Project Synopsis

Project Title : Implementation of OPERA Enterprise Solution (For Hotels)

Name Roll No.

Program Center Code

: Ali Asger Bohra : 531010146

: : Master of Business Administration MBA 2527

Date of Submission :

25th June, 2011

Guided By

Mr.

Kuwait Education Center

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Fall 2010

A. Brief Overview
1.1 Introduction
The Property Management System is the Core Business System in a Hotel, performing the functions of single reservations, group reservations, guest check-in and check-out, guest invoices, group billing, guest requests, rate management and management reporting to help the hotelier make better business decisions. Hotel departments including front office, reservations, housekeeping, sales, accounting and maintenance rely on the property management system to look after the hotel guests and to perform their job on a daily basis. Each hotel must offer lodging, food and protection to their guest and assume a liability for guest property, provide a high standard of hygiene, cleanliness and sanitation and should confirm to the minimum requirements of the state regarding safe hotel construction such as height of building, municipal-by-laws, fire and safety standard so no. External systems such as Point of Sale in the Restaurant, Phone Systems, Movie Systems, On-line Booking and Global Distribution Systems tie into the "core business system", the Property Management System.

1.2 Objective & Scope

The Hotel Management System s objective is to provide a system to manage a hotel. Without automation the management of the hotel has become an unwieldy task. The end users day-to-day jobs of managing a hotel will be simplified by a considerable amount through the automated system. The system will be able to handle many services to take care of all customers in a quick manner. The system should be user appropriate, easy to use, provide easy recovery of errors and have an overall end user high subjective satisfaction. The software product to be implemented under this project is a Hotel Management System which called OPERA Property Management System (PMS), the world's most popular hotel management solution, with over 18,000 installations globally. OPERA PMS gives a reliable and robust system capable of scaling from a 10 room safari lodge to an 800 hotel chain across 10 countries. Rate management and forecasting tools help to capitalize on opportunities, whilst enhanced profile management lets exceed guest s expectations every time. Interactive dashboards and customizable reporting help keep track of how well property is running, whilst the integrated housekeeping, Accounts Receivable and Travel Agent commission modules give staff access to the information they need in real time.

Roll No.: 531010146

Project Synopsis

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Fall 2010

B. Company Profile - Hotel Missoni

Hotel Missoni Kuwait is a luxury lifestyle hotel in Kuwait's shopping and entertainment district of Salmiya. It is the second of several properties of a joint venture between the iconic Italian fashion house, Missoni and the Rezidor Hotel Group, following the successful opening of the 136-room Hotel Missoni Edinburgh in Scotland on 8 June 2009. The hotel will form the centerpiece of The Symphony, a 35 million KD (120+ million USD) mixed-use development incorporating the beige twenty-story hotel, a red twelve-story office tower, and a super-exclusive three-story shopping mall. The hotel will have a spectacular location on the famous Gulf Road on the Salmiya seafront, while the office component will border Salem Al Mubarak Street to the rear of the project, across the street from the American University of Kuwait. Salmiya is world-renowned for its shopping, dining and entertainment venues, and the Hotel Missoni Kuwait will offer its guests all of this through its excellent location. The hotel includes 169 stylish guest rooms including 63 suites (all with spectacular views of the Persian Gulf), the hotel's signature Cucina restaurant, Choco caf, Luna restaurant on the 18th floor, a 1,500 square metre Six Senses Spa with treatment rooms, a cutting-edge fitness facility yoga studio, separate ladies gym, sauna, steam room and a swimming pool overlooking the Persian Gulf. Additional facilities include a business center and several state-of-the-art conference rooms, as well as a spacious ballroom for large-scale events. All facilities are decorated with Missoni's signature design elements including lines, stripes, zig-zags and colors; even the swimming pool will be tiled in Missoni's stripes and colors.

Roll No.: 531010146

Project Synopsis

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Fall 2010

C. Implementation Methodology
OPERA enterprise software is a robust tool that has the power to transform business, but all those benefits can be undone by a poor implementation. For an implementation project to be successful, we need to have the right methodology, and it needs to be executed well. When implementing OPERA applications, we ll follow the Work Breakdown Strategy (WBS), which will help us to organize project work in hierarchy. This document will describe the work of Implementation Planning and Conversion.

IC - Implementation Planning and Conversion

Implementation Planning and Conversion

IC1
Implementation Planning

IC2
Conversion & Ongoing Support

IC3
PMS Program Office

IC4
Before/After Analysis-KPIs

IC5
Business Readiness Assessment

IC1.1 Implementation Plan

IC2.1 Production Environment & Security

IC4.1 Before Analysis KPIs

IC1.2 Cutover Business Continuity Plan IC1.3 Cutover Business Activity Adjustment

IC2.2 Master Data Loads & Cleanup

IC4.2 After Analysis KPIs

IC2.3 Data Loads & Cleanup

IC2.4 Post-Go Live Support

Roll No.: 531010146

Project Synopsis

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Fall 2010

1. Implementation Planning
1.1 Implementation Plan

The Implementation Plan contains (or directly references) the specific activities, actions and conditions required to implement PMS System. The Implementation Plan includes following: Business Preparation Operational and Data Preparation Communication Plan Business Continuity Plans Technical Preparation Technical Infrastructure Application Infrastructure Security Backup and Back out Plan Configuration and Data Migration Performance Measures Implementation Approval Assumptions Implementation Risk Planning Live Support System KPI Monitoring Application staffing Of Locations PMS and Systems Software Support Help Desk Procedures, Call Escalation Project Implementation Control Room Issue Severity Level Implementation Milestones Transition Plan Team Contact Information and Resource Schedule Data Transfer Requirements Data Migration Sequence Implementation Event Timing

1.2

Cutover Business Continuity Plans

Business Continuity Plans (BCP) are required for unplanned and planned outages to enable the business to continue to operate in the absence of supporting systems, and to recover after systems have been restored. Existing BCPs will be reviewed during DR2 and revisions and/or new BCPs will be identified. The objective of this WBS is to revise existing or develop new Business Continuity Plans (BCP) that will be used during the planned legacy systems outage and for the recovery once PMS is operational (i.e. the Cutover). At this time, the PMS Core Team is not expected to do the work but will need to provide coordination and support. It is also expected that these plans will serve (with minor modifications) as Business Continuity Plans for unplanned outages of PMS in the future.

Roll No.: 531010146

Project Synopsis

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Fall 2010

1.3

Cutover Business Activity Adjustments

Most areas of the business will be affected by the systems outage during Cutover and will utilize the Business Continuity Plans to operate during the outage and recover once the PMS systems are operational. This will necessitate some adjustments to business operations in advance of Cutover and also provides opportunities to make additional adjustments to ease the process and minimize the risks during Cutover. The PMS Core Team has already considered many of the adjustments; however, it will be critical to involve the business units who will actually make the adjustments and execute the Business Continuity Plans. A Task Force, led by an Executive and supported by the PMS Team is envisaged to establish the guidelines and coordinate the business activity adjustments. Much of the coordination will require interactions with other business units and the PMS Implementation and Cutover activities. Further, these should also be coordinated with the Cutover Business Continuity Plans, Organizational Change Management, Communications and related PMS activities.

2. Conversion & Ongoing Support

This WBS grouping includes the work involved in getting the systems and data ready for Go Live and the support of PMS System after Go Live.

2.1

Production Environment & Security

The IT Department will build and validate the production environment for PMS systems, data and security in advance of Go Live.

2.2

Master Data Loads & Cleanup

This WBS is concerned with the data loads of the 11-Master Data Tables, most of which need to be loaded and validated before other data loads can take place. As such it is a critical step in the 2-minute drill leading up to Go Live and is expected to start approximately 5-weeks prior to Cutover. It is expected that Power Users and/or other people from the business will be involved with the final validation, and clean-up of these data loads. Further, MD Dual Maintenance (in both the old legacy and new PMS environments) will start concurrently with the MD Loads and Cleanup.

2.3

Data Loads & Cleanup

Manual and automated data conversions, data loads, data verification and purification will begin at least five weeks in advance of Go Live. Dual maintenance (i.e. in the legacy and new PMS systems) will be required until Go Live and must be closely coordinated with other data conversion activities. Most of the data loads depend on the MD Tables being loaded and validated before they can begin. Also, some data loads such as inventory are very large and may take up to 3-days. Additionally, a significant amount of data conversion and loads will take place over the weekend just before Go Live. Overall, data conversion is significant and some time is allowed for a few minor restarts should problems be encountered. Major problems requiring restarts could delay Go Live.

2.4

Post-Go Live Support

The need for Post-Go Live Support by the Core Team, Power Users and others is expected for some time and will start a few days before Cutover weekend. MD support will begin 6- 7 weeks before Go Live when the MD workflows are rolled out for legacy and Dual Maintenance begins.

Roll No.: 531010146

Project Synopsis

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Fall 2010

The intensity of the support required is expected to peak immediately and should decrease as the organization learns how to use the new PMS System systems, business processes and best practices; however, this is expected to take at least three months and perhaps longer before steady state operations are achieved. The PMS Support Team will likely have the primary support role in the early days but will need to work closely with the Help Desk, which will assume the role of primary interface after an appropriate transition. The Support Team will need to be based in all three locations with excellent telephone and computer communications. Further, it is envisioned that there will be a PMS System Operations Control Centre (OCC) established in advance of Go Live and thereafter for up to three months. Senior management will be expected to be present in the OCC daily for some time after Go Live. The purpose of this WBS is to develop and execute Post-Go Live Support Plan including the acquisition and deployment of appropriate facilities, support equipment, communications, etc. as well as the management of the resources. Elements of the Post-Go Live Support should be retained and incorporated into the ongoing management of PMS systems, which is the subject of PMS Program Office.

3. PMS Program Office

The PMS Program Office is envisioned to be an on-going part of the XYZ organization that manages all aspects (technical and business) of PMS systems, data and business processes. The entire organization (the enterprise), business units and decentralized work groups will be the users; however, they will require a centralized, enterprise -wide group to properly operate, maintain and enhance the PMS systems, data and business processes. The purpose of this WBS is to define, plan and establish the enterprise -wide group including: functions, roles and responsibilities; governance; organizational structure; supporting systems, procedures and guidelines; and, related aspects of this new function. For purposes of the WBS, the new function is called the PMS Program Office and is modeled after other enterprise PMOs. The EPO is expected to be operational shortly after Go Live and take over from The PMS Implementation Project, which then concludes. At present, the scope of PO Work will involve: Master Data Management and Security Reporting PMS, Business Intelligence Data Warehouse, ad hoc reporting Business Processes and best practices Internal and External Audit relationships with PMS systems and data Kaizen and Six Sigma initiatives to make continuous improvements to PMS Strategic and tactical systems planning for XYZ Managing Issues, Change Requests and new Releases Regression Testing Management or Coordination of IT Department and external vendor work Secondary Help Desk Support Functional, Business Process, Subject Matter Expertise, etc. support and troubleshooting Monitoring, reporting and continuous improvement of PMS service levels and KPIs PMS Sustainable Training (e.g. CBT) and Documentation Additionally, the technical aspects of scope of Related IT Department Work include: Maintenance (including business analysis, programming, management, etc.) of PMS systems Minor enhancements to PMS systems Electronic Software Updates (ESUs), tools releases and other PMS systems upgrades Roll No.: 531010146 Project Synopsis 7 | P a g e of 11

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Fall 2010

New modules, enhancements or system interfaces to PMS Primary Help Desk support, troubleshooting and problem resolution Technology Infrastructure Operations, Tuning, Security, Back-up/Restore, Disaster Recovery PMS Software and related Vendor Relationship Management

4. Before/After Analysis-KPIs
The Before and After analysis of key performance indicators (KPIs) will be used to help determine and realize the benefits and operational improvements that have resulted from The PMS Implementation Project. It is envisioned that some of the KPIs can be extracted from the Balanced Scorecard processes but that others will need to be collected manually or by separate processes. The analyses should also include provisions for quantitative, qualitative and subjective KPIs. The Before Analysis should be scheduled before the business starts to make adjustments in activity volumes in preparation for Go Live approximately 4-6 weeks before Go Live. The After Analysis should be scheduled for once the new systems have reached steady-state operations approximately 3-months after Go Live. The purpose of this WBS is to plan and execute the before and after (Go Live) analyses of the KPIs, including appropriate reports/presentations to the ESC and others on the results.

4.1 4.2

Before Analysis KPIs After Analysis KPIs

5. Business Readiness Assessment

The Business Readiness Assessment is the due diligence required to proceed (or not) with full implementation of PMS System. It is conducted after the beginning of the B work, which overlaps with the completion of the A work. The results of the Business Readiness Assessment are used to make a Go/No-Go decision to proceed with Go Live. In order to have a Go decision: the Core Team, Power Users, Executive and Key Stakeholders must be in general agreement. There are significant consequences and commitments to either a Go or No Go Decision: Go Decision A Go Decision means that there are no unacceptable risks or outstanding issues critical to successful implementation. It also means the organization must swiftly ramp-up its resources and adopt a high priority commitment to a successful Go Live implementation this time period after the Go decision and before Go Live is sometimes referred to as the Two Minute Drill . The PMS Project Team is expected to be 25+ people and another 40+ people will receive training. During this intense period of time (about 6-8 weeks before and after Go Live) the primary focus of the entire organization should be on The PMS Implementation Project Implementation, and there will be very little tolerance for changes, delays or other non-PMS work. If anything happens (e.g. risk events or planned work that did not occur) that delays the implementation, it is very likely that PMS implementation must be stopped completely and restarted from the beginning of the Business Readiness Assessment. No Go Decision A No Go Decision means there are one or more unacceptable risks or outstanding issues that need to be resolved. The subsequent delay for PMS while the reasons for the decision are remedied could also include a Roll No.: 531010146 Project Synopsis 8 | P a g e of 11

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Fall 2010

repeat of some or all aspects of the Business Readiness Assessment. Further, an overall delay of more than a few days could change or introduce new implementation risks (e.g. conflicts with busy season) that in turn could delay implementation for months. The readiness assessment will address the following subjects, most of which are addressed in separate WBS activities, have reached a status of ready, substantially complete or are otherwise expected to be ready in time with a high degree of confidence: 1. PMS Team, ESC, CEO agree that implementation is a Go 2. Risks, Planning and Resources 3. PMS Systems 4. Business Processes 5. MD and other Data 6. Technology & Operations 7. Training & Documentation 8. Organization Change Management 9. Communications The purpose of this WBS is to prepare and execute the Business Readiness Assessment Plan in time for the Go/No-Go Decision.

Roll No.: 531010146

Project Synopsis

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SMU - Sikkim Manipal University

Fall 2010

D. Project Schedule
Project Start Date: Project End Date: 01st September, 2011 30th November, 2011 Start Date 1. Implementation Planning
1.1 Implementation Plan 1.2 Cutover Business Continuity Plans 1.3 Cutover Business Activity Adjustments 01st September, 11 th 11 , September, 11 th 16 September, 11 10th September, 11 th 15 September, 11 th 18 September, 11 10 5 3

End Date

Days

2.

Conversion & Ongoing Support

2.1 2.2 2.3 2.4 Production Environment & Security Master Data Loads & Cleanup Data Loads & Cleanup Post-Go Live Support 19 September, 11 rd 23 September, 11 rd 03 October, 11 01st November, 11 25 November, 11
th th

22 September, 11 nd 02 October, 11 th 15 October, 11 10th November, 11 30 November, 11

th

nd

4 11 13 10 12

3. 4.

PMS Program Office Before/After Analysis-KPIs

4.1 Before Analysis KPIs 4.2 After Analysis KPIs

15 October, 11 27th November, 11 20 October, 11

th

th

18 October, 11 30th November,11 05 November, 11

th

th

4 4 15

5.

Business Readiness Assessment

Roll No.: 531010146

Project Synopsis

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SMU - Sikkim Manipal University

Fall 2010

E. Conclusion
Computer has got clear advantage over the manual system. The computerized system is more reliable, efficient and fast at the end of the project, I can say that computer play a very crucial role in the development of firm. All the daily reports generated by the system are to be checked by the concerned official so as to ensure that all the transactions have been put through in appropriate accounts and this is tallied with the new vouchers. Computer does maximum work with in minimum time. Because it is used in every field so that it provides comfort and suitability to everyone. Providing maximum facilities and comfort to customers to customers is main goal of the firm. To achieve this goal, other modern facilities relating to computer should have to be provided. The Hotel management system dismembers the components that integrate it with the intention of carrying out the analysis that lead us to identify the vulnerabilities that the lodging companies suffer when being subjected to the soft systems methodology, because they are centered in policies and brand procedures designed to increase its profitability without it necessarily deriving in an increment of the satisfactory level experienced by its customers.

Roll No.: 531010146

Project Synopsis

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