There is a fundamental flaw in the current hospitality school of thought: New hotel opening project success is measured by whether or not the hotel (eventually) opens.

In case the hotel opens (even with considerable delays, cost overruns and brand creep), the project is considered successful.

Only when a project is aborted, or a hotel management agreement is terminated prior to the opening is it considered a failed project. Globally, project performance is measured against project constraints.

Project failure of course has measurable consequences, which negatively impact owner, operator, and other stakeholders alike.

To better understand these consequences, this ambitious research project is endeavouring to measure project success against the project constraints of schedule, resources, scope and quality. The objective of the study is to establish an industry baseline and identify best practices.

The immediate focus will be on China, and we are currently inviting hospitality and related professionals to participate in this research project.

If you have been directly involved in the opening of a new hotel in Mainland China, you are encouraged to complete this online survey.

The questionnaire is very user friendly and it would take approximately 20 minutes of your time to complete it. Anonymity of participants and hotel projects is guaranteed under the Code of Ethics of the University of Saint Joseph, Macau S.A.R.

Questions? Please contact gert.noordzij@hotelopeningprocesses.com