Tourist Accommodation Service tells you: 1. Limits energy consumption (e.g. use of high efficiency heat generating capacities) 2. Limits water consumption (e.g. reduction of water flow from tap and shower/minute) 3. Reduces waste production (e.g. single dose packages for food service shall be avoided) 4. Favours the use of renewable resources (e.g. at least 50% of the electricity shall come from renewable energy sources) and of substances which are less hazardous to the environment 5. Promotes environmental education and communication (guests are provided with tips on how to behave in an environmentally friendly manner) In PM4ESD Sustainable Criteria are a pivotal aspect of the quality criteria and the planning process; they will be fundamental in order to build a sound Business Case and to deliver long-term benefits.
EDEN European Destination of Excellence EU project. For more information: http://ec.europa.eu/enterprise/sectors/tourism/eden-destination/index_en.htm 8 www.necstour.eu 9 http://destinet.eu/tools/measurement_instruments/qualitest-manual-evaluatingquality-performance-your-tourist-destination-and 10 http://ec.europa.eu/environment/ecolabel/ecolabelled_products/categories/ tourist_en.htm
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2.3Governance
Sustainable tourism development requires the informed participation of all relevant stakeholders, as well as strong political leadership to ensure wide participation and consensus building. Achieving sustainable tourism is a continuous process and it requires constant monitoring of impacts, introducing the necessary preventive and/or corrective measures whenever necessary. Sustainable tourism should also maintain a high level of tourist satisfaction and ensure a meaningful experience to the tourists, raising their awareness about sustainability issues and promoting sustainable tourism practices amongst them 11. The Tourism industry is characterised by a diversity of private and public stakeholders. Good governance is required for constructive dialogue, information sharing, communication and shared decision making about common issues and interests. Effective project management for sustainable tourism therefore requires fostering conditions for good collaborative governance including: Vision and leadership Public-private partnership Clear roles and responsibilities Clear operational structures and processes for framing, conducting debates, decision-making and positive communication Engaged and participative communities Developing and sharing expertise and knowledge Transparent and accountable decision-making Key concept: stakeholder management is vital for a successful project in sustainable tourism.12 Each project should include the informed participation of all relevant stakeholders.
11 Joining Forces, Collaborative Processes for Sustainable and Competitive Tourism, page 18, UNWTO, 2010. 12 Please refer to chapter 6 for Stakeholder Management
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in the Tourism Sector
2.4The Project Life Cycle

In this section the life cycle of a project and the project genesis which apply within the tourism sector are designed. This section will support the project manager in approaching sustainable projects with methodology and vision. As a first concept we need to get familiar with the three steps of the project life cycle structure.
Project
Initiation
Delivery Stages
Closure
The starting point of each project is the Project Mandate13 which authorises the project initiation. The Initiation allows an organised and controlled start, i.e. organise and plan things properly before leaping in. The Implementation step is represented by stages. It allows an organised and controlled middle, i.e. when the project has started, to make sure it continues to be organised and controlled. Each middle stage includes three management activities: stage definition and planning, stage control and product delivery. The Closure Step allows an organised and controlled end, i.e. when you have got what you want and the project has finished, by tidying up the loose ends. Finally, in order to realise long term benefits for local communities
13 When a project starts, it means that a Project Mandate has been signed and approved; it means that a sound business case has already been evaluated. The Project Mandate in PM4ESD is a crucial document which contains all the Terms of Reference. Within the Vesevo case study, the Project Mandate was represented by the following documents: The project contract signed between the lead Organisation and the National Park of Vesuvio The feasibility study (with all annexes), submitted from the partnership and positively evaluated from the National Park of Vesuvio The budget approved from the National Park of Vesuvio Annexes which include policy papers
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and sustainable destinations you need to plan for the Benefits Management actions which will be implemented after the closure stage. The project has a start and end, and what happens during the life span, is the moment of the truth. During this life time we need to be able to achieve sustainable objectives. It is the delivery time, which is the concrete opportunity to transform project plans into actions. The main actors are: the Project Manager, the Team Managers and the Project Board. However in PM4ESD, we approach projects from a broader perspective. We need to link the project to the flow of activities that take place before the initiation stage, as shown in the following chart:
The Project's Life Cycle

Project Mandate
Controlled Initiation
Delivery Stages
Stage Denition & Planning Stage Control Product Delivery
Controlled Closure
Benet Organisation
Post Project
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What is vital to the approval of sustainable tourism projects is what happens before the Project Mandate. The process which allows a good Project Mandate and then a good start, need to be explored. A good project manager needs to be aware of the knowledge, the context and the needs on which the project relies. Sustainable tourism projects are strictly connected to sustainable policies and programmes. A project has the power to translate theories and policies into concrete actions and sustainable benefits. The policy is played at international, national and local levels. The policy produces guidelines and programmes, the project delivers actions. Each project has its own policy background which needs to be monitored during the whole lifecycle of the project. In the table below we list the main sustainable tourism European policies.
Title Europe, the worlds No 1 tourist destination a new political framework for tourism in Europe (2010) Agenda for a sustainable and competitive European tourism (2007) A new political framework for tourism in Europe (2010) Type of document Institution
Communication
European Commission
Communication
European Commission
Council Conclusion
Council of the European Union
Partnership for Democracy and Shared Prosperity with the Southern Mediterranean (2011)
Joint Communication
European Commission and the High Representative of the Union for Foreign Affairs and Security Policy
Guidelines on Biodiversity and Tourism Development, Secretariat of the Convention of Biological Diversity (2004)
International guidelines for activities related to sustainable tourism development in vulnerable terrestrial, marine and coastal ecosystems and habitats of major importance for biological diversity and protected areas, including mountain ecosystems
United Nations
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Title Tourism and Biodiversity Achieving Common Goals Towards Sustainability, 2010 Harnessing Tourism for the Millennium Development Goals, 2005
Type of document Recommendations on tourism and biodiversity
Institution World Tourism Organisation (UNWTO)
Declaration
World Tourism Organisation (UNWTO)
Each project should be consistent with the main policies which impact its own scope and activities. For example, the Vesevo project was based on the following strategies and guidelines: 1. Operational Programme Campania Region 2000-2006 2. Strategic Policy Paper for the development of the Programme Vesevo 3. Specific technical guidelines for the project 4. Technical Plan of the Vesuvio National Park 5. The Unesco Convention for the safeguarding of the intangible cultural heritage We have designed the entire process in the chart Pre-Project Stages.
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Pre Project Stages

Policy
Programme
Project Framework Pre-Project
Feasibility Study
Project Mandate
Project
COMMITMENT MANAGING ORGANISATION
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2.5The Management Context

Initiatives for sustainable development of tourism have a management context characterised by the rather complex delivery landscape of tourism. The responsibility for different levels of management and for the delivery of different services and products in this sector, sits with a diverse collection of actors/stakeholders in the field. 2.5.1Levels of Governance The PM4ESD Methodology discerns three different levels of governance: The Policy level The Programme Management Level The Project Management Level These three levels need to be connected one to another in order to deliver sustainable projects. The Programme Management level need to be aligned with the strategies set up at Policy Level. In return, the Policy level should respond to feedback and lessons learnt from the programme and project management levels. Each level involves various stakeholders, some of whom may be common to more than one level. The Project Management level needs to build projects based on policies and strategies.
THREE LEVELS OF GOVERNANCE
International Organisations Strategies Guidelines Regulations EU Institutions
Policy
National Governments Regional Governments Lobby
European
EU Workprogrammes Operational Programmes Operational Programmes Tourism Programmes
International Organisations
National
Programme
EU Institutions National Governments Regional Governments
Regional
International
Tourism Projects Local Development Projects Rural Development Projects Cultural Projects Heritage Projects Tourism Related Projects Public Organisations Private Organisations
Project
Project
No Prot Partnerships
3The PM4ESD Approach
3 / The PM4ESD Approach
3.1Introduction
PM4ESD recognises the need to build solid and efficient practices in Project Management in order to guarantee a continuous improvement approach to the discipline aimed at assuring ever more successful outcomes for projects and more specifically for their continuous sustainability. In order to achieve this, the PM4ESD approach establishes some simple yet essential factors any Project Manager (PM) should be aware of when embarking in a project. These factors cover the variable objectives of a project (which must be kept under constant control to ensure a successful final delivery), lessons taken from previous experiences (which can greatly help the PM and also reduce/improve the management activity), any applicable Best Practices (these do not have to be only about Project Management but any best practice applicable to the project ahead) and a solid foundation for the Management of the Project given by a clearly defined set of Principles which cover all aspects of the project management activities. In the following paragraphs we will look at these factors more in detail.
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Explanation of the 6+1 Variables

Tourism projects are defined by nature by a set of characteristics and variables that the Project Management Team must consider and control throughout the duration of the project itself in order to ensure maximum chance of sustainable success. Tourism projects should always be considered the means by which Change (in its broader meaning) is introduced in a destination, in a local community. All projects are subject to many variable factors which the PM must monitor throughout the project lifecycle to ensure a controlled delivery of the projects products within a defined set of objectives. These objectives are measured in terms of: Timescales, Cost, Quality, Scope, Risk and Benefits. PM4ESD includes an additional variable: Sustainability. The PM needs to make sure that the project is delivering a product which complies with sustainable criteria and the sustainability of the projects solution in the future stages of the product lifecycle and not only during the project. These seven factors (6+1) of project performance to be controlled can also be used as indicators of project progress and ultimately as a good way to measure the rate of success of the project management activities. It is therefore very important for the PM to have a clearly defined set of objectives, in line with sustainable tourism policies and criteria, from the start of the project, as these will form the basis of the entire project preparation, planning, control, and overall evaluation.
3.2Success of a Project:
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PROJECT VARIABLES
Quality Scope
Costs
Project
Risks
Timescales
Benets
Sustainability
Timescales Tourism projects are characterised by a pre-project process, which is pivotal to design a successful project. But since we are approaching the project, we are in the lifecycle of the project with a specific start date and a specific end, the moment of truth starts. Projects are temporary in nature. They will have a defined and controlled start, a planned development and a known and controlled end (normally identified with a final delivery of the project products and a report). Timescale is one of the two standard monitoring factors (cost being the second one) used to monitor overall progress of a project comparing actual data against forecasts. One of the major factors affecting the success of a project is often an unclear definition of the project timescales. More often than not this indicates that the temporary project organisation is involved in the operational and maintenance (and therefore post-project) activities related to the product. This in turn creates problems with the correct apportionment of responsibilities and the calculation of running costs versus development costs of the project itself. Cost Projects need to produce value for money and their products are meant to provide added value to the users (tourists and local communities). For this reason the projects need to be affordable. Many projects are financed from the start with a specific budget set for the entire duration while some other projects might have a rolling budget (for example: The management of an Archaeological Site can be considered a maintenance project with rolling costs). However, this does not necessarily mean that there will be no risk of
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overspending or opportunities for cutting expenditures. Thus Cost is considered one of the major standard factors to be monitored during the project. Quality Depending on the nature and context of a project, Quality can take different forms. However, in PM4ESD, Quality means making sure the projects deliver products that are fit for purpose and that meet all the criteria required by the clients: tourists and the citizens. Moreover, in PM4ESD Quality takes on a broader meaning, where the Sustainability of a projects solution becomes a qualitative criterion that the project must meet. In simple terms PM4ESD projects are planned around the quality of the products to be delivered, giving a greater understanding of what the project is supposed to create and reducing the risk of over/under scoping it, and making sure the Projects Solution meets any Sustainability criteria set by the policy makers. Scope Scope is often a factor that greatly impacts Timescale and Costs. Scope is the definition of what a project is meant to deliver versus what it will not. For example, a customer buying a ticket for a tourist attraction might assume that meals and transfers are included in the costs while many tour operators might consider these as extras. The PM must therefore have a clear definition of what is required from the project in terms of products to be delivered as a vague understanding of the scope very often translates in what is known as scope-creep, where the delivery goes beyond the requirements creating delays or overspending, or the requirements are short of what is needed for the project to deliver the expected results and consequently benefits. Risks Another characteristic of tourism projects is the fact that they are inherently subject to a higher level of uncertainty than normal operational activities, as covers activities for the creating and/ or modifying of products outside of the established operational processes and procedures. The PM must therefore be prepared to manage a higher number of risks when managing projects. PM4ESD recognises two types of risks related to tourism projects: external and management risks. Benefits It is not uncommon to read in the press of projects that have not produced the desired benefit albeit having delivered all the required products, within budget and within the allocated timescale and quality criteria. For example a new Expo pavilion meant to attract thousands of tourists is finished in time and within scope and budget but the actual tourist turnover is below expectations. This is sometimes due to the fact that there is no clear understanding of what the project is meant to deliver in terms of improvements derived from the change. The PM needs to have a clear understanding of the reasons why the project is being created and the projects purpose. This in turn needs to be evaluated against the investment to be made, to make sure that what the project
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produces is capable of achieving the desired improvement, which is calculated in terms of Benefits. In PM4ESD benefits are split in the following categories: social, economical, cultural, technical, and environmental. Sustainability In PM4ESD the sustainable variable is a fundamental success factor. A Sustainable project aims to reduce the negative impact of tourism activity and to increase the range of positive impacts. Sustainability principles refer to the environmental, economic and socio-cultural aspects of tourism development, and a suitable balance must be established between these three dimensions to guarantee its long-term sustainability. Sustainable projects should: 1. Make optimal use of environmental resources that constitute a key element in tourism development, maintaining essential ecological processes and helping to conserve natural resources and biodiversity. 2. Respect the socio-cultural authenticity of host communities, conserve their built and living cultural heritage and traditional values, and contribute to inter-cultural understanding and tolerance. 3. Ensure viable, long-term economic operations, providing socio-economic benefits to all stakeholders that are fairly distributed, including stable employment and income-earning opportunities and social services to host communities, and contributing to poverty alleviation. 4. Maintain a high level of tourist satisfaction. 5. Raise their awareness about sustainability issues and promoting sustainable tourism practices amongst them. In this context, PM4ESD applies the use of sustainable criteria, as a practical and scientific tool to planning and monitoring activities. In the rest of the manual we will constantly refer back to these 6+1 variable objectives, although they will be referred to as Tolerances, as it is by setting the maximum/minimum permissible deviation from these objectives that the Project Management Team is able to monitor and report on the progress of a project.
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Best Practices and Principles for Projects

3.3.1Success Factors What helps a PM in delivering a successful project? Is it enough to have a clear set of objectives such as Timescales, Cost, Scope, Quality, Risk, Benefits, Sustainability? Are there other factors which influence the projects success or failure? While having a clearly defined set of variable objectives is of value to a PM, these alone might not be enough to ensure a project is successful. There are many other factors that impact on the development of a project, and these may vary depending on the projects: nature, context, size, complexity, formality and environmental factors. We can find some common aspects which greatly influence the outcome of projects. For example, projects need to have clear objectives but also we must make sure that these objectives are attainable and realistic. Other success factors include: Ownership of a project - The PM and the Project Management Team should have a clear understanding of the reasons for the project; who for and what for; as this might be a factor influencing the tailoring of the project activities to better suit the project environment. For example, is it a Government owned project or a Local Council one? Different ownership might translate in different stakeholders taking part in the decision making processes. Support and participation of the major stakeholders/ interested parties to ensure a controlled development of the project. A clear and feasible planning of the various management stages is essential to reduce the level of risk but also to avoid scope-creep. Communication amongst all interested parties and a clearly defined hierarchy within the Project Management Team to help control the project and prevent or manage adverse events. The right choice of people for the Team to ensure that the required skill set to deliver the projects products is available. Motivation of the parties involved in the project to foster better collaboration and hence a greater awareness of each others responsibilities. In PM4ESD these success factors are accompanied by some sector specific aspects which deal with the principle of Sustainability. This includes the concept of a project delivering a product with the potential for long-term benefits, which continue to improve the social and economic wellbeing of communities into the future and
3.3Success Factors, Lessons Learned,
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are not limited to the lifecycle of the project. The beneficial impacts of a project product, therefore, do not end with the achievement of the projects objectives and benefits but promote a sustainable environment where the positive impact on the environment and local culture endures in the long term, while the economy and employment opportunities for local people are improved. 3.3.2Lessons Learned Projects are unique in nature. Although the context might be the same for various projects, or the products and even the clients, the uncertainty and variable objectives that define the project environment give each individual project this characteristic of uniqueness. As a result, organisations can learn from previous experiences and pass on to future projects the lessons gathered during the projects lifecycle. Lessons such as the use of a particular technique, finding out that a particular tool is obsolete, having to change team members because of a lack of skills should be recorded, analysed and reported to help future projects plan more efficiently. For example, if a particular supplier of catering and hospitality services proves to be unreliable, it would be wise to record this and evaluate it for future events in order that the supplier is avoided and the search extended elsewhere. Learning from Experience is a fundamental principle and Best Practice aspect of PM4ESD. 3.3.3Best Practices A common definition of Best Practice is: A process, technique or innovative use of resources that has a proven record of success in providing significant improvement in cost, schedule, quality, performance, safety, environment or other measurable factors that impact the health of an Organisation. It is through the continuous gathering of experience from previous successes that an Organisation can ensure the continuous improvement of its project management and therefore an increasing chance of project success. This can enhance Organisation-wide best practice related to project management and lead eventually to the creation of Centres of Excellence which become the focal point for the application of standards and policies in the day-to-day running of projects. An organisation which applies best practice in project management strives to deliver ever-higher standards of performance in areas such as cost, quality, timescale, benefits and overall success. The application of best practices within a continuous learning environment is advocated by PM4ESD. 3.3.4Principles The PM4ESD approach to Project Management in the Sustainable Tourism sector is modelled on the PRINCE2 project management method. As such PM4ESD also bases its foundations on 10 principles that need to be verified and adhered to in any project. i)Continuous Business Justification A Project needs to be justified at its start and throughout its duration,
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and the justification needs to be documented. This justification is given by the relationship between the Cost/Benefit factors which demonstrates the balance of the purpose of the project against the investment needed for the development. This relationship will be covered in more detail in the Business Case section. ii)Learning from Experience Projects are unique and challenging. Therefore, project teams should seek to learn from the experiences of others and from previous/current events. Evaluating, what has gone right/wrong within a particular activity or part of our project allows us to recreate/avoid that particular event in order to improve efficiency in current or future projects. iii)Roles and Responsibilities Project Management Team members should be aware of their roles within the Organisation Structure of a project and understand what is asked of them. Also, the hierarchical structure of the team should be well defined to improve the overall performance of the work during the project. Moreover, stakeholders should be clearly represented within the Project Management Team thus improving and promoting a wider understanding and support. iv)Managing by Stages Projects are divided and planned into management stages. A Stage in a PM4ESD project constitutes a partition of the project characterised by management decision making. A management stage is a collection of activities and products which are delivered as part of a milestone for which a decision point has been planned. These in turn are planned (for efficiency and to reduce the impact of risks) on a stage-by-stage basis. While there might be a need for a global project plan covering the entire span of the project, the PM will plan manageable pieces of the project by splitting it into management stages aimed at the delivery of one or more milestones. v)Management by Exception To improve fluidity and efficiency in the daily activities of a PM, authority is delegated to him/her by the higher levels of the Organisation. This gives limited decision making power to a PM during the running of a management stage. However this authority is limited by tolerance thresholds for cost, timescales, quality, scope, risk, and benefit. Should the PM forecast a deviation from any of these tolerance levels she/he will have to seek prior approval from the higher level of authority before any corrective action can take place. vi)Focus on Products Projects are driven by the deliverables they are meant to produce. For this reason all the project management activities (including planning) should be product focused rather than work based, since it should be the required product that dictates the necessary activity and not vice versa. Moreover, the definition and understanding of a products specification (including its quality and/or acceptance criteria) promote a much higher understanding of what is required
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and improve the chances of a successful project. vii)Tailor to Suit the Project Environment Every project is unique in terms of nature, context, complexity, formality, length etc. For this reason each project might be subject to a different level of application of management standards. Although the PM4ESD approach is an adaptation of the PRINCE2 project management method specifically for the Sustainable Tourism sector, the PM is encouraged to evaluate each individual project during the initial stages to ascertain the level of application of the PM4ESD approach needed. viii)Collaborative approach Collaboration is particularly relevant to the aim of achieving competitive and sustainable tourism for two reasons: Tourism as an industry sector is very fragmented. The visitor experience that constitutes the product is made up of many different elements which are supplied by a whole variety of enterprises and bodies from the private and public sector. The issues associated with sustainable tourism are complex and a wide range of stakeholders are affected by its impact. This requires a holistic approach which delivers a range of outcomes. In this context sustainable tourism requires a strong process of collaboration at policy, programme and project level, to allow collective decisions taking and jointly agreed or collective actions. The World Tourism Organisation has identified twelve different but related motives and reasons for multi-stakeholder collaboration and their associated benefits: to reflect multiple aims and agree common targets to ensure inclusiveness and equity to sharpen focus and coordinate action to raise awareness and engage those with power over outcomes to link components in the tourism value chain to strengthen long term support and commitment to pool knowledge and skills to strengthen resources and funding to widen contacts and strengthen communication to add value and creativity to share costs and risks economies of scale to cross boundaries All reasons are relevant for projects in PM4ESD. ix)Sustainability Tourism projects in PM4ESD environment need to be sustainable, assuring the application of sustainable tourism criteria and long term benefits. In PM4ESD sustainability is at the same time a key success factor and a principle.
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x)Policy Projects are supportive of overarching sustainable policy objectives; they need to be consistent with the policy framework, at local, national and international level. The PM needs to analyse the policy context during the whole lifecycle of the project.
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3.4The PM4ESD Structure

The PM4ESD Model is composed of a series of different elements covering clearly defined aspects of the project management discipline. Specifically PM4ESD is divided into Processes and component knowledge areas that support the PM in carrying out the activities described by the processes. However, PM4ESD also includes extra post-project activities related to the Benefit Realisation and evaluation cycle for projects in the Sustainable Tourism sector, as well as specific development requirements dictated by the nature of sustainable projects (see Chapter 2).
PM4ESD Components
Business Case Risk Issue & Change Management Organisation Quality Planning Progress Control
PM4ESD Processes
Project Direction Project Initiation Stage Denition & Planning Stage Control & Product Delivery Project Closure
These components and processes are a tailored application of PRINCE2 and parts of MSP (Managing Successful Programmes) to the Sustainable Tourism environment. A case study has been selected to illustrate the examples and explanations used in the following sections.
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4Components
4 / Components
4.1Business Case
One of the principles on which the PM4ESD model is based is Continuous Business Justification. Projects should start and continue to be desirable, viable and achievable, and with a justification that the investment needed is worthwhile. A project must deliver fit for purpose products, which are value for money (or added value for non-profit organisations). The decision making process is based on this continued justification, as any assessment prior to a decision or authorisation being given will be centred on the validity of the Business Case and the justifiable need for resources. In the PM4ESD spectrum this justification must also be supported by the continued Sustainability of the project outcomes. Therefore, the scope of the Business Case in a PM4ESD project covers a time span beyond the project into the benefit realisation and maintenance environment. The Business Case gives the Project Board and the project stakeholders a clear idea of what the project will deliver, not necessarily from an output/product point of view but from an objective or outcome perspective. This should result in the project being evaluated according to its contribution towards the achievement of corporate strategies, Programme objectives or any other higher level milestones the Organisation is trying to achieve. The Business Case provides the means to measure the project in business/strategic terms by contributing information to evaluate the relationship between its costs and expected benefits. Furthermore a Business Case will provide a summary of the major business risks that might prevent the project from successfully achieving its objectives and an indication of alternative solutions that have been considered before the decision to go ahead is taken. It is important to note that although in a classic Customer/Supplier environment a Business Case is essentially driven by financial factors, not all projects define their business justification in financial terms. A Business Case can also refer to a specific non-economic (yet measurable) need for a strategic, political, cultural or social change to take place. For example, a humanitarian aid project is not driven by the financial benefits expected but by the need to achieve a measurable improvement of living conditions for those in need. When calculating and establishing the Business Case details for a project, the measurability of the factors should be considered: Can costs be quantified? Can the benefits be defined in measurable and achievable terms? Have any collateral effects of the project on the environment, local communities, businesses etc. been taken into consideration? How do these affect the sustainability of the project? What are the major risks arising from this project? What are the costs to mitigate the threats and what would it cost if they occur (and similarly for opportunities)?
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4 / Components
By answering these questions with the help of assorted stakeholders the PM should prepare, and continue to update, the justification for the project. As this justification must be maintained for the entire duration of the project, we can state that the Business Case is a dynamic document which is subject to ongoing reviews and updates to reflect the actual status of the project and the most accurate forecasts at any time, particularly when a decision making control point is approaching. In defining the approach to calculating, developing and maintaining a Business Case, the PM should differentiate between Outputs, Outcomes, and Benefits. The best way to express the differences between these three deliverables is by giving an example: A project output is the projects product e.g. a brochure outlining the tourist resorts available in a particular country. An outcome is the result of the permissible change allowed by the use of the output e.g. promoting the country using the brochure would be the outcome. The benefits are all the measurable improvements derived from a successful outcome e.g. any increase in the number of tourists choosing that particular country would constitute the measurable benefit from the promotion of the country made possible by the creation of the brochure. Once this fundamental difference is clear, the task of preparing a Business Case should take place. When considering all the factors impacting a business justification for the project the PM will seek the aid of the Project Board for the definition of aspects such as: The strategic objectives for undertaking the project The expected benefits The available resources in terms of funding available or requested The nature of the Business Case itself - is this a commercial context or a not-for-profit one? The context/environment for the project The sustainability objectives driving the decision for the continued investment The Business Case should answer/address these points. The Business Case is developed during the Project Direction and Project Initiation Process and is maintained throughout the entire project. The Project Executive is responsible for providing the Project Mandate and a draft version of the Business Case during the starting stage of the project, prior to its inclusion in the Project Brief. The Project Brief will help the Project Board in deciding if all restrictions have been lifted and all agreements are in place to authorise the projects initiation. The PM will update and develop a more complete and detailed version of the Business Case during the Project Initiation process for insertion in the PID. This will be the first baseline version of a complete Business Case showing the project expected costs, benefits, dis-benefits, investment arrangements, and major risks.
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This first Business Case version will provide a summary of the reasons for undertaking the project provided earlier by the Executive and a summary of the different solutions considered prior to choosing the current one. Once the Business Case is finalised, it will need to be authorised as part of the PID whenever the Project Board needs to Authorise the project to continue (an activity that takes place as a result of the processes Stage Definition and Planning). The Business Case is then subject to ongoing reviews and updates during the project, resulting in many versions being created along the project to reflect fluctuations in costs and benefit valuations. These constant reviews and updates allow for a more efficient monitoring of the project progress as they take into account all aspects of project performance that might have a direct impact on the commercial, benefit, and sustainability aspect of the Business Case. For example, one of the many activities carried out by the PM during the Stage Control and Product Delivery process is to review the status of the ongoing stage to ascertain the impact the project is having on the various objectives; during this review the Business Case is thoroughly examined to ascertain how the project is affecting the Commercial Agreements and Benefit forecasts, and where needed it is updated with up-to-date actuals and new forecasts are calculated. Another important review point for the Business Case is the Stage Definition process where the PM will review and update the Business Case with actuals derived from the current stage and the new forecasts taken from the planning of the following stages; this step is particularly important as it is on the basis of a solid Business Case that the Project Stakeholders will follow and make decision on the continuous fitness for purpose of the projects solution and the effective continuous sustainability of the projects benefits in the long run. Project progress and performance can be checked against the investment objectives stated in the Business Case. The Business Case will have to be verified and updated if necessary any time the Risk and Issue Management procedure is implemented, and any time a review of the Project, Stage, or Work Package performance provide data which might have an impact or be different from that previously forecasted. For the suggested contents of a Business Case please refer to the online Templates section.
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4.2Risk, Issue and Change Management

The objective of the Risk, Issue and Change Management component is to give the PM the necessary knowledge and instruments to be able to face any events that might have an impact on the projects products, resources, stages or objectives. In this section both the Risk Management and the Issue and Change Management procedures will be defined as well as the categorisations that can be used to facilitate the identification, assessment and resolution of uncertain or un-forecasted events. These activities are the PMs responsibility and should be performed in a proactive way. The PM should actively monitor the project context and environment to identify any possible threat or opportunity and to deal with any problem that may have an impact on project progress. Additionally the PM must plan how these activities will be performed during the project as well as documenting any standards and policies to be applied. The procedures, tools, techniques and responsibilities involved in the Risk, Issue & Change Management activities will be documented in the Risk and Issue Management Plan created during the Project Initiation process. Although the procedures to deal with them are similar, Risks and Issues are different in nature. A procedure for each is outlined in this section. Furthermore, as the impact of Risks or Issues might result in a deviation from the forecasted tolerance levels, the Exception Procedure is also covered in this section. Both the Risk and Issue Management procedures are a PMs responsibility, however, it is extremely important for their correct application, that the correct people are involved during the various steps of the procedure to help the PM with decision making activities, impact and probability assessments and overall monitoring of the effect of the events on the project objectives to ensure project success. 4.2.1Risk Management A risk represents an uncertain event that could have an effect on the project objectives. This uncertainty is measured in terms of the probability of the risk and the possible impact the threat or opportunity might have on the project. The effect of the event on the project could be either beneficial or damaging and for this reason when approaching Risk Management, which covers both threats and opportunities, the PM should be aware of the differences between Threat Management and Opportunity Management. The PM is responsible for all the risk management activities during the project. To help with these tasks the PM4ESD model suggests a systematic proactive approach to risk management carried out following a structured procedure. Risks need to be Identified, Assessed, and Controlled taking into account the nature of the risk itself, the project context and complexity, and the objective at risk; furthermore, adequate
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responses need to be planned, and where the case might require, it implemented. The PM is assisted in carrying out these steps by an appropriate cross-section of project stakeholders. Before proceeding with any risk management activity the PM should be aware of the acceptable risk exposure for the project as stated by the Corporate or Programme Organisation as this knowledge will provide the basis for any impact analysis that will be performed. This level can vary from project to project and is subject to external influences such as legislations, commercial factors, policy, socioeconomic considerations or stakeholder involvement-preferences. Since this attitude towards risk taking can be strongly related to subjective preferences, the PM should be prepared to review the situation at regular intervals, to make sure the Risk Management activities she/he is performing are still in line with the objectives of the project. 4.2.2Risk Management Procedure
Respond
Identify
RISK MANAGEMENT PROCEDURE
Control
Assess
Identify Risks need to be identified and recorded in the Risk Log. All stakeholders, Team Managers and people involved in the project have the responsibility of informing the PM of any Risks which may have an impact on the projects objectives. Before identifying any risks, the PM leads on the identification of the context of the objectives at risk. The context may be the whole project to identify high-level risks, with a focus on the project plan and interdependencies between stages. If the context is the creation of a stage plan then particular attention should be paid to those risks likely to impact the stage being prepared and the relevant products and objectives. Once the context has been defined the PM should proceed to identify the known sources for risks. For example the knowledge of an imminent increase in the interest rate from the national bank might help us identify financial risks which we might have not considered. The risk identification step results in a good description of a risk including its source and impact.
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Assess Once a Risk has been identified the PM should seek the support of appropriate people, stakeholders, Project Board members in order to ascertain what the probability (the likelihood of the event occurring) and impact (effect of the event on the projects objectives) of the event will be for the project. This includes an impact analysis which takes into consideration all the objectives that might suffer from the occurrence of a risk, paying particular attention to the impact the risk will have on the Business Case and the Plans. Furthermore the PM should also consider the Proximity value of the risk expressed in temporal terms from the moment the event is identified until the moment in which it will no longer have an impact on the projects objectives and/or benefits (typical proximity categories would be imminent, short term, long term, post project). Albeit a PM responsibility, Risk Assessment is performed by the PM in collaboration with the relevant stakeholders who might be called to make decisions regarding plans to respond to risks or who might have the authority to decide what king of priority risks with a specific strategic, political, socio-economical Control Once the probability impact and proximity for a risk have been assessed the PM, should work with the stakeholders to plan suitable responses to manage the risk. Actions taken to manage a risk, e.g. actions to reduce the likelihood of it occurring, can give rise to further risks which could impact on the project. The risk must be kept under control and reviewed regularly to ascertain the continued validity and success of the planned response or else to plan a new action. Respond Responses to risks are of two types: Proactive responses (implemented regardless of the risk occurring or not and often aimed at avoiding or reducing the chance of it ever occurring) and Reactive responses (implemented once the risk has occurred). Activities to respond to a risk event must be assessed for their own impact on the project as they may give rise to further risks such as additional costs for the project (some projects may plan contingency budget). To facilitate the selection and the assessment of a response impact, the PM is encouraged to categorise the responses as follows: THREAT Responses Prevent: Eliminates the Risk completely Mitigate: Reduces the Impact and/or Probability of the Risk occurring Transfer: Transfers the financial impact of the Risk on a third party Contingency: Provides for an alternative should the risk materialise Accept: No response will be implemented
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OPPORTUNITY Responses Exploit: Take advantage of the opportunity Improve: Increase the likelihood of the opportunity occurring Reject: The opportunity will be discarded The PM might not have the technical knowledge or skill to manage all the possible risks in a project particularly where the risk is related to technical aspects of the development work. To help with this the PM4ESD model provides for the use of additional roles used specifically in the Risk Management activities: The Risk Owner -- The risk owner is the individual with the best profile to manage the specific risk during its life cycle in the project. The Risk Actionee -- The risk actionee is the individual with the best profile to implement the planned response actions. 4.2.3Issue & Change Management To facilitate the PM in dealing with unforeseen events the Issue Management procedure outlines a structured yet efficient and agile way to respond to problems as they arise. The PM needs to categorise each issue according to its impact. This facilitates the identification of suitable responses, including the use of matrices or past lessons documenting the resolution of similar issues. The issue categories are: Change Request: a formal request to change an approved (Baseline) product or aspect of the project Off-Specification: a non forecasted discrepancy between a product or aspect of the project from its planned description Problem/Question: any other event that impacts the project Although issues can be managed in both a formal or informal way (depending on their nature, impact, and level of authority delegated to the PM) there are some instances where a formal procedure must be applied (Change Requests impacting Baseline products, Issues that are considered outside of the PMs remit as per contractual agreements, policies, applicable standards).
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4.2.4Issue & Change Management Procedure
Rectify
Capture
ISSUE & CHANGE MANAGEMENT PROCEDURE
Decide
Assess
Capture The Issue and Change Management Procedure provides for the issue or change to be captured, categorised and recorded in the Issue Log. Assess Following the identification of the Issue the PM must proceed to the priority and impact assessment to ascertain the effect the issue has had or will have on the project objectives and to verify whether this impact is an exception situation or whether it can be resolved within the delegated authority and the stage/project tolerances. Decide Following the impact assessment the PM will proceed to find a suitable response before proposing it to the deciding authority. Rectify Once a decision has been made on whether the response can be implemented, the PM will take any corrective actions planned and update any relevant documentation. For major or complex issues, the PM might seek the help of external resources (ie. Stakeholders) to deal with the issues. A possible change budget might be planned as part of the project budget to cover any unplanned corrective actions arising from an issue.
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4.2.5Exception Procedure
Identify Exception
Assess
Report Exception
Plan Exception Stage
EXCEPTION PROCEDURE
The Management by Exception principle is always applicable and it stipulates that the PM might carry out activities and take decisive actions only as long as the combined impact of the event and its resolution remains within the assigned tolerances, in other words, within the PMs own delegated authority level. Once this condition fails the Exception Procedure must be used: Identify Exception Issues, risks, stage assessments, external factors, changes in policies etc. can all cause a deviation from the forecasted objectives of the project. When this deviation takes the project outside the agreed tolerances (Project, Stage or even Work Package) an Exception situation occurs. Assess Once recorded as an issue, the PM will proceed with the assessment of the causes and effects of the deviation on the projects, paying particular attention to the impact assessment on the Business Case, Plans, Resources, Long Term Benefit Realisation and Sustainability aspects. Once the impact analysis is done, appropriate solutions should be identified and their impact on the project should also be assessed before recommendations are made. Report Exception When an actual or forecasted deviation from tolerance levels is identified the PM should report it via an Exception Report to the Project Board outlining the reasons for the exception, the assessment of the impact, the possible solutions and the PMs recommendation. Plan Exception Stage The Project Board will assess the report and make a decision on the most suitable solution proposed before asking the PM to provide a plan (an Exception Plan) outlining the implementation of the solution and the new outlook for the stage/products/objectives affected. This request triggers the Stage Definition and Planning process as the PM will close the current stage at the moment of the identification of the exception and request an extra stage to be authorised (an Exception Stage) to replace the remaining unfinished stage. Before the Exception Plan can be authorised, a control point will be required to assess the continued validity of the project and to
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update all the relevant documentation (paying particular attention to the Business Case and the Project Plan) to reflect the new outlook and to propose updated forecasts following the exception situation. The Exception Plan must be submitted to and approved by the Project Board, as for a normal Stage Plan. Provided authorisation is granted the Stage Control & Product Delivery process is triggered and the project proceeds according to the new plan. Please refer to the online templates section for information regarding the contents of the Risk and Issue Management Plan, Risk Log, Issue Log, Exception Report.
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4.3Organisation
For a project to be successful there must be a clear definition of the roles in the project and the specific responsibilities and accountabilities for those roles. Before roles can be assigned there must be a clear understanding of the context of the project environment with respect to the strategic aim of the project. As a rule, projects managed using the PM4ESD approach model take on a customer/supplier environment where it is clear who will specify the expected results and provide the investment and who will provide the resource commitment to develop the projects products. Once established, the context is used to identify any people with possible conflicts of interest in order to avoid using them in the choice of people on the Project Team. A PM4ESD project should always clearly be able to distinguish the four interests that drive it, the Strategic (or Business) interest, the Client (or User) interest, the Resourcing (or Supplier) interest and the Sustainability interest. These four interests must always be adequately represented within the Project Management Team and specifically by the roles covering the decision making process (Project Board) as the decisions are made to protect and satisfy each individual interest. As a general definition of the Organisation component we could say that for each project to be successful it needs a representative Project Management team which must: Represent the Business, User, Supplier and Sustainability interest Have clearly defined, understood and accepted roles and responsibilities Undergo periodic reviews to ascertain its effectiveness or any need for changes to take place Have a clearly defined and followed Communication Plan with a clear communication hierarchy between the members of the team As mentioned in chapter two a project could be part of a larger strategic endeavour and as such its Organisation might be heavily dependent (if not part itself) of a larger Programme, Corporate or Multi-Organisational entity. However, the PM4ESD model proposes a clearly defined Organisation structure for its projects, based on the PRINCE2 Project Management Team Structure and Roles. A project team must reflect the various levels of Organisational responsibility taking part in a project and will have a minimum (four) of recognisable Organisation levels covering the internal stakeholders involvement in the project: Strategy and Policy making level (covered by Corporate or Programme Management) Directing level (covered by the Project Board) Managing level (covered by the PM and Project Support) Delivering level (covered by the Team Manager) Outside the four levels presented, those parties which may have
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an active interest (whether positive or negative) in the project are all considered as external stakeholders and although they are not part of the project management team they must be appropriately identified and assessed in terms of their interest and their needs. To help the PM to link the various levels of Organisation, PM4ESD proposes a clearly defined Communication Plan to be tailored to the needs of the project and its stakeholders. For a detailed yet concise view of the suggested contents of a Communication Plan please refer to the online templates section. 4.3.1Organisation Structure Of the four levels of Organisation identified, levels 2, 3 and 4 constitute the Project Management Team. The structure of the PM4ESD Project Team is a strictly hierarchical one with clearly identified dependencies and communication/reporting lines and with detailed roles and responsibilities to cover any eventuality that may arise during a project. It is important to stress that the project management team is composed of roles rather than people, a factor that helps with creating a team as roles can be easily shared or combined to suit different needs in different projects (the same person can wear at the same time a PM hat as well as a Team Managers one). However in order to avoid conflicts of interest, some of the roles must be kept separate (Insurance roles should at all times be kept independent from the PM and TM roles to ensure unbiased assessment and guidance during the project). Below we provide the official Organisation structure of a typical PM4ESD project with a summary of the main responsibilities for each role:
PM4ESD PROJECT BOARD

Senior Users Project Executive Senior Suppliers
LINES OF PROJECT ASSURANCE RESPONSABILITY
Project Assurance Project Manager
LINES OF AUTHORITY
Project Support
LINES OF ADVICE / SUPPORT
Team Managers Team Unit #1 Team Unit #2 Team Unit #3 Team Unit #n
Executive The Project Executive is the role ultimately responsible for the project. This is the role covering the strategic interests of the project and the role which owns the Business Case for the project.
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The Executive is responsible for the decision making process as he has the highest authority on the board when decisions need to be taken in a conflicting environment. The Executive is also responsible for securing the Funding for the project and for ensuring that the project is in line with the strategic objectives to be met and with the delivery of the expected benefits throughout the projects life-cycle. Senior User The Senior User is responsible for representing the needs of the wider user community and as such this role may be also responsible for the Sustainability of the project solution to be implemented. Among main responsibilities the Senior User must provide a clear definition of the quality expectations and acceptance criteria for the projects products. This role is also responsible for making user resources available when needed and for providing consultation whenever a new product is identified and its description might be required. Senior Supplier This role represents those in charge of making the project resources available. As such the Senior Supplier is held accountable for the quality of material and resources and is expected to provide support to the PM during the planning activities to ascertain approach and plan viability. Project Assurance This is an optionally delegable role as project assurance lies within the Project Board. However the Project Board members may decide to delegate this specific responsibility to a third party. The Assurance role will make sure all relevant standards to be applied to the project are adhered to and will provide guidance to both the PM and the Project Board throughout the project by auditing the performance of the tasks and keeping the project in line with the strategic, user, supplier and sustainability objectives. Project Manager (PM) The PM is responsible for the day-to-day management of the project. The role is specifically responsible for the planning, monitoring and control of all the project activities in order to guarantee an efficient, manageable and structured delivery of the products. The PM is also responsible for all Risk and Issue Management activities and in general for the work performed by the team managers. The role is ultimately responsible for the delivery of the project outputs and outcomes within the constraints defined for Timescales, Cost, Scope, Quality, Risk, Benefits, and Sustainability. Team Managers The role of the Team Manager is an optional role as the PM might cover this role should she/he possess the relevant development skills required. The Team Manager is responsible for managing the development team and ultimately for delivering the projects products. Both the PM and the Team Manager work by applying the Management by Exception principle through which they have delegated limited levels of authority within which they might take
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decisions regarding risk management and issue resolutions. Project Support This optional role provides Administrative and Technical support and is normally responsible for all Configuration Management activities such as product control, versioning, status reporting and document management. Apart from the management responsibilities outlined above each individual project will have some specific bespoke technical responsibilities which will also be assigned to the individuals covering the various roles. To make sure there is a clear understanding of what is required, the PM4ESD model provides for the creation of specific role descriptions outlining what is expected of role and to which each person assigned to a specific position must subscribe to.
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4.4Quality
The PM4ESD approach model follows the Focus on Products principle, for this reason the Quality aspects of a project takes a leading place in the approach the project will choose to deliver its products. The quality component has therefore been structured in order to give a set of standards and definitions to be followed and applied during a project in order to ensure the delivery of a product which is fit for purpose. The most accepted definition of quality stipulates that all aspects and features inherent to the characteristic of a product, activity, person and system which may have an impact on its capability of fitting its purpose or meeting its requirements and satisfying its needs are part of the Quality of that product, person, activity or system. Since, according to the nature and context of the project, a PM4ESD project might deliver any of the above mentioned outputs and, considering that all outputs are treated as products, we can give the definition of quality according to PM4ESD as: a products ability to meet its requirements. There are various responsibilities surrounding the quality aspects of PM4ESD projects. As most of the projects developed within a sustainability framework are characterised by a post-project continuous monitoring and improvement, where possible the qualitative aspects of the product and its impact will have external quality factors such as regeneration, economic stability, socioeconomic development etc. Within the Project life-cycle the responsibilities regarding the quality objectives are shared among the Project Management Team members and those stakeholders with the most relevant profile to deal with all the sustainability aspects and criteria to be assessed, for instance: The Senior User is responsible for providing the quality expectations and criteria for the products to be delivered by the project. The Senior Supplier will be held accountable for the quality of the resources, materials, infrastructures and tools provided for developing the projects product. The Project Manager will be ultimately responsible for monitoring the project and making sure all the appropriate steps and controls are being applied to ensure the products will be fit for purpose at the time of their delivery. The Team Managers will be responsible for creating products according to their product descriptions and quality criteria and for carrying out any quality control activity which might have been planned. Project Assurance will intervene to make sure the correct quality standards and policies are being applied during the project where adequate Quality assurance is not present. The route towards achieving quality within PM4ESD covers the entire life-cycle of the project, starting with the definition of the
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acceptance criteria and quality expectations for the final product, through the creation and implementation of the Quality Plan and the careful identification and planning of all the quality criteria to be met for each of the products identified to be delivered by the project. Moreover, the PM is encouraged to incorporate in its stage planning all the necessary quality activities aimed at confirming a product readiness before its delivery. By using the documentation at its disposal the PM4ESD project will ensure that a clear understanding of what the project is aiming to deliver and what is expected in terms of quality is shared among all the interested parties. The PMs work to ensure quality can be summarised in four main steps: Make sure the appropriate standards for quality and any external factors likely to impact a products ability to meet its requirements have been taken into consideration as well as any tools, techniques and policies to be applied to the projects. Make sure all the quality aspects inherent to the products, to the resources, skills required and any relevant tolerances have been clearly identified and planned to ensure compliance and a shared understanding of the work to be done. Plan and monitor the performance of all the required quality checks and performance tests aimed at ensuring a products capability to meet the required criteria. Where present seek the advice and support of a quality assurance role to ensure all the quality standards, policies and aspects are being adhered to and that all the quality planning is coherent with what the project is expected to deliver. The main management product at the disposal of a PM to deal with quality within a project is the Quality Plan created during the Project Initiation process and used as input every time quality activities might be planned or implemented. However the plan alone is not sufficient to ensure the project delivers the expected quality. Each product should have a Product Description clearly defining the products specifications, its quality criteria, quality methods to be applied and the development skill required. Also the Quality Log will be used to record the quality checks, which will be performed, on the products during the development stages. Since the nature of projects and their products can be extremely different, the PM4ESD model cannot offer a specific technique to ascertain quality as in most cases sector specific technical reviews will be performed on a projects product before this can be delivered. For instance a brochure advertising a countrys tourist attractions will be quality checked in a very different manner from a new ski lift installed at a mountain resort. However PM4ESD does provide for a structured and planned approach to quality testing by suggesting a final review to be concentrated on ensuring that a product matches its description prior to it being delivered. As such a review meeting will be arranged where different roles will proceed to compare the
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finished product with what was expected by its specification and give a formal sign-off prior to the product being delivered. Apart from the documentation provided by the PM4ESD related to quality planning and management, each project will have specific acceptance records where formal approval for the products can be verified and ownership of the product is transferred as part of a controlled hand-over. Please refer to the online templates section for information regarding the contents of the Quality Plan, Product Descriptions, and Quality Log.
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4.5Planning
Plans constitute the backbone of any project. More often than not a successful project relies on the success of the planning activity and on the monitoring and implementation of countermeasures to make sure events, which might impact the plan, are being controlled. The general purpose of a plan is to create a structured and controlled schedule that allows for an efficient use of management time and other resources which provide the best possible implementation of all the development activities aimed at delivering the outputs of the plan with defined constraints expressed in terms of Cost, Timescales, Scope, Quality and Risk Tolerances. A plan provides answers the questions: Who, What, When, How, Where and How Much. An effective plan will define clearly for all parties involved, what is required, what approach has been chosen to achieve the desired outcomes, the timescales for the activities to take place and the targets expressed in terms of Cost, Time, Scope, Quality, Risk and Sustainability objectives. Although the most recognisable aspect of a plan is perhaps the chronological scheduling, a complete plan provides much more comprehensive information related to all the aspects to be covered during a specific piece of work. In PM4ESD, much as the reference method PRINCE2, the different plans contain detailed information aimed at covering the different monitoring requirements of the different Organisation levels. As such a PM4ESD project might encounter a Programme Plan covering the larger Programme blueprint, a Project Plan covering the entire project, a Stage Plan covering a specific management stage within a project, and possibly a Team Plan covering the specific activities involved in the delivery of a particular Work Package within a stage. From a management point of view, we can expect plans to have a common framework/structure, regardless of the level of planning as it is the level of detail within the content of a plan that changes according to the individual necessities of those impacted by that plan. For instance a Project Plan would provide high level details for the project, describing the total forecasted cost and timescales, the major products to be delivered (or milestones to be achieved) and an indication of the project level objectives to comply with. It is mainly used by the Project Board to monitor the overall progress of the project. Conversely, a Stage Plan will define more detailed day-to-day activities to be covered during specific management stage. It is the main instrument with which the PM will monitor the progress of a stage against its objectives. Although the technical details and contents of a plan will be different in one project from another (or one plan from another), there are some aspects of the planning process that are common and help the PM in creating a manageable and efficient plan. These are details such as any planning prerequisites that must be in place and remain so for the plan to work, planning assumptionswhichcan only be confirmed once the plan is implemented, scheduling and effort calculation which will help
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the PM ascertain the viability of the plan and the risk profile where the PM can ensure the planned work is not susceptible to a level of risk higher than is acceptable for the project. There must also be clarity concerning the difference between the plans dealing with the products to be created during the project and the plans outlining specific aspects of project management activities such as the Quality Plan, the Communication Plan and the Risk and Issue Management Plan. PM4ESD uses the Product Based Approach to planning. This means plans are created around the scope of what needs to be delivered rather than the activities to deliver the products, and as such it gives a better definition of the product scope, a reduced risk of scope-creep, and a more widely accepted understanding of what the plan is going to produce. At the same time such an approach provides a more precise method for the estimation of effort and for measuring the effective achievement of the desired result. For instance rather than planning an editing activity to produce an advertising brochure and trying to steer it towards something that might be acceptable, the product-based approach will start by first planning in extreme detail all aspect of the brochure to be produced, from its contents, to its format and presentation and any quality criteria the User might request. In this way planning an activity aimed at producing some exact specification will become more practical and the achievement of the set criteria will be better measured against the product itself rather than the performance of the task. The difference (although in more complex project this might not be so clear) is that planning an editing activity might have many different outcomes while planning the product needed will have a precise activity aimed at delivering exactly what is required. 4.5.1Product Based Planning Technique To support the Focus on Products principle PM4ESD suggests the application of the Product Based Planning Technique. This is a four-step procedure with which the products to be developed or modified as part of a plan are identified and all the activities and effort calculations are worked out before a detailed schedule can be created. The four steps are: Product Based Planning Technique
1
Create the Product Description for the Final Product
Create the Product Breakdown Structure
Create The Product Description for Each Newly Identied Product
Create the Product Flow Diagram
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At all times during these steps the risk situation must be monitored for new or revised threats and opportunities, which could impact any of the identified products. Create the Product Description for the Final Product This activity is the starting point for any plan and is a prerequisite for the creation of the Project Plan during the Project Initiation process. On completion of a detailed description of the component parts of the final product to be delivered and the acceptance criteria we can go to the second step of the technique. The Product Description for the final product will be created by the PM with the information being provided by the Senior User during the Starting activities of the project and will be refined in its details during the creation of the Project Plan. Create the Product Breakdown Structure (PBS) Once the component parts of a product have been identified within its Product Description they can then be split into sub products and represented in a hierarchical structure where the top products are composed of the sum of the products directly below them. This decomposition can continue as long as for each newly identified product the product description is created providing details of the product specifications and quality criteria. The level of decomposition permissible is dictated by the development needs of our project. For instance, if the project is to create a footpath along a Heritage site there might be a need to break the product down to the materials to be used and the facilities needed along the route but it would be both inefficient and pointless to break down the tarmac used to its molecular composition. Create the Product Descriptions Following the identification of products, derived from the Product Breakdown Structure the relative product descriptions should be produced to allow iteration of these two steps until the desired level of breakdown is reached. Create the Product Workflow Diagram (PWD) Once all the products relative to a specific plan have been identified and their Product Descriptions created, the PM will proceed to create the flow chart relative to their development. The relationships between products and development interfaces must be considered in order to produce the most efficient Product flow relative to the order of creation of the products. This four-step technique is the main focus of the Planning activity flow and it is applied by the PM any time a plan needs to be created or modified. The recommended activities are: Create the Plan Template Identify Products Identify Activities Prepare Estimates Create the Plan Schedule Revise the Risk Exposure
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Complete the Plan This approach to planning presents various benefits: It promotes User participation in the definition of each product requirement It promotes Supplier participation in assessing the effort estimates and resourcing requirements and overall plan viability It reduces the risk of incorrectly scoping a plan It promotes active monitoring of the risk situation and provides for actions to be taken to produce a plan that is threatened as little as possible It facilitates the identification and creation of the work packages and allows for more measurable criteria to be used during the plan implementation for assessing progress Please refer to the online templates section for information regarding the contents of a Plan.
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4.6Progress Control
The Progress Control component covers all the activities, techniques, responsibilities and possible tools that are used during a project to monitor and assess objectives and results achieved against those planned. This continuous monitoring and control is performed regularly throughout the entire project life-cycle in order to verify and ascertain the continuous project viability. This component provides guidance to the PM on how to deal with events which may threaten the projects objectives and provides a procedure in order to deal with deviations from any of the established levels of tolerance in a project, hence being very closely related to the Manage by Exception Principle. Progress Control is measured against the planned objectives and as such must reflect the different monitoring needs related to the different levels of planning. For this reason the monitoring and control procedures and techniques used must cover: Progress Monitoring (Actual vs Planned) Achievements Assessment (Actual vs Planned) Work Package Assessment Stage Plan Assessment Project Plan Assessment Risk and Issue Monitoring Problem Solving activities Go/no-go Decision Assessments These controls must be performed at all levels of planning to make sure the interests of all levels of management are covered. The PM will monitor stage and work package status, the Project Board will monitor Stage and Project Status and the Corporate or Policy making environment will monitor the Project Board. All levels of management within a project can delegate a certain amount of authority (the level of authority varies according to different factors) to the level of management directly below. In order to do this limits are set around what possible deviations are permissible above or below a specific objective, be it Timescales, Cost, Quality, Scope, Risk, Benefits and Sustainability. These limits will constitute the tolerances used at the various levels of management. This is summarised in the chart below:
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Strategy and Policy making level Project Tolerances Project Board Stage Tolerances PM Work Package Tolerances Team Manager Work Package Issues Stage Plan Project Plan Exceptions
This table shows how the project tolerances are agreed at Strategy level possibly during the Feasibility Study and assigned to the Project Board as a means of overall control over the Project. The Project Board is then limited in the scope of its authority by these project level tolerances and will need to report to the policymaking level any deviation beyond permissible levels. Much the same way the Project Board will agree and assign stage level tolerances to the PM when authorising a stage and the PM will have to escalate any deviation beyond tolerance levels following the Exception Procedure. Finally the PM will agree and assign the Work Package tolerances to the Team Managers who in turn will need to raise an issue to the PMs attention should she/he forecast a deviation beyond the agreed tolerances. Should an exception situation incurs (deviations beyond the agreed levels of tolerance), the Exception Procedure must be followed.
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5.1Project Direction
The aim of the Project Direction process in PM4ESD is to allow the Project Board to maintain overall control of the project delegating the day-to-day running of the management activities to the PM. The Board will be responsible for the success of the project, providing guidance and making key decisions during the project lifecycle. The PM will facilitate the preparation of all the necessary documentation and information required by the Board to enable them to make decisions and take actions related to approvals, authorisations, acceptance, sustainable criteria and the achievement of the required objectives/benefits. A strong collaboration between the Project Board and the PM during this process is vital. The Project Board uses this process to ensure the following objectives are being met: The project is justifiable and there are the necessary authorisations at the start to initiate it. The plans for the delivery of the various stages and products are reviewed and authorised before they are carried out. Stakeholders are represented and kept informed of the overall progress/performance of the project. Acceptance of the project products is formalised and a controlled closure can be authorised. Activities related to the Benefit Realisation process are carried out and the relevant benefits reviews are performed when appropriate. Members of the Project Board should have a clear understanding of their roles and responsibilities as they might be called upon at any time to provide decision-making support to the project. Following the Management by Exception principle the Project Board will allow the PM to exercise control over the daily activities of the project within a delegated level of authority, maintaining overall decision-making authority for events beyond the authority level of the PM. The Project Direction process covers the entire PM4ESD project Lifecycle starting at Project Initiation and ending with the Benefit Realisation and Review activities of the post-project environment. Additionally the Project Board is in charge of maintaining the flow of communication between the project and its various interested parties. This is particularly important for projects that are part of a larger strategic Programme Environment or for projects that are implemented as part of a government/local authority policy. The structure of the Project Board represents the key interests involved in a project: Client/End User, which represents tourist/citizens interest. Business/Strategic, which represents the commitments interest (in tourism projects it should represent a public interest, as all tourism projects impact destinations). Supplier/Provider, which represents the interest of the contractor.
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The activities performed by its various members are aimed at ensuring these interests are looked after throughout the project. Given the importance the Project Board has at the decision making level it is clear how risky this process can become where there is no clear guidance, nor understanding of the authority level for the PM. Moreover, in commercial contexts conflicts of interest might arise between the interested parties. It is for this reason that the ultimate accountability for the decision making activities during the Project Direction process is given to the Project Executive to whom the PM will defer any potential conflicting decisions. The Project Board will perform the following six activities described under the Project Direction Process: Authorise Initiation (upon review of the contract agreements with the PM). Authorise the Project (upon satisfactory Project Initiation Document review). Authorise Management Stages (on a stage-by-stage basis). Authorise Project Closure (upon acceptance of the projects products). Give general direction and support when needed and keep the Stakeholders informed. Perform the Benefit Realisation review. 5.1.1Authorise Initiation Once the project has been assigned and a contract has been stipulated (possibly as a result of a tender offer) the project mandate can be created and reviewed in its details by the Project Board and the PM in order to agree the activities which will deal with the preparatory stage of the project - called in PM4ESD the Initiation Stage. This activity is meant to help the PM prepare the initiation process of a project by eliminating any unnecessary restrictions. This allows for a more efficient use of time and resources throughout the project as it is normally during the Initiation Stage that agreements are taken related to effort required, resources needs, planning horizons etc. The PM will specifically ask the Senior User to provide a detailed description of the Project Product while at the same time asking the Executive to provide a Financial/Strategic summary of the investment and funding arrangements, and will seek help from the Senior Supplier to define the delivery approach to be taken. Once these aspects have been defined the Project Board will review them and, on the basis of their reliability, will authorise the PM to proceed with the activities for Project Initiation. Finally a Stakeholder Analysis will be done by the PM to ascertain which parties are to be involved at the various levels of management, both from an operational and decision making points of view. Depending on the nature, complexity and formality of the project at hand, the PM might have to seek the direct involvement of local councils, authorities or even governing bodies in order to deliver a
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successful project. The main steps involved in Stakeholder Analysis are:
Stakeholder Analysis
Update the state of art of the general problem or opportunity being addressed. Identify all those groups who have a direct or indirect interest in the project. Investigate their respective roles, different interests, relative power and capacity to participate (strengths and weaknesses). Identify the extent of cooperation or conict in the relationships between stakeholders. Interpret the ndings of the analysis and incorporate relevant information into project design.
Once these aspects have been defined, the Project Board will review them and on the basis of their solidity will authorise the PM to proceed with the activities for Project Initiation. In public-funded tourism and cultural projects, the time, the budget and the activities dedicated to the Initiation Stage are usually underestimated. This is one of the main reasons for project failure. The Initiation Stage is crucial to start with sustainability the project, allowing creation of a motivated team, a shared vision among all the interested parties, and a clear and very well detailed description of the final product. The Initiation Stage should be characterised by meetings and the organisation of group dynamic activities such as: team building, Swot Analysis, consultations, logical framework. The recommended activity flow is the following: Review Feasibility Study results Provide Product Description for the final product Provide a Stakeholder Analysis Provide Draft Business Case Establish Project Delivery Strategy Create the Project Management Team Structure Confirm Project Management Team Appointments Assess previous project experiences Assemble the Project Brief Authorise the Project Initiation Stage 5.1.2Authorise Project Delivery Once the PM has provided the documentation created during the Project Initiation process, the Project Board will review the information and make the decision on whether to authorise work to start on the development of the product or not. In order to do this they will also have to give authorisation to the next management stage of the project and for this reason they will require a Stage
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Plan from the PM. Once again, the decision making process will be centred on ensuring the project is still forecast to provide a fit-for-purpose solution which will represent value for money thus maintaining the validity of the project justification. Therefore, this authorisation will be dependent on the validity of the projects Business Case. Amongst the documentation sent by the PM at the end of the Project Initiation Process the Project Board will have to pay particular attention to: A suitable Business Case is authorised. A Draft Project Plan provides a clear high level picture of the project. There is an adequate support structure where roles and responsibilities are understood and adhered to. Plans to deal with events which might impact the projects objectives are in place and suitable. Plans for the realisation and review of the projects benefits are in place and are being maintained. The scope of this activity covers a large array of recommended actions that are aimed at ensuring that the best possible framework is in place to start the development of the projects product. Table below recaps the recommended actions for this activity.
Review Feasibility Study for any missing details Provide Product Description for the nal product Stakeholder Analysis Produce a Draft Business Case Establish Project approach with the PM Create the Project Management Team Structure Conrm Project Management Team Appointments Assess previous project experiences Assemble the Project Brief with the PM Authorise the Project Initiation Stage
5.1.3Authorise Management Stages Only the Project Board has the authority to decide on whether the project can continue or whether it should be closed prematurely. This decision is the foundation of the Manage by Stage principle. This means that at the end of each management stage the PM will carry out activities aimed at updating/creating the necessary documentation in order to demonstrate to the Project Board
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the continuous validity of the project, followed by a request for authorisation to move on to the next stage. At the same time the PM will request acceptance of the stage that has just finished by providing a report on the performance and achievement of the stage against the forecasts planned. This documentation provided by the PM is the basis of the end stage assessment activity performed by the Project Board, during which the various members of the board will evaluate the current status of the project in order to take the decision on whether to continue or not. The recommended actions for the Project Board are as follows: Review and Approve the End Stage Report Review and Approve the Stage Plan for the next Stage Make decisions on aspects regarding project performance, resource management, risk and issue management, and any other aspects which may need the input of the Project Board Update the key Interested Parties on Progress These recommended actions cover a larger scope of suggestions for the Project Board which are outlined in the table below.
Is the project clearly dened and achievable? Are there any experiences applicable from previous projects? Are plans for Risk Management, Change Management, Quality Management and Communication Management adequate? Is the project Management Team Structure suitable for the project? Is the Project Plan realistic and achievable? What are the tolerances for the projects? Are the resources needed available? Have the stakeholders been informed? Authorise the PM to deliver the Project
5.1.4Authorise Project Closure Whether the project has reached its planned end, or a premature termination has been requested, the closure must be performed in a controlled way. Closing a Project in a controlled manner allows for an assessment of the sustainable objectives that have been achieved against what had originally been planned. This assessment not only provides a clearer understanding of what has or has not been achieved but also provides a further (and ultimate) control point where the project management activity
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and the project performance in general can be measured and audited and lessons can be recorded for future projects. Another main aim of this authorisation is to confirm that the project can be officially closed since it has nothing further to contribute and all the appropriate maintenance / service / operational agreements are in place. The recommended activities for the Project Board to take when authorising the Project Closure are as follows: Review and compare the various versions of the project documentation to assess actual achievements against forecasted ones. Review and approve the End Project Report sent by the PM requesting project closure. Assess and take accountability for any Post-project benefit reviews that have been planned. Communicate to all project stakeholders that the project has been closed and where necessary what the result has been. Confirm official Project Closure. Within these activities the Project Board should also consider these recommended actions:
Verify Performance to date, review lessons learned during the stage and check the risk situation. Have any products been handed over? If so has there been a formal acceptance in line with and agreements outlined in the initiation documentation? Are the changes derived by the hand-over of this stage sustainable? Are they in line with policies and\or strategies? Is the next stage plan achievable? Have the products for the next stage been clearly dened? Has the project plan been updated with actuals from the ended stage and forecast for the next? Is the business case still valid? Are all the plans in place for risks, change management, quality and communication still in line with the project objectives? Have any benets been already realised? If so how does this impact our benets realisation plan? Are the resources for the next stage available? Are tolerances for the next stage been set? Have the appropriate interested parties been made aware of the current progress of the project? Authorise the next stage or recommend premature closure
5.1.5Give general Direction and Support when needed and maintain the stakeholders informed
Apart from providing authorisations and acceptances, the Project Board is a point of reference for the PM when seeking help or guidance during the project. For instance the PM might need the help of the Project Board in order to deal with a particular issue, or it might need information
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related to a specific aspect of the project that can only be sought through talking to the User representative. At the same time the Board might need information from the PM for a range of different reasons, for example to communicate project performance to corporate management, provide updates on the status of the project to its stakeholders or generally perform a periodic follow-up of the project. In order to allow for this passage of communication/information, the Project Board and the PM always maintain an open channel through which information is passed. The table below summarises, in a non-exhaustive way, a few of the actions/activities covered by this sub-process:
Assess the overall project performance Are there any actions still to be taken or issues and risks that will still need to be managed during the post project stage? If so have these been assigned to the right people? What lessons have been learnt from this project? Who should be notied of them? Are there any lessons that can be applied to the operational environment? Have the project's products been handled over appropriately? Has ofcial customer acceptance been obtained? Has the project manager delivered an update version of the benet review plan? Who will be responsible for actioning the plan? Have any benet already been realised? If so how does this impact our benet realisation plan?
5.1.6Perform the Benefit Realisation Review As the Project Board owns the project and therefore the Business Case, is ultimately accountable for the project. It is vital that benefits will be realised with the results obtained in a project. Often results are obtained but benefits are not achieved due to a lack of control of the benefits. Therefore the Project Board needs to organise Benefits Realisation Reviews during and foremost after the project. In these reviews the achievement and status of a number of benefits will be reviewed. Stakeholders are often involved in these reviews. The Benefits Realisation Plan provides a basis for these reviews as it describes how, when and with whom these benefits reviews should take place. In such a plan the Project Board will assign Benefits Owners, a specific role for those who will manage the achievement of such a benefit. Recommended actions for the Project Board are: Assure that the Benefits Realisation Plan forms an integral part of the project plan. Assure that the correct end benefits are identified and being measured as part of the Benefits Realisation Plan Approve the Benefits Realisation Plan proposed by the PM Prepare for Benefit Realisation Reviews
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Assure that the right stakeholders are involved in the Benefit Realisation Reviews Perform Benefit Realisation Reviews during and after the project Evaluate benefit performance after Benefit Realisation Reviews and provide guidance to the PM for corrective action if needed Assure that the Business Case is updated as part of follow up of the benefit realisation review Assign Benefit Owners for each benefit Assure that responsibilities are clear at the end of the project as to by whom, how and when Benefits Realisation Reviews are held in the period after the project
Respond to request (issues resolution, product specications, etc) Receive and respond to progress reports Assess and where necessary transfer external requests (from corporate or any stakeholder) to the PM Provide overall guidance to the Project Management Team Where necessary escalate issues to corporate where advice is needed Assess any exceptions and take appropriate actions based on the exception reports Assess the stage/project performance regularly by reviewing the progress reports received Inform the PM of any potential external threats or opportunities Raise issues to the project manager related to external factors outside the scope of the PM's control
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5.2Project Initiation
Once the PM and the Project Board have ascertained that there is a valid reason behind the Project Mandate, all of the activities needed to create the support infrastructure for the project have been carried out and authorisation to initiate is granted, the PM will need to carry out the project initiation tasks. This process is aimed at defining the project in more details than has been developed so far in order to lay a solid base from which the delivery of the project can start. The main objective of this process is for the PM to allow for a better, clearer and most of all common understanding of what the project is going to deliver. To do so the PM will create a set of documents aimed at defining various aspects of the project and to establish plans for dealing with different events/factors, which may have an impact on the overall project performance. In practice the PM with the help and agreement of the Project Board will need to establish: What the project approach will be towards Risk Management How Changes and Issues will be managed How the projects products will be managed during the project lifecycle How the quality of the products will be achieved and controlled How and when product(s) will be delivered Who will be involved in the project at the various levels How communication will be controlled and performed during the project How progress will be monitored What is the overall scope of the project? What are the forecasted costs and benefits linked to this project? All these aspects need to be clearly defined and then agreed with the Project Board to form the basis of project control upon which all future authorisations will be granted. As a result of this process the Project Board will have sufficient information at the start of a project to make a decision on whether to grant authorisation for the project or not. Moreover, this updated set of documentation will be used at the end of each stage as the basis to request authorisation to continue onto the next stage. In addition to this, all the information gathered and documented during the Project Initiation process will form the basis of a general and widespread understanding for all the project stakeholders of what the project is to deliver and the method with which we plan to do so. The sub-processes then will cover the activities to create the appropriate documentation and receive approval from the Project Board: Establish the Communication Plan Create a Risk and Issue Management Plan Create the Quality Plan
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Create the Project Plan Finalise the Business Case and assemble the Project Initiation Document 5.2.1Establish the Communication Plan A good communications procedure is a very important factor leading towards project success. Communication within a project is essential to allow for proper control across the various levels of Organisation. When establishing a Communication Plan the PM must take into consideration all the communication needs of the different interested parties. For this reason, when creating the plan, we must take into consideration not only communication within the Project Management Team, but also external communication, paying particular attention to the information needs of our project stakeholders and our corporate environment. In projects that are part of a programme, communication becomes even more important as the programme must define how the projects communicate with each other and with the Programme Management Team. Furthermore the plan should also stress the importance of twoway communication, between the different parties involved to ensure the correct passage of information amongst the project stakeholders (both internal and external). As such the plan itself can be used as a tool by the different entities participating in the project to ensure the correct application of the communication procedures and any relevant standards. In creating the Communication Plan the PM should consider the following recommended actions: Review and assess any relevant corporate standards related to the communication to be applied to the project Assess previous projects for hints and lessons regarding communication procedures Identify the interested parties susceptible of communication activities Establish the interested parties information needs for the project Plan a communication procedure to be applied throughout the project Present the Communication plan to the Project Board for Approval Furthermore as part of the set-up of a formal communication procedure the following suggestions are made to the PM:
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What tools and techniques will be used Level of responsibility within the communication activities What kind of records and reports will be created What activities are planned to assess the effectiveness of the communication throughout the project How will communication be used to assess project progress The schedule of any time driven communication activity
5.2.2Create the Risk and Issue Management Plan As mentioned previously, projects are characterised by a higher element of uncertainty than the normal operational environment. At the same time they are impacted by events which need to be controlled and dealt with in order to maintain the project in line with the objectives to be achieved. For this reason every project needs (before delivery can commence) a clearly defined plan to counteract any forecasted or unexpected event that might have an impact on the products or objectives to be met. It is the PMs responsibility to establish and implement an efficient Risk and Issue Management plan throughout the project, which will allow him/her to deal with any eventuality. The plan itself will be reviewed and approved by the Project Board to make sure it will serve its purpose to the best of its capabilities. This plan is important, and therefore detailed, as it will form the basis on which the day-to-day control of a stage (susceptible to risks and issues) is carried out. The plan will outline the procedure, techniques and responsibilities involved in dealing with such events as Request for Change, Off-Specifications, and Threats to any of our project objectives, or possible opportunities for improvement. The document will also outline the two procedures (Risk Management and Issue Management Procedure), which are described in the respective Risk Management and Issue & Change Management section of this Manual. In PM4ESD we distinguish two types of risks related to tourism projects: external risks, and management risks. External risks can be divided into: natural, technological, social, economical and political. To manage these types of risks the World Travel Organisation has created theRisk and Crisis ManagementProgramme with the objective to assist members to assess and mitigate risks, through development, planning, and implementation of crisis management systems that will reduce the impact of, and assist in the recovery from crises. The recent eruption of the Eyjafjll volcano, or the earthquake in Japan, or the political and social situation in the Middle East, are examples of Natural, Political and Social risks occurred, which have strongly impacted the tourism sector.
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Management risks are related to daily project management activities: for example a product was not delivered in time, the quality is below expectations, the person appointed as team leader has not the right skills. The recommended activities to the PM when creating a Risk and Issue Management Plan are: Review and assess any relevant institutional and corporate standards and guidelines related to Risk Management and Issue Management, to be applied to the project Are there any lessons from previous projects that can be applied? Define the Risk Management and the Issue Management Procedures Create any relevant documentation (i.e. reports and logs) Seek Project Board approval for the Plan Further to these main activities the PM is also encouraged to:
Dene what Tools and techniques will be used Establish the level of responsibility within the Risk and Issue Management activities and the escalation procedure for both Risks and Issues Open any necessary logs, specically the Risk Log and the Issue Log Schedule of time driven Risk and Issue Management activities Performance review of the Risk management and Issue Management Procedures What are acceptable Risk and Issue impact values for this project (i.e. what need to be escalated) What kind of scales will be used to measure Risks and Issues against (i.e. Probability, Impact, Severity, Priority scales) Additional roles related to Risk and Issue Management (i.e. Change Authority) Establish whether the project will have a Change Budget and/or a Risk Budget
5.2.3Create the Quality Plan A project management approach based on the delivery of the project outputs (or products) cannot be initiated unless a clear understanding of what quality is required together with how that quality will be achieved. For this reason the PM will (with the support of the Project Board and if possible the Organisations own Quality Assurance function) create a clearly defined Plan for describing the procedures, tools, techniques and individual responsibilities involved in ensuring the project delivers products that are fit for purpose and which meet the customers expectations. This is required in order to obtain formal acceptance for the projects products. The plan also describes any measure to be taken
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during the project to ensure that each individual product meets its requirements. This includes planning quality reviews where people with appropriate profiles, authority level and experience will assess the products against clearly defined criteria in order to reach a common agreement on whether a product is acceptable, or else that there is still work to be done. Since it is quality of the products we are mainly concerned with, the PM is strongly advised to seek advice from any existing Corporate or Programme Quality Assurance personnel as she/he needs to make sure any relevant standards (both internal and/or external i.e. ISO or any specific standard) is applied correctly. The main activities involved in creating such a Plan are: Review and assess any relevant corporate standards related to Quality Management Review the Product Description for the Final Product to assess the customers expectations and the acceptance criteria Are there any lessons from previous projects that can be applied? Review the Risk and Issue Logs for any potential impact on quality Create any relevant documentation (Quality Log, Quality Records etc.) Ask advice from Project Assurance on compliance with any standards Seek Project Board Approval for the Plan Further to these main activities the PM is also encouraged to:
Dene what Tools and Techniques will be used in ensuring products meet their quality criteria Establish the level of responsibility within the Quality Management Procedures Open any necessary logs, specically Quality log and any other records relevant to quality Dene the Quality Management Procedure
Performance review of the Quality Management activities Schedule of time driven Quality Management activities Any outside inuences to be considered when establishing and carrying out quality activities? Additional roles related to Quality Management (i.e. Quality Review teams) Reporting Arrangements related to quality checks, quality issue, and general performance reviews of the project's quality aspects
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5.2.4Produce the Project Plan This activity will lead to the creation of the first forecast plan covering the entire lifecycle of the project. This plan will be a high level summary of the key deliverables and main objectives the project will endeavour to meet, and will provide a forecast of the overall time cost and resources commitment required for delivering the project. This information will be mainly used by the Project Board to monitor the project progress on a stage-by-stage rather than day-by-day basis. It will also be used extensively when any authorisation to go ahead with the project is requested as its update with actual and new forecast information will form the platform for comparison to assess project progress. This will also help assessment of the continued project viability based on the Business Case. The creation of such a high level plan should be done in continuous consultation with the key interested parties. This includes consultation with the User representative to establish clear milestones and objectives to be achieved during the plan, and with the Supplier representative to establish a clear method of approach to reach those milestones and objectives. The PM is strongly advised to seek the help of the Project Board, where possible, or to seek advice from Project Assurance concerning the feasibility of the Plan. The main activities involved in creating a Project Plan are: Review the Product Description for the Final Product and produce the Project Breakdown Structure (PBS) for the Project Plan Are there any lessons from previous projects that can be applied? Assess the plan against risks and issues and modify accordingly Establish the Plan format and presentation and decide what planning tools and techniques will be used Establish the forecasting and estimating techniques to be used when preparing plans Seek approval for the Project Plan from the Project Board Further to these main activities the PM is also encouraged to:
Check with the User for pre-dened milestones to be considered in the plan Make sure any Corporate or programme related standards are applied correctly to the planning activities Make sure Planning Pre-requisites and assumptions are taken into account and are understood by all those involved in the project Assess the Risk situation paying attention to new/revised risks which may appear when identifying new products Produce the Product Descriptions and the Conguration Logs for each product identied in the Plan Apply the Product Based Planning technique to identify the plan's products Prepare the Resources calculations and Tolerance estimates and seek Supplier advice before nalising the forecasts for the plan Seek Project Assurance advice before completing the plan to ascertain its feasibility Document any Reporting arrangements and any records to be created/maintained to carry out the plan
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5.2.5Finalise the Business Case and Assemble the Project Initiation Document
The Business Case is the most important document/aspect of a project, as it provides the Business Justification upon which approval to continue with the project is constantly sought. In the Project Direction process, the Project Executive is responsible for creating an Outline Business Case which contains a high level summary of the project strategic objectives. Before authorisation to continue onto the delivery phase of the project, the PM must (with the help of the Project Team) produce a complete version of the entire Business Case for the Project. Once the Business Case is finalised, the PID (Project Initiation Document) can be assembled by collecting all the relevant documentation and collating it in a single document or dossier. A typical PID will contain: The original agreement or mandate The Project Management Team Structure The relevant role descriptions The Product Description for the Project Solution Any Quality Criteria and Expectation relative to the project solution The Project Delivery Strategy The Communication Plan The Procedures for Risk, Issue & Change Management The Configuration Plan The Project Plan The Business Case The Benefit Review Plan The Quality Plan Any relevant policies and standards to be applied The PID, incorporating the Business Case, will serve as the basis for control and decision making from now on. In order to produce a finalised version of the Business Case the PM is responsible for carrying out the following activities: Review the Outline Business Case to form the basis for the development of the first complete version of the Projects Business Case. Are there any lessons from previous projects that can be applied? Create the detailed Business Case by incorporating all the additional information/details gathered so far. Once the Business Case has been finalised the PM can create the Benefit Realisation and Review Plan which will be used as the basis for the measurements against which the benefits will be assessed. This document will be particularly important as it will serve as a plan for the post project activities related to benefit realisation over the long term duration of the project results.
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Assess the Business Case against known or new risks and issues and modify accordingly Assemble the Project Initiation Document Seek Project Board approval for the PID Further to these main activities the PM is also encouraged to:
Assess the Business Case from the Strategic point of view in consultation with the Executive Using the Plan to report the forecast cost and timescale for the project Provide an evaluation of all the Business options considered in order to provide terms of comparison Ascertain what the Benet Tolerances are and what are the Major Risks that may hinder the project viability How will achievement of the benets be measured and document any tools, techniques and responsibilities in the Benet Review Plan Consult with the Executive and the User to establish the Benets requirements for the Project Analyse any potential negative outcomes of the project which need to be included under the cost calculation Check for external inuences that might impact the project business case (i.e. Customer/Supplier commercial environment) Gather all the relevant documentation and assemble the PID (i.e., Project Plan, Business Case, Risk Plan, Quality Plan etc..)
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5.3Stage Definition and Planning

This process constitutes one of the most important set of activities the PM will perform on a regular basis during the entire Project lifecycle. The main objective of this process is to prepare the necessary steps to allow for the decision making process the Project Board will have to go through to ascertain whether the Project is still in line with the strategic objectives and the Benefit Realisation Plan is still forecasted to produce the expected benefits in the long term. It is at this point that the PM will start creating the Stage Plan for the following stage and will update any necessary documentation with the actual data derived from the stage about to finish and the new forecasts for the continuation of the Project. In practical terms the process consists of two main activities: Planning Reviewing/updating the projects documentation The trigger for the PM to launch this process is the approach of the end of a stage. At this point the PM will start planning the next stage and prepare for the end stage assessment the Project Board will perform on the current stage. This process is also used when applying the Management by Exception principle in response to an exception situation for which the PM has been asked to produce an Exception Plan (the Exception Procedure is outlined in the Risk, Issue & Change Management Paragraph). Before commencing a new stage the PM should take into consideration all the different variables that may impact the decision to continue with the project: How has the stage just ended performed? What has been the impact on costs and timescale? Has the stage delivered what was forecasted? What has been the impact on the risk situation? Were there any issues which might have a recurring effect or were not closed? What is the overall situation of our Business Case and Project Plan at this point? What do the new forecasts suggest our next steps should be? The end of a stage constitutes a key control point during a project and as such the PM4ESD approach provides a structured series of activities and recommended actions for the PM to take. These activities will cover: Preparing the Stage or Exception Plan for the following Stage Updating the PID paying particular attention to the Business Case and the Project Plan Perform and Report an End Stage Assessment 5.3.1Prepare the Next-Stage or Exception Plan Towards the end of the current stage the PM will start gathering
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the necessary information relative to the current stage (actuals, delivered products, issues and risks) and any information from the stakeholders which may be relevant to the continuation of the project. At this point the PM can start producing the plan for the next stage. On completion of the plan a request will be sent to the Project Board seeking authorisation to continue with the Project. The PM can count on the support of members of the Project Management Team when creating or updating a plan. The members of the project team will provide the PM with the many different pieces of information needed to create a viable plan. In case of an Exception situation, the procedure the PM will follow will be the same as an Exception Plan and is, in reality, a Stage Plan created as an emergency and meant to replace the part of the current Stage Plan that no longer works. In actual fact the PM will, in this manner, split one stage into two stages (one covering the original plan up to the point the exception was raised, and another covering the new plan to counteract the problem) needing a control point and an authorisation between the two before the project can continue. The planning activities are covered in the Planning Component (chapter 4). The PM should carry out the following actions: Review the PID and consult the Project Board on any updates, changes that might be needed Produce the Stage Plan for the Next Stage Create the Configuration Records for the products to be delivered Review and if necessary update the Issue and Risk Log Update the Quality Log with the planning of the quality activities for the next stage Further to these main activities the PM is also encouraged to:
Verify if there have been any changes to the customer's quality expectations or acceptance criteria Verify whether the project approach is still viable or whether it might have changed Review and conrm the Communication, Conguration, Quality & Risk and Issue Management Plan are still relevant Create the product descriptions and any necessary new PBS & PWD for the products to be delivered by the next stage Review the Project Plan and the Product Breakdown Structure to ascertain what products will be delivered during the next stage Consider any possible changes to the project management team: i.e. new team managers, different suppliers, new stakeholders Check for any follow on actions derived from open issues and/or risks occurred/identied during the current stage Consult Project Assurance to make sure the plan is compliant with any relevant standard and is achievable according to the chosen approach If creating an Exception Plan, update the Project Plan accordingly
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5.3.2Updating the Project Initiation Document Once the Next Stage Plan has been created the PM will have both the actual data from the current stage and the new forecasts for the next Stage. The next objective will be to review, and where necessary update, the components of the PID. In particular the PM will need to review and update the Business Case and the Project Plan, as it will be mainly on the continuing viability of the project based on these two documents that the Project Board will grant authorisation to continue. Also, the PM will review all the other parts of the PID making sure than any deficiencies or lessons are properly recorded and dealt with. For instance, the PM might need to ascertain the efficiency of the Risk and Issue Management Plan as there might be changes relative to the new products to be delivered during the next stage. At the same time the Project Team structure might need revising in order to incorporate new team managers or additional suppliers who will work on the next stages products. Consequently, the Communication Plan will need revising to incorporate these new stakeholders and team members to ensure continuous and efficient communication. One of the major factors that might impact the reviewing and updating process is the risk situation. This needs to be kept constantly in check when making updates and changes as the Project itself is limited by the maximum exposure to risk permitted by the Corporate or the Programme Organisation. Although the activities to update the PID might seem fairly straightforward, the recommended actions within them merit a more detailed look: Revise and update the Communication, Configuration, Quality and Risk and Issue Management plans Update the Project Plan Update the Project Management Team Structure Update the Business Case Update the Benefit Realisation and Review Plan Review and Update the Risk and the Issue Logs Update any relevant records, configuration, quality, standards etc. Further to these main activities the PM is also encouraged to:
Check the current stage plan and update the project plan with actuals for the current stage and forecasts for the following stage Create or update any relevant product descriptions Check the status of open risks and issues. Record any newly identied risks/ issues relative to the next stage Check the product descriptions for the skills required for delivering the next stage's products and update the Team Structure accordingly Review the Risk Prole and the key Business Case risks to conrm project viability. Update where possible with actual data Update the benet review plan where necessary Check, and update where necessary, the Communication Plan for its efciency and relevance Review the performance of the Risk and Issue Management plan and the Quality Plan and update if necessary Update all the relevant Conguration Records with information relative to the updates/changes carried out during this process
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5.3.3Perform and Report an End Stage Assessment To carry out this activity the PM will need to work in close collaboration with the Project Board. The advantage of having to do so is that this activity gives the PM an idea of what the outcome of the decision making process of the Project Board will be. Once the request to proceed onto the next stage is sent, this sub-process can be approached in two main steps: 1. A performance review covering the current stage 2. Sending the request to continue to the Project Board accompanied by the Plan for the next stage, the updated PID and the End Stage Report with an overall account of the projects progress, and a preliminary assessment of the performance so far against the forecasted objectives This is also an opportunity for lessons to be analysed and reported as part of the Learning From Experience Principle. Once again, this is an opportunity for the PM to make sure the Project is still in line with the Corporate or Programmes strategies and to identify possible threats to the continuation of the project. The core activities for this sub-process are: Review the Updated Business Case and the Benefit Realisation and Review Plan for any details regarding benefits to be achieved during the current stage. Review the current Stage Plan to confirm the objectives have been met Review the Project Management Team performance during the current stage Report on the effectiveness of the PID Review the status of the Projects products at this stage against forecasts Create a Lessons Report Compile the End Stage Report Request Approval from the Project Board to close the current stage and open the next Further to these main activities the PM is also encouraged to:
Assess the performance of the Quality activities during the current stage If any product hand-over has taken or should take place to close the current stage ensure appropriate customer acceptance is obtained Review the Risks and Issue situation and report on any events that have impacted the current stage Provide the PM forecasts for the next stage and the remainder of the project against the planned objectives Make sure all the relevant interested parties are informed of the stage closure and are kept informed on the project's progress In case of an exception situation provide a summary of the event which caused the deviation and an assessment of the reasons behind it Check and conrm any Benets which might have been achieved during the current stage Document any follow-on actions from the current stage Collate the information in the End Stage report and send a request to the Project Board for authorisation to continue
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5.4Stage Control & Product Delivery

In the context of the PM4ESD approach model, the Stage Control & Product Delivery process constitutes the core of the PM and Team Managers activity during the Project Life-Cycle. It is in this process that delivery stages are managed, issues and risks are dealt with and products are developed. All of this within the constraints set by the project Timescales, Cost, Scope, Quality, Risk, Benefit and Sustainability objectives. The PM will divide the tasks amongst Team Managers according to the relevant Stage Plan. While the teams develop the products, the PM will make sure the plan is being adhered to and any eventuality is identified, assessed and dealt with in the most efficient manner to ensure a controlled yet efficient delivery of the stages objectives. The Manage by Stages and the Management by Exception principles play a big role in this process, as the PM will need to monitor any deviation from the Stage Plan to avoid any uncontrolled change to the scope of the stage itself. The products developed during a stage must also be controlled to ensure any quality criteria and expectations are met before they are delivered as complete. It is during this process that the quality activities identified in the Stage Plan will take place. The Project Board will be kept informed on the progress of the stage via regular Progress Reports which the PM will send at an agreed frequency (normally decided at the creation of the Communication Plan). The PM will be kept informed of the status of the individual products through Checkpoint Reports sent regularly by the Team Managers. This process will cover the day-to-day activities of both the PM to control a stage and the Team Manager to create and deliver products. These activities will constitute an iterative cycle during a stage, iterative as it will repeat as long as the stage is running. The PM and Team Managers will carry out the following main tasks: Agreeing and assigning Work Packages to the Team Managers (PM) Agreeing and accepting the Work Packages (TM) Monitoring progress of each individual Work Package (PM) Developing products according to specifications (TM) Reporting Progress to the Project Board (PM) Delivering completed Work Packages to the Project Manager (TM) Take action to deal with Issues and Risks (PM) These iterative tasks are common to all the projects stages with the exception of the final delivery stage where the PM must also perform the Project Closure activities. 5.4.1Agreeing and Assigning Work Packages Within the PM4ESD model, work is divided, planned and assigned according to the products to be delivered, in accordance with the Focus on Products principle. The PM will identify the need for a particular product during the planning activity and will create a Product Description (with input from the Senior User) around which
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a Work Package can be created. The Stage Plan created during the Stage Definition and Planning process will contain a schedule of the Work Packages to be developed during the stage. In the planning phase the PM will have identified the Work Packages based on the information available about the products at that time. Once the Work Package has been agreed, the PM will then give authorisation to the Team Manager to start the development process. 5.4.2Agreeing and Accepting the Work Packages Throughout the stage, the PM will need to work with each Team Manager in order to create a detailed document that will cover all aspects of the duties the Team Manager will have to carry out. The PM will provide all the management information relative to the Work Package while the Team Manager will contribute the technical and development planning aspects of the work to be done. At this point Project Assurance might also intervene to assess and make sure that the agreements the PM and Team Manager have taken are in line with the Projects strategies and are compatible with the approach and the Suppliers resourcing commitments. The main recommended activities for the PM and Team Manager within these sub-processes are: Check the Stage Plan for Work Packages to be delivered Review the PID for any relevant arrangements to be applied to the Work Package (i.e. reporting requirements, Quality standards etc.) Complete each relevant Work Package as per Stage Plan Agree Work Package definition with the Team Manager and assess Acceptance Criteria Authorise work to commence Further to these main activities the PM and the Team Manager are encouraged to:
Check the stage plan for tolerance availability, effort estimates and resource allocation Provide/Obtain the relevant Product Descriptions for inclusion in the Work Packages Agree on the procedures, standards, techniques and any development interface to be maintained during the work Update any conguration Records Relevant to the Work Package Products Where necessary request a Team Plan from the TM and assess its viability with Project Assurance support Dene any constraints in terms of clear Work Package objectives for Timelines, Cost, Scope, Quality, Risk Review the Quality Log and dene the schedule for the quality activities relevant to the Work Package Agree on the Reporting arrangements Establish a standard procedure for problem handling and escalation
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5.4.3Monitoring progress of each individual Work Package Once a Team Manager has been authorised to commence work on the product development the PMs primary responsibility is to monitor the status of the Work Package and the general status and progress of the stage against the planned objectives. The monitoring of each individual Work Package will provide the PM with the real data needed to perform regular progress assessments for the stage and to ascertain whether the plan is still in line with the forecasts to achieve the desired objectives for the stage. There are various ways in which the PM can monitor the status of a Work Package. The formality and frequency with which the PM will perform these tasks is dictated by the agreements made during the assignment of the Work Package. The PM can quickly assess the status of a product being developed by requesting to review its Configuration Record, which would have been updated to show the current status of the product. Also, the Quality Log can provide an indication of the status of a particular Work Package by documenting any quality checks (and results) that may have been performed on the products. As a minimum, the PM is kept informed by the Team Manager on the status of the work performed via the regular production of a Checkpoint Report. The Team Manager will send the Checkpoint Report to the PM at the frequency agreed in the Work Package. 5.4.4Developing products During product development, the Team Manager will be in charge of performing some management activities such as: Reporting regularly on progress Ensuring quality checks are carried out and results are communicated to the right roles and reported in the Quality Log Provide status information regarding the products life-cycle to those in charge of maintaining the Configuration Records Informing the PM of any Technical Issues/Risks which might impact the Work Package Delivery and that are outside the scope of the Team Manager knowledge The main recommended activities within these sub-processes are: Gather progress information from the Checkpoint Report (PM) Update the Issue Log and Risk Log where necessary (PM) Update the Stage Plan with actual data and adjust Forecasts (PM) Review the Work Package for development procedures or standard to be applied (TM) Report Checkpoints to the PM at the agreed frequency (TM) Escalate Issues and Risks to the PM where outside delegated authority (TM) Update relevant product documentation (Quality Log, Configuration Records) (PM and/or TM)
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Further to these main activities the PM and the Team Manager are encouraged to:
Check for outstanding work to be done and calculate new effort estimates
Review the Team Plan with the TM to assess continuous viability
Check Quality Log for quality checks results
Follow the Work Package development procedure and make sure any relevant standards are applied (as documented in the Work Package) Develop the products according to their quality criteria as described in the Product Descriptions Review the Conguration Record for the products and conrm the status is coherent with the planned forecast
5.4.5Reporting Progress to the Project Board This is a good point at which the PM should stop and have a general review of the entire stage. By gathering information from the Checkpoint Reports and all the finished Work Packages, she/ he can ascertain whether the performance of the stage has kept in line with the planned objectives. Also at this time, the PM will perform a general Stage Status Assessment in order to compile the Progress Report to be sent to the Project Board, as documented in the Communication Plan. By following the Management by Exception principle, the PM does not need constantly to seek advice and authorisations within a stage, but instead she/he is given delegated authority, within set tolerances (which equates to the Stage Tolerances) to make decision without the need for Project Board intervention. Nonetheless the Project Board must be kept informed in order that they can compare actual achievements at stage level with those planned at Project Level. 5.4.6Delivering completed Work Packages to the PM Once the work has been completed on a Work Package the Team Manager will deliver it to the PM who will make sure that the development requirements have been met before the Work Package can be formally accepted. Also at this point the PM will reassess the progress of the stage by updating the Stage Plan with actual data and by re-calculating the forecasts for the remainder of the stage. The main recommended activities within these sub-processes are: Review progress for the stage (PM)
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Revise the Risk and Issue Logs where necessary (PM) Update the current Stage Plan (PM) Review identified Lessons (PM) Send Progress Report to the Project Board (PM) Review the Quality Register and the Work Package to make sure all activities have been carried out (TM) Review the Work Package for hand-over procedures (TM) Further to these main activities the PM and the Team Manager are encouraged to:
Collect information from all the Checkpoint reports received, Issue, Risk and quality Log, Lessons report and Conguration records covering the report scope Report on any corrective actions undertaken during the stage so far
Review previous Progress Reports and create current ones Make sure the hand-over procedures are adhered to as per work package instructions and that the necessary acceptance records are maintained Update all relevant documentation to reect the completion of the Work Package Make sure all interested parties identied in the Communication Plan receive the adequate level of information required
5.4.7Take action to deal with Issues and Risks As mentioned at the beginning of this chapter, the project environment is often subject to a high number of unexpected events, which may have an impact on the outcome of the project. Sometimes these events are identified prior to their occurrence and treated as risks through a structured Risk Management Procedure, as described in chapter 4. Other events, for which the occurrence has not been forecasted or avoided, will be treated and dealt with using the Issue and Change Management Procedure, also described in chapter 4. Most of these occurrences will take place or require a possible intervention during a management (or delivery) stage. It is the PMs responsibility to be prepared for any such event and to counteract/mitigate the impact in order to keep the project on track for the delivery of its outputs within the agreed objectives of Timescales, Cost, Quality, Scope, Benefit, Risk and Sustainability. Although it is the PMs responsibility to ensure that Issues and Risks are managed, they will be assisted by other stakeholders in the identification and resolution of any event which may impact any part of the Project. In fact anybody, from the Team members working with the Team Managers to the external corporate stakeholders, is encouraged to raise any potential threat, opportunity or problem to the PM as early as possible and to help with the monitoring and resolution of such events. The main recommended activities within this sub-process are:
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Ascertain the type of event (issue/risk) Assess the Probability/Priority, Impact and status of the event Look for possible counter-measures to be taken Assess the overall impact of the event on the project objectives and plans For events with impacts which deviate from any of the assigned tolerances escalate using the Exception procedure Plan and propose corrective actions Implement the corrective actions once a decision has been taken Further to these main activities the PM is encouraged to:
Use the Risk & Issue Management procedure to deal with formal Issues and Risks Review the Risk & Issue Management Plan for instructions regarding the procedure to be applied Should corrective actions be needed, assess the impact of the event to ascertain whether escalation is needed Find and propose solutions to the Project Board for events requiring the Exception Procedure to be followed Assess any escalated issues or risks impact against the Project Plan and the Business Case If no escalation is required take the corrective action and update all documentation as necessary Once any corrective actions have been taken update all relevant documentation to reect any changes For corrective actions requiring a new work package to be created, proceed to Assigning a Work Package Update product descriptions or conguration records to reect any changes to a product status description
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5.5Project Closure
Whether because they reached their planned end, or whether they have been closed prematurely, projects are always temporary in nature and for this reason the PM must make sure a controlled and structured closure takes place before the Project Board is sent the request to officially declare the project closed. Project closure activities cover a range of tasks, both from a management and a delivery point of view. As part of the final delivery stage the closing activities will need to be planned within the last stages plan. Any resourcing requirement for this last stage should be sought at the time of requesting authorisation for the final delivery stage (within the Stage Definition and Planning process). The core objective of this process is to provide a fixed and controlled point where: Products are handed-over to the appropriate interested parties, customer acceptance is confirmed and achievement of the Project objectives and any already achieved benefits can be confirmed The Projects performance is assessed and Project Closure can be requested Within the PM4ESD approach model the closing activities must also ensure that the Sustainability objectives have been met and that actions and responsibilities are in place to continuously monitor the post-project impact throughout the products life span. This means making sure that together with the Benefit Review Plan, arrangements have been made to perform post project activities such as those described in the Corporate or Programmes Benefit Realisation Plan and that any policies governing the Sustainability aspects of the projects are in place and are being monitored/ maintained by the appropriate bodies. Post-project actions aimed at confirming and achieving long term strategic benefits and sustainability are part of the higher corporate/ programme blue print and will be approached in chapter 6. 5.5.1Prepare Project Closure and Hand-Over Products Before a project can be closed the PM must make sure the objectives have been met and all expected results have been achieved. At the same time, all the project documentation must be reviewed and updated with the latest data in order to provide a complete assessment of the project performance. At the same time, any actions or recommendation that will be applicable after the project is closed must be identified and the appropriate documentation prepared, while all other project documents are closed and archived for audit purposes. If the closure is a planned one the PM must also prepare for a controlled and formal hand-over of the products to the clients/stakeholders and must ensure that any relevant maintenance and operational agreements are in place. This hand-over to the operational environment must take place before the Project Board can officially declare the Project closed.
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In the case of a premature project closure, there might not be any products to be handed-over or the scope of what is being delivered might be significantly different from that originally planned. Nevertheless the PM must ensure that any agreements regarding the transfer of ownership for those products that have been created are adhered to. Together with the hand-over of the projects product(s) the PM must make sure that plans for the review of the expected benefits are in place and updated with the latest data, as these plans will also be handed over to those responsible for putting the Benefit Realisation Plan in place. The main recommended activities within these sub-process are: Update the Project Plan and any relevant PID documentations with actual data Review the Issue and Risks Log for possible threats to the Hand-over Confirm the status of the products prior to the hand-over activity Confirm the products have met the Acceptance Criteria Inform all interested parties the project is being closed Update the Benefit Review plan and Benefits Realisation Plan Confirm Hand-over procedures are in place Seek customer acceptance for the project products Further to these main activities the PM is encouraged to:
In case of a premature closure update the Issue log with information regarding the causes for the closure Check the Product description for details of the acceptance criteria to be conrmed prior to seeing customer acceptance of the products Make sure all maintenance and operational arrangements are in place prior to handing over products Ensure the Project Management team and all interested parties are informed of the approaching closure Ensure the benet realisation plan is in place and update the Benet Review plan to reect any already achieved benets and any residual ones Ensure all issues and risks still susceptible of impacting the project's products are passed onto the relevant responsible people Where required make sure any service agreements are in place between the operational and maintenance environment prior to handing over the products Conrm Acceptance of the project's Products with the customer and obtain formal acceptance records
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5.5.2Evaluate the Project and Request Project Closure The project performance must be assessed to ascertain to what extent the management activities have resulted in a successful (or unsuccessful) outcome. Experiences gained and lessons recorded during the project will provide data for this assessment. For the continuing improvement of the organisation and the benefit of future projects the lessons learned must be suitably recorded, disseminated and made accessible for future use. One of the simplest ways for the PM to perform an end project assessment is to analyse the projects actual performance against the planned objectives. By comparing various versions of the PID and plans the PM can provide summary of the performance of the project. This will include an assessment of the metrics used to measure the success of the project. Once this evaluation has been carried out the PM will send all necessary documentation to the Project Board requesting an official closure of the Project. PM4ESD recommends the following activities: Review the original PID and compare it with the most up-todate version. Prepare the End Project Report and include an assessment of project performance. Archive all the project documentation to allow for future Audits. Create a Lessons Learned Report for inclusion in the End Project Report. Notify the Project Management Team of project closure. Request Formal Closure from the Project Board Further to these main activities the PM is encouraged to:
Provide a PM summary of the project performance Provide an assessment of the results achieved and the benets situation compared to what forecasted in the Business Case Provide an assessment of the project performance against its Timescales, Cost, Scope, Quality, Risk and Benet objectives Provide an assessment of which activities were successful and what need improvement for inclusion in the lessons report Close all open issues and risks and transfer any planned responses as Follow on Actions Provide a review and assessment of the Project Management Team performance and of the projects products Provide data regarding any calculations made to assess the overall project and team performance. Provide an assessment regarding the effective use of the standard approach model and any suggestions regarding possible tailoring for future projects Requests Project Board approval and where necessary Corporate/Programme management approval for Project Closure
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6Reviewing Benefits
of PM4ESD Projects
6 / Reviewing Benefits of PM4ESD Projects
6.1Introduction
When the project is finalised, the results are delivered. For example, the cultural event has taken place, the tourist infrastructure is in place, and new signposts have been made for a historic pathway through an old town. However the benefits often have to be verified after the project has been closed. Do visitors return to the next cultural event? Or is the tourism infrastructure being used by the tourists and is it bringing enough funds? Are visitors of an old town following the signposts and enjoying the cultural heritage of the town more? While focus during the projects is aimed at delivering the products, it is of crucial importance to make sure that the project delivers benefits, mostly after the project has been closed. It happens often that projects deliver their results but benefits are not obtained until after the project. In PM4ESD projects we focus on projects which have a long term impact. In project terms: projects deliver benefits not only in the short term but also the long term. The question: Is the tourism infrastructure sustainable? can be rephrased in project terms as: Does the tourism infrastructure deliver benefits on the long term to its environment? It is therefore of crucial importance that benefits are managed before, during and after the project, especially in PM4ESD projects. In order to make sure that benefits are also managed after a project, we need to make sure certain actions are undertaken during the project. The Vesevo case study is also an example of a project where outputs were realised but not all benefits were obtained during and after the project. This chapter will provide guidance on how to manage the benefits of PM4ESD projects during and after the project. Benefit Management goes beyond the end of the project and therefore guidance on Programme Management can assist us in managing benefits better1.
This chapter is based on Managing Successful Programmes(MSP) methodology.
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6.2Benefit Realisation Management

6.2.1Introduction: From Outputs to Benefits
Project Output
Business Change
Intermediate Benet
End Benet
Strategic Objective
In defining benefits, a distinction is made between project outputs, outcomes and benefits. Outputs are the clear results, the products of the project: the new hotel, the renewed national park etc. Outcomes represent the new capability which is created by these outputs: extra hotel capacity in town, a National Park which can now receive new target groups of tourists. Benefits are the measurable improvement made to the environment, for instance extra tourists bring extra income, which creates extra jobs. In the scheme below an example is provided for the Vesevo project.
Project Vesevo Project Output New tourist itineraries around the Vesevo area Outcome Capacity to attract more tourists who are interested in intangible heritage Benefit Increased number of visitors to the municipalities around the Vesevo park
6.2.2Benefits in PM4ESD PM4ESD projects usually deliver a wide variety of benefits (environmental, economical, and social). These benefits are often hard to measure. However it is strongly advised to translate benefits
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to measurable terms. Some examples are given below of how benefits can be translated to measurable terms.
Benefits Increased economical welfare in a tourism region Measurement Unemployment rate Number of jobs created number of visitors per year Average budget spent per visitor Data for measurement Economic statistics Number of registered unemployed residents Market research data about incoming tourists and their expenditure
It has to be noted that the measurement of benefits cannot always be done based on available data. Sometimes new data needs to be obtained through new research. The improvement of the image of a business or area can often only be measured by doing interviews with members of the population. Disbenefits Each project may have disbenefits as a result of the outputs. Disbenefits can be seen as negative side effects of a project. Traditionally many tourist projects resulted in major disbenefits such as a new tourist resort causes the loss of local cultural values and traditions of the region or the negative impact at nature reserves due to an overload of tourist visitors. PM4ESD seeks to minimise these disbenefits. Therefore disbenefits should also be managed and measured during and after a project. The effect of disbenefits may grow during a project and lead to its cancellation. Benefits Maps and Profiles Projects have various outputs resulting in new outcomes resulting in various benefits. Some benefits lead to other benefits: more visitors to a tourist area lead to more income for the local shops which may lead to more jobs in the shops. We can qualify benefits as intermediate benefits and end benefits. You can recognise end benefits as they are directly linked to the strategic objective of the project (or the programme). More employment in the region for instance is directly linked to the strategic objective to regenerate the local economy. Benefits Map Benefits Maps are particularly important because they show the link between the various benefits. Typically only end benefits are managed, measured and monitored.
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Project Output
Business Change
Intermediate Benet
End Benet
Strategic Objective
In making a Benefits Map ideally write down the strategic objectives on the right side and then work from right to left filling in the benefits ultimately linking to the project outputs. Benefit Profile A Benefit Profile describes a benefit clearly, its interdependencies, its description and its value for the project. The purpose is to provide an overview of the benefit and a basis for the management and realisation of the benefit. Once the Benefits Map is created, the benefit profiles can be produced. Typically the Benefit Profile would describe the following elements: Description of the benefit What strategic objective does it support? Against which values will the benefits be assessed and recorded? (for example: money, number of visitors, number of jobs, CO2 reduction etc) What is the current value of the benefit and what future value is anticipated? Outputs required for the benefit to be realised Dependency to other benefits Benefit Owner (see Benefit responsibilities section) Which stakeholders this benefit will effect How the benefit will be measured It is recommended that a Benefit Profile will be created for each end-benefit. Benefits Realisation Plan Just as a project needs to be planned using a Project Plan, the realisation of benefits should also be planned. Typically the length of the Benefits Realisation Plan is longer than the project itself, as often benefits are realised long after the project has been closed. The Benefits Realisation Plan is not just an estimation of future values of benefits identified. It also schedules points at which benefits will be measured (benefits reviews) and when measurements will be reported. Therefore the Benefits Realisation Plan forms the basis of the planning of Benefit Reviews. Benefits reviews may start during a project in the case where there are benefits identified which will be partly realised during the project. The Benefits Realisation Plan may be integrated with the project plan during the project lifetime. Typically a Benefits Realisation Plan would incorporate the following elements:
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Schedule of when each benefit will be realised (and to what value) A plan of Benefit Reviews during and after the project Details on how, with whom and by whom, Benefit Reviews will be organised
Estimating future values of a benefit may prove to be difficult, especially in the PM4ESD environment. It is a known risk that benefits are overestimated initially in order to convince authorities of the funding need for a project. It is important that a benefit is measurable and the measure with a realistic target is described in the Benefit Profile. It is also vital that stakeholders agree on the way to measure the benefits. The Benefits Map, the benefits profiles and the Benefits Realisation Plan should be developed in parallel with the Business Case of the project. In this sense these documents provide inputs for the Business Case which should compare the value of benefits with costs to justify the project. Recommended actions The activities related to benefits management start at the first step in the Projects Life Cycle and need attention throughout the project and beyond into the post-project period. A number of actions are recommended during the various steps of the Project Life Cycle which are outlined in the following diagram:
Projects life cycle step Recommended actions Create Benefits Map Create benefits profiles of end-benefits Create Benefits Realisation Plan Agree start values of benefits Assign Benefit Owners Prepare for benefit measurements Benefit measurements Perform Benefit Reviews Report on progress of benefit values at stage ends Agree updated Benefits Realisation Plan with Benefit Owners Handover responsibilities for Benefits Realisation Plan including reviews, and benefits profiles Measure benefits Organise Benefit Reviews Report results of benefits reviews Responsible Project Manager/ Benefit Owners
Project Initiation
Stage Control and Product Delivery
Project Manager/ Benefit Owners
Project Closure
Project Manager/ Benefit Owners
Post Project
Executive or stakeholder/ Benefit Owners
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6.2.3Benefit Responsibilities One of the causes for ineffective benefits management in practice is the lack of clear responsibilities in this respect. Assigning benefits management responsibilities can be challenging because this activity continues after the project. In PM4ESD projects, in particular, where projects are often financed by public funds, the project can be over-focused on the deliverable of the project. This is a logical result of the funds being released when the result is produced and not necessarily when the benefit is produced. Another factor in PM4ESD is that there are often many different stakeholders - tourists, residents, private companies, national government. Each of these stakeholders may have a different focus on the benefits of the project. Residents may be most interested in more local employment while the national government may be more interested in making a region more independent by having more economic sources (such as tourism). Benefit Owner While the Project Manager is responsible for delivery of the outputs of the project within the pre-set 6+1 variables (see chapter 3) someone needs to be assigned to look after each benefit to ensure it is realised: - the Benefit Owner. There can be one individual owning many or all benefits but in PM4ESD it is more likely that there will be more than one Benefit Owner. The Benefit Owner looks after the measurements of the benefit and ideally is assigned during the Initiation of the project. Usually the Benefit Owner will come from the area where the benefit impacts most. If the benefit is an increase in the number of tourist visitors to a town it may be the Director of the Tourist office who typically has insights into the number of visitors to the town and would be best placed to own this benefit. Benefit Owners do not have to be part of the Project Team but do play a role which is increasingly important towards the end of the project. Typical responsibilities of the Benefit Owner will be: Own the Benefit Profile Provide input for the Benefits Realisation Plan Manage benefits measurements Organise Benefit Reviews Report on progress of benefits realisation
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7Annexes
Tourism Criteria
7.1The Partnership for Global Sustainable

Working together for the universal adoption of sustainable tourism principles
Global Sustainable Tourism Criteria Preamble Sustainable tourism is on the rise: consumer demand is growing, travel industry suppliers are developing new green programs, and governments are creating new policies to encourage sustainable practices in tourism. But what does sustainable tourism really mean? How can it be measured and credibly demonstrated, in order to build consumer confidence, promote efficiency, and fight false claims? The Global Sustainable Tourism Criteria are an effort to come to a common understanding of sustainable tourism, and will be the minimum that any tourism business should aspire to reach. They are organized around four main themes: effective sustainability planning; maximizing social and economic benefits for the local community; enhancing cultural heritage; and reducing negative impacts to the environment. Although the criteria are initially intended for use by the accommodation and tour operation sectors, they have applicability to the entire tourism industry. The criteria are part of the response of the tourism community to the global challenges of the United Nations Millennium Development Goals. Poverty alleviation and environmental sustainability including climate change are the main cross-cutting issues that are addressed through the criteria. Beginning in 2007, a coalition of 27 organizations the Partnership for Global Sustainable Tourism Criteria came together to develop the criteria. Since then, they have reached out to close to 100,000 tourism stakeholders, analysed more than 4,500 criteria from more than 60 existing certification and other voluntary sets of criteria, and received comments from over 1500 individuals. The Sustainable Tourism Criteria have been developed in accordance with the ISEAL Code of Best Practice, and as such will undergo consultation and receive input every two years until feedback is no longer provided or unique. Some of the expected uses of the criteria include the following: Serve as basic guidelines for businesses of all sizes to become more sustainable, and help businesses choose sustainable tourism programs that fulfil these global criteria; Serve as guidance for travel agencies in choosing suppliers and sustainable tourism programs; Help consumers identify sound sustainable tourism programs and businesses; Serve as a common denominator for information media to recognize sustainable tourism providers; Help certification and other voluntary programs ensure that their standards meet a broadly-accepted baseline;
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Offer governmental, non-governmental, and private sector programs a starting point for developing sustainable tourism requirements; and Serve as basic guidelines for education and training bodies, such as hotel schools and universities. The criteria indicate what should be done, not how to do it or whether the goal has been achieved. This role is fulfilled by performance indicators, associated educational materials, and access to tools for implementation, all of which are an indispensable complement to the Global Sustainable Tourism Criteria. The Partnership conceives the Global Sustainable Tourism Criteria as the beginning of a process to make sustainability the standard practice in all forms of tourism.
Global Sustainable Tourism Criteria
A. Demonstrate effective sustainable management. A1 The company has implemented a long-term sustainability management system that is suitable to its reality and scale, and that considers environmental, sociocultural, quality, health, and safety issues. A2 The company is in compliance with all relevant international or local legislation and regulations (including, among others, health, safety, labor, and environmental aspects). A3 All personnel receive periodic training regarding their role in the management of environmental, sociocultural, health, and safety practices. A4 Customer satisfaction is measured and corrective action taken where appropriate. A5 Promotional materials are accurate and complete and do not promise more than can be delivered by the business. A6 Design and construction of buildings and infrastructure: A.6.1 Comply with local zoning and protected or heritage area requirements; A.6.2 Respect the natural or cultural heritage surroundings in siting, design, impact assessment, and land rights and acquisition; A.6.3 Use locally appropriate principles of sustainable construction; A.6.4 Provide access for persons with special needs. A7 Information about and interpretation of the natural surroundings, local culture, and cultural heritage is provided to customers, as well as explaining appropriate behaviour while visiting natural areas, living cultures, and cultural heritage sites.
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B. Maximize social and economic benefits to the local community and minimize negative impacts. B1 The company actively supports initiatives for social and infrastructure community development including, among others, education, health, and sanitation. B2 Local residents are employed, including in management positions. Training is offered as necessary. B3 Local and fair-trade services and goods are purchased by the business, where available. B4 The company offers the means for local small entrepreneurs to develop and sell sustainable products that are based on the areas nature, history, and culture (including food and drink, crafts, performance arts, agricultural products, etc.). B5 A code of conduct for activities in indigenous and local communities has been developed, with the consent of and in collaboration with the community. B6 The company has implemented a policy against commercial exploitation, particularly of children and adolescents, including sexual exploitation. B7 The company is equitable in hiring women and local minorities, including in management positions, while restraining child labour. B8 The international or national legal protection of employees is respected, and employees are paid a living wage. B9 The activities of the company do not jeopardize the provision of basic services, such as water, energy, or sanitation, to neighbouring communities. C. Maximize benefits to cultural heritage and minimize negative impacts. C1 The company follows established guidelines or a code of behaviour for visits to culturally or historically sensitive sites, in order to minimize visitor impact and maximize enjoyment. C2 Historical and archeological artefacts are not sold, traded, or displayed, except as permitted by law. C3 The business contributes to the protection of local historical, archeological, culturally, and spiritually important properties and sites, and does not impede access to them by local residents. C4 The business uses elements of local art, architecture, or cultural heritage in its operations, design, decoration, food, or shops; while respecting the intellectual property rights of local communities.
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D. Maximize benefits to the environment and minimize negative impacts. D1 Conserving resources D.1.1 Purchasing policy favour environmentally friendly products for building materials, capital goods, food, and consumable. D.1.2 The purchase of disposable and consumable goods is measured, and the business actively seeks ways to reduce their use. D.1.3 Energy consumption should be measured, sources indicated, and measures to decrease overall consumption should be adopted, while encouraging the use of renewable energy. D.1.4 Water consumption should be measured, sources indicated, and measures to decrease overall consumption should be adopted. D2 Reducing pollution D.2.1 Greenhouse gas emissions from all sources controlled by the business are measured, and procedures are implemented to reduce and offset them as a way to achieve climate neutrality. D.2.2 Wastewater, including gray water, is treated effectively and reused where possible. D.2.3 A solid waste management plan is implemented, with quantitative goals to minimize waste that is not reused or recycled. D.2.4 The use of harmful substances, including pesticides, paints, swimming pool disinfectants, and cleaning materials, is minimized; substituted, when available, by innocuous products; and all chemical use is properly managed. D.2.5 The business implements practices to reduce pollution from noise, light, runoff, erosion, ozonedepleting compounds, and air and soil contaminants. D3 Conserving biodiversity, ecosystems, and landscapes D.3.1 Wildlife species are only harvested from the wild, consumed, displayed, sold, or internationally traded, as part of a regulated activity that ensures that their utilization is sustainable. D.3.2 No captive wildlife is held, except for properly regulated activities, and living specimens of protected wildlife species are only kept by those authorized and suitably equipped to house and care for them.
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D.3.3 The business uses native species for landscaping and restoration, and takes measures to avoid the introduction of invasive alien species. D.3.4 The business contributes to the support of biodiversity conservation, including supporting natural protected areas and areas of high biodiversity value. D.3.5 Interactions with wildlife must not produce adverse effects on the viability of populations in the wild; and any disturbance of natural ecosystems is minimized, rehabilitated, and there is a compensatory contribution to conservation management. From the Global Sustainable Tourism Council.
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Social Network as a vehicle to promote the intangible heritage around the Vesuvio National Park area
SCENARIO
The Project Social Network: the policy background The Structural Funds are the main European Union financial instruments to reduce regional, economic and social disparities. More than 2/3 of these funds are allocated to support the structural adjustment of regions lagging behind in their development (Objective 1). The European Commission approved, in agreement with Italy, on 1st August 2000, the Community Support Framework (CSF) for Objective 1 Italian Regions, which is the document containing data on the starting situation, strategies, priorities, specific objectives, financial plans and implementing conditions of these Regions. The action measures envisaged by the CSF have been co-financed by the Community Structural Funds together with national public and private financing. Within the CSF for the Objective 1 Italian regions, new tools aimed at involving the levels of Italian government closest to the people in the choices concerning the future development of their territories have been introduced: the Integrated Territorial Projects (ITPs). ITPs have been defined as "a set of consistent and closely connected inter - sectorial actions focused on achieving a common territorial development objective that justifies a unified approach to implementation. The CSF has been articulated into priority axesand implemented through Operational Programmes. The Operational Programme 2000 2006 for Campania Region defined Integrated Projects as the main instruments to achieve the growth objectives in order to guarantee a deep integration between different measures and to better allocate larger amounts of financial resources for specific areas or local systems.
7.2Vesevo Case Study: The Project
The Project Social Network as part of the Integrated Project Vesevo
Within the framework of the Regional Operational Programme Campania 2000-2006, the Integrated Project entitled "Vesevo" was approved in February 2003. The Vesevo Integrated Project included 70 initiatives focused on safeguarding and preserving the natural resources of the Vesuvio National Park. The overall funding was 73.3 million euros split into: European Community Funds of the Regional Operational Programme Campania 2000 - 2006 (50.3 million euros); national, regional and municipal resources (10 million euros); and private resources (13 million euros). The primary beneficiaries of the project have been the 577,000 citizens living in the 13 municipalities of the Vesuvio area. Several initiatives have been implemented to set up the
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Vesuvio National Park as a driving force for local development, strengthening the natural, social and economic resources of the Vesuvio area. Environmental activities have been planned to improve the access roads to the protected area (replacement of roads for motor vehicles with hiking trails, bicycle routes and horse riding circuits). Moreover, initiatives to improve the historic infrastructure found in the territory of the Park have been carried out. The project has also contributed to the promotion of traditional products, focusing mainly on crafts activities and small and medium-size enterprises in the sectors of tourist hospitality, food service and activities related to the management of the natural and historicalcultural heritage. As far as training is concerned, initiatives have been organized to enhance the skills of local operators (local development agents, park guides, welcome-service operators etc.). Moreover, environmental education initiatives have been offered to area residents through the organisation of seminars, theme events, open-air classrooms and informative publications.
The project Social Network
The Vesuvio National Park is located in the province of Naples (Campania Region) and extends for 8,482 hectares across the territory of 13 municipalities. The Park is the guardian of a rich cultural and folkloric patrimony, comprising religious celebrations, dances, songs and music which testify to the history of the people of Vesuvio. Despite this great potential for growth, this intangible heritage has always been far from being sufficiently exploited by tourist strategies. Most of the existing tourism initiatives have been focused solely on the volcanic complex without considering that the intangible heritage is an important vehicle for tourism development. For this reason, tourism flows tended to concentrate in time and in space. In order to promote the diversification of the supply of tourist services, and to maximize the benefits that tourism development related to intangible heritage could generate in the area, a specific initiative under the framework of the Integrated Project Vesevo has been developed: the project "Social Network". The main aim has beenthe creation ofasocialinformation network toqualify andcoordinate promotional activities of the Vesuvio National Park. At the same time, the quality of traditionaleventsof great cultural and historical value that take placein the municipalitiesof the Vesuvio area have been enhanced, thus increasing tourism flows. Through the Project Social Network the main attraction represented by the Vesuvio National Park has been linked to minor local attractions such as local festive events. New local cultural itineraries based on intangible heritage, music and on food & drink have been created and promoted. A new organization has been established to promote all these events within a unique framework. Moreover, the most important feast Festa delle Lucerne has started the procedure to be eligible within the UNESCO intangible list. The project has been committed by the Vesuvio National Park through a public tender and implemented by the consulting
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company SL & A. The total budget of the project has been of 130,000 euros and it has lasted 12 months. The initiative has brought economic, social and cultural benefits: it has raised awareness among local communities on the value of local feasts from a tourist point of view. It has increased the participation of tourists in local festive events,and it has extended the tourist season during the year. The table below shows the main benefits:
Benefits To create and promote new local cultural itineraries based on intangible heritage To raise awareness on the importance of local festive events as expressions of culture To increase the participation of tourists in local festive events To link the main attraction, the Vesuvio National Park, to minor local attractions represented by local festive events To extend the tourist season during the year Type Cultural, Social, Economic
Social, cultural
Cultural, Economic
Economic, Cultural, Social
Economic
To establish a stakeholder network to promote local festive events
Social, Economic
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Example of a Draft Business Case for the Vesevo Project

In the following example, the Draft Business Case for the Vesevo project is proposed. Before examining the content, the reader should note that projects developed by public, not for profit organizations or local, regional and national authorities, are characterized by a different business case context and concept. Such projects are normally subject to strict feasibility studies that produce a detailed Project Mandate, which is considered as a preauthorization for initiating the project. What normally follows is the definition of a Business Case not necessarily as part of the search for a valid business justification but instead as part of a request for tender that is sent to external suppliers.
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Project: Vesevo
Table of Contents: 1 Executive Summary 2 Reasons 3 Business Options 4 Expected Benefits 5 Forecasted Disbenefits 6 Timescales 7 Costs 8 Investment Appraisal 9 Major Risks
Page:
1. Executive Summary:
As part of a larger cultural heritage promotion programme, the Vesevo Project is aimed at promoting the existence of an important and intangible heritage which so far has not been exploited by the tourism industry to its full potential
2. Reasons:
There is a need for the development and promotion of good sustainable facilities and events aimed at promoting the Vesuvio National Park area and the neighbouring communities. The objectives are part of a larger programme and have been tailored to the promotion and communication, environmental protection and enhancement of cultural, anthropological, local traditions and typical products
3. Business Options:
Option 1 2 Do Nothing Create a new social and communication network Summary Continue with Business as Usual The various local authorities belonging to the Vesuvio area will have the possibility to better coordinate activities aimed at organizing and promoting cultural events with the objective of raising interest and awareness in the region As a result of a feasibility study this solution was selected and a request for tender was sent Choice
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4. Expected Benefits
Benefits Improved Communication for local events Current Status There are no guidelines for promoting events at the moment Expected Results Better and more efficient coordination among the local authorities impacted by the project leading to increased visibility and promotion of local heritage and folklore Raised interest in the historic value of the region and an increased number of tourists visiting the sites Infrastructures to be created with a sustainable impact on the local communities on the Vesuvio area as a whole
Raise awareness of the historic value of the Vesuvio area Promote good sustainable tourism practices
Currently no defined plan or promotional activity
No fixed or common guidelines are present across the region, making the monitoring, development and implementation of solutions very difficult No such a programme at the moment
Help with the transfer of historical knowledge
Allow for the exchange of historical knowledge among the local inhabitants of the Vesuvio National Park Area by making sure there is a steady and organised transference of knowledge from the old generations to the young ones. Implementation of such programmes in the local schools would also be beneficial to the local heritage being preserved Opportunity to plan in advance and in a more standardised way all the cultural events across the entire region. This more organized, less risky planning approach will also improve the organisational and operational activities carried out to deliver the events
Improved planning activities
Current yearly planning of local cultural events is proving difficult as there are no set procedures or standards amongst the local communities
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5. Forecasted Disbenefits
The use of newer tools and techniques related to the promotional activities, communication and knowledge sharing will at first prove difficult to roll out across different local realities which may not accept change as easily as forecasted. This expected delay has been taken into account during the analysis and definition of the projects Risks, Costs and Timescales objectives.
6. Timescales
Timescales can be represented by the use of a Grid, Gantt Chart or any other method
12 months forecasted duration divided in 4 stages as per project plan.
7. Costs
Outline the Project Costs (the Project Plan might help define these). The table provided below is for reference only
130,000.00 Euros Structural Funds At the moment there is no further information on the funding arrangements
8. Investment Appraisal
As a public funded project, the investment has been authorised at the feasibility study stage and the project has been assigned to a third party supplier. So far there has not been a detailed appraisal on the approach to be used in spending the projects budget nor calculations have been made in order to provide a Return on Investment (ROI) estimate on the realisation of benefits.
9. Major risks
Please refer to the Risk Log
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Vesevo Project Management Team

Following the PM4ESD Organisation structure for the Project Management Team, the following people were identified as primary internal stakeholders for the project and were appointed to the positions outlined in the graph below: Ugo Leone (Vesuvio National Park): Chairman. He has been in charge of the strategic aspects of the project. Giovanni Romano (Vesuvio National Park):Responsible for the Marketing and Promotion office. He has been involved in the definition of the requirements for the deliverables. He has taken the responsibility of ensuring that all quality criteria have been clearly defined and passed onto the correct roles. Stefano Landi (SL & A): Founder. He is an expert in local & regional marketing, local economic development, promotion and safeguard of local culture and heritage. He has participated in the past in the definition of the tourism and territorial strategies for many other Italian regions amongst which Lago di Garda area and Emilia Romagna. He has been asked to monitor and ensure the feasibility of many project proposals. Silvia Barbone (Jlag):Founder and Managing Director. She is an expert in the field of territorial, tourism and hospitality policy and strategic development. She has been asked to provide support and expertise in the planning and development of the guidelines and methodologies to be implemented during the project, aimed at the creation of an entity in charge of the Vesuvio National Parks cultural heritage and the Communication Centre for the same. She has many years of experience dealing with complex projects and as such she has been asked to develop a monitoring and control method for the Vesevo project. Michela Valentini (SL & A): CEO and Managing Director. She is an expert in the planning and delivery of solutions aimed at safeguarding the territory and promoting local cultural heritage and folklore. Her professional expertise revolves mainly around the research, consultancy and marketing sec-
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tors, specifically within the hospitality, tourism and environment framework as well as the local economy and industry protection. Daniela Pennini (SL & A): in charge of the human resources and administrative staff. She has been asked to coordinate all activities dealing with support, archive, maintenance of internal SL & A guidelines and contractual agreements, accountancy and all administrative aspects of the project aimed at ensuring coherence with the agreements and contracts in place. Lucia Cavaliere (SL &A): Junior consultant. She has been in charge of field research, data analysis and processing and she has collaborated in the organisation stage of the project. Nicola Marra de Scisciolo (Jlag): Expert graphic designer in multimedia products and services, his core activities cover the planning and development of software and online/offline packages dealing with communication, training, marketing and organisation. He is web-master for various elements of the online software solutions that he has developed for institutions and organisations around the territory. He has also created various multimedia products for them.
VESEVO PROJECT BOARD
Senior Users
Giovanni Romano Parco Nazionale del Vesuvio
Project Executive
Ugo Leone Parco Nazionale del Vesuvio
Senior Suppliers
Stefano Landi SL&A Silvia Barbone Jlag
LINES OF PROJECT ASSURANCE RESPONSABILITY
LINES OF AUTHORITY
Project Manager Project Assurance

Giovanni Romano Parco Nazionale del Vesuvio Michela Valentini SL&A
Project Support
Daniela Pennini SL&A
LINES OF ADVICE / SUPPORT Team Manager Research

Lucia Cavaliere SL&A
Finalisation
Lucia Cavaliere SL&A
Communication
Nicola Marra de Scisciolo Jlag
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Example of Risk Log and Issue Log for the Vesevo Project
At the start of the project there was no official procedure for monitoring risks, nor it was deemed necessary. This lack of Risk Management became apparent during the course of the project and to improve the situation the Daily Log was used to record risks, and meetings were held by the Project Management Team in order to discuss and find solutions for the risks that had been identified. Although this is viewed as a correct application of the PM4ESD tailoring principle, this should have been decided during the Initiation Stage. A more formal application of the model would have called for a Risk Log to be created at project inception and a formal procedure to be discussed and used by those involved in the project in order to identify any possible threats or opportunities which could have affected the project. This led to a pretty serious issue which impacted the timescale objective of the project, and that could have been identified as a risk early on and dealt with in a more efficient way. Below there is a summary of the issues and how the PM4ESD model would have approached their management: Six months after the start of the project, the Vesuvio National Park offices were closed due to a strike started by the employees of the old Cooperativa Vesuvio Natura e Lavoro. For this reason the activities related to the Vesuvio National Park offices could not be undertaken and the forecasts on whether the project was still in line with the agreed objectives could not be calculated. Therefore, it was not possible to establish the necessary agreements to plan and authorise the following activities as per Project Plan. As a consequence of this issue, the Project Team decided to stop the work until the Vesuvio National Park Offices would re-open, effectively causing a delay in the work compared to the original planned schedule; this in turn led to the project closure date being postponed. Following the Risk Management Procedure, the Project Team should have raised the possibility of industrial action as a Risk and communicated it to the Project Manager who would have then acted as per procedure:
Respond
Identify
RISK MANAGEMENT PROCEDURE
Control
Assess
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Identify Possible Industrial Action by employees of Cooperativa Vesuvio. Assess The Industrial Action would affect the capability of using the Vesuvio National Park offices, effectively delaying the delivery date of the stages products, this delay would impact the timescale objective at project level possibly requiring the intervention of the Project Board and the Stakeholders (Possibility of an Exception Situation if the likelihood increases). Likelihood of the risk occurring: High. Control Having assessed the possibility of pre-emptively moving the activities planned in the Vesuvio National Park elsewhere, the impact of the move resulted as being positive on the Timescale and Scope objectives but it proved to be unfeasible from a Costs/Benefits point of view. For this reason it was agreed that should the strike take place there will be contingencies allowing for the work to be delayed until the end of the industrial action and possibly also delaying the closing date for the Project. Respond The decision was to implement the solution as a reactive response only in case of risks materialisation into an issue. Category: Accept. Risk Log
Ref 1 Cooperativa Vesuvio Employees Industrial Action by employees of Cooperativa Vesuvio Natura e Lavoro Date Who? Cat. Risk Impact Timescales: High Costs: Low Scope: Low Benefit: Medium Sustainability: Low Quality: Low Probability Response Work to be delayed until the end of the industrial action and possibly also delaying the closing date for the Project Open / Closed
Social
High
Closed
..
Project Manager
Organisational
Change in the Board of the Vesuvio National Park
Timescales: High
High
This change is acceptable under current agreements
Open
Project Manager
Environmental Social
Natural disaster (eruption, earthquake)
Timescales: High delay and up to the cancellation of the project
Low
No suitable response due to the nature of the project. Contingency plans are in place at National Security level
Open
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Issue & Change Management Procedure
Rectify
Capture
ISSUE & CHANGE MANAGEMENT PROCEDURE
Decide
Assess
Capture Industrial action by the employees of the Cooperativa Vesuvio Natura e Lavoro has started. Assess Due to the offices being occupied following the industrial action, the Vesuvio National Park site was not accessible and the stages assessment and performance evaluation could not be carried out. Decide This had been identified as a risk during the stage. Rectify Work to be delayed until the end of the industrial action and Project Plan to reflect delay up to and including project closure activities. Issue Log
Ref A.1 Date . Raised PM Cat. Problem Issue Vesuvio National Park Offices not accessible due to industrial action by employees of Cooperativa Vesuvio Natura e Lavoro Impact Stage Plan: High Project Timescales: High Stage Costs: High Stage Scope: High Benefit: Low Sustainability: Low Quality: Low Priority High Response See Risk Log: Ref 1 Open / Closed Open
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Example of Product Based Planning for Vesevo Project

Due to its nature, the Vesevo project comprised of a vast array of different products to be delivered. These products would be both tangible and intangible in nature meaning that the project would also deliver capabilities and services to the stakeholders and the local communities that would empower the institution to realise the long term benefits planned. The Project has been divided into technical stages related to the nature of the milestones to be delivered. While this is different from the PM4ESD approach (Management Stages rather than Technical) it called into play the Product Based Planning technique for which we provide an example below:
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Product Breakdown Structure:

ReteSociale
Case Studies
Benchmarks
Desk Research
Promotional Materials
Information Materials
DirectMarketing
SalesSupport
Promotion events & Materials
Field Research Findings
MailingLists
TVChannelsList
PressReleases
Website
Promotional CompactDisc
Publicand Privatesector list
Schoolsand CouncilsList
Sponsorslist
Cultural Events
FeedbackForms
Disc
Booklet
Case
Design
Materials
Product Flow Diagram:

Promotion events & Materials Promotional Compact Disc Promotional Materials Disk
Booklet Materials
Website
Case Public and Private sector list Schools and Councils List Design
ReteSociale
Press Releases
DirectMarketing
MailingLists
Sponsors list
SalesSupport
Website
TV Channels List
Stages Definition (input to the project plan):

Stage 1 Field Research
Case Studies analysis Natural Parks analysis Seminar organization analysis List of Volcanic Parks in the World Event List Event Evaluation Form
Existing Museums and showrooms Traditional local event brochures Agreements and procedures for sponsoring local events
Stage 2 Improvement of the Collaborative relations and Information Protocols
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Guidelines for creating Vesuvian Local fairs packages
Stage 3 Yearly Planning
Feasibility study Event Lists Ranking of the Vesuvio area local events Draft Timetable for the Vesuvio National Park events Press Releases Local TV ad campaign Mailing Lists Website Promotional CD Events Brochures Sales and Marketing events
Stage 4 Event Organization
Evaluation and feedback for the Vesuvio National Park events Sponsorship request letter Presentation letter for future events Informative mailing to tourist agencies Feedback request Mailing to Schools and local Councils This approach only represents a draft example of the application (in this case formal but not exhaustive) of the Product Based Planning Technique proposed by PM4ESD. Note how the planning of the milestones and hence the stages are done by looking at the single component parts of the products hence assuring a focus on the quality of the deliverable and a much reduced risk of scope-creep.
Stage 5 Monitoring and Evaluation Phase
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Configuration Record for Vesevo Project

Draft n Final
p
SL & A Michela Valentini Giovanni Romano --------
Author: Owner: Client: Document Number:
Location: Revision:
Version Number
Vesuvio National Park/Projects/Vesevo/S15
Revision date
01/10
N/A
Previous revision date
Summary of Changes
Changes marked
None
None
Approvals:
Name
Signature
Title
Date of Issue
Version
Nicola Marra de Scisciolo Michela Valentini
TM PM
01/10 01/10
1 1
Distribution List:
Name
Title
Nicola Marra de Scisciolo Michela Valentini Giovanni Romano
TM (Communication) PM User (Vesuvio National Park
01/10 01/10
Date of Issue
Version
1 1
Quality Checked by:
SL & A (Daniela Pennini)
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PURPOSE:
A record of the information required about a product's status.
Table of Contents:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16
This record could cover the following topics:
Page: 2 2 3 3 3 3 3 3 3 3 3 4 4 4 4 4
Project identifier Type of product Product identifier Latest Version Number Product Description Description of the Life Cycle Steps Owner of the Product Person Working on the Product Date Allocated Library or Location where the Product is Stored Source Links to Related Products Status Copy Holders or Potential Users Cross Reference Project Issues Copy Reference Correspondence
1. PROJECT IDENTIFIER:
VESEVO Social Network S15
2. TYPE OF PRODUCT:
Promotional Material
3. PRODUCT IDENTIFIER:
CD01 Folklore CD
4. LATEST VERSION NUMBER:

CD01 Feasts and Songs of Vesuvio 1.0
5. PRODUCT DESCRIPTION:
PD-Vesevo-CD01 in: d:/VesuvioNationalPark/Projects/Vesevo/S15/Products
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6. DESCRIPTION OF THE LIFE CYCLE STEPS:

1) Concept, 2) Sampling, 3) Editing, 4) Quality Testing, 5) Marketing Material, 6) Launch
7. OWNER OF THE PRODUCT:

Vesuvio National Park
8. PERSON WORKING ON THE PRODUCT:

Nicola Marra de Scisciolo
9. DATE ALLOCATED:
01/10
10. LIBRARY OR LOCATION WHERE THE PRODUCT IS STORED:

d:/VesuvioNationalPark/Projects/Vesevo/S15/Products
11. SOURCE:
Ves-CD02 Case Front Label V.1.0, Ves-CD03 Disc Label, Ves-CD05 CD Booklet, Ves-CD06 CD Back Label
12. LINKS TO RELATED PRODUCTS:

N/A
13. STATUS:
Under Development, at stage 4 of the Product Lifecycle
14. COPY HOLDERS OR POTENTIAL USERS:

Nicola Marra de Scisciolo (TM Communication), Giovanni Romano (Assurance and Senior User), Michela Valentini (PM), SL & A (Daniela Pennini, Project Support)
15. CROSS REFERENCE PROJECT ISSUES:

Issue Log Ref CD01: songs requested as per product description are missing for lack of space
16. CROSS REFERENCE CORRESPONDENCE:

N/A
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QUALITY LOG For Vesevo Project

!
Ref. Num Staff Responsible / Role Product Identifier Product title Method of Quality Checking Planned Date
!
Actual Date
Result
Target Sign Off Date
Actual Sign Off Date
Quality Records
1 Promotio nal DVD Events Brochure CD Booklet CD Case CD Disc Label Local Music CD CD Case front Label CD Case back Label Ves-CD06 Stress test Spell Check, Proof read Spell Check, Proof Read, Marketability Assessment Nicola Marra de Scisciolo / Team Manager Communication SL&A / Project support SL&A / Project support Nicola Marra de Scisciolo / Team Manager Communication Visual Check To be played to a panel of Local Councilors Visual Check Michela Valentini / Project Manager Nicola Marra de Scisciolo / Team Manager Communication Visual Check Nicola Marra de Scisciolo / Team Manager Communication 9 Pre-screening to selected end-users panel Michela Valentini / Project Manager
Ves-CAL01
Events Calendar
Dates check, Spell Check, Marketability assessment
Nicola Marra de Scisciolo / Team Manager Communication
12/10
12/10
Passed. Suggestions were made to change the binding coils colour 18/10 20/10 Passed Accepted with reserve. Some minor graphic adjustments to be completed, contents are ok Postponed. Booklet will be tested once Issue CD01 has been closed 5/11 12/11 5/11 5/11 4/11 4/11 Passed
12/10
12/10
Acceptance Records folder Cal 01 18/10
Ves-DVD01
20/10
Acceptance Records folder DVD 01 5/11
Ves-BRO01
12/11
Acceptance Records folder Bro 01 5/11 5/11
4 5 Ves-CD04
Ves-CD05
TBC
4/11
Acceptance Records folder CD 05 Acceptance Records folder CD 04 5/11 12/11 Passed 5/11
Ves-CD03
4/11
Acceptance Records folder CD 03 18/10 20/10 Passed 18/10
Ves-CD01
TBC
Issue Log Ref CD01 5/11 12/11 Passed Postponed. Back Label will be tested once Issue CD01 has been closed since it needs to reflect the complete songs list 5/11 12/11 5/11
Ves-CD02
12/11
Acceptance Records folder CD 02
5/11
TBC
Acceptance Records folder CD 06
[Date]! [Version]!
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8Bibliography
Books
22 22 22 22 22
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Ryan, C. and Page, S. (2000), Tourism Management: Towards the New Millennium, Pergamon. Schnittsteller (2010), Mainstreaming corporate social responsibility among SMEs, available: http://csr.schnittsteller.de/uploads/media/Guide_CSR_Englisch.pdf UNWTO (2000), Sustainable Development of Tourism - A Compilation of Good Practices, available: http://www.e-unwto.org/content/x1121x/?p=27c305d4d7164cb4ba05f6b95878 UNWTO (2004), Indicators of Sustainable Development for Tourism Destinations: A Guidebook, available: http://www.e-unwto.org/content/x53g07/?p=c1a8815e60d44ea1b5e202bd79 UNWTO & UNEP (2005), Making Tourism More Sustainable: a guide for policy makers, available: http://www.unep.fr/shared/publications/pdf/DTIx0592xPA-TourismPolicyEN.pdf UNWTO (2010), Joining Forces, Collaborative Processes for Sustainable and Competitive Tourism, available: http://www.siimt.com/work/sites/siimt/resources/
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UNWTO (2011), Policy and Practice for Global Tourism, available: http://pub.unwto.org/ WebRoot/Store/Shops/Infoshop/4D93/3C61/DDD2/4F6C/8E4C/C0A8/0164/5C4F/110330_policy_ practice_global_tourism_excerpt.pdf Wray, M., Dredge, D., Cox, C., Buultjens, J., Hollick, M., Lee, D., Pearlman, M. and Lacroix, C. (2010), CRC for Sustainable Tourism, Pty Ltd. CSR Quest (2010), A multi dimensionalview of corporate responsibility, available: http://
www.csrquest.net/
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European Commission (2010), Survey on the attitudes of Europeans towards tourism: Analytical report, Wave 2. Flash Eurobarometer 291 The Gallup Organisation. IBM (2008), Attaining sustainable growth through corporate social responsibility, New York: IBM Corporation, available: http://www-935.ibm.com/services/au/gbs/pdf/csr_re.pdf IBM (2009), Leading a sustainable enterprise, New York: IBM Corporation, available:
ftp://public.dhe.ibm.com/common/ssi/ecm/en/gbe03226usen/GBE03226USEN.PDF
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scp/tourism/activities/taskforce/pdf/TF%20REPORT_FINAL.pdf
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fundingopportunities/projectmanagement/planning/exit.aspx
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This project has been funded with support from the European Commission. This publication [communication] reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

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PROJECT MANAGEMENT FOR EUROPEAN SUSTAINABLE DEVELOPMENT

Managing Tourism with Success

Project Management for European Sustainable Development

13 Acknowledgments 17 Acronyms 21 1Introduction

33 2Project Management and Sustainable Tourism

49 3The PM4ESD Approach

121 6Reviewing Benefits of PM4ESD Projects

Silvia Barbone, PM4ESD Coordinator

Christiane Dabdoub Nasser, Team Leader Euromed Heritage 4

Christiane Dabdoub Nasser

Silvia Barbone Jlag

PM4ESD international experts

Nicola Marra de Scisciolo Jlag

Municipality of Frigento (IT) Lead Partner

1.2The PM4ESD Model

1.3The PM4ESD Manual

and Sustainable Tourism

2 / Project Management and Sustainable Tourism

and the Sustainable Tourism Context

2.1The Importance of the Tourism Industry

2 / Project Management and Sustainable Tourism

2 / Project Management and Sustainable Tourism

Host Community Tourist Satisfaction

2 / Project Management and Sustainable Tourism

2.2Sustainable Tourism Principles and

The Golden Triangle

2 / Project Management and Sustainable Tourism

2 / Project Management and Sustainable Tourism

2 / Project Management and Sustainable Tourism

2 / Project Management and Sustainable Tourism

in the Tourism Sector

2.4The Project Life Cycle

2 / Project Management and Sustainable Tourism

The Project's Life Cycle

Stage Denition & Planning Stage Control Product Delivery

2 / Project Management and Sustainable Tourism

Council of the European Union

2 / Project Management and Sustainable Tourism

Type of document Recommendations on tourism and biodiversity

Institution World Tourism Organisation (UNWTO)

World Tourism Organisation (UNWTO)

2 / Project Management and Sustainable Tourism

Pre Project Stages

Project Framework Pre-Project

2.5The Management Context

National Governments Regional Governments Lobby

EU Workprogrammes Operational Programmes Operational Programmes Tourism Programmes

EU Institutions National Governments Regional Governments

3The PM4ESD Approach

3 / The PM4ESD Approach

3 / The PM4ESD Approach

Explanation of the 6+1 Variables

3 / The PM4ESD Approach

3 / The PM4ESD Approach

3 / The PM4ESD Approach

3 / The PM4ESD Approach

Best Practices and Principles for Projects

3.3Success Factors, Lessons Learned,

3 / The PM4ESD Approach

3 / The PM4ESD Approach

3 / The PM4ESD Approach

3 / The PM4ESD Approach