Hotel Case

The Royal Hotel Case Study describes a situation where a junior consultant has architected a hotel nourishment prudence and issue tracking solution for a boutique hotel client. Blake, the consultant, identified a hotel bread and butter management package which included a Rapid Response issue logging module, Preventative maintenance module and the Reporting Module. Blake left the engagement prior to the completion of the convince and has been called back because the trunk has been calendar month balled a few weeks after go live. The hotel GM and Blakes boss argon extremely unhappy. The fling of charactersBlake Cantera An MBA student with two weeks consulting training. The architect of the solution on his first engagement Royal Hotel GM A no nonsense, old school hotelier, running a boutique business hotel in New York. The GM wants to eliminate situations where guests discover maintenance issues. Director of Housekeeping Not a champion for the system and does not recognise ow nership for the maintenance issues at the hotel Director of Maintenance Roll has a natural conflict with housekeeping did housekeeping newspaper publisher the issues and maintenance lose it, or did housekeeping just not written report it?Director IT Espresso Vendor Potentially oversold the solution as a panacea Jack Scarso A participator of Blakes with similar experience, who is held in low esteem. Jack was assigned to implement the solution when Blake was transferred off. Jack receive virtually no handover. Fancy Consultants Boss The kind of boss who provides little support and mountains of expectation and appears to take little or no responsibility for the issues. Issues with the solution and approachThe implementation of the Espresso system would classify as a second order change which impacts Technology, Process and People and requires careful programning on how to over put in the displace Users resistance to change which could dramatically impact the adoption of the system. The GM is an Old School hotelier and the proposed solution is a very New School solution relying on digital logging, reporting and electronic task tracking rather than relationships and hierarchy for effectiveness, this suggests some ultural challenges that would appear not to have been addressed. The staff who are required to interact with the system will undergo process and cultural changes The way that housekeeping report issues changes instead of waiting until the end of the shift they now report issues using the phone as they come across them. Maintenance teams are now being tracked using the sidekick and bar enter system, to ensure stations are visited. Additionally reporting has been implemented to identify top performers and motivate staff.As such(prenominal) attention to managing the people dimension to ensure that the change is adopted is critical to the success of the initiative In-experienced change implementor acting without supervision or guidance. Change i n key resources during the implementation with little effective intonation or handover. Limited or no executive or general management oversight or support of the implementation from FC, the Royal Hotel or the Vendor. What should Blake do? Firstly, Blake needs to ensure that the Espresso System has the comitment of the full management team.After all, these are the people who let the system get mothballed so quickly. This means assembling the stakeholders and seeking their load to the success of this initiative this is not just Blakes problem and Blake cant fix it by himself the system needs to be owned. Next Blake needs to understand what the current situation is which will involve explicate the following Why did the employees drive away using the system Why did the Directors of Maintenance and Housekeeping let their employees stop using the system? What needs of the employees did the old system better suit?How was the bar coding of maintenance points deployed? Did the manageme nt team receive the new reports and were their requirements catered for with the reporting tools? How were job changes managed and assigned for example monitoring the control condition Centre? Infrastructure did the solution integrate with existing infrastructure were the reports accessible? Were the sidekick units adopted? by dint of this process of analysis Blake can produce a post implementation review and and action plan for system design modifications, change management, training and re-release.