Project Management Bruno

8/3/2019 Project Management Bruno

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Title

Quinta do Burgo Gold over green

Student

Bruno Miguel Machado Martins

Course

International Business Management

Supervisor

Gabija

College

College of Social Sciences

Knowledge Area

International Project Management

Vilnius

December 2006


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Bruno Miguel Machado Martins 1

PART I

1. INTRODUTION1.1. WHAT IS PROJECT MANAGEMENT?

A typical project starts with someone having an idea, which then gains acceptance from a

wider group: probably informally through discussion with colleagues and then through a more

formal process involving senior management, the management committee or board. This

leads to a fund-raising process, which usually causes significant delay, and then if the funding

bid is successful the project can start, staff can be appointed and work can begin. This work

has to be planned and managed, problems dealt with, until the project concludes, hopefully

successfully, and is wound up.

Formal methods of project management offer a framework to manage this process, providing

a series of elements templates and procedures to manage the project through its life

cycle. The key elements consist of:

Defining the project accurately, systematically clarifying objectives.

Dividing the project up into manageable tasks and stages.

Controlling the project through its stages using the project definition as a baseline.

Highlighting risks and developing specific procedures to deal with them.

Providing mechanisms to deal with quality issues.

Clarifying roles to provide the basis for effective teamwork.

The need to provide accountability and effective communication is implicit throughout.

1.2. WHAT IS A PROJECT?

A project involves a group of inter-related activities that are planned and then executed in a

certain sequence to create a unique product or service within a specific timeframe, in order toachieve outcomes/benefits.

Projects are often critical components of an organisations business strategy, or relate directly

to policies and initiatives of the Government.

Projects vary in size or complexity. For example, they may:

Involve changes to existing systems, policies, legislation and/or procedures

Entail organisational change

Involve a single person or many people


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Involve a single unit of one Agency/organisation, or may cross Agency/organisational

boundaries

Involve engagement and management of external resources

Cost anywhere from $10,000 to more than a $1 million

Require less than 100 hours, or take several years

1.3. PROJECT SIZING

Why is it important to determine project size?

One of the major problems facing any project is the extent to which the Key Elements of the

project management methodology should be addressed, and the level of detail in any of those

elements. It is not appropriate for all projects to do all project management activities to the

same level of detail and with the same level of discipline.

The Project Sponsor or Project Officer preparing the Project Proposal and/or the Business

Casemakes an initial determination of the project size. Once a project has been approved

and funded, and a Project Manager appointed, the size of the project should be determined

formally.

One of the first tasks for a Project Manager is to determine the size of the project. As the sizeof the project will determine the level of detail and discipline of project management activity to

be applied, it is important that the project size is approved.


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2. THE LIFE OF A PROJECT

A high-level project management approach that fits most projects at a macro level is

presented in Figure 1.

Figure 1: Conceptual view of the generic life of a project

2.1. INITIATE

Projects are usually justified in terms of corporate objectives and should be closely aligned to

them. This alignment is explored through initial scoping and planning documents, such as the

Feasibility Report, the Project Proposalor the Business Case.

In the case of large and/or complex projects and programs of projects, it should be noted that

considerable time is spent in this INITIATION or Business Case development phase. This

phase can be a separate project in its own right where large and/or complex issues are

involved, particularly in the area of major business changes involving new or enhanced IT

systems. Experience has taught us that in this situation, a Project Briefor Project Business

Plan should be developed and endorsed by the Project Sponsor/Steering Committee,

particularly as a great deal of resources and time can be committed at this early stage. Clear

understandings of why the Business Case is being undertaken should be established in the

INITIATION Phase.

It is not unusual for this phase in the project life to be revisited after the approval of the

Business Case in the light of more detailed planning activities, including business process

mapping.


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2.2. SET-UP

Once a project is approved and funded, there is an initial SET-UP period involving the

appointment of the Project Manager and Team, planning and documentation activities

(including the development of the initial Project Business Plan), and the organisation of the

resources required to produce the outputs. This period must be allowed for in any initial

planning. If the project is not approved obviously it will not continue to the other phases, but in

the case of large and/or more complex projects the SET-UP can take a great deal of time.

2.3. MANAGE

Viewed as the most productive (and hectic) phase, it involves the production of the project

outputs. Ongoing management of the stakeholders, risks, quality, resources, issues and work

of the project is indicative of this period in the life of the project. The main management

documents are the Project Business Planand the Project Execution Plan. At the same time,

the Business Unit(s) is preparing to make the changes necessary to utilise and manage the

outputs, which is documented in the Outcome/Benefits Realisation Plan.

2.4. FINALISEClosing a project involves the handover of the project outputs to the Project Business

Owner(s) for utilisation by the Project Customers, in order to realise the project

outcomes/benefits. The strategies to support the change management process, and

appropriate methods of measuring and reporting the progress toward achieving these

benefits, are documented in the Outcome/Benefits Realisation Plan. After the projects

success has been evaluated, the Steering Committee formally closes the project and

celebrations can commence.

This phase involves moving from the project (operational) activities to the ongoing business

(transactional) activities.


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3. Key Elements in the Project Life

Many of these Key Elementsexist in an embryonic state in the INITIATION Phase, and are

further developed if the project progresses through the other two phases. The Key Elements,

or lack of application of, are often referred to in reports regarding reasons why projects fail.

3.1. PLANNING AND SCOPING

No matter how small the project, a clear definition and statement of the areas of impact and

boundaries of the project should be established. The scope of the project includes the

outcomes, customers, outputs, work and resources (both human and financial). For large

and/or complex projects the scope should be detailed fully in the Project Business Plan. For

smaller projects, a Project Plan, with a brief description of each of these elements and a

timeframe for implementation, may be all that is required.

3.2. GOVERNANCE

It is important to establish the management structure for the project that identifies the specific

players, their roles and responsibilities and the interaction between them for the life of the

project. For small projects, it may be only the Project Manager and a Senior or Line Manager.For larger and/or more complex projects it will be necessary to establish a more formalised

governance structure

3.3. ORGANISATIONAL CHANGE MANAGEMENT/OUTCOME REALISATION

Organisational Change Management is the management of realigning an organisation to

meet the changing demands of its business environment, including improving service delivery

and capitalising on business opportunities, underpinned by business process improvement

and technologies. Any project planning activities must consider the amount of organisational

change required to deliver the project outputs and realise the project outcomes/benefits. Once

a project delivers its outputs to the Business Owner(s), these outputs must be utilised by the

Project Customers to enable the projects outcomes/benefits to be realised. This stage of the

project is therefore referred to as outcome/benefits realisation.

For small projects, it may not be documented formally except in any implementation plans

developed. For large and/or more complex projects, planning for this change is closely linked


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with Stakeholder Management, Communication Strategy and Outcome/Benefits Realisation

Planning.

3.4. STAKEHOLDER MANAGEMENT

Stakeholder Management involves the identification of people or organisations that have an

interest in the project processes, outputs or outcomes/benefits, and planning for how their

involvement will be managed on an ongoing basis. It may be done very quickly for a small

project, whereas a large and/or more complex project will require a formal stakeholder

analysis, a Stakeholder Management Planas part of the Project Business Planand ongoing

monitoring and review of progress. Stakeholder Management is closely related to

Communication Strategy and Planning.

3.5. RISK MANAGEMENT

Risk Management describes the processes concerned with identifying, analysing and

responding to project risk. It consists of risk identification, risk analysis, risk evaluation and

risk treatment. The processes are iterative throughout the life of the project and should be

built into the project management planning and activities.For small projects, a brief scan and ongoing monitoring may be all that is required. For large

and/or more complex projects, a formalised system for analysing, managing and reporting

should be established, including the use of a Risk Register.

3.6. ISSUES MANAGEMENT

Issues Management involves monitoring, reviewing and addressing issues or concerns as

they arise through the life of a project. If issues are not addressed they may become a risk to

the project. For small projects, a brief scan and ongoing monitoring may be all that is

required. In large and/or more complex projects, it is advisable to maintain an Issues Register

that should be reported on regularly to the Steering Committee.


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3.7. RESOURCE MANAGEMENT

Planning for managing the people, finances, and physical and information resources required

to perform the project activities is vital, no matter what the project size or complexity. For

small projects, this planning may not be documented, but for large and/or more complex

projects, detailed documentation will enable better management of the resources, as well as

transparency for the Key Stakeholders. Formalised monitoring and reporting on progress

against budget is an important element in reporting to the Steering Committee in large and/or

more complex projects.

3.8. QUALITY MANAGEMENT

The purpose of Quality Management in projects is to ensure that the project outputs are

delivered fit-for-purpose. If outputs are not fit-for-purpose there is every likelihood that

planned project outcomes/benefits will not be realised, or realised to a much lesser extent. It

can be achieved by developing quality criteria for the outputs themselves and by ensuring that

all project management processes are conducted in a quality manner.

Quality Management involves a process for the management of changes, problems, issuesand incidents that emerge during the production of the outputs. These quality management

procedures need to be planned for by the Project Manager just as thoroughly as the actual

work of the project. For small projects, these procedures may not be formalised, but should

be scanned for during the life of the project.

3.9. STATUS REPORTING

Formalised regular reporting on the status of the project, with regard to project performance,

milestones, budget, issues and risks is a major requirement for large and/or complex projects.

Reporting is usually to the Business Owner(s), Project Sponsor and Steering Committee. The

frequency of this reporting varies. With very small projects it may consist of fortnightly

consideration of any issues that could affect progress and a regular meeting with the Senior

Manager/Project Sponsor. For large and/or more complex projects, it forms an integral part of

the quality management of the project.


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3.10. EVALUATION

No matter what the size or complexity of the project, the measurement of project success

against well-defined criteria is necessary. Established criteria will help to determine whether

the project is under control, the level of adherence to documented plans, methodologies and

standards, and achievement of outcomes/benefits. For small projects, evaluation might

consist of ongoing monitoring through discussions with the Line Manager and affected staff,

with a debriefing at the end. For large and/or more complex projects, formalised reviews are

highly recommended, both during the project, at the end of major phases and post

completion.

3.11. CLOSURE

Planning for the closure of a project is important. Essentially, successful project finalisation

involves formal acceptance of project outputs by the Business Owner(s), an internal review of

project outputs and outcomes/benefits against the Project Business Plan, disbanding the

team and tying up loose ends. In a large and/or complex project, an external post-completion

review/audit, before formal closure by the Steering Committee, often occurs. The extent towhich procedures for closure are formalised depends on the nature and size of the project.

3.12. DOCUMENTATION

Project management documentation provides both a record of decisions and a means of

documenting assumptions on which these decisions are based. Creating the documents also

can help the Project Team focus on the tasks required at a particular stage in a project and

should not be viewed as superfluous to the project. Such documentation is usually generated

by the Project Manager and Team, and approved by the Project Steering Committee. It is

important to remember that it is the project processes that are the focus - documentation is

not an end in itself.


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PART II

1. SummaryThis work will be related with the creation and implementation of a project of rural Tourism,

from the planning, restoration and creation of activities of tourism in a Quinta (Country House)

in the village of Amares that has all the norms and traditions of Rural Tourism.

Tourism has been pointed as a development factor, above all for countries or areas where the

economic group and productive is less competitive, coming to this activities as a sector-key

for development. Effectively, tourism became a phenomenon of the everyday life for hundreds

of millions of people, being today considered a measure of life quality in the contemporary

societies.

This fact is also verified in Rural Tourism, tends like this has more and more a larger number

of followers, maybe for a change of mentalities or then of desires.

Being introduced like this Quinta do Burgo as for objective to be one of the best Quintas

(Country Houses) of Rural Tourism of the North area.

We will present the underlying characteristics, such as the activities developed by the

promoters of Quinta do Burgo, the expected success, taking advantage of the involving area

and also for the quality of products and rendered services it will provide.


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2. BACKGROUND

A brief historical research to recount the place where is placed Quinta do Burgo was aninteresting challenge. According to the documents that we had access, they refer the

following evolution:

Century XVIII: property integrated in the feudal landlord guided by the different (descending)

family Azevedo and Vasconcelos in that each odd property possessed a habitation group,

driven by a wealthy caretaker, in the case of Quinta do Burgo.

Quinta do Burgo becomes inserted in the properties of Quinta da Levada with the Coat of

arms and Weapons of Belchior of Azevedo and Vasconcelos who was recognized their

gentlemen's importance and respective lineages by King D. Joo V. The use of the

agricultural lands and of the casario implicated a payment to the Mister of the "pono",

translated in Wine, cereals, olives. This practice already remounted to the previous centuries.

Century XX: Saint Marries of the Mercy of Amares was favoured with the donation of Miss D.

Filomena do Rosrio Pereira da Silva Almeida, last landlady of the vast estate with intentions

to create a Hospital, however inaugurated but with brief existence.

Quinta do Burgo locates in the area between High Cvado and Homen. Nowadays is a

property with eighteen hectares, constituted by habitation houses, vineyard (there is an

existence of fruit trees, for instance orange trees, olive trees, peach trees, chestnut trees,

potato plantation and cereals) cultivation.

Of this vast patrimony it is recorded a recovered granary from the XIX century (1863), oven,

azenha (olive oil production place).

The entrance on Quinta do Burgo takes us to a yard (old quenteiro). From this it is recorded

the caretakers typical house, with a beautiful main facade constituted by a staircase that gives

access the a balcony with the particularity of receiving a prolongation of the roof, supported

by wood columns; the existence of a niche was emphasized with an image (in stone) of

S.Tiago. The niche was inculcated at the entrance hall.

The contemplation of the vast nature is propitiated, with incidence for Rio Cvado's hillsides,

making possible the accomplishment of pedestrian and equestrian walks of leisure, because

horses and carts exist.

In juridical terms, TER (Tourism in Rural Space) is defined as The activities group, lodging

services and animation to tourists, in enterprises of family nature, accomplished and rendered


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() in rural areas (Law N. 54/2002)." In the extent of this project, however, we will use the

term TER to designate the group of lodging modalities in rural areas, guided for the

exploration of natural and cultural resources.

In Portugal, TER includes lodging services in solares and apalaadas houses, in the

Quintas where agricultural activities grow, rustic homes, sockets as copies of the traditional

popular architecture, and still in rural hotels and parks of rural camping. These lodging

services are distributed by seven categories legally defined - Tourism of House, Rural

Tourism, Tourism of Village, AgroTourism, Country houses, Rural Hotels and Parks of Rural

Camping (Law N. 54/2002).

It is interesting to observe that, the Tourism of House provides the permanence in an elegant

house and the conviviality with representatives of the old province nobility. AgroTurismo

provides the contact with the everyday life of a Quinta of farming.

The Tourism of Village, the Rural Tourism and the Country houses provide the permanence in

a typical village house, living the difference among these modalities in the way as the units

are managed and in the existence or not of cohabitation between guests and hosts.

Table 1 contains a review of the modalities of lodging in 2003, putting in evidence the

prevalence of the Rural Tourism in what concerns to the number of establishments, roomsand beds, being the Tourism of Village the modality that records the lowest values in these

table.

ModalitiesNumber of

establishmentsNumber ofBedrooms

RatioBedrooms /Establish.

Number ofBeds

Ratio Beds/Estabelish.

Rural Tourism 391 1874 4,8 3676 9,4

HabitationalTourism 246 1378 5,6 2733 11,1

CountryHouses

148 502 3,4 988 6,7

AgroTourism 147 914 6,2 1813 12,3

VillageTourism

4 64 16,0 127 31,8

Total 936 4732 9337

Table 1 Number of bedrooms, establishments and beds per modality of tourism


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Quinta do Burgo will be included in the Rural tourism modality.

"Tourism in the Rural Space" presents characteristics of its own; little tends in common with

the other modalities of tourism. With effect, this activity has as fundamental objective, to offer

to tourists the opportunity to relive the practices, the values and the cultural traditions and

gastronomy of the rural societies, benefiting of its lodging and a personalized reception.


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3. TARGET GROUP

95% of the visitors of Quinta do Burgo will be from a young layer. Most of these will come

here because it is a place close to local Gers, excellence place chosen to practice sports

linked to the mountain, and also for being a place that inspires them to adventure.

The other 5% belong to a more senior class, and these also move for the passion of nature,

but also for resting. These are in majority absorbed people for the culture and they are the

ones that explore more the monuments of the area. They will also make this dislocation to

treat their health in Termas de Caldelas for the cure of some evils in their natural sparkling

waters.

Most of these tourists will be regular ones, they will come to Quinta do Burgo and will want to

repeat the experience, and per times they will bring friends and family.

Quinta do Burgo will attract tourist trough known friends or by travel agencies, Internet, fairs,

books on houses of rural tourism, etc.

The largest nationality percentage we will expect to compete to the Portuguese (80%), what

suggests us a reason of joy.

It will be in the summer that these seek more Quinta do Burgo, because it is usually when

people have vacations, and also because it is in this period of the year that Amares has moreanimation in level of parties and pilgrimages. Being this the reasons that drag so many people

for this area. They are countless and all full of traditions that fill the onlookers eyes.


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4. AIMS AND OBJECTIVES

Tourism in rural space is one of the activities better put to assure the revitalization of rural life,the resources, the history, the traditions and the culture of each area. It is not only a factor of

diversification of the agricultural activities, as a "plural-activity" factor, through the increase of

effectiveness of a group of other economic activities that flows to it and with him interact.

It is the case of the craft, of the production and sale in the exploration of traditional products,

of which stand out the agricultural products, the transport services, the animation, the guides,

etc. He matters, therefore, to promote it in a proportionate way and sustained, in the respect

for the differences that characterize each area and for the quality requirements and of well-

being demanded by the clientele that seeks it.

It was with base in these presuppositions that the Government adopted a concept of tourism

in the rural space, as a complete product and diversified that integrates the lodging

components, restoration, animation and leisure, based on the hospitable reception and

personalized and in the most genuine traditions of the gastronomy, the craft, the popular

culture, the architecture, the folklore, and the history.

Quinta do Burgo is placed in a strategic place that allows discovering all the reference places

that tourists usually try to visit during vacations in the North of Portugal. An example of these

is the Peneda Gers National Park, a place very requested by visitors, which is just 30km

from Quinta do Burgo.

This is a place very visited by tourists that like mountain, they can do activities like escalade,

pedestrian walks, etc. For the visitors who are more interested in discovering the Portuguese

architectonic culture they will have the monasteries that are located 7km from Quinta do

Burgo and the Castle of Pvoa de Lanhoso that is just 12km from Quinta do Brugo.

In another slope who wants to rest and together enjoy the nature Quinta do Burgo is located

just 200 meters from the fluvial river (Rio Cvado) beach, also theres the possibility of having

boat trips and sport fishing activities.

Its with this vast patrimony that we conduct a vast reconstruction and restoration plan for

Quinta do Burgo, as we cannot let this heritage be forgotten.

All the plans we will follow will implement the original construction materials and all of the

typical tools and traditions from the ancient Quinta. Maintaining this initial aspect, we will

prevail the typically rural house.


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Quinta do Burgo takes advantage of all of the involving resources of the area, from parties

and pilgrimages, the gastronomy, the cultural patrimony, the production of green wine, etc.

This gives visitors the typical cultural atmosphere of this area, contributing to the development

of this area.

Has a differentiation we refer the quality, strong point that will be aimed with Quinta do Burgo.

Quinta do Burgo will possess a particularity, all of the employees will belong to the family

Campos, and this will allow the family atmosphere.

Important to point out is also the contribution to the development of the Amares region areas

related with the tourism, such as the restoration services and bars. We will look for support in

the City Hall of Amares for bringing tourists to this region.

The great success that we expect to get will be due to the rendered exemplary service of

quality, reconciling the local culture, taking advantage of the cultural patrimony, the parties

and pilgrimages and also the gastronomy of the area not forgetting the leisure and relaxation

of the visitors.


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5. RESULTS

This project intends to serve as a thruster of important initiatives in the rural communities

development and consequent improvement of the quality of life of their populations, it is also

example that proves that the Area has optimum conditions for a quality tourist offer, that we

should take advantage and explore, making tourism an important development factor and

economical growth factor.

Among several activities, Quinta do Burgo will propose to visitors, a presentation of the

patrimony of the Town of Amares. There will be organized visits, with a varied array of

historical monuments among these Monastery of Santa Maria of Bouro; Monastery of Santo

Andr de Rendufe; Tower of Castro; Solar de Vasconcelos; Quinta do Coberto; Ponte do

Porto; Termas de Caldelas, etc.

For the lovers of culture of Amares and also of the ancestors that lived in these lands, they

can visit the Museum of the Votive offerings of N. S. of Abadia. And for the visitors who want

to observe the Town of Amares, Quinta do Burgo takes them to the several dispersed

viewpoints for this area. Among many they stand out the viewpoints of Rock of Rebolo,

Mount of Saint, Mount S. Miguel-the-angel, Mount of S. Pedro Fins, etc.

Now gone back to a side completely different, Quinta do Burgo will propose to visitors trips tothe river that is sensibly 200 m from Q.B. In this the people could choose among several

activities like the boat trip, the sport fishing, or then for who prefers to rest, to take advantage

of some sunbathings ideal for who has children.

For the more adventurers and radicals Quinta do Burgo will have group activities. There are

example of these bicycle walks, equestrian walks (Quinta do Burgo as a horse stable with two

horses) or then pedestrian walks.

But for those who wont want to leave Quinta do Burgo they will have available the swimming

pool, for who wants to refresh and to pick sunbathings; tennis field to practice this modality.

Up to now it was spoken in activities more related with the hot time, but Quinta do Burgo will

also be prepared to welcome their visitors in fresher time. Q.B will possess central heating. It

will also make available to the tourists a room of games with snooker, or then for the more

intellectuals a reading room will exist. And for the lovers of technologies this will possess a

room with television, video and also Internet.


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We cannot forget the gym, the sauna and jacuzzi entirely to the disposal of the guests. Quinta

do Burgo will also be prepared to receive colloquies, Congresses, conferences, etc, because

Q.B will contain a conference room, prepared to welcome these types of events.

The slogan on Quinta do Burgo will be the quality, we will verify this in the rooms or in the

apartments that the visitors can chose.

In conclusion way, it is verified that Quinta do Burgo will propose a group of activities directed

for several types of personalities, and also for the several states of time. Here also the

concern is verified with the quality and the people's well-being that visit it.

Its also important to refer that inside of the facilities of Quinta do Burgo the promoters will be

always ready to give information on the house and on the area, they even could consult

bibliography and pamphlets made available by this.

One of the most famous products of the area, the Green Wine, will also be a point of

reference of Quinta do Burgo a beautiful plantation with a vast extension of 14 acres of white

and red grapes. All this factors will increase the attractiveness of the surrounding locations to

Quinta do Burgo and hopefully will bring more tourists to the town of Amares, developing the

economy and way of life of this small rural town.

Quinta do Burgo will aim to be the best rural tourism house on the northern area of Portugal,with the constant development of this always in mind.


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6. ACTIVITY PLAN

MonthsActivities

1 2 3 4 5 6 7 8Responsible

1 Preparation Owner of Q.B.

1.1 Coordinator selection Owner of Q.B.

1.2. Restoration plan creation Coordinator

1.3. Public bid for the construction

and decoration CompaniesCoordinator

1.4.Companies selection

Owner of Q.B.

and Coordinator2.

Restoration ProcessContracted

Company

2.1.Work Initiation

Contracted

Company

2.2.Work Termination

Contracted

Company

2.3.Decoration Initiation

Contracted

Company2.4.

Decoration TerminationContracted

Company

3. Activities Planning Coordinator

3.1 Cultural and recreational

activities planningCoordinator

4.Promotion

Contracted

Company

4.1. Creation of the Marketingstrategy

ContractedCompany

4.2. Implementation and

development of the marketing

promotion campaign

Contracted

Company

5.Evaluation

Owner of Q.B.

and Coordinator

Table 2 Activity Plan


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1. Preparation

This project will be initiated with the coordinator selection by the owner of Quinta do Burgo.

The restoration plan will be contracted to an architect and interior decorator that are going to

rearrange all the possible infrastructures for the accommodation of guest in Quinta do Burgo,

all the original materials and all of the typical tools and traditions from the ancient Quinta will

prevail in the final draft of the project, not forgetting modern comforts like recreational

materials and facilities like pool table, Jacuzzi, sauna, Gym, pool, tennis court and a breakfast

room. All of this work will be done on the first month of the project.

On the second month we will open a Public bid for the construction and decoration

Companies in order to chose the most cost effective and cheap companies.

2. Restoration Process

After the companies are chose, we will initiate the restoration process on the third month, this

will be prolonged until the seventh month. The restoration process will involve the

rearrangement of all the infrastructures in order to be possible guest accommodations and the

renewal of the decoration on every single spaces of Quinta do Burgo.

3. Activities Planning

Before the restoration process is over the activities planning of Quinta do Burgo will initiate on

the fifth month until the ending of the eighth month, this will consist in the planning of a

diverse and rich chart of activities enabling the guests to appreciate the vast patrimony of the

town of Amares.

4. Promotion

The promotion of Quinta do Burgo will start on the seventh month and will prolong until the

end of the eighth month. For the promotion of Q.B. we will contract a marketing company that

will do us a marketing strategy to effectively promote our product this will be Quinta do

Burgo Gold over Green a traditional and cosy rural house from the north of Portugal.

This strategy will evoque the marketing mix, which is Product, Price, Promotion and

Placement, this are the variables that will determine the market segmentation and marketing

strategy that will be adopted. The branding of Quinta do Burgo will be studied and several

market studies will be conducted to access the valorisation of Quinta do Burgo as well as


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brochures, pamphlets, flyers and a website development. The intensification of contacts with

tourism operators and with the local and international media and press will be another point

not to forget.

5. Evaluation

Relatively to the evaluation of the project, this will be done on the beginning of every stage

that is, on the third month when the restoration process begins, on the fifth month when the

activities planning begins, on the seventh month when the promotion begins and on the

eighth month an exhaustive evaluation process will be made.

The evaluation process will be made on the beginning of every stage because this way it will

be possible to evaluate all the work done until that point, because most of the stages dont

end on a linear way, this is the best option to correctly be on track of the evaluation process.

The evaluation will consist on meetings by the owner of Quinta do Burgo and the project

coordinator, inquires and online forms will has well be done to the prospective guests of

Quinta do Burgo accessing the impacts that this has been taking during its development.


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7. IMPACT

Rural tourism in Amares is constituted in a form of valorisation of the territory, because at the

same time in that it depends on the administration of the rural space for his success, it

contributes to the protection of the environment and for the conservation of the natural,

historical and cultural patrimony of the rural way. It is constituted, therefore, in an incentive

instrument to the administration and the maintainable use of the local space that should

benefit the population priory of Amares directly and indirectly involved with the tourist

activities.

Rural tourism can create jobs and diversify the economical activities of Amares. The

important is to get through these activities to obtain effects such indirect as the improvement

of infrastructures and telecommunications, development of the small and averages existent

industries in Amares as a consequence of the growth of the demand for craft and nutrition

products, development of the leisure industry and indirect improvement of the agricultural

sector, through the increase of typical quality products of each area, as it is the case of the

honey, cheese, wine, etc.

Quinta do Burgo will as well improve the quality of the service provided to their guests,

implementing in the near future the Enotourism (wine tasting tourism), and this kind oftourism brings a completely different array of tourists to Amares, a segment aimed to visit the

vineyards and to feast with traditional food and wines from the region. This will be a very

entrepreneur assignment that certainly will attract more tourists to Quinta do Burgo in the

future and will give more means of subsistence to this Quinta.


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8. MANAGEMENT OF THE PROJECT

Scheme 1 Tree view of the project framework

On scheme 1 we can see the persons involved in the project framework the owner of Quinta

do Burgo will be the most important person of the framework, everything has to pass by him,

every decision that are related to is Quinta needs is approval, the second person on the

framework will be the project coordinator, his job will be related to everything that needs to be

done on this project, he is the person that will make the contacts, communication and

overview with the selected companies for this project, is role is to maintain everything in order

and maintain the ongoing deliverables goals.

The architect will perform the restoration plan to the infrastructures and perform the

necessary adaptations for a modern and pleasant stay of the future guests.

The construction company will do all the necessary work involved in the restoration of Quinta

do Burgo and will construct the necessary infrastructures for the recreational activities, like

the swimming pool, Jacuzzi, sauna and gym. The Decoration Company will perform all the

decoration of the premises, refurbishing all of the furniture and objects of Quinta do Burgo

maintaining all of the natural and traditional folklore aspect of it.

Because this are contracted companies the number of employs will vary dependently on the

chosen company.

Owner of Quinta doBurgo

Architect ConstructionCompany

DecorationCompany

Project Coordinator


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Scheme 2 Tree view of the project promotion

In scheme 2 we can see the tree view for the project promotion, the project coordinator will be

the head of the development of the promotion activities for Quinta do Burgo. The project

promotion will involve the marketing company for defining the marketing strategy and the field

studies on the rural tourism subject. The design company will design all the elements needed

for the promotion, this can be pamphlets, flyers, billboards, brochures and a website.

Finally the Print company will print all the material necessary for the promotion of Quinta do

Burgo, as well as all the branded letters and papers necessary for the correspondence of

Q.B..

Project Coordinator

MarketingCompany

DesignCompany

PrintCompany


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Scheme 3 Tree view of Quinta do Burgo maintenance

For the work that will be done on Quinta do Burgo there will be contracted some persons for

this jobs. Their role will be to maintain the normal functioning of the farm and all that is related

to it.

The accountant will do all the burocratic financial work of Quinta do Burgo, the receptionist

will not be a contracted person as this is a family run business it will be the spouse of the

owner, the head janitor will be the daughter of the owner, she will need two stewards for all

the work involved in preparing the beds and rooms for accommodation and the cleaning of

the premises. The farm caretaker will be the owner, he will need three persons to assist him,

they will be a vine caretaker who will take care of the vineyard and two field caretakers that

will take care of the agriculture. The activities monitor will be as well the daughter of the

owner she will have two persons to assist her, it will be a horse caretaker that will be

responsible for the stables and the horses treatments and a sauna, Jacuzzi and pool

caretaker that will take car of these three areas including its cleansing.

Without these the farm would not function properly being them indispensable for the good

image of Quinta do Burgo.

Owner of Quinta do Burgo

Accountant Receptionist HeadJanitor

FarmCaretaker

ActivitiesMonitor

Steward StewardVine

CaretakerField

Caretaker

HorsesCaretaker

Sauna, Jacuzzi,Pool Caretaker

FieldCaretaker


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9. EVALUATION

The evaluation of the project will be done on the beginning of every stage that is, on the third

month when the restoration process begins, on the fifth month when the activities planning

begins, on the seventh month when the promotion begins and on the eighth month an

exhaustive evaluation process will be made.

The evaluation process will consist on meetings by the owner of Quinta do Burgo and the

project coordinator, in these meetings it will be discussed all the key points in the

development of the project, what is wrong and what can be done to correct the problems in a

sustained manner. These meetings will allow us to equally access if the project is going

accordingly to what was planned and if everything is going according to the proposed budget.

There are going to be at the same time inquires and online forms to the prospective guests of

Quinta do Burgo that are going to visit the website and location during development, this will

serve to access the impacts that this has been taking during its development, if its going on

the right way or if something can be changed in order to a more pleasant stay on Q. B..

The final meeting will gather all the information from the previous meetings and from the

prospective guests that filled the forms and inquiries, and will access in a final stage an

evaluation of the process of development of this project, derogating if all the goals werecomplied and what still can be done to improve the quality of the future service that is going to

be offered.

The evaluation of Quinta do Burgo will continue in the future with inquiries and online forms

for the guests to fill in, in order to access and maintain the quality of the Quinta.


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10. SUSTAINABILITY

Sustainable development is the development that meets the needs of the present withoutcompromising the ability of future generations to meet their own needs.

The volume and significance of tourism clearly shows that it is not enough to develop new

forms of "alternative" tourism in order to minimise the negative and maximise the positive

impacts of tourism development. The whole sector must be developed and managed in a way

that it does not damage the natural and socio-cultural environment. So sustainability in rural

tourism is: all forms of tourism development, management and activity that maintain the

environmental, social and economic integrity and well-being of natural, built and cultural

resources in perpetuity.

Rural tourism is often considered to be intrinsically sustainable, for it attracts small number of

visitors, there is no need for extensive infrastructural development, tourists are usually

genuinely interested in the local culture and traditions. One of the main attractions of rural

holidays is the personal interaction with local residents, so hosts and guests are able to share

ideas and knowledge, and consequently tourism can fulfil its role as the "industry of peace",

as a tool of mutual understanding.

Since the demand is often seasonal, the occupancy rates are low and the investment required

for creating or improving facilities for tourists is often high. In most rural tourist destinations it

is quite unlikely that tourism can be viable as a sole source of income. Rural tourism can

usually be only one of the income-generating alternatives in a region, so its role in sustainable

development is highly influenced by the performances of other economic sectors (especially

agriculture and wine production), which will be the case of Quinta do Burgo that as a vast

extension of 14 acres of white and red grapes..

Tourism development also influences the socio-cultural characteristics of rural destinations,

both in positive and negative way. As positive impacts, the following can be mentioned: rural

tourism usually encourages better use of the available resources (like land, labour, capital,

natural and cultural attractions), brings about socio-economic change, contributes to heritage

protection and the conservation of the rural environment, provides more social contact for

local people and increases their chance to learn about other cultures. As negative impacts,

tourism in rural areas changes or damages the rural landscape and the natural and cultural

values of a given region, rearranges social stratification (this can also be interpreted as a


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positive change in certain cases), puts additional pressure on the local community, changes

their rhythm of life, threatens their privacy or results in the inauthentic presentation of local

customs and traditions, adapted to the tourists wishes.

Rural tourism mainly provides additional income for rural families and contributes to the

development of pluriactivity (i.e. when a family or an individual carries out more than one type

of job). The supplementary income generated by rural communities can help the development

of the infrastructure or social services as well, and the perceived potential of economic

development can make an area more attractive, thus more viable in the long term.


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11. BUDGET AND JUSTIFICATION OF THE BUDGET

Budget for the restoration and promotion of Quinta do Burgo

Description Unit N Units Cost Total

1. Restoration

1.1. Project Coordinator1.2. Restoration plan

1.2.1. Architect1.3 Contracted Companies

1.3.1.Construction Company

1.3.2. Decoration Company

Per month

Per job

Per job

Per job

7

1

1

1

1300

1200

40000

20000

9100

1200

40000

20000

2. Items used in project activities

2.1. Staff training2.1.1. Books and Manuals2.1.2. Conferences and Workshops

Per itemPer unit

154

15 100

225 400

3. Promotion

3.1. Marketing Company3.2. Design Company3.3. Print Company

Per jobPer jobPer job

111

1000 800 850

1000 800 850

Total 73575

This initial phase will englobe all the necesasary items for the restoration, promotion andactivities planning of the project.Firstly we will have the restoration phase that will demand a project coordinator, during theseven months of the project; he will be responsible for coordinating all the activities takenduring this period.In this point there is the need to contract an architect that will do the restoration plan of Quintado Burgo.After the project of the architect is approved we will chose the construction and decoration

companies.The choice will be granted to the companies that have the best work portfolio has well as thebest prices.From the two chosen companies their assessment of the restoration costs are here on thebudget, these values are relative to the workers and materials.On the second item we will present the values for the training of the staff, this item will benecessary because of the high demand of quality services on rural tourism, so these personswill have to learn the best practices to do on there rural tourism farm.In this item we will include expenses with books, manual as well as conferences andworkshops related to rural tourism.The third and last item will be the promotion, this item is very important for the development of

Quinta do Burgo. For this item it will be necessary to contract a marketing company to do a


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marketing strategy for the farm as well as a market study to access the kind of persons thatlook for these tourist facilities and there needs and wants.This way Quinta do Burgo can fulfil the requirements of the tourists.

The design company will do the graphical image of Quinta do Burgo as well as all of therelated materials involved in its promotion, the print company will print all the necessarymaterial for the promotion of Quinta do Burgo.


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Budget for the maintenance of Quinta do Burgo / *per year

Description Unit N Units Cost Total

1. Employees

1.1. Accountant1.2. Recepcionist1.3. Head Janitor

1.3.1. Stewards1.4. Public Relations1.5. Farm Caretaker

1.5.1. Vine Caretaker1.5.2. Field Caretaker

1.6. Activities Monitor1.6.1. Horses Caretaker1.6.2. Jacuzzi, Sauna, Pool Caretaker

Per month----------------------------Per month----------------------------Per monthPer month-------------Per monthPer month

12--------------

12--------------

1212

-------1212

50-------------- 180-------------- 100 240------- 120 140

600--------------

2160--------------

1200 2880-------

1440 1680

2. Fixed Costs

2.1. Horse Food2.2. Horse Treatment2.3. Cleaning Products2.4. Pesticides2.5. Fertilizers2.6. Pool Maintenance2.7. Sauna Maintenance2.8. Jacuzzi Maintenance

Per monthPer monthPer monthPer monthPer monthPer monthPer monthPer month

126

1212127

1212

100 150 150 100 100 150 100 100

1200 900

1800 1200 1200 1050 1200 1200

3. Variable Costs

3.1. Water, electricity, etc3.2. Fax3.3. Telecommunications3.4. Extras

Per monthPer monthPer monthPer month

12121212

250 20

150 200

3000 240

1800 2400

Total 27150

The budget for the maintenance of Quinta do Burgo is very important for the overall project. In

this budget we will have all the necessary staff for the normal functioning of the farm and all

that is related to it.

The accountant will do all the burocratic financial work of Quinta do Burgo, the receptionist

will not be a contracted person as this is a family run business it will be the spouse of the

owner, the head janitor will be the daughter of the owner, she will need two stewards for all

the work involved in preparing the beds and rooms for accommodation and the cleaning of

the premises. The public relation will be the daughter of the owner, and will here function will

be the face of Quinta do Burgo, that is, it will be here that is going to speak with the media

and newspapers as well as the link between Quinta do Burgo and the local authorities.


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The farm caretaker will be the owner, he will need three persons to assist him, they will be a

vine caretaker who will take care of the vineyard and two field caretakers that will take care of

the agriculture. The activities monitor will be as well the daughter of the owner she will have

two persons to assist her, it will be a horse caretaker that will be responsible for the stables

and the horses treatments and a sauna, Jacuzzi and pool caretaker that will take car of these

three areas including its cleansing.

Without these the farm would not function properly being them indispensable for the good

image of Quinta do Burgo.

Has fixed cost we will have the horses food cost, horses treatment costs, cleaning products,

pesticides and fertilizers for agriculture, the pool maintenance, the sauna maintenance and

the jacuzzi maintenance.

The variable costs will be the ones corresponding to water expenses, electricity expenses,

Fax, telecommunications as well as extras that can be for transportation purposes, or for the

substitution of any damaged material on Quinta do Burgo.


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APPENDIXX

Figure 1 Schematic view of the Quinta do Burgo architecture project.

Figure 2 Schematic top view of the Quinta do Burgo architecture project.


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Figure 3 Schematic lateral view of the Quinta do Burgo architecture project.

Figure 4 Schematic lateral view of the Quinta do Burgo architecture project.

Project Management Bruno

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