...Running head: STRATEGIC PROGRAM MANAGEMENT PLAN Strategic Program Management Plan University of Phoenix Strategic Program Management Paper This document will discuss a hospitality service chain, Friar Tucker International (FTI) that provides management to a chain of 35 entertainment and cuisine establishments. The 35 entertainment and cuisine establishments consist of 10 sports entertainment establishments, 15 cuisine establishments, 8 family entertainment establishments, and has entered into an agreement with two hotel chains. Friar Tucker International employs an estimate of 1200 staff members and generates revenue in the amount of $300 million. Friar Tucker International has a vision of joining the top ten hospitality providers of service and to serve families through the business of entertainment; basing the service on superior levels of marketing and innovation. The Friar Tucker International mission is to “attract more visitors and customers through food and entertainment facilities and ensure a great family experience” (Friar Tucker International scenario, 2010). Friar Tucker International, Chief Executive Officer, Ricardo Bellini negotiated and accepted many contracts with hotel chains. The contracts resulted in the management of the establishments and the to implement and carry out projects and manage the implementation of numerous projects. Over the previous years, this company has increased its success rate and has felt the results of growth. Many...
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...Running head: IMPLEMENTATION PLAN FOR FRIAR TUCKER GALLERIA PROJECT Implementation Plan for Friar Tucker Galleria Project University of Phoenix Novemeber 23, 2009 Implementation Plan for Friar Tucker Galleria Friar Tucker International is a growing company that caters to hospitality services. The overall business revolves around cuisines and entertainment. Throughout the years, the company has managed several restaurants, sports bars, hotel chain agreement and other family establishments. Friar Tucker International has received multiple opportunities through an increase of projects in which they have to decide on a strategy to determine which projects they will keep. Ricardo Bellini, the CEO of the company developed a Project Selection Committee which included several upper management groups and consultants. The purpose of having the committee was to be able to assign different projects to research and align these projects with the overall strategy of Friar Tucker. This paper will discuss the implementation plan for Friar Tucker International’s development of the Galleria Project. Friar Tucker has a vision to bring more customers and visitors through their multiple establishments and ensure a family experience that would be more enjoyable. The purpose is for the company to expand their hospitality, cuisine, and corporate segments. The Galleria project is the key to strengthen both primary and secondary vision. In order for the company to have a better outcome, they...
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...There is been a high competition in the hospitality services industry and every company is diversifying itself and so that they can increase growth and customer base. To survive in this highly competitive business market, companies have to be alert, constantly on watch and come up with new plans. Development of project implementation plan is crucial to the success of any business venture and Friar Tucker International is no exception. Companies not only have to selective in the projects they acquire but also have to make sure that they are compatible with the strategic plans of the company. Friar Tucker International (FTI) is one of them; the company would like to select one of the projects out of five projects which are in line with their entertainment, cuisine, corporate entertainment business. Situation Background Friar Tucker International (FTI) is in hospitality services. It has over 35 entertainment and cuisines, out of which 10 sports, 15 cuisine and 8 family entertainments. It has over 1200 employees and reported revenue of $300 million last year. The core business of the company is to establish and execute diverse projects. The company’s management has been very busy in their projects and did not get time to select the best project. In order to maximize their return on different projects the CEO Ricardo Belline has set up a Project Selection Committee (PSC) to identify which type of project is more feasible and gives the greatest return on all of these projects...
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...Successful project planning requires a solid method of providing project teams guidelines to answer six questions: what, how, why, when, where, and who. The purpose of this paper is to answer these questions by providing an implementation plan for Friar Tucker International (FTI) in its pursuit to develop the Galleria project using White Beach as the construction vendor. The implementation plan starts with understanding FTI’s strategy. For any project to be successful, “every project should have a clear link to the organization’s strategy” (Gray & Larson, 2006, p. 21). Once the project is aligned to the overall strategic plan, specific information, such as what action is necessary, how long should it take, and who is responsible will be addressed. As with any plan, issues of potential shortfalls, risk factors, and consequences for the plan will arise. This plan will address these issues. Once the implementation planning process is underway at FTI, a system will be in place to monitor the success or failure of the implementation process. Overall, following and understanding the implementation plan for FTI will ensure the success of the Galleria project. Friar Tucker International (FTI) is a hospitality services chain that manages 35 entertainment and cuisine establishments: ranging from restaurants, sports entertainment and hotel chains (University of Phoenix, 2009). The hospitality services chain manages over 1,200 individuals and generates revenue in excess of $300 million...
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...How Strategic Portfolio Management relates to Project Management Derilene McCloud CPMGT/301 January 11, 2016 Michael Koma How Strategic Portfolio Management relates to Project Management Strategic portfolio management is the centralized management of one or more portfolios. A portfolio is a collection of programs, projects and operations managed as a group. These programs, projects, and services may not necessarily be related or interdependent, however, they are managed together as a group to achieve the strategic objectives of the organization. Strategic portfolio management includes selecting the right programs and projects, prioritizing the work, assigning resources, authorizing, managing, and controlling other related work to achieve the organization's strategic business objectives (Kerzner, 2013). Conversely, project management develops and implements plans to achieve a particular scope that is driven by the goals of the program and portfolio that aligned to the specific organizational strategy. While both strategic portfolio management and project management need to align with the organizational goals and objectives, it is important to understand the similarities and differences between the two disciplines, and how each one contributes significantly to the organization's strategic objectives. Project management is focused solely on achieving specific deliverables that support key organizational objectives. The deliverables could be to create a unique...
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...Week 3 Frriar Tucker International More to come Leading company staff in thinking bigger, operating in direct relationship to customers and stockholders’ needs, while staying flexible and adaptable to economic and market shifts ( Gaddy, p.171)” are all examples of priorities faced by companies that want to be competitive . Friar Tucker International (FTI) is a hospitality service chain that has annual revenues in excess of $300 million and employs 1,200 people. The company currently manages 35 entertainment and cuisine establishments .FTI is seeking to expand operations through diversifying its portfolio, while maintaining the company’s strategic objectives (Apollo, 2008). This paper will discuss the issues and opportunities in relationship to the existing projects. Situation Analysis Project selection, funding, resource allocation and prioritization are important issues which must be addressed, while maintaining focus on the company’s strategic objectives. FTI has been accepting investment projects on a seemingly random nature (Apollo, 2008). CEO, Ricardo Bellini has established a Project Selection Committee (PSC) to identify the types of projects for consideration. However, the PSC has not demonstrated the necessary skills in development and implementation of program management. Each of the PSC’s have his or her pet projects that they support, yet they all want to please the CEO and have chosen to follow his lead on the latest project, the Galleria. The PSC does not...
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...1 Project Overview In this paper we will examine the process that Friar Tucker used to decide which project to implement that best supported their organizational goals. We will also use similar techniques to create a simple strategic plan outline to be used to guide us on a personal project. According to the simulation, “All projects that an organization undertakes are linked to the organization’s strategic plan. This entails the development of a process by which projects are selected based on their relevance to the strategic plan” (Wideman, 1999). This of course is much easier said then done. However after completing the first step of the project by insuring that the project is necessary and pertains to the organizational mission the next step is finding the right person to oversee the project. This position is much like a quarterback leading a team to the goal line for a touchdown. To many the life of a project manager is simple; deliver a project according to three criteria: on time, on budget and to specifications. But, how are you to get there exactly? One way is to create a project plain. A project plan is similar to map. It helps guide Project Managers and the Project Team to their destination or goal. In the simulation it was very clear that a project plan was used, but was not prepared to offer guidance as challenges were presented. The team was not as prepared as they would have been with more in depth planning. Many of us want to jump straight to the execution...
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...Strategic Program Management Plan MMPBL/510- Jim Pepitone University of Phoenix Strategic Program Management Paper [The introduction goes here. It should be one or two paragraphs explaining the findings of your paper. The introduction should prepare the reader for the contents of the paper by previewing the four main topics in your paper. Be sure to end with a transition word or sentence to lead into Section 1 of your paper. Triple click anywhere in this paragraph to begin typing your own introduction.] Friar Tucker International (FTI) is a hospitality services chain that manages 35 entertainment and cuisine establishments—15 cuisine establishments, 10 sports entertainments, 8 family entertainment establishments, and agreements with two hotel chains. The company employs approximately 1,200 individuals and generates revenue in excess of $300 million. Situation Analysis [This should explain the situation of Friar Tucker. Consider the individuals in the Friar Tucker Simulation and evaluate the biases of each recommendation made by those individuals. Be sure to end with a transition word or sentence to lead into the next section of your paper. Triple click anywhere in this paragraph to begin typing.] FTI was convinced by its clients to accept some projects such as the two hotel chains for which they do subcontracted work--projects that do not directly link with the company's strategic objectives. Chief Executive Officer Ricardo Bellini intends to change the seemingly...
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...COLLAPSE HOW S O C I E T I E S CHOOSE TO FAIL OR S U C C E E D JARED DIAMOND VIK ING VIKING Published by the Penguin Group Penguin Group (USA) Inc., 375 Hudson Street, New York, New York 10014, U.S.A. Penguin Group (Canada), 10 Alcorn Avenue, Toronto, Ontario, Canada M4V 3B2 (a division of Pearson Penguin Canada Inc.) Penguin Books Ltd, 80 Strand, London WC2R ORL, England Penguin Ireland, 25 St. Stephen's Green, Dublin 2, Ireland (a division of Penguin Books Ltd) Penguin Books Australia Ltd, 250 Camberwell Road, Camberwell, Victoria 3124, Australia (a division of Pearson Australia Group Pty Ltd) Penguin Books India Pvt Ltd, 11 Community Centre, Panchsheel Park, New Delhi—110 017, India Penguin Group (NZ), Cnr Airborne and Rosedale Roads, Albany, Auckland 1310, New Zealand (a division of Pearson New Zealand Ltd) Penguin Books (South Africa) (Pty) Ltd, 24 Sturdee Avenue, Rosebank, Johannesburg 2196, South Africa Penguin Books Ltd, Registered Offices: 80 Strand, London WC2R ORL, England First published in 2005 by Viking Penguin, a member of Penguin Group (USA) Inc. 13579 10 8642 Copyright © Jared Diamond, 2005 All rights reserved Maps by Jeffrey L. Ward LIBRARY OF CONGRESS CATALOGING IN PUBLICATION DATA Diamond, Jared M. Collapse: how societies choose to fail or succeed/Jared Diamond. p. cm. Includes index. ISBN 0-670-03337-5 1. Social history—Case studies. 2. Social change—Case studies. 3. Environmental policy— Case studies. I. Title. HN13. D5 2005 304.2'8—dc22...
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...62118 0/nm 1/n1 2/nm 3/nm 4/nm 5/nm 6/nm 7/nm 8/nm 9/nm 1990s 0th/pt 1st/p 1th/tc 2nd/p 2th/tc 3rd/p 3th/tc 4th/pt 5th/pt 6th/pt 7th/pt 8th/pt 9th/pt 0s/pt a A AA AAA Aachen/M aardvark/SM Aaren/M Aarhus/M Aarika/M Aaron/M AB aback abacus/SM abaft Abagael/M Abagail/M abalone/SM abandoner/M abandon/LGDRS abandonment/SM abase/LGDSR abasement/S abaser/M abashed/UY abashment/MS abash/SDLG abate/DSRLG abated/U abatement/MS abater/M abattoir/SM Abba/M Abbe/M abbé/S abbess/SM Abbey/M abbey/MS Abbie/M Abbi/M Abbot/M abbot/MS Abbott/M abbr abbrev abbreviated/UA abbreviates/A abbreviate/XDSNG abbreviating/A abbreviation/M Abbye/M Abby/M ABC/M Abdel/M abdicate/NGDSX abdication/M abdomen/SM abdominal/YS abduct/DGS abduction/SM abductor/SM Abdul/M ab/DY abeam Abelard/M Abel/M Abelson/M Abe/M Aberdeen/M Abernathy/M aberrant/YS aberrational aberration/SM abet/S abetted abetting abettor/SM Abeu/M abeyance/MS abeyant Abey/M abhorred abhorrence/MS abhorrent/Y abhorrer/M abhorring abhor/S abidance/MS abide/JGSR abider/M abiding/Y Abidjan/M Abie/M Abigael/M Abigail/M Abigale/M Abilene/M ability/IMES abjection/MS abjectness/SM abject/SGPDY abjuration/SM abjuratory abjurer/M abjure/ZGSRD ablate/VGNSDX ablation/M ablative/SY ablaze abler/E ables/E ablest able/U abloom ablution/MS Ab/M ABM/S abnegate/NGSDX abnegation/M Abner/M abnormality/SM abnormal/SY aboard ...
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...THE STUDENT'S PRACTICAL DICTIONARY ; fNdkoq ; CONTAINING English words with English and Hindi Meanings and Pronunciation in Deva Nagri Character with an Appendix containing Familiar Foreign Words and Phrases and Abbreviations in Common use. FIFTEENTH EDITION Thoroughly Revised,Improved,Enlarged and Illustrated PRICE 3 RUPESS ALLAHABAD RAM NARAIN LAL PUBLISHER AND BOOKSELLER 1936 ISCII text of dictionary taken from from TDIL's ftp: anu.tdil.gov.in pub dict site I N 1.m I Pron 1.m a Det 1.ek, abatement N abbey N 1.kmF, GVtF, GVAv, mdApn, b A, 2. yAg, smAE ag jF vZmAlA kA Tm a"r tTA -vr, 2. tk m phlA kESpt pzq vA -tAv , aback Adv 1.acAnk, ekAek, 2.pFC abandon VT 1.CoX nA, yAg nA, yAgnA, tjnA, d d 2.EbnA aAj^ nA nOkrF CoXnA, apn ko drAcAr aAEd m CoX nA, d , nA d d abandoned A 1.CoXA h,aA, Enjn -TAn , 2.EbgXA h,aA, iEdy lolp, lMpV, drAcArF, aAvArA , , abandonment N 1.pZ yAg, sMpZ aA mo sg, EbSkl CoX nA d , abate VI 1.km honA, GVnA, DFmA honA abate VT 1.km krnA, GVAnA, DFmA krnA, m@ym krnA, rok nA, smA krnA d 1 1.IsAiyo kA mW, gz\ArA, kVF, mW, , , 2.mht aADFn sADao kF mXlF k , abbot N 1.mht, mWDArF, mWAEDkArF abbreviate VT 1.km krnA, s" krnA, CoVA krnA, p sAr EnkAlnA abbreviation N 1.s" , GVAv, sAr, lG,!p, skt, p 2.sE" pd yAf, fNd yA pd kA lG!p ^ , abdicate VTI 1.-vQCA s CoXnA, yAg krnA, tjnA, pd yAg krnA abdication N 1.pd yAg abdomen N 1.X, V, k"F, udr p p , abdominal A 1.udr sMbDF, V kA p abduct VI 1.BgA l jAnA, EnkAl l...
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