Bucharest University of Economics Faculty of Business Administration in Foreign Languages

Restoration of Timis mountain resort Project Management

I. Introduction
This paper will answer a set of questions which helped us in structuring and theoretical realization of the project (for the time being): o Who we are? o Why have we realized the project? What are the general objectives? o What needs to be done? Which are the specific objectives of the project? o How will we proceed, what means and resources are there? o Where will the project be realized?

About us Montana SRL was founded in 2004 in the belief that clean, green neighborhoods are fundamental to the quality of life, and that every community in Romania deserves an oasis of natural beauty. Seeing many parks and open spaces in dire need of cleanup and restoration, Montana was created to be the "conservancy of forgotten places," particularly in Transilvania's underserved communities. To achieve this vision, Montana partners with individuals, community-based groups, and public agencies to reclaim, restore, and develop under-resourced parks, community gardens, and other open spaces in Transilvania. Until now, we've removed over 80 tons of garbage from project sites and reclaimed more than 400 acres of underresourced and rundown parkland. We've rescued scores of community gardens from commercial development and served over 2000 at-risk urban youngsters with free environmental education programs. Montana has made a substantial impact on the economic and social revitalization of underserved communities. We've grown into an effective and admired partner with public agencies that are reshaping the urban environment. Montana is now one of the leading partners of the Romanian Minister of Parks & Recreation in developing

underused and new parkland. Through our park and garden restoration, environmental education, and public programs, Montana has become an important catalyst for sustainable community development Values of the company People and respect the diversity of their ideas and cultures. Clients and deliver excellent customer care. Trust and integrity. Innovation and technical excellence. Continued improvement through training and shared best practice. Communities in which we work and promote responsible corporate citizenship. Vision The overriding vision is to develop and sustain a world-class, four-season destination that protects and markets our most valuable asset - Timis valleys unique setting.

Mission To consistently deliver outstanding solutions that creates a better world in which to work and live. To apply our collective expertise to make great things happen, through innovation, teamwork and trust. Achieve a level of economic sustainability for the mountain resort and community that will provide sustained quality. Revenues must be sufficient to attract and provide quality of service, employment and financial reserves for the anticipated downturns in the economy. Provide a high quality guest experience. Create seasonal diversification to maintain economic vitality throughout the year.

Become an international destination resort with year-round activities to attract eco and cultural/historical tourists, and convention business. Understand and solve environmental issues by collaborating with all interested parties.

Strategy Strategic environmental assessment is a systematic process of finding out and taking into consideration ecological factors and probable ecological consequences of the offered strategies, policies, plans, and programs. On ecological assessment potential impact of the project on the environment is evaluated, alternatives are considered, possibilities to enhance positive influence are identified, measures are developed to reduce, compensate and prevent negative consequences. The aim of complex ecological assessment of the territory is to find out natural and anthropogenic factors of ecological hazard and to determine the scale and intensity of their occurrence on the assessed territory. The results of complex ecological assessment are the basis for carrying out planning procedures for social-economic development of any territory. Overall Site Design: In development and operation, all activities should reflect careful planning and integration with the environment. This includes considerations such as: Use of natural, recycled & salvaged construction materials and/or use of straw bale technology for renovations/upgrades Non-toxic organic paints and wood preservatives throughout Boarding manufactured without the use of toxic glues or resins Locally grown and harvested timber from managed forests Isolating electrical circuits to reduce electromagnetic field stress Using environmentally friendly cleaning products

II. General objectives of Timis Resort Restoration project

Project site permanent preservation Promoting mountain tourism in this area; Facilitating the enhancement of the employment rate in the region; Recreational and cultural use. Indicators: o The number of tourists visiting the area; o The duration of the visit; o The number of employments made in the area. Immediate objective of the project: o Restoration of the Mountain route: Dmbul Morii -> Piatra Mare through Seven Stairs Canyon. o Strengthen local capacities to conserve and restore alpine environments. o Increase local participation in alpine resource management

Mitigation Measures Common to Action Alternatives The following mitigation measures would reduce possible adverse effects from the proposed objectives: 1. Timis mountain resort area posted with signs that clearly show the public where they can legally ride motorized vehicles. 2. Established roads or routes will be monitored to determine further encroachment by illegal motorized use and corrective actions will be taken as needed. 3. During construction, warning and safety messages will be posted for forest visitors to the project area.

4. Appropriate erosion control measures including the use of silt fences, brush barriers, and prompt regeneration of exposed soils will be used to minimize potential impacts from the proposed activities on aquatic species. 5. Mitigation measures for the protection of soil and water, recreation, wildlife, and Vegetation. 6. Riparian Corridors are designated on all perennial and intermittent streams in the vicinity, for a distance of 100 feet on each side of stream channels. The designation of these corridors identifies an area that will provide protection of streams and aquatic habitat. 7. Management of seasonal use periods of Rich Mountain Road will provide controls of potential damage to the road surface and adjacent slopes, but also provide vehicle access during different designated periods of use.

III.

Project

Team

Organizational

Structure

Organizational Chart

Organization Charts, or Org Charts for short, are used to show people the intended structure of the organization. This "formal" organization is supposed to reflect the power structure of the company.

Manager Codrut Dumbrava

Legal &Administrative Dept

Finance Dept

Marketing&PR Dept

HR Dept

Lower Alina Nedelc u

Climate Specialist Ana Palada Tourism Center Administrato r Elena Pistrui

Economist Camelia Dinu

Accountan t Laura Mosoi

Quality Manager PR Specialist Camelia Burcea Silvia Ionita

HR Specialist Alexandra Oana

1.The Benefits of Organizational Charts Organization charts are an extremely effective way to communicate organizational, employee and enterprise information. An org chart makes it easier for people to understand large amounts of information as a visual picture rather than as a table of names and numbers. Organizational charts provide the greatest value when used as a framework for managing change and communicating current organizational structure. When fully utilized, org charts allow managers to make decisions about resources, provide a framework for managing change and communicate operational information across the organization. Any employee is able to quickly visualize the organization and have the salary, gender and tenure information needed for decision-making purposes. Simply put, managing change is much easier when you can visualize the organization. Organizational charts provide our Project Managers a support in setting Owners for his Project tasks and distribute the responsibility within the team. In our company the Orgchart is not only a document, it is used as a baseline for planning, budgeting and workforce modeling. It's easier for our Manager to collaborate on important structural and personnel decisions having the overall picture of his employees along with the smaller views that make up that bigger picture. Organizational charts can be linked directly to spreadsheets or budgeting tools for interactive what-if analysis, making planning and decision making easier. Those organizational charts can then be used to provide scenarios back to executives, finance and HR for evaluation and approval of the project and resources distribution. It is also used by the Manager to communicate and solicit feedback from their employees to build future plans. Org charts are ideal for sharing the organization's strategic vision, as well as defining responsibilities, dependencies and relationships. Good chart also allows you to organize your team with clear responsibilities, titles and lines of authority. No document carries

such important information, so concisely, and so easy to understand as an organizational chart. 2. "Standard" Organization Charts

Standard Org Charts typically are used to show people the intended structure of the organization. This "formal" organization is supposed to reflect the power structure of the company. Often, it only reflects the responsibility structure. The real power in the organization often follows lines of communications instead of lines in the Org Chart. The charts typically are pyramidal in shape. They show the person in charge at the top. Below them are clustered their subordinates, usually in progressively smaller boxes. Usually, individuals shown on the same horizontal level in the Org Chart are perceived to be "peers" within the organization. 3. Organization Charts as a Management Tool Org Charts are usually a reactive, rather than a proactive, device. We have created an organization, or allowed one to evolve, and it has grown. It is no longer clear to the people within the organization, or to the people with whom they interact, who is responsible for what. So we draw up a bunch of boxes and lines to show everybody who does what. Then we add dashed lines and similar artificial devices to show that what we drew first isnt really always the case. 4. Roles and Responsibilities: In our company the Project manager has the most important job, which is to approve sign the projects and distribute the workload and make sure the timelines are met. Due to this reason it is involved in all critical tasks by supervising and approving all the changes that might appear. Please below the Roles & Responsibilities Matrix:

R le &R s o s ilit s M t ix o s e p n ib ie a r
Ro ri si e m ned m d lu le e t e e iu

Core team member

P roject Manager

P roject Sponsor

W S Co B d

M ina iv ie a ct it s
1 Pro ctM n g m n .1 je aae et 1 In rm t no le a clim t a dre f a e s .2 fo aio n g l, ae n lie sp ct 1 Su p rs .3 p lie 1 Tim t u .4 is o rismd v lo m n ce t r e e p e t ne 1 A v r isin .5 d e t g

S,A S S

S,R R,S A ,R, S,A ,R

E S,E S,E S,E

S S, A R S,E ,

S A R E

supervizing approving responsible ex ecuting

All the other team members are excuting the tasks provided by the Project Manager, and on their own area of expertise they also can superze and take decisions with small impact on the project. For the chnage sthat might have abog impact, they take the decision along with the Project manager. The Team Members are providing their imput but the Project Manger is still the one taking the final decusion. We consider that this kind of active involvement of the Core Team in the decision making is very motivating and it supports their grow within the organization. Our team members are experts in the are of their expertise and the Project Manager is strongly considering their feedback and solutions provided along the project As we are a small company (only 9 employees), another very important for all our employees is to be a Team player. The departments interact a lot with each other and they need to be open minded, proactive and very intelligent

IV. Project rollout

Documente

The primary challenge of our project manager is to achieve all of the project goals and objectives while adhering to classic project constraintsusually scope, quality, time and budget. The secondaryand more ambitiouschallenge is to optimize the allocation and integration of inputs necessary to meet pre-defined objectives 1. Define project objectives Project objectives define target status at the end of the project, reaching of which is considered necessary for the achievement of planned benefits. They can be formulated as S.M.A.R.T

Specific, Measurable (or at least evaluable) achievement, Achievable (recently Acceptable is used regularly as well), Relevant and Time terminated (bounded).

The evaluation (measurement) occurs at the project closure. However a continuous guard on the project progress should be kept by monitoring and evaluating. For the Timis resort restoration project our objectives are the following: o o o o Promoting mountain tourism in this area; Facilitating the enhancement of the employment rate in the region; Improve access from one side of the mountain to the other; Recreational and cultural use.

2. Anticipate project impact This project will impact the environment and Timis local community and it will bring social revitalization within Timis area and also restore, and develop under-resourced this green site. 3. Define deadlines The time required to produce a deliverable is estimated using several techniques. One method is to identify tasks needed to produce the deliverables documented in a WBS (work breakdown structure). The work effort for each task is estimated and those estimates are rolled up into the final deliverable estimate. Tims restoration project is planned to start on the 1st of June 2008 and end date is April 2009 (aprox 9 months). 3. Project Administration Within Project Administration part of the project we are ensuring the transparency of our progress to our shareholders. We will do this through regular meetings - formal progress meetings will be held at 2-monthly intervals throughout the project period. The European Commissions Project Manager, project partners and appropriate legal representatives will be invited to attend these meetings. Attendance will be obligatory for project partners. Notes of the meetings will be produced within one week and these will record decisions made and actions required. Ad-hoc meetings will be arranged to deal with specific technical, contractual or other issues as they arise. Participation at these meetings will be dependent on the issue under discussion. Formal notes of these will be taken and decisions and actions recorded. These notes will be circulated to all project partners, the Commission and copies filed by the Project Manager. The contract requires the completion of a significant number of deliverables. Partners will send these deliverables to the Project Manager for quality assessment a minimum of 2 weeks before their due date. The Project Manager will be responsible for ensuring that

these deliverables reach their target audience. The annual reports, final reports and associated reports will be written and compiled by the Project Manager and will conform to the Commission requirements for their style, structure and content. The Web-site for the project will be managed by the Project Manager.

4. Project monitoring and controlling Monitoring and Controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. Monitoring and Controlling includes:

Measuring the ongoing project activities (where we are); Monitoring the project variables (cost, effort, ...) against the project management plan and the project performance baseline (where we should be); Identify corrective actions to properly address issues and risks (How can we get on track again); Influencing the factors that could circumvent integrated change control so only approved changes are implemented

In multi-phase projects, the Monitoring and Controlling process also provides feedback between project phases, in order to implement corrective or preventive actions to bring the project into compliance with the project management plan. In this stage, auditors should pay attention to how effectively and quickly user problems are resolved. Over the course of any construction project, the work scope changes. Change is a normal and expected part of the construction process. Changes can be the result of necessary

design modifications, differing site conditions, material availability, contractor-requested changes, value engineering and impacts from third parties, to name a few. Beyond executing the change in the field, the change normally needs to be documented to show what was actually constructed. Hence, the owner usually requires a final record to show all changes or, more specifically, any change that modifies the tangible portions of the finished work. The record is made on the contract documents usually, but not necessarily limited to, the design drawings. The end product of this effort is what the industry terms as-built drawings, or more simply, asbuilts. The requirement for providing them is a norm in construction contracts 5. Project closing Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. Closing phase consist of two parts:

Close project: to finalize all activities across all of the process groups to formally close the project or a project phase Contract closure: necessary for completing and settling each contract, including the resolution of any open items, and closing each contract applicable to the project or a project phase.

6. Information considering legal aspects, climate and relief of the Timis area Information considering legal aspects, climate and relief will be provided by the Climate Specialist. This information is requested from our side and the final answer will be received from local authorities. Before to establish the details and sign the documents all of us will contact authorities to discuss the legal aspects of business and after that the project manager will present the advantages of this project to the citizens from this area and to the rest of the authorities. For example, legal information which mean documents and records that we are going to use in our project are sent by the regional authorities. A

very important aspect for us is the climate, because in order to rebuild a building we need to have a good climate. The ANM office will provide the daily weather reports and we will analyze the reports upon the precipitations. Quality manager will check, analyze the present infrastructure and will take into consideration all the possibilities of improving or developing modern ways. The old building which will become a modern one which will be visited so it is necessary to have good trains or busses so all the ways will be checked. Relief information, route accessibility is very important for this project. 7. Contracting Suppliers (products and services)

From suppliers we are having the products and services for our building and for Timis area restoration. The quality of products which we are going to buy depends on market prospecting so we will search the existing suppliers in the area, define financial requirements, and evaluate profitability by taking into account the facilities that they offer. The quality of the products and services will be establish visiting the possible future suppliers, estimate the competition and asking feed-back from other customers. The contractual facilities mean free transportation delivering the products, maintenance of services provided and free consultancy that we are checking step by step. Quality manager and Tourism Center Administrator will order, receive and pay the products. 8. Timis resort development center Timis tourism development center will become a very interesting center in the area. Tourism center legal functioning documents will respect all the points that are mentioned in documents like environment permitting, fire department authorization, sanitary authorization, utilities authorities, acquire all needed authorizations

9. Office Building Consolidation Searching for a building to rent/buy in the central area. The person placed in charge of this task should ideally be either a PR Specialist or a member of the Tourism Centre Administration, as they would have the required knowledge to choose the most desirable locations for rental or purchase. Ultimately, though, the decision for selecting the final property should be approved by the Project Manager. A real estate agency should be used to search for potential property lets/purchases, and a minimum of 3 quotations is advised before the final property selection. Price, location (ie. ease of access, other properties surrounding the building, distance from rail stations etc.), and building condition (ie. any maintenance issues, onsite amenities etc.) should all be considered within the final decision. Negotiating the terms and condition for rent/buy the central area Our companys representative to negotiate the contract terms for the transaction will be the Tourism Centre Administrator and the Lawyer, who will issue the Legal documents. Contract the supplier to renovate and organize the Office Centre The Tourism Centre Administrator will establish the contract terms After reaching an agreement on contract price, we will draw up a contract. Upon doing this, we will agree on details of conditions of payment, indemnification or hidden defect. The Tourism Centre Administrator will establish the contract terms and will assess the supplier to respect these terms, especially the due dates. Details of the contract are basically drawn up in the form prescribed by us. Restore/create an access road from the National Way to the Office Centre There must be a safe and convenient means of access to and from the location, therefore the Development Department at the Town Hall and Planning Office should be approached to either request development of a new access road, or if there are access links already in place find out who is responsible for their maintenance? The cost of

restoring or creating this access road should be fully analysed taking into account problems arising from the road crossing private land, geological and geographical obstacles etc. only after this has be reconnoitred, should the project be undertaken. If people are unable to get to the location, no matter how good the venture is, it is destined to failure. Inaugurating the Office Centre with a special event A launch party should be planned inviting locals and influential business people from the area so that people can spread the word, and put the place on the map for future costumers. An orienteering day in the form of a treasure hunt should allow people to get involved with the areas geography and the wildlife. It will also give a chance to show the types of outdoor pursuits that can be done in the area. Hiking, rowing, and obstacle courses (such as wire slides etc.) would need to be traversed in search of the treasure. Clues will be left at various points of the map so that as each section is completed the participants will be given the clue to the next location, and so on. This will acquaint people with what is on offer within the area, in a fun way which can involve a wide range of ages. Skilled staff will need to be taken on to ensure safety is maintained at all times during these various activities, and to help out participants when needed. 10. Contracting the advertising company Advertising agency contraction will be discovered by PR Specialist which means that it will identify some advertising agency, it will organize a public auction and it will sign the contract. Advertising materials like professional photos of the landscape, flyers with the local accommodations, building an internet site with detailed specifications of the resort are done by the PR Specialist. Advertising specific activities: Green peace voluntaries, organizing a special stand on Tourism Days at Romexpo, collaborating with foreign and local tourism agencies have an important role for our business.

V. Object of Considerations

1. Buildings: Tourism Center Office The building contains 23 apartments, in various states of repair, of which we occupied two. The work itself is to restore the building. We will clear rubble, clean, plaster, paint the stairwell, destroy an unwanted wall, and mixing concrete to set new floors in some of the apartments This centre office will be the main local guide for visitors. Will include details of public parks in the area, what to do and see in the various distinct areas, tours (by bus or foot), and access information for disabled visitors. 2.Infrastructure Mountain paths The work will be: clearing a path and building fences and steps along the banks of the river, with runs just below the village. The path cleared followed the route of a medieval path, part of an old network linking villages in the region. The project manager will coordinate the restoration project, together with the PR Specialist, who will be in charge for contracting and supervising the construction firm. The centre administrator will manage and supervise the technical details. 3. Plans Project documentation The main person in charge of the project documentation is the project manager. Include copies of documentary evidence, such as old photographs or descriptions, upon which the restoration work will be based. Include descriptions or photographs of any physical (on-site) evidence upon

which the restoration work will be based. Include any architectural reports or drawings that have been prepared to date for the project and approved. State who will prepare the detailed documents: 1. Planning Permit, when granted. 2. Building Approval, when granted. 3 Details of the contractors, specialist trades and suppliers who will supply and execute the works. 4. Details of firm quotes for the works, or where a building contract is being entered into, the agreed contract sum. 5. A copy of some form of security as may be required by the Committees security for the repayments of amounts owing to the fund. 4. Organization and Personnel The description of the internal structure inherently includes the job description of the various positions throughout the organization as well as a list of all the involved personnel, their qualifications, knowledge, experience and responsibilities. Because of the continuity of the work it is important that in case of illness or other absence of staff replacement by a qualified and experienced colleague is pre-arranged. Job Description

The professional requirements for each position in an organization has to be established and laid down in a Job Description Form which for clarity may carry an organigram or sub-organigram showing the position

Personnel records

The list of laboratory personnel with their capabilities and skills is made by the head of laboratory in consultation with the department of Personnel & Organization and both should have a copy Substitution of staff

The absence of a staff member may create a problem as a part of the work of the laboratory is interrupted. For holidays this problem is usually limited as these are planned and measures can be taken in advance: a job can be properly completed or a substitute can be organized in time. Unexpected absence, such as in the case of illness, presents a different situation, as for certain procedures a substitute needs to be arranged at short notice and a person might not to be readily available.

5. Promoting Advertising campaign PR Specialist will contact an external Advertising Agency for the campaign. We will collaborate to create a campaign theme as this sets the tone for the individual advertisements and other forms of marketing communications that will be used. The campaign theme will be the central message that will be communicated in the media and internet

VI. Milestones

Within the framework of the project management, a milestone is a terminal element that marks the completion of a work package or phase, typically marked by a high level event such as completion, endorsement or signing of a deliverable, document or a high level review meeting. In addition to signaling the completion of a key deliverable, a milestone may also signify an important decision or the derivation of a critical piece of information, which outlines or affects the future of a project. In this sense, a milestone not only signifies distance traveled (key stages in a project) but also indicates direction of travel since key decisions made at milestones may alter the route through the project plan. In our project we have some milestone which will help the project manager to much more accurately determine whether or not the project is on schedule: Assigning roles and responsibilities within the Project team Supplier contraction Acquire Tourism center legal functioning documents Tourism Center office building Advertising agency contraction

VII. Conclusions
As everybody sees, Romania is a wonderful country. Lets make things more clear then. Lets wash all the garbage and leave the place as beautiful as nature let it. Lets rebrand the Romanian name using all the knowledge and skills that we have. This project is just a small think in the Romania ascending. We are sure that is just the beginning. Thats way well do a super job. Well do the best for the Romanian and all the tourists that will come to visit the area. Also, this project will help the local

community and their incomes will prosper. We are sure that the local region will be revitalized and a new kind of mentality will appear. In taking this project, we had some problems. The hardest one was that we didnt know each other, so we didnt know the perfect job to fit for everybody. So, we had to had in the first time a building team program (we had some lunches, drinks and some chat) and then we start doing all the work. Then it was easy, because our project coordinator supervised our work. Everybody knew what to do and everybody tried to do the best. The project coordinator saw that and he gave us candies and cookies every time that we finished in the schedule. It was a little hard to be in the schedule because we had to do a lot of work in a very short time. Maybe if there were more than just 9 months, we could do all the activities more relaxed. But this short time motivate us and we took all the challenge to create something really nice. The money were enough. We spent less then we expect because everybody of the suppliers helped us in doing this project. They were very interested in developing the area and we are sure now that we will use their services again. Even the local people helped us. They marked the trees with us and gave a real hand in painting the benches. They came even to the info center to ask if they can help with anything. They were really involved in this project too. We, us a team, realized a great think: if we are organized and everybody does what he have to do, we can move the mountains, not just to restore them. This project was a success in the end. We did what we had in purpose. We learned a lot of it. But this is not the end of the project. Now we must be sure that the area will be administrated in a good way and all the good things that weve done wont be vandalized and destroyed. So, we established that we will hire some local people to maintain and take care of everything. Maybe future will be bright for this area and this little project will be like a little rock that will start more and more and more waves.