1) Tourism Project Development – Planning phase

The evaluation of a detailed spatial and functional allocation plan (room contents and definition of areas, heights and cubature) from a professional tourism point of view, is based upon the idea of the building owner or on the architect’s first draft and is in tandem with construction related and financial prerequisites and also utilises the know how of more than 120 completed projects.

•	Drawing up of the spatial and functional allocation plan
•	Organisation and coordination of an architect’s competition
•	Creation of a master plan
•	Drawing up of a rough cost estimation
•	Binding of the architect to a work contract
•	Selection of required special planners
•	Continuous cooperation throughout the planning phase
•	Drawing up of a rough outline of the time schedule

2) Building Budget

A preliminary building budget for the entire project will be drawn up by Michaeler & Partner, based upon the experience of previously realised projects and the jointly determined spatial and functional allocation plan and the therewith resulting building cubature.

After a definitive plan becomes available and after defining quality standards and materials used, the drawing up of a detailed building budget takes place.

3) Awarding and Execution Phase

In the awarding and execution phase, the appropriate foundations for an optimal start to the actual tourism project management are laid through the joint definition of the right partners and the awarding and preparation of contracts.

•	Compilation of the final plan of the building schedule
•	Organisation and acceptance of detailed tendering documents
•	Joint definition of the companies to be invited
•	Evaluation of offers received according to quality and pricing strategy
•	Joint assessment of the individual offers
•	Awarding negotiations with the most important craftsmen
•	Compilation of the most important contracts for craftsmen

4) Tourism Project Management – Building Phase

Tourism Project Management covers the whole spectrum from coordinational and organisational management to cost and schedule management to correspondence with all partners involved in the building process.

•	Creation of a directory of all people involved in the project, definition of the conceptual formulation, performance limitations, competences and project structure, as well as definition of the informational flow and decision making processes.
•	Setting of appointments for the ongoing coordination meetings, participation with architects, special planners and all craftsmen involved in the construction and the taking of the coordination minutes
•	Correspondence with all planners
•	Continuous control of adherence to agreed construction costs Clear transparency is assured by a regularly updated breakdown of costs. It provides comprehensive budget control and protects against substantial cost overruns
•	Continuous control of the schedule planning