【正文】 f the monitoring of the status of the project and the projected pletion and hand over dates. FORMULATE CRITICAL PATH The Data formulated in the Tasks Assignment Check List is to be used as the base for the formulation of the “Critical Path” report. The first thing to establish is the Opening date of the Hotel. Secondly, the Hand over schedule for each area of the Hotel should be finalized in conjunction with the Project Team. Thirdly, the data from the tasks assignment check list is transferred into the critical path with reference to the hand over of each area and ultimately the opening date. Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of: ? Starting Date ? Progress ? Delay ? Completion Date ? Late Completion ? Opening Date All tasks should be monitored and updated weekly with a review meeting for all concerned. Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Opening Date. Note: The Critical Path should be formulated in a Data Base Software format as per the example attached to allow the efficient, Any Date Order, or Person Responsible, Sorting. FORMULATION OF HAND OVER SCHEDULE PER AREA The fist type of handover schedule should be formulated for the hand over of the rooms. Preopening manual for Food amp。 Beverage ACCOR hotels 7 Action by Starting date Completion date ll. List of forms mm. Procedures for costing nn. Cleaning schedules oo. Pest control pp. Specification linen qq. Mini bar rr. Table to presentation ss. Banquet contractor tt. Promotional calendar uu. Operating hours vv. tart Famp。B concept j. Executive starting date k. Staff canteen start l. Recruitment of general staff m. Hiring schedule n. Manning guide o. Pay scales p. Job descriptions q. Operation manual per outlet r. Menu drafts s. Drink list t. Market research u. Operating equipment list v. Kitchen equipment list w. Memo art work x. Restaurants names y. Restaurants logos z. Menu printing aa. Pricing and costing bb. Organization chart cc. Advertising need dd. Banquet brochure ee. Banquet menus ff. Canteen procedures gg. Revision of Famp。 Beverage ACCOR hotels 6 The following checklists are to be considered as a guideline for the formulation of the critical path. The following checklists are to be considered as a guideline for the formulation of the critical path and more detailed checklist should be developed for each department concerned. Action by Starting date Completion date Food and Beverage a. Famp。 Beverage ACCOR hotels 2 0. INTRODUCTION This manual is intended as a reminder and check list for the many tasks and actions required to successfully open an ACCOR Hotel, and when presented or used at this infant stage of an hotel’s development should not be construed as a plete and entire manual of the tasks to be done. Each Hotel is unique and as the current project develops the information within this manual should dramatically change, being more accurate and definitive, so as to meet the specific requirements of the project and location, it should be seen as a base from which to beg BRIEF DIVISION HEAD Project in General General Discussion on Owning Company and management Agreement. Discussion of any Project, Site or Location idiosyncrasies Progress on Construction and possible Opening Dates. Progress reports from Project Manager and Construction Contractor Feasibility study.. Blue prints and Plans. Temporary site office. Review power of attorney for bank signatures Review owning pany Hotel agreement as it pertains to CoOwners. Owning Company’s anization chart. Internal Owner relations. Name, Address and Telephone s of Board Members. Equity position of Owners. Capital expense Budget and approval procedures. Any special agreements and/or understanding with the Owning Company. Board Meeting timetable. Review of last Board Meeting minuts Preopening manual for Food amp。 Beverage ACCOR hotels 1OPENING MANUAL FOOD AND BEVERAGE ACCOR HOTELS