2020 Volume 85 Issue 769 Pages 667-677
Hotel projects have a complex project structure and there often occur additional requests and changes from clients and hotel operators. Hotel development process is frequently stagnant, reworked and delayed, which has a great impact on building construction process.
One of the factors causing these process problems is the failure to resolve conflicts caused by differences in purposes among project members. This paper aims to clarify the mechanism of process problems using dual process composed of hotel development process and building construction process. This paper also aims to analyze conflicts among project members and the role of coordinator in hotel projects.
The paper shows conclusions as follows;
1. Hotel development process was identified in 21 working items (Table 3), and building construction process was identified in 8 working items (Table 4) from literature survey. These two processes composed of dual process of hotel projects (Fig. 1).
2. Dual process of hotel projects survey revealed the process problems (stagnant, reworking, and delaying) in 8 projects (Fig. 2-7).
3. Five project members (client, hotel operator, concept designer, architect, and general contractor) played an importance role in hotel projects (Fig. 8). The 21 cases of conflicts among these project members from hearing survey (Table 5) confirmed the purposes of each member in decision-making (Table 6).
4. The positions and the roles of decision-making coordinators in hotel projects were classified to three types (Fig. 9). “Client-coordination type” was used in a business hotel, and the purpose of client was prioritized. “Project Manager-coordination type” was used in a city or leisure hotel, and project manager solved conflicts among project member as a third party. In “ad-hoc-coordination type” conflicts were not resolved in design phase, and ad-hoc coordinator resolved them in order to advance the process.
5. The results of these surveys revealed the consequence of process problems from conflicts (Fig. 10) and how to avoid or reduce the impact from process problems.
