Project Manager Manual

PROJECT MANAGERS MANUAL
Table of Contents
1. INTRODUCTION ...............................................................................................................1
2. CORPORATE STRUCTURE............................................................................................1
2.1. CORPORATE MISSION STATEMENT .........................................................................................1
2.2. CORPORATE PROJECT MANAGEMENT PHILOSOPHY ................................................................1
2.3. OPERATING CONCEPTS ...........................................................................................................5
2.4. ORGANIZATION CHARTS.........................................................................................................7
2.5. CORPORATE POLICIES AND PROCEDURES ..............................................................................8
3. TECHNICAL SERVICES..................................................................................................1
3.1. TECHNICAL SERVICES MISSION STATEMENT ..........................................................................1
3.2. OBJECTIVES ............................................................................................................................2
3.3. SCOPE OF SERVICES ................................................................................................................5
3.4. ORGANIZATION CHART ..........................................................................................................6
3.5. JOB DESCRIPTIONS .................................................................................................................7
3.6. HOTEL CLASSIFICATION .......................................................................................................58
3.7. MANAGEMENT AGREEMENT.................................................................................................60
3.8. TECHNICAL SERVICES AGREEMENT .....................................................................................61
4. HOTEL PROJECT MANAGEMENT ..............................................................................1

4.1. THE OWNER/DEVELOPER .......................................................................................................1
4.2. PROJECT MANAGEMENT .........................................................................................................3
4.3. CONSTRUCTION AGREEMENTS .............................................................................................10
4.4. PROJECT DEVELOPMENT SEQUENCE .....................................................................................13
4.5. MASTER DESIGN/CONSTRUCTION PROGRAM .......................................................................25
4.6. TENDERING MILESTONES .....................................................................................................29
4.7. HAND OVER MILESTONES ....................................................................................................31
4.8. THE DESIGN TEAM. ..............................................................................................................33
4.9. THE MANAGEMENT TEAM ....................................................................................................46
4.10. THE OWNERS PROJECT MANAGER ......................................................................................47
4.11. THE CONSTRUCTION MANAGER ...........................................................................................49
4.12. COMMUNICATIONS/PROCEDURE FOR CHANGE .....................................................................52
4.13. COMMUNICATIONS/PROCEDURE FOR CHANGE .....................................................................53
5. THE PROJECT MANAGER.............................................................................................1

5.1. JOB DESCRIPTION ...................................................................................................................2
5.2. ORIENTATION .........................................................................................................................9
5.3. COMMUNICATIONS ...............................................................................................................16
5.4. THE CORPORATE OFFICE ......................................................................................................21
5.5. AREAS REQUIRING SPECIAL ATTENTION ..............................................................................22
5.6. SET UP - PROJECT MANAGERS OFFICE ................................................................................37
5.7. MONTHLY REPORT ...............................................................................................................38

Table of Contents
5.8. BUDGET CONTROLS..............................................................................................................46
5.9. GLOSSARY OF ARCHITECTURAL/TECHNICAL TERMS ...........................................................49
5.10. PROJECT COMPLETION REPORT ............................................................................................63
6. DESIGN STANDARDS AND CRITERIA........................................................................1

6.1. DEVELOPMENT .......................................................................................................................1
6.2. CONSULTANTS DOCUMENTATION/APPROVALS ......................................................................2
6.3. LOCAL CODES, CUSTOMS, AND INFRASTRUCTURE ................................................................5
6.4. DEVIATIONS ...........................................................................................................................7
6.5. DRAWINGS REVIEW/COORDINATION ......................................................................................9
6.6. SUPPLEMENTARY EQUIPMENT AND SPARE PARTS ...............................................................14
7. CONSTRUCTION ..............................................................................................................1
7.1. INTRODUCTION .......................................................................................................................1
7.2. PRELIMINARIES/MOBILIZATION..............................................................................................2
7.3. SUBSTRUCTURE ......................................................................................................................5
7.4. MOCK UP ROOM.....................................................................................................................7
7.5. SUPERSTRUCTURE ................................................................................................................19
7.6. INTERIORS ............................................................................................................................22
7.7. MEP.....................................................................................................................................34
7.8. LANDSCAPING DEMOBILIZATION..........................................................................................38
8. FF&E PROCUREMENT ORGANIZATION ..................................................................1

8.1. DESCRIPTION ..........................................................................................................................1
8.2. SCOPE OF WORK .....................................................................................................................4
8.3. FF&E MILESTONES ................................................................................................................7
8.4. TABLE TOP PRESENTATION ..................................................................................................10
8.5. FF&E PROCUREMENT ..........................................................................................................17
8.6. TENDERING ..........................................................................................................................19
8.7. PROCUREMENT .....................................................................................................................37
8.8. HESB COORDINATION .........................................................................................................45
8.9. TABLE/TABLE CLOTH SIZES .................................................................................................75
8.10. SAMPLES ..............................................................................................................................83
8.11. RECEIVING/STORAGE/INSTALLATION ...................................................................................85
8.12. WARRANTIES........................................................................................................................93
9. PRE-OPENING ORGANIZATION..................................................................................1
9.1. HOTEL GENERAL MANAGER ..................................................................................................1
9.2. PRE-OPENING OFFICE .............................................................................................................3
9.3. PRE-OPENING ACTIVITY SCHEDULE .......................................................................................5
9.4. SITE SIGNAGE .........................................................................................................................7
9.5. HIRING SCHEDULE/STAFFING GUIDE ......................................................................................8
9.6. PRE-OPENING TEAM LIAISON ...............................................................................................10

Table of Contents
9.7. PROJECT FAMILIARIZATION WITH PROJECT MANAGER ........................................................11
9.8. HAND OVER SCHEDULE/FOOD & BEVERAGE .......................................................................15
9.9. OUTLET OPENING TIMETABLE/FOOD & BEVERAGE .............................................................16
9.10. HAND OVER/FOOD & BEVERAGE .........................................................................................17
9.11. AREA SETUP/FOOD & BEVERAGE.........................................................................................18
9.12. PROJECT FAMILIARIZATION WITH PROJECT MANAGER ........................................................19
9.13. HAND OVER SCHEDULE/MATERIALS MANAGER ..................................................................22
9.14. PRE-OPENING TRAINING STRATEGY.....................................................................................23
9.15. TRAINING ACTIVITIES ..........................................................................................................25
9.16. PROCUREMENT/STORAGE .....................................................................................................27
9.17. PRE-OPENING BUDGET .........................................................................................................29
9.18. HOTEL SOFT AND GRAND OPENINGS ...................................................................................34
9.19. LICENSES ..............................................................................................................................35
10. PROJECT COMPLETION AND HANDOVER..............................................................1

10.1. DEFINITION OF HAND OVER...................................................................................................1
10.2. PRACTICAL COMPLETION VS. BENEFICIAL OCCUPATION .......................................................4
10.3. HAND OVER SCHEDULE..........................................................................................................5
10.4. HAND OVER PROCEDURES .....................................................................................................7
10.5. MEP COMMISSIONING AND HAND OVER ...............................................................................9
10.6. FINAL ACCEPTANCE/LATENT DEFECTS ................................................................................16
10.7. HAND OVER PUNCHLIST/QUALIFICATIONS...........................................................................18
10.8. MAINTENANCE PROGRAMS ..................................................................................................28
10.9. OPERATING EQUIPMENT HAND OVER ..................................................................................29
11. PROJECT MANAGEMENT OPERATIONS REVIEW ................................................1

11.1. POLICY ...................................................................................................................................1
11.2. OBJECTIVES ............................................................................................................................1
11.3. ...............................................................................................................................................1
11.4. IMPLEMENTATION ..................................................................................................................2
11.5. PROJECT AUDITS ....................................................................................................................2
11.6. EXECUTION ............................................................................................................................3
11.7. MOR FORMAT .......................................................................................................................6
11.8. PROJECT AUDIT ......................................................................................................................7
11.9. MOR CHECK LIST ................................................................................................................13
12. EPILOGUE..........................................................................................................................1

SECTION 1 - INTRODUCTION
The Project Managers Manual has been prepared to assist and guide Hyatt Internationals
Project Manager/General Manager in all technical aspects of a hotel development, from its
inception to final completion.
This manual has also been compiled as an introduction for newly appointed Project Managers to
become familiarized with the scope of work and the sequence in which a project is developed. It
will explain the support provided by Hyatt International Technical Services to ensure all parties
compliance to Hyatt Internationals Design Standards and Criteria while guaranteeing a
successful completion and handover to the appointed hotel management team of the project.
Our philosophies of new hotel development specifically outline the need to thoroughly research
and study the market in which we intend to develop a new hotel. Therefore, our design criteria
for architecture, interior, and MEP design concepts and equipment specifications need to be
custom tailored based on the results of such research. Compliance to and integration into local
customs, culture, community pride, heritage, laws and regulations will remain priority in all new
developments. Also, care will be enforced that the development of the new hotel is responding to
the markets long term needs while maintaining harmony with the local environment and site
topography.
Therefore, when studying this manual it is understood that contents and specific guidelines may
vary from one project to another; it may be necessary to adjust the information to the individual
requirements of the project in question. As project owners/developers, financing, structure
design team members, and contractors are invariably different from project to project, the
contents of this manual will have to be adjusted to the individual projects needs, a process
during which the Project Manager will be guided and supported by the Technical Services
executives in the corporate and area/ regional offices throughout each project term.
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SECTION 2 - CORPORATE STRUCTURE
Table of Contents
2.1. CORPORATE MISSION STATEMENT ..........................................................................................1

2.2. CORPORATE PROJECT MANAGEMENT PHILOSOPHY .................................................................1
Employees...............................................................................................................................1
Product ....................................................................................................................................2
Technology .............................................................................................................................2
Service ....................................................................................................................................2
Profit .......................................................................................................................................3
2.3. OPERATING CONCEPTS ............................................................................................................4
Pre-opening Manuals ..............................................................................................................4
Management Modules ............................................................................................................4
Take-Over Manuals ................................................................................................................5
Computer Manuals..................................................................................................................5
Training Manuals....................................................................................................................5
Policies and Procedures Manuals ...........................................................................................5
2.4. ORGANIZATION CHARTS ..........................................................................................................5
2.5. CORPORATE POLICIES AND PROCEDURES ................................................................................6
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2.1. Corporate Mission Statement

Hyatt International Corporation will be the most successful operator of deluxe hotels, resorts and
mixed-used real estate developments in the next decade. It will deliver a level of personal service
and product which is excellent, innovative, and customer driven, yet be recognized for astute
asset management and profitability.
Hyatt International Hotels will be present in every gateway city and resort destination of major
consequence. Hyatt International Corporation will be the hospitality industry leader in
marketing, administration and local community development.
Hyatt International Corporation will value and nurture its principal asset - its people. Individuals
will be rewarded for outstanding effort and initiative, and can expect the finest managerial
training, growth opportunities and employment benefits in the industry.
2.2. Corporate Project Management Philosophy

Future trends within the industry will continue to highlight the need to focus the Companys
attention on the following customer-driven fundamentals:
creative and timeless designs of new hotels
a successful Food and Beverage product
innovative sales and marketing
personalized guest services
the latest in recreational facilities
well trained employees
continually updated, state-of-the-art technology
Emphasis will continue to be placed on decentralization to area and regional offices regardless of
our continual growth, research for state-of-the-art design, operating systems and flexible job
functions, to create efficient designed hotels with freestanding profit centers within each hotel.
Employees
Qualifications, management skills, and dedication to the profession and company commensurate
with the highest standards in the industry are prerequisites for the Project Manager to
successfully implement the Hyatt International Project Management strategies. A comprehensive
program designed to develop potential candidates from within the company will ensure
continuity in the availability of qualified Project Managers.
Recruitment, selection programs, and employment packages will be extended to recruit
entrepreneurial employees who have the spirit and business acumen to effectively manage
projects in any location, and to the highest possible standard as per Hyatt Internationals
Philosophy and Design Standards.
Our people help to set us apart from our competitors and the selection of the right individuals is
crucial to the success of this management approach. We are committed to progressively upgrade
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our employment packages to attract the highest caliber people available in the industry. Training
will ensure that each individual has the opportunity to acquire the knowledge and skills
necessary to perform his/her duties to commensurate with our operational standards.
Product
We are committed to operate hotels and resorts in which:
local community pride and the spirit of its people is embodied while maintaining
harmony with the existing architectural environment and specific site conditions
a hotel environment was created that will meet todays needs and those for years to
come
we economically answer the investors first cost and satisfy Hyatts competitive
business posture
departments are independently profitable and are market orientated
food and beverages are served in an environment which is unique and has the highest
standards of service and quality in its category.
Thus, Hyatt Internationals Philosophy of studying, designing and building each new hotel in a
custom-tailored fashion will be strengthened by the above criteria. Our philosophy will help to
ensure that each project is complementary to its surroundings, is an enhancement to its location
and is a reinforcement to the image of Hyatt International Hotels.
Technology
State-of-the-art technology and computerization will be used to maximize potential, reduce paper
flow, improve efficiency and communication. This will enable us to create and design unique
and interesting concepts which respond to todays and future market needs. New back of the
house systems will be implemented to support the approach of entrepreneurial management so
vital in todays increasingly competitive market with emphasis on strengthening guest support
services, a more economical staffing structure and better energy and other cost related
management strategies.
Service
A philosophy of decentralized, free-standing profit centers and flexible job functions will
improve our efficiency and provide fast guest service which, when coupled with increased
training, will enhance our reputation for providing the best services in the industry and in the
local market.
Employees will be selected more for their friendly and positive personalities than their technical
skill in service. Comprehensive training programs will provide the technical skills necessary for
them to perform their duties. Their behavior towards the guests will become less formal and will
be aimed at creating a more friendly and relaxed atmosphere.
Knowledge and efficiency of Project Managers will be raised to a level where Hyatt
International will be recognized as the undisputed leader among international hotel management
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companies in the technical support field, by the quality and efficient services provided to our
hotel owning companies:
during the design and construction stage of the property by providing timely and
professional technical assistance
in the management of operational hotels, safeguarding and enhancing the Owners
investment
in ensuring optimum profitability of the operation by providing the most cost
effective management of utilities through the introduction of high technology energy
management systems and through the implementation of cost effective building and
equipment maintenance procedures.
Profit
As real estate prices increase and Owners expectations of a return on their investment are
higher, it becomes crucial that the Technical Services support to the Owner/Developer includes,
at an early stage, project criteria, specifications, total investment breakdown while concluding a
sound guaranteed fixed price/time design and construction agreement; this protects the Owners
risk and exposure to potential investment overruns. A new hotel management profit awareness
and entrepreneurial approach is required, which will lead to our restaurants and bars becoming
competitive with other food and beverage operations in the local market. By decentralization of
the various Hotel Departments, and accounting for each area as a separate profit center, each
department will be expected to operate profitably. Wherever possible, overhead expenses will be
charged to the respective section so that a realistic assessment of its performance can be made.
For example, the teams of Outlet Managers and Chef de Cuisines will be made responsible for
their results and rewarded by creatively designed incentive schemes, commensurate with
performance and increased managerial responsibility.
Global labor legislation is strengthening employee protection and employment packages,
employees are better educated and more aware of their rights, and labor costs are increasing.
Training methods will become more sophisticated to raise productivity and reduce staffing
levels.
Employee turnover will be carefully planned to reduce payroll costs, and creative incentive
schemes based on productivity and widened managerial responsibility will be encouraged. Better
career prospects will be the reward for success, maximizing the use of our trained personnel.
The impact of increased profit potential in Hyatt International hotels worldwide cannot be
overemphasized. By the direct allocation to the individual profit centers of operational costs
incurred in the repair and maintenance of furniture, equipment and occupied space, as well as
consumption of utilities such as lighting, cooling, heating, hot and cold water will result in the
Head of Department becoming more actively aware of these key operating expenses.
This Project Managers Manual has been designed to be a working guide for our personnel in the
field who have to work independently and without direct supervision to achieve the established
criteria and to successfully hand over a Hyatt Hotel to the management team. The innovation of
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this approach, and the technology associated with it, will inevitably result in on-going
modifications, changes and further development of standards, procedures and practices.
Every member of Hyatt Internationals Management Team is encouraged to notify the Corporate
Technical Services Department through appropriate channels, of suggested improvements which
may assist in achieving our objective of becoming the industry leader in effective Hotel Project
Management.
2.3. Operating Concepts

To successfully operate Hyatt Hotels and Resorts worldwide and to continually strive for further
decentralization of our company, guidelines have been established to ensure that standards
within our hotels are identical, where appropriate. This is not to dictate certain operational
aspects to the management in the field, but rather to assist and give guidance without taking
away the individuality of each hotel and the creativity and resourcefulness of its management
team.
These operating concepts are written in manuals/modules pertaining to each department and
section, and are available from the Corporate Office. They cover all aspects of the operation of a
hotel from the pre-opening period to actual opening and operation.
All new Hyatt International hotel projects are being designed, and their concepts developed,
based on the Management Modules. The Hyatt International Project Manager should familiarize
himself with these operating concepts to understand clearly the operational aspects of each hotel
department.
Following is a listing of all existing Manuals/Management Modules which must be available on
site to assist in a successful opening of the hotel and its facilities.
Pre-opening Manuals
Pre-Opening Personnel Manual
Pre-Opening Training Manual
Pre-Opening Food and Beverage Manual
Pre-Opening Materials Management Manual
Pre-Opening Rooms Manual
Pre-Opening Marketing and Sales Manual
Pre-Opening Finance and Accounting Manual
Pre-Opening Engineering Manual
Management Modules
Personnel Management Module
Training Management Module
Food and Beverage Management Module
Materials Management Module
Rooms Management Module
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Finance & Accounting Management Module

Marketing and Sales Management Module
Engineering Management Module
Take-Over Manuals
Finance & Accounting
Engineering
Computer Manuals
IS Managers Guide
Users Manual
Training Manuals
Personnel
Training
Food & Beverage
Materials Management
Policies and Procedures Manuals

Technical Services Manuals
Design Standards & Criteria Volumes I through VII
Design Standards For Graphics, Signage & Uniforms
Engineering Handover Manual
Advertising Manual
Hotel Roster
2.4. Organization Charts

The following two charts identify the Corporate Organization in two areas:
Corporate Office Structure
Operational Structure
These charts may be updated from time to time by the companys President.
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Insert Organization Charts
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2.5. Corporate Policies And Procedures

This manual is prepared by the Corporate Office under guidance and input from the Vice
Presidents, and approved and issued by the Chief Operating Officer. These policies have been
compiled to provide control and guidance in the areas of development, technical services,
finance, administration and hotel operation for both Hyatt International Corporation and the
hotels it manages. These policies and procedures will give the company unified operational
procedures governed by a consistent philosophy.
The manual is usually supplied to the hotel upon arrival of the General Manager and are
accessible to any employee and Owner. They should, however, not be freely distributed to
competitors or other non Hyatt individuals.
These policies differ from the Operating Concepts in that they are set and must be complied to
by all Hyatt employees. All operating concepts are based on these policies and procedures, but
may be adjusted as local custom dictates.
These policies are updated and adjusted as the company progresses and constantly reflect the
progressive management approach of Hyatt International.
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Corporate Policies And Procedures

Table Of Contents
Policy # Subject Area
1-001 Area Programs Technical Services
1-002 Capital & Major Expense Programs Technical Services
1-003 Design and Planning Approvals Technical Services
1-004 Hotel Concept Statements Technical Services
1-005 Intervention By Operating Teams Into Project Matters Technical Services
1-006 Project Managers Technical Services
1-007 Technical Services Department Responsibilities Technical Services
1-008 Use and Appointment of Technical Services Technical Services
Consultants
2-005 Confirmation of Discussions with Owning Company Legal
Representatives
Policy # Subject Area
2-006 Correspondence with Owning Company Legal
2-008 Hotel Stationery and Signature Formats Legal
2-015 Printing of Hotel Stationery Legal
2-018 Technical Assistance Agreements Legal
2-019 Trade Name, Trademark, and Logo Protection Legal
3-001 Air Travel (Business) Administrative & General
3-003 Business Telephone Calls From Hotels Administrative & General
3-004 Business Travel Accommodation Administrative & General
3-005 Code of Business Conduct Administrative & General
3-006 Conduct of Business with Hyatt Entities and Other Administrative & General
Related Parties
3-007 Disasters Administrative & General
3-012 Key Guest Rooms Administrative & General
4-001 Accrual of Vacation Pay, Severance Retirement Finance & and Accounting
Benefits
4-002 Airline Tickets Finance & Accounting
4-009 Employee Loans Finance & Accounting
4-012 Expense Reports Finance & Accounting
4-019 Management Agreement Application Finance & Accounting
5-001 Employee Career Profile Personnel & Training
5-002 Complimentary & Discounted Personnel & Training
Accommodation/Employee Vacation
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SECTION 3 - TECHNICAL SERVICES
Table of Contents
3.1. TECHNICAL SERVICES MISSION STATEMENT ...........................................................................2

3.2. OBJECTIVES .............................................................................................................................2
3.3. SCOPE OF SERVICES .................................................................................................................3
3.4. ORGANIZATION CHART ............................................................................................................4
3.5. JOB DESCRIPTIONS ...................................................................................................................5
3.5.1. Construction Project Manager ....................................................................................5
3.5.2. Director of Construction .............................................................................................7
3.5.3. Director of Operational Planning................................................................................9
3.5.4. Project Manager ........................................................................................................12
3.5.5. Project Architect .......................................................................................................17
3.5.6. Project Coordinator...................................................................................................19
3.5.7. Secretary - Technical Services..................................................................................23
3.5.8. Site Project Engineer ................................................................................................24
3.5.9. Site Project Architect ................................................................................................26
3.5.10. Director of Design ....................................................................................................28
3.6. HOTEL CLASSIFICATION ........................................................................................................31
3.6.1 City/Convention Hotel (Grand Hyatt/Hyatt Regency) .............................................31
3.6.2 Small Exclusive City Hotel (Park Hyatt)..................................................................31
3.6.3 Resort Hotel (Hyatt Regency)...................................................................................31
3.7. MANAGEMENT AGREEMENT ..................................................................................................32
3.8. TECHNICAL SERVICES AGREEMENT .......................................................................................32
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3.1. Technical Services Mission Statement

By 1991, Hyatt International Technical Services Department will have contributed to, and
complimented, the Companys overall Mission Statement by delivering a collection of fine hotel
properties characteristic of the leader in International Hotel companies; this will be achieved by
having observed the necessary direction and follow-up of survey and research, by taking
awareness of dependent cultures, heritage, practices, and communities, by incorporating the
latest available and applicable technologies, while endeavoring to meet, through diligent
flexibility, the highest level of quality in design, construction, and equipping, yet exercising
prudence in the development of hotels that are economically built, operationally sound, and
within the spheres of desired financial viability: they will be at the vanguard of prestige and
quality products, and within the increasing expectations of current and future business and
leisure travelers.
3.2. Objectives
The Technical Services Departments support of the companys objectives to develop some of
the best hotels worldwide within the market requirements, represents a new era in quality
designed hotels, and responds to Hyatt Internationals Management Philosophies, Operating
Concepts and Mission Statement.
The development of a comprehensive set of design criteria/tender documents supporting all of
the design disciplines in the design development of a hotel (including prototype drawings
incorporating the companys management philosophies and operating concepts) has increased
our credibility with Owners and developers worldwide. The Technical Services Departments
support has enabled our respective developers to undertake a project on a fast track basis, and
enter into a fixed price/time construction agreement within a period of 120 days from project
inception, vs. ten to eighteen months previously required for an equivalent procedure. This
results in substantial savings in project cost, and supports our strategy of widespread and high
quality hotel developments.
To further contribute and support the companys development process and accelerate the number
and quality of new hotels the company will be awarded, the following objectives have been set
for the department:
The use of a comprehensive database program which enables us to develop FF&E specifications
tailored to the individual needs of each of our new projects worldwide. This program will be user
friendly, interactive, and supported by a source bank that will achieve a feasible purchasing
process within the financial framework of the project backed, by a monitoring system on a
regional basis controlled by the Corporate Office.
The installation of a computer design facility which will enable us to expedite our design support
to the respective designers of our projects worldwide.
The identification of a worldwide network of designers through which Hyatt will monitor the
rehabilitation and upgrading of our operating hotels.


The introduction of an Engineering Management Module in response to the companys new

management philosophies which will be oriented towards building management and profit
centers in conjunction with the upgrading of the engineering staff profile.
The introduction of new technologies at hotel level to enable the reduction of manpower, a more
efficient/ economical departmental operating result, and a reporting process which will enable us
to scrutinize operations on a regional basis.
The implementation of training systems to enhance team profiles on a corporate, regional, and
hotel level.
The pursuit of continuous research and upgrading of technology to achieve a more
efficient/economical hotel design.
The practice of methods towards decentralization of departmental operations.
The establishment of a project development cost monitoring system on a worldwide basis.
The implementation of a more efficient review/control process of operating hotels capital
expenditures based on feasibility studies.
The introduction of an Engineering Management Development Program.
The pursuit of establishing Hyatt International as the industry leader in the field of project
management and development, with emphasis on creating a reputation in expertise to safeguard
the Owners investment.
The improvement of systems aiding to support all design team members and field personnel in a
timely and professional manner.
The practice of reducing the development costs by efficient usage of available space with
emphasis on creating more revenue producing M.
3.3. Scope of Services

The Technical Services Department has been set up to perform the following key roles:
To research, evaluate, and analyze hotel projects to give background material to the
Development Department and Hyatt Internationals Chief Operating Officer to
determine the overall viability of projects.
To translate operational concepts and requirements into a design brief and area
program and to assist Owners/developers in selection of design team members.
To provide support for the field in all aspects of evaluating major factors in the
design and costing of rehabilitation projects.
To make available to Owners/developers its expertise in evaluation, research and
analysis as set forth in the Technical Services Agreement.
To research and evaluate new technology and equipment for further recommendation
to Owners/developers and the field.


To ensure that all hotel projects are designed, built and maintained in compliance
with the companys design standards and criteria and according to its policy and
procedures.
To carry out a continuous comprehensive training program on all aspects of the
departments various job functions for the Corporate Office and the field personnel.
3.4. Organization Chart

The following page shows the organizational set up of the Technical Services Department. This
chart may be updated from time to time. The attached charts show the overall organization, as
well as the organization in an area/division.


3.5. Job Descriptions

Date: November 9, 1989
3.5.1. Construction Project Manager

Place of Work:
Project Site Office
Scope and General Purpose of Job:
To coordinate, supervise, liaise and follow through on all aspects of a new project (defined by
the Design and Build Contract) as the Owners Project Manger.
Responsible To:
Owners Representative
Director of Construction (for Technical Control)
Responsible For:
Secretary
FF&E Project Manager (if applicable)
Main Duties:
Financial
1. To prepare and maintain overall project cost management reports and cash flows,
incorporating the construction costs and Owners direct costs.
2. To review the Contractor's Progress Claims and claims against Owners direct costs, as
appropriate and submit recommendations for the Owners Representative's approval.
Operational
1. To fulfill the role of the Owner's Project Manager as defined in the Design and Build
Contract.
2. To accept delegated powers from the Owner's Representative as defined in the Design
and Build Contract.
3. To obtain appropriate documentation from the Contractor for attachment to the contract.
4. To coordinate reviews and approvals from Hyatt Technical Services staff for issue to the
Contractor.
5. To review progress of design to ensure compliance with the contract documents.
6. To inspect and monitor progress of construction.
7. To provide cost, time, and construction advice to the FF&E Project Manger.
8. To assist FF&E Project Manager is design review, product selection, site inspections and
handover procedures.
9. To assist the Owners Representative in the issuance of final acceptance of completed
facilities.


3.5.1. Construction Project Manager (contd)
Marketing
1. To obtain presentation material for the Contractors or Consultants for use in marketing
activities.
2. To assist in conducting site tours of the project during construction.
Employee Handling
1. To appoint site staff as necessary to assist in site inspection.
Administration
1. To submit regular monthly reports to the Owners and the Director of Construction on the
progress of the works.
2. To prepare end of job report
3. To establish and monitor record keeping procedures for all documents received and
issued for the project.
Occasional Duties:
1. To undertake any additional duties assigned by the Director of Construction.


3.5.2. Director of Construction

Place of Work:
Hyatt International Corporate Office
To provide budget, management, and technical guidance for all construction related matters,
with special emphasis on equity turnkey projects.
Responsible To:
Vice President, Technical Services
Responsible For:
Construction Project Manager
Department Secretary
Main duties:
Financial
1. To provide broad construction costing information.
2. To assist in establishing contract basis appropriate to location, contractor, project type
and timing.
3. To assist in preparation and negotiation of Design and Build Contract.
4. To establish/review initial project cost plan to guide designers.
5. To assist in negotiation with potential contractors on cost, time, and contract conditions.
6. To advise on design consultants agreements to ensure conformity with the main contract,
and negotiate fees and conditions as appropriate.
7. To review cost reports and recommend approval of any changes to the Ownership, or
give approval within delegated limits.
8. Finalize end of job report and audit final cost statement.
9. To review and advise on Owners cost information.
10. To monitor traveling expenses for the department, and ensure flight routing is the most
economical way to travel.
11. To monitor departmental office expenditure.
Operational
1. To provide cost, time and construction guidelines to assist designers in establishing
design criteria.
2. To prepare/review time schedules for design phases and contract finalization.
3. To assist in monitoring Design Development to ensure Cost Plan is followed.
4. To provide construction advice on alternative designs (Value Management Study).
5. To assist in finalizing contract sum and supporting documentation with contractor.
6. To review Contractor's time schedules as part of contract documents covering design,
construction, and handover.


3.5.2. Director of Construction (contd)
7. To act as technical controller of Construction Project Manager.

8. To assist Construction Project Manager in resolution of critical issues.
9. To carry out site visits at critical stages of construction, and review progress against the
time schedule to confirm handover dates.
10. To liaise with Director of Operational Planning for coordination of FF&E Project
Manager's duties with those of the Construction Manager.
11. Advise on selection of contractor.
12. Assist in preparation of consultant agreements.
13. To review Contractor's Time Schedule to confirm inspection and handover allowance.
14. Provide construction advice to FF&E Project Manager.
15. To attend brainstorming sessions for new projects in conjunction with other Technical
Services Directors.
16. To prepare/review overall time schedule.
Marketing
1. To evaluate Technical Services' Infrastructure and Marketing Surveys and ensure
the Design Brief represents their findings.
2. To constantly research for new construction technology to ensure up-to-date
construction methods are being used.
3. To be informed on latest marketing trends, and to ensure new project designs
represent market requirements.
Employee Handling
1. To interview and recommend Construction Project Manager (contracted to Owners).
2. To evaluate Construction Project Manger's performances as per Hyatt International
Corporation Policies and Procedures, where applicable.
3. To recommend salary increases for the department to the Vice President, Technical
Services in conjunction with employees performance evaluation and corporate salary
guidelines.
4. To analyze, develop and implement training requirements or the department.
Administration
1. To establish office tasks for the department and to monitor compliance.
issued by the department.
3. To assist Construction Project Manager in establishing on site office procedures and
organization.
Occasional Duties:
1. To perform M.O.R. related functions as described in the Project Managers Manual.


3.5.3. Director of Operational Planning

Date: February 5, 1990
Place of Work:
To direct and supervise Project Managers' activities in the field, and to provide the necessary
guidance on operational design issues, equipment specifications and implementation of new
concepts.
Responsible To:
Vice President - Technical Services
Responsible For:
FF&E Project Managers/Coordinators
Secretaries
Main Duties:
Financial
1. To prepare Preliminary FF&E Budgets in cooperation with Divisional Offices.
2. To compile and maintain cost date leading from construction, FF&E, operating supplies
to working capital for all new projects.
3. To monitor traveling expenses for the department, and ensure flight routing is the most
economical way to travel.
4. To review and approve expense reports for the department and ensure correct
reimbursable allocation of expenses.
5. To approve expense/travel vouchers for the T.S. Department in absence of the Vice
President - Technical Services.
Operational
1. To provide support on operational aspects in research, issue of documents, and briefings
of consultants.
2. To respond to all operational aspects with regards to hotel design and the functionality of
all operating spaces.
3. To liaise between the corporate Technical Services Department and all Hyatt
International operating departments on newly developed operating concepts.
4. To coordinate with kitchen/laundry consultants and contractors for design layout,
equipment choices, and approval sequences.
5. To provide design and operational critiques of the hotel project's design from the
conceptual stage through the final acceptance stage.


3.5.3. Director of Operational Planning (contd)
6. To compile and issue the Hotel Equipment Standards Book and liaise with the Divisional
Office on table top specifications.
7. To provide support guidance to the Uniform, Graphic, and Signage consultants.
8. To direct Project Managers assigned to the various hotel projects as defined in the Project
Managers Manual.
9. To coordinate schedules of the hotel's handover from the contractors to Hyatt
International Project Manager.
10. To provide organizational guidance for the punch listing of all areas to be handed over to
the Hyatt International Project Manager from the Owners/contractors, and the follow up
on the deficiencies and their correction.
11. To request and collate project related surveys to support design development.
12. To request and review General Managers Questionnaire to improve future design
development or equipment specifications.
13. To carry out site inspections and/or coordination meetings as required.
14. To provide expertise and advice on selection and implementation of hotel management,
low voltage and other operating systems.
15. To assist in the guidance, explanation and updating of the Design Standards and Criteria
volumes.
16. To attend brainstorming sessions for new projects in conjunction with other Technical
Services Directors.
Marketing
1. To evaluate Technical Services, Infrastructure, Food & Beverage, and Marketing Surveys
and ensure the Design Brief represents their findings.
2. To constantly research for new technology to ensure up to date design specifications are
being used.
3. To be informed on latest marketing trends and to ensure new project designs represent
market requirements.
Employee Handling
1. To interview and recommend Project Managers and other departmental personnel as
required.
2. To evaluate Project Managers performances as per Hyatt International Corporation
policies and procedures where applicable.
3. To recommend salary increases for the department in conjunction with employees
performance evaluation and corporate salary guidelines to the Vice President, Technical
Services/Senior Vice President - Division.
4. To analyze, develop and implement training requirements for the department.
5. To perform M.O.R. related inspections as described in the Project Managers Manual.
6. To conduct induction programs for Project Managers, as applicable.
05/90 3-10 03tchsrv.doc


3.5.3. Director of Operational Planning (contd)
7. To coordinate project familiarization programs for newly appointed General Managers in

Liaison with the Vice President - Human Resources.
Administration
1. To establish office tasks for the department and to monitor compliance.
3. To assist Project Manager in establishing on site office procedures and organization
during initial set up.
Occasional Duties:
1. To participate in Corporate Executive Committee Meetings during the absence of the
Vice President - Technical Services.
2. To organize and hold Technical Services Executive Meetings in the absence of the Vice
President - Technical Services and issues minutes accordingly.
05/90 3-11 03tchsrv.doc


3.5.4. Project Manager

Place of Work:
Project Site Office
To coordinate, supervise, liaise, and follow through on all aspects of a new project, and to act on
behalf of Hyatt International as an on site representative.
Responsible To:
Director of Operational Planning
Responsible For:
Secretary
Main Duties:
Financial
1. To prepare expense reports as outlined during the induction program, and submit to the
Director of Operational Planning for approval.
2. To forward travel vouchers for business trips to the Director of Operational Planning for
approval prior to each trip being taken.
3. To monitor and advise on project cost reports wherever possible.
4. To monitor and, when applicable, control the FF&E budget as allocated for the project.
Operational
1. Project Design
To become familiar with all drawings, specifications, documentation, design
concepts, and philosophies of the project.
To review amended and modified plans/drawings and ensure that appropriate
approvals from Hyatt and the developer have been obtained.
To ensure that any design and/or specification change requested by the operating
team, and evaluated as worthy by him, will be authorized in writing by the Vice
President - Technical Services and/or by the Director of Operational Planning.
To review kitchen and laundry tender documents, and in liaison with Hyatt
International will approve or reject equipment not equivalent to those specified by the
consultant.
To review all shop drawings related to kitchen and laundry fabricated equipment and
report findings to all parties concerned.
To attend all necessary meetings with architects, interior designers, and other
consultants, contractors and sub-contractors, and to report to Hyatt International by
minutes of meeting or notes on same. If such meetings require travel expenses, he
will request authorization of such travel requirements by use of the appropriate form
from the Corporate Office and/or Owner/developer prior to undertaking such
expenses.
05/90 3-12 03tchsrv.doc


3.5.4. Project Manager (contd)

To review and coordinate millwork shop drawings for public and BOH areas for
compliance with the approved layout and specifications, and ensure all equipment as
listed in the HESB has been incorporated into all shop drawings.
2. FF&E
To familiarize himself with and monitor the scope of FF&E as determined in the
contract documents. Will evaluate and review all tenders and quotations for quantity,
quality, and price. Will assist the Owners/developers in bringing the entire FF&E
package into established budget, and only authorize purchases when this has been
achieved.
To present the developer or his nominated representative with the FF&E/OE.
Purchasing Recommendation Book (Hotel Equipment Standards Book), brief him on
its contents, provide all necessary explanations and offer assistance in research in the
local and international marketplace through his expertise of hotel equipment and
assist with bid documents, choice of materials, etc. Will ensure that all items in the
books are purchased, and follow up on production/delivery schedules, established for
all orders and schedules receiving, installation, distribution and inventory taking of
all items. Will coordinate with hotel management on such topics as guest room
equipment, special food and beverage equipment, etc. and the equipment distribution
system.
To review the Back of House hotel equipment supplier's proposals and in
coordination with HIC will approve or reject suggested equivalents where the
originally specified items are not available.
To schedule and conduct with the area specialist and interior designer a table top
presentation meeting as specified in the Project Manager's Manual and reports on all
selections to the Director of Operational Planning.
To monitor all progress, development and quality control on site. Will supervise
installation of all furniture, furnishings and equipment, including kitchen and laundry,
reports back on any abnormalities/deviations from approved plans and specifications
to Hyatt and suggest alternatives if possible.
To set up control systems and storage facilities for all incoming operating and hotel
equipment, ensures its compliance with Hyatt specifications for quality and quantities
as previously approved.
To assist management after the hotel opening in compiling a FF&E opening
inventory, complete with location of equipment, specifications and given codes,
based on Owner's purchase orders and receiving records.
05/90 3-13 03tchsrv.doc


3.0 Mock-Up Room and Prototype Room

To assist, coordinate, and advise on the erection of mock up rooms and typical
corridor on site or in another determined location in conjunction with the Owners
representative, contractors, project management, architect and interior designers. Will
assist the General Contractor and Interior Designer in preparation for visit and
inspection by Hyatt on completion.
To ensure that all Hyatt International standard guest room and bathroom amenities
are made available for the presentation with the objective of making the room as
realistically ready for guests use as specified in the project managers manual.
To issue correction and deficiency lists as a result of the mock up room inspection/s
to all parties involved and follow up on the execution of the specified changes.
To work in liaison with the Owners Project Manager/General Contractor in the
preparation of the prototype room on site, to eventually become a typical guest room.
This will demonstrate all trades finishes and will be reviewed in conjunction with
Hyatts Project Architect.
4. Pre-Opening Office and Hotel Handover/Opening
To assist the developers/general contractor in the formation of construction
completion/area handover schedule and monitor/modify it according to needs as
completion approaches.
To assist in the opening of the hotel, and take the lead in preparing and monitoring
the execution of handover (punch lists), deficiency reports for areas that he will be
accepting on behalf of the hotel management.
To assist in preparing the acceptance schedule and program for all MEP installations,
and coordinate the visit of Hyatt's Area Director of Engineering for on site final
inspection and approvals.
To review, advise and determine with the Owner/developer and the hotel's Director of
Engineering a listing of required spare parts for all fixed FF&E and MEP equipment
as recommended by the manufacturer of such equipment, 8-10 months prior to
opening.
To assist/advise the Owner/developer and all contractors and sub-contractors in
arranging all necessary documentation for handover such as licenses, warranties,
operating and maintenance manuals, as well as all as-built drawings.
5.0 Signage, Graphics, and Uniforms
To continue through on the approved signage design package, and follow up on the
execution for tendering documents, signage samples and the precise location of all
signage, including back of the house signage as per approved floor plans and layouts.
05/90 3-14 03tchsrv.doc


To assist hotel management in finalizing all text required to produce graphic

materials, and to liaise the production of print ready artwork for all graphic materials
as per the approved graphic design package. Will approve final samples in
coordination with the graphic designer and ensure timely delivery of all graphic
materials to the hotel operating team.
To coordinate with Hyatt International the uniform requirements, and locate uniform
manufacturers in the region. Will follow through on the approved designs to assist the
pre-opening management team in having all uniforms available prior to the hotel
opening date.
6.0 General
To carry out daily site inspections and inform those concerned in writing of all
irregularities observed during such visits. Will check on progress, quality of
construction work, installation of millwork, fixed FF&E and all major equipment.
To follow up on all MEP schedules and requirements such as computer installations,
hardware, building security, low tension systems and all installations and integration
of equipment into the BOH layout.
To perform M.O.R.'s as described in the Project Managers Manual.
Marketing
1. To evaluate local customs and market trends, and to report on any adverse findings in
relation to established design guidelines.
2. To assist in public relation efforts by joining associations or clubs and try to integrate
into the local community.
Employee Handling
1. To undertake a training and induction program at Hyatt Internationals offices in Chicago
and/or in other locations, as deemed necessary. Will be briefed on project background,
history, status, and design and operating concepts. Will be familiarized with the Project
Managers Manual and other related standards and criteria. After completion of the
program will be posted to the intended project site.
2. To assist in the setting up and furnishing of the Hotel Managements pre-opening office,
as per Hyatts requirements some 12-18 months prior to the hotel opening. Will assist in
selecting specific FF&E items from the Hotel Equipment Standards Book for early
purchase and installation in the pre-opening offices.
3. To prepare a familiarization program for the operating team in liaison with the general
manager, to achieve complete understanding of all operating and design concepts of the
new project.
4. To familiarize himself with all policies and procedures of the company, and to maintain
at all times a personal image in relationship to his responsibilities as a representative of
Hyatt International.
05/90 3-15 03tchsrv.doc


3.5.4. Project Manager (cont'd)
Administration
1 To channel all communications not related to his technical scope to the area/regional
office, or to the Corporate Office.
2. To prepare a monthly status report as specified in the Project Managers Manual to the
Owner/developer and the Corporate Office.
3. To report/liaise with the area/regional offices on projects, operation related matters as
directed by the Vice President Technical Services.
Occasional Duties:
1. To carry out additional job assignments and duties as may be requested from time to time
by the Director of Operational Planning/Vice President - Technical Services.
05/90 3-16 03tchsrv.doc


3.5.5. Project Architect

Place of Work:
To direct and supervise all design aspects related to assigned projects, and to liaise with other
personnel to achieve a final product as per the direction given by the Vice President - Technical
Services and the Director of Design.
Responsible To:
Director of Design
Responsible For:
Assigned Secretary
Main Duties:
Financial
1. To monitor and compile travel expenses.
2. To be aware of and adhere to project budgets and timetables.
Operational (Design)
1. To provide the Design Statement and Area Program for the project.
2. To assist in the coordination of research, evaluation, and analysis of hotel projects;
Staffing Guides, F&B Concept Statements and Marketing Guides.
3. To provide guidance and explanation of the Design Standards and Criteria Volumes.
4. To provide assistance and guidance during design briefings in project kick-off meeting.
5. To assist in the development of the conceptual design of hotel projects.
6. To provide review of the schematic design drawings of the final architectural design
documents, and grants conceptual design approval.
7. To assist Owners project architect in the preparation of detailed preliminary plans (design
development).
8. To issue Hyatt International's prototype BOH layouts and shop drawings, and reviews
actual drawings issued by the contractors.
9. To review and grant approval in the design development phase.
10. To review final architectural basic drawings and final specifications, so that they adhere
to the agreed upon design concept and the Design Standards and Criteria of Hyatt
International.
11. To assist in the tendering process for the hotel project, especially in cases where cost
savings are needed.
12. To make on-site inspections in conjunction with the Project Manager and the Director of
Operational Planning.
05/90 3-17 03tchsrv.doc


3.5.5. Project Architect (contd)
13. To assist the Interior Designer with a design brief, sketches, and suggestions on
functional layouts.
14. To review and approve Phase I Preliminary Presentation for interiors.
15. To assist the Interior Designer in developing Phase II design documents.
16. To review and approve interior design Phase II Presentations.
17. To review and approve mock-up room drawing sets and visits, reviews, and approve
actual mock-up room.
18. To lend advice on specifications for carpeting, wall covering, and fabric.
19. To review final working drawings for interiors for appearance purposes, and adherence to
the Design Standards and Criteria.
20. To review purchase specifications for furniture and furnishings and, where necessary,
assist in cost saving measures.
21. To selectively review detailed shop drawings.
22. To assist in the development of landscape site plans.
23. To review the preliminary landscape presentation documents, and grant conceptual
design approval.
24. To review and approve final working drawings and documents relating to landscape,
softscape, waterscape, and hardscape to ensure they adhere to the design concept and to
the Design Standards and Criteria of Hyatt International.
Marketing
1. To work with divisional offices to ensure that proper marketing and Food & Beverage
surveys are completed.
2. To evaluate Food & Beverage and Marketing Surveys, and ensure the design brief
represents their findings.
3. To be informed on latest marketing trends, and to ensure new project designs represent
Administration
1. To coordinate all travel and meeting schedules with the Director of Design.
Occasional Duties:
05/90 3-18 03tchsrv.doc


3.5.6. Project Coordinator

Date: March 22, 1990
Place of Work:
Project Site Office
To coordinate, liaise, and follow through on all aspects of a new project with particular emphasis
on FF&E, and to act on behalf of Hyatt International as an on site representative.
Responsible To:
Responsible For:
Secretary
Main Duties:
Financial
Operational
1. Project Design
To review plans/drawings and ensure that appropriate approvals from Hyatt and the
developer have been obtained.
team, and evaluated as worthy, will be authorized in writing by the Vice President -
Technical Services and/or by the Director of Operational Planning.
consultant.
minutes of meeting or notes on same. If such meetings require travel expenses, will
request authorization of such travel requirements by use of the appropriate form from
the Corporate Office and/or Owner/developer prior to undertaking such expenses.
05/90 3-19 03tchsrv.doc


3.5.6. Project Coordinator (contd)
2. FF&E
To be familiar with and monitor the scope of FF&E as determined in the contract
documents. Will evaluate and review all tenders and quotations for quantity, quality,
and price. Will assist the Owners/developers in bringing the entire FF&E package
into established budget, and only authorize purchases when this has been achieved.
To present the developer or his nominated representative with the FF&E/OE.
local and international marketplace through expertise of hotel equipment and assist
with bid documents, choice of materials, etc. Will ensure that all items in the books
are purchased, and follow up on production/delivery schedules, established for all
orders and schedules receiving, installation, distribution and inventory taking of all
items. Will coordinate with hotel management on such topics as guest room
system.
To review the Back of House hotel equipment suppliers proposals and in
presentation meeting as specified in the Project Managers Manual and reports on all
based on Owners purchase orders and receiving records.
3.0 Prototype Room
To coordinate and advise on the erection of prototype rooms and typical corridor on
site in conjunction with the Owners representative, contractors, project management,
architect and interior designers. Will assist the General Contractor and Interior
Designer in preparation for visit and inspection by Hyatt on completion.
05/90 3-20 03tchsrv.doc


To issue correction and deficiency lists as a result of the inspection/s to all parties
involved and follow up on the execution of the specified changes.
the execution of handover (punch lists), deficiency reports for areas that will be
accepted on behalf of the hotel management.
and coordinate the visit of Hyatts Area Director of Engineering for on site final
To review, advise and determine with the Owner/developer and the hotels Director
of Engineering a listing of required spare parts for all fixed FF&E and MEP
equipment as recommended by the manufacturer of such equipment, 8-10 months
prior to opening.
To assist/advise the Owner/developer and all contractors and sub-contractors in
5.0 Signage, Graphics, and Uniforms
opening date.
6.0 General
05/90 3-21 03tchsrv.doc



To perform M.O.R.s as described in the Project Managers Manual.
Marketing
Employee Handling
new project.
Administration
1 To channel all communications not related to his technical scope to the area/regional
Owner/developer and the Corporate Office.
Occasional Duties:
05/90 3-22 03tchsrv.doc


3.5.7. Secretary - Technical Services

Date: December 6, 1989
Reports To:
Head of respective department.
Main Duties:
1. To check mail received for Department Head, and present back-up material, if required.
2. To handle/coordinate the follow-up of, and response to, all incoming correspondence,
and remind Department Head of his activities/major functions/events of the day.
3. To check mail several times a day for incoming telexes, messages received, and proceed
as indicated above.
4. To maintain a comprehensive filing system according to departmental filing procedures.
5. To type memos/letters/reports for Department Head and follow through with sending (via
telefax, telex, courier, mail, messenger), and ensure proper filing of same.
6. To make travel arrangements for the Department Head, and follow through with hotel
reservations, meeting arrangements, as required.
7. To maintain an accurate trace system to ensure proper follow up of all outstanding items
the Department Head may need to follow through on.
8. To rotate with other departmental secretaries, on a weekly basis, processing of the daily
telex and telefax transmissions received within the department.
9. To assist with serving refreshments to visiting meeting participants (i.e. coffee, lunch).
8. To assist in opening the daily incoming mail, as required.
9. To carry out any other reasonable duties and responsibilities as assigned within the
department.
05/90 3-23 03tchsrv.doc


3.5.8. Site Project Engineer

Place of Work:
Construction Site
To supervise, coordinate, liaise, and follow through on all design aspects of a project on behalf
of Hyatt International as on-site representative and direct channel of communications with the
Corporate Office Engineering Staff.
Responsible To:
Construction Project Manager
Director of Engineering/HIC
Responsible For:
Secretary/Support Staff
Main Duties:
Financial
2. To monitor and control the MEP budget as allocated for this project
Operational
1. To become familiar with all drawings, specifications, documentation, design concepts,
and philosophies of the project.
2. To review amended and modified MEP plans/drawings/ specifications and ensure that
appropriate approvals from Hyatt have been obtained.
3. To review cursory MEP load calculations and, where necessary, provide guidance and
assistance to the consultants/contractor.
4. To ensure that any design and/or specification change requested by the contractor, and
evaluated as worthy by him, will be authorized in writing by the Vice President -
Technical Services and/or by the Director of Construction Hyatt International
Corporation.
5. To review MEP tender documents, and in liaison with Hyatt International, will approve
or reject equipment not equivalent to those specified by the consultant.
6. To review all shop drawings related to MEP equipment and report findings to all parties
concerned.
7. To attend all necessary meetings with architects, interior designers, and other consultants,
contractors and sub-contractors, and to report to Hyatt International by minutes of
meeting or notes on same. If such meetings require travel expenses, he will request
authorization of such travel requirements by use of the appropriate form from the
Construction Project Manager prior to undertaking such expenses.
05/90 3-24 03tchsrv.doc


3.5.8. Site Project Engineer (contd)
8. To review and coordinate MEP shop drawings for public and BOH areas for compliance
with the approved layout and specifications, and ensure all equipment as listed in the
MEP specifications has been incorporated into all shop drawings.
9. To work in liaison with Owners Construction Project Manager, Site Architect and
General Contractor in the preparation of the mock-up and prototype rooms on site.
10. To assist in the opening of the hotel, and take the lead in preparing and monitoring the
MEP execution of handover (punch lists), deficiency reports for areas that he will be
11. To prepare the acceptance schedule and program for all MEP installations, and
coordinate the visit of Hyatts Director of Engineering for on site final inspection and
approvals.
12. To review, advise, and determine with the Owners Construction Project Manager a
listing of required spare parts for all MEP equipment as recommended by the
manufacturer of such equipment and supplementary equipment list.
13. To assist/advise the contractors and sub-contractors in arranging all necessary
documentation for handover such as licenses, warranties, operating and maintenance
manuals, as well as all as-built drawings.
14. To carry out daily site inspections and inform those concerned, in writing, of all
irregularities observed during such visits. Will check on progress, quality of MEP
installation work, and any other equipment related to FF&E
15. To follow up on all MEP schedules and requirements such as computer installations,
hardware, building security, low tension systems and all installations and integration of
equipment into the BOH layout.
Training
1. To undertake a training and induction program at Hyatt Internationals Offices in
Chicago and/or in other locations, as deemed necessary. Will be briefed on project
background, history, status, and design and operating concepts. Will be familiarized with
the Engineering Design Criteria manuals and other related standards. After completion of
the program, he will be posted to the intended project site.
new project.
05/90 3-25 03tchsrv.doc


3.5.9. Site Project Architect

Place of Work:
Construction Site
To supervise, coordinate, liaise, and follow through on all design aspects of a project on behalf
of Hyatt International as on-site representative and direct channel of communications with the
Corporate Project Architect and Director of Design.
Responsible To:
Director of Design
Director of Engineering/HIC
Responsible For:
Secretary/Support Staff
Main Duties:
Financial
2. To monitor and control the furniture/millwork budget as allocated for this project
Operational
1. Project Design
2. To become familiar with all drawings, specifications, documentation, design concepts,
and philosophies of the project.
3. To review amended and modified architectural/interior plans/drawings/ specifications
and ensure that appropriate approvals from Hyatt have been obtained.
4. To ensure that any design and/or specification change requested by the contractor, and
evaluated as worthy by him, will be authorized in writing by the Vice President -
Technical Services and/or by the Director of Construction Hyatt International
Corporation.
5. To review construction tender documents, and in liaison with Hyatt International, will
approve or reject specifications or details not equivalent to those specified by the
consultant.
6. To review all shop drawings related to architectural and interior specifications and report
findings to all parties concerned.
7. To attend all necessary meetings with architects, interior designers, and other consultants,
contractors and sub-contractors, and to report to Hyatt International by minutes of
meeting or notes on same. If such meetings require travel expenses, he will request
authorization of such travel requirements by use of the appropriate form from the
Construction Project Manager prior to undertaking such expenses.
05/90 3-26 03tchsrv.doc


3.5.9. Site Project Architect (contd)
8. To review and coordinate shop drawings for public and BOH areas for compliance with
the approved layout and specifications, and ensure all equipment as listed in the HESB
specifications has been incorporated into all shop drawings.
9. To work in liaison with Owner's Construction Project Manager, Site Architect and
General Contractor in the preparation of the mock-up and prototype rooms on site.
10. To assist in the opening of the hotel, and take the lead in preparing and monitoring the
execution of handover (punch lists), deficiency reports for areas that he will be accepting
on behalf of the hotel management.
11. To assist/advise the contractors and sub-contractors in arranging all necessary
documentation for handover such as licenses, warranties, operating and maintenance
manuals, as well as all as-built drawings.
12. To carry out daily site inspections and inform those concerned, in writing, of all
irregularities observed during such visits. Will check on progress, quality of installation
work, and any other equipment related to FF&E
13. To follow up on all requirements such as computer installations, hardware, building
security, low tension systems and all installations and integration of equipment into the
BOH layout.
Training
1. To undertake a training and induction program at Hyatt Internationals Offices in
Chicago and/or in other locations, as deemed necessary. Will be briefed on project
background, history, status, and design and operating concepts. Will be familiarized with
the Design Standards & Criteria manuals and other related standards. After completion of
the program, he will be posted to the intended project site.
new project.
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3.5.10. Director of Design

Place of Work:
To direct and supervise all design aspects related to all projects, and to liaise with other directors
to achieve a final product as per the direction given by the Vice President - Technical Services.
Responsible To:
Vice President - Technical Services
Responsible For:
Project Architects
Department Secretaries
Main Duties:
Financial
1. To monitor and approve traveling expenses for Project Architects.
3. To monitor and ensure economical flight routing of department staff.
Operational (Design)
1. To attend all brainstorming meetings for new projects in coordination with divisional
offices.
2. To provide design guidance to consultant team, together with Hyatt International Project
Architects in all Technical Services design kick-off meetings.
3. To review all aspects of the project design phases with Project Architects prior to
issuance of any milestone approvals/correspondence.
4. To review all new project proposals (or delegate when necessary or appropriate), that
come to Technical Services from divisional offices.
5. To develop, update, and coordinate all Design Standards and Criteria (in conjunction
with other Technical Services Directors) to ensure accurate, up to date documents. This
includes new prototypes for planning, millwork, or building systems.
6. To monitor all Phase II presentations and mock-up room reviews with Director of
Product Development (where appropriate), Project Architects, and Divisional Vice
President.
7. To maintain a level of consistency of all reviews and final design products.
8. To liaise closely with Divisional Directors of Technical Services in a constant basis to
ensure coordination and support.
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9. To work closely with Director of Operational Planning to coordinate and clarify any and
all design/ operational issues related to projects, and to ensure that any newly developed
criteria is incorporated by Project Architects.
3.5.10. Director of Design (contd)
10. To coordinate design schedules for new projects and to develop supporting tender
documentation methods for scheduling, and streamlining of process with the Director of
Construction.
11. To visit new hotels upon completion in coordination with Divisional Director of
Technical Services to ensure consistency of product, and to learn and benefit from
results.
12. To work with Director of Engineering to ensure proper design of MEP areas in overall
hotel design, and also review state-of-the-art systems and services and, together with
Vice President Technical Services, determine validity and use on new projects.
13. To ensure that Design Standards and MEP Standards are closely coordinated.
14. To ensure that Operational Standards and Design Standards are closely coordinated.
Marketing
1. To evaluate Food & Beverage and Marketing Surveys, and ensure the design brief
represents their findings.
2. To constantly research for new design technology to ensure up to date design
development.
3. To be informed on latest marketing trends, and to ensure new project designs represent
Employee Handling
1. To interview and recommend new department staff to the Vice President Technical
Services.
2. To evaluate department staff performances as per Hyatt International Corporation
Policies and Procedures.
3. To recommend salary increases for the department in conjunction with employees
performance evaluation and corporate salary guidelines to the Vice President Technical
Services.
4. To analyze, develop, and implement training requirements for the department.
Administration
1. To assign projects to Project Architect personnel.
2. To coordinate all travel and meeting schedules for project architects.
3. To direct all design staff of Technical Services Department, and to review and regulate
design work in a general manner on all projects in the department.
4. To research, tender, and recommend the appointment of design consultants for new
projects, and review design fees with Vice President Technical Services.
5. To establish office tasks for the department, and to monitor compliance.
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7. To organize and chair weekly design meetings, and issue minutes of meetings to all
Directors and members of the department.
3.5.10. Director of Design (contd)
Occasional Duties
1. To participate in corporate executive meetings in the absence of the Vice President
Technical Services, or Director of Operational Planning.
2. To organize and hold Technical Services Executive meetings in the absence of the Vice
President Technical Services or Director of Operational Planning, and issue minutes
accordingly.
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3.6. Hotel Classification

Since the early sixties, the Hyatt name has been associated with dramatic architecture almost
invariably involving atriums of spectacular dimensions. The success of such architecture, and the
publics perception of Hyatts excellence in design, have left hotel designers in the past few
years to identify Hyatt and atriums as synonymous.
Although we do not wish to completely dispel this notion, the international hotel scene does not
necessarily lend itself to dramatic hotel designs as a requirement. Our prime objective is to
embody local community pride, its spirit and people, while maintaining harmony with the
existing architectural environment. In all countries, Hyatt International leans toward innovative
designs which allow for the reflection of authentic cultural heritage. A look of authenticity can
only be achieved when local materials and crafts have been integrated into all three prevailing
design disciplines of Landscaping, Architecture, and Interior Design.
The Technical Services Department will issue Design Statements to Owners/developers to
provide the designer with an understanding of Hyatt Internationals aspirations and goals. This is
intended to strive for a meaningful and challenging dialogue between Hyatt International, the
Owners, and the architects/designers. Hyatt International generally operates three sizes or types
of hotels, as follows:
City/Convention Hotel (Grand Hyatt/Hyatt Regency)
This type of hotel is generally the largest with 350 to 1000 rooms or more, and is located within
a city environment. It can have both a large convention room and a smaller ballroom as well as
many small meeting rooms, boardrooms, drawing rooms of various sizes. It would have three or
more distinctively separate restaurants, all to be operated as free standing entities. In some
locations, the hotel may also have a collection of smaller food and beverage operations grouped
around a court or plaza known as Food Court. There can be a series of bars which may be
described as a lounge, a Lobby Bar, a Club, Quiet, or Theme Bar and a night club,
discotheque or fun pub type entertainment Bar. The hotel would have the usual facilities of
Business Center, Fitness Center, swimming pool and may operate special convention or
exhibition facilities.
Small Exclusive City Hotel (Park Hyatt)
Sized between 225 to 300 rooms, this hotel may be located in a city where another Hyatt Hotel is
already in operation or stand alone on its own. It will be of a higher quality in its design and
interior finishing, giving very personalized services to its guest. It would usually have a drawing
room, boardrooms, and several meeting rooms, one or two very up-market restaurants and
lounges and/or bars, as the market may dictate. This type of hotel will not have a Regency Club
in its Area Program but will be of Regency Club standard in its design and service concept
throughout the hotel. The emphasis for this hotel is on highly exclusive and personal service for
individual travelers, exclusive amenities, and a small but efficient back-of-house layout.
Resort Hotel (Hyatt Regency)
These can very in size from 200 to 800 rooms or larger. It will usually have a medium size
Ballroom and several Meeting Rooms. Since the average stay of a guest is longer then in a city
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hotel, it will have a greater variety of food and beverage facilities comprised of three or more
restaurants, some may be detached from the hotel structure in a pavilion or in a village type
setting. Extensive landscaping of the buildings and grounds will help to convey a unified theme.
Extensive recreational facilities including jogging track, tennis, various swimming pools, and
health club. Other facilities like snack bars, swim-up bars, barbecue area, beach facilities,
waterfalls, Entertainment bar, and golf range could be considered. The hotel may also have
some indoor facilities comprised of table tennis, computer games, reading lounge and others.
There may be some variations of the above since some hotels are located in an area where
location and market demands dictate a variation. This could lead to a resort/convention,
city/resort, airport/city or other combinations of our usual types of hotels. The Park Hyatt
concept is not normally effected by these variations.
3.7. Management Agreement

Hyatt Internationals nature of business is to operate and manage hotels based on various terms
and conditions on behalf of the Owners. The Management Agreement constitutes the basis of all
negotiated conditions between the Owner and Hyatt International. The general terms state that
the Owner will finance, plan, build, furnish, and equip a modern and outstanding hotel to be
operated under standards comparable to those found in Hyatt International Hotels throughout the
world. Hyatt will render assistance in the planning, building, furnishing, equipping and
decorating of such a hotel and its preparation for operation as a Hyatt International Hotel.
Upon completion of the construction phase, Hyatt will operate the hotel under standards
comparable to those prevailing in Hyatt International Hotels worldwide, and the agreements are
normally for a twenty year period with optional extensions.
The Technical Services Agreement is part of the Management Agreement and noted as
Appendix A: Technical Services to be Provided by Hyatt.
A copy of the current Management Agreement Pro Forma used is included in the Project
Managers Manual Volume II.
3.8. Technical Services Agreement

Services provided by Hyatt Internationals Technical Services Department under the terms of a
Management Agreement are defined in Appendix A of the Management Agreement and are a
part of the overall contract signed with Owners of each respective hotel.
In cases of a takeover of an existing hotel or rehabilitation program of an operating hotel, the
Technical Services Agreements will be tailored to suit the particular project and may be
negotiated, or in addition to, a previously signed Management Agreement.
In particular, the Hyatt International Technical Services Department will provide the following
services:
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I. EVALUATION, RESEARCH AND ANALYSIS

Hyatts evaluation, research and analysis services consist of making available to Owner and its
consultants, Hyatts expertise and experience in site location, market analysis, and food and
beverage and personnel planning as set forth below.
Site Evaluation and Research
Hyatt International Technical Services personnel will visit the site of a prospective hotel to
evaluate and research the numerous conditions and regulations that will affect that project.
Local weather conditions and topography will be evaluated to determine the need for
architectural elements that relate to varying conditions. The topography will dictate the siting of
the hotel, and its supporting landscape development.
Local building codes will be investigated to determine requirements of Hyatt Internationals
Design Standards and Criteria. In some areas, (e.g., Japan, Germany) the building codes are
extremely strict, and it is necessary to determine early on in a project what will be allowed.
Codes can also have major impact on the building budget due to features required.
Certain City Governments, and most National Governments, have building restrictions that will
govern the design of a hotel.
A major factor in the design and costing of a hotel project is the local availability of building and
finishing materials, furnishings and equipment, and the local import restrictions. In certain
countries in the world, it is prohibitive to import many items. Hyatt International will have to
determine what, in fact, could be produced locally of adequate quality, and what would
necessitate importation.
Another situation to be reviewed is that of finish materials. What is expensive in some countries
because of scarcity or non-production, may be locally found or produced in other countries. In
certain areas, craftsmen who build by hand are the least expensive method of construction, while
in many western countries, hand labor is cost prohibitive. Various countries have tremendous
furniture making capabilities, and when building in those countries, that industry should be
utilized, instead of importing from somewhere else. Kitchen equipment is an industry that needs
close scrutiny to determine if the local project can compete, from a quality standpoint, with
imported goods. Hyatt International Technical Services personnel will evaluate all these
conditions, study their implications, and make recommendations to achieve the best value for the
money.
Hyatt International Technical Services personnel will review the standard of design consultants,
their construction techniques, experience and design ability. In some cases, Hyatt International
may recommend an experienced designer to work with a local design consultant to insure a
quality Hyatt product.
Infrastructure Survey
Hyatt International Technical Services personnel will conduct an infrastructure survey to analyze
the various infrastructure elements that will have a bearing on the overall project success.
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Electricity and fuel needs will be evaluated as to availability and cost. By using the local
methods of fuel use and electricity, great cost savings can be achieved. The costs of bringing
electrical lines and fuel lines into a site must also be evaluated, along with the need for on-site
tanks.
Water availability is also a major concern, and will be evaluated from a standpoint of supply, as
well as potability. In some areas, water tanks may be required.
Certain parts of the world are subject to major seismic phenomenon and, therefore, require
buildings to adhere to strict seismic codes. This will be evaluated to determine how these codes
will affect the design, construction, and cost of a new hotel. Some instances may require steel
construction to satisfy code, which may be cost prohibitive due to importation. Concrete
structure to withstand earthquake loads can become quite heavy and large, and affect spaces
within the hotel.
Site drainage, sewage treatment, and removal will be evaluated as to availability and cost. In
some countries, these items are taken for granted, yet in others, an entire system may have to be
developed solely for the hotel.
Finally, Hyatt International Technical Services personnel will evaluate road access at present,
and what future considerations will be made. The cost of road improvements can greatly effect
the overall budget if they are to be borne by the hotel. Some cities, in an effort to promote
tourism, will pick up a good number of these types of periphery costs. These conditions all need
to be investigated.
Market Survey
Hyatt International will visit the site of a prospective hotel to evaluate and research local market
conditions, and prepare a competition analysis.
Owners independent feasibility study will be evaluated and comments made on its findings.
Since airline access is vital for any new hotel project, existing airline services will be researched
and future plans of all carriers evaluated. Distance to the airport may also play a major role in the
marketability of the hotel.
All competitors in the market place will be analyzed as to their marketing efforts and potential.
Local and overseas travel agents servicing the competition will be examined, and details of the
competitors financial results and future projections researched.
Local projections for future business demand and business potential/market share for the new
hotel will be established. Based on the above, projections are made on average occupancy and
room rates for the new hotel. These will form part of the overall strategies to be used in
marketing efforts prior to the opening of the hotel and form the basis for determining room types
and room mix in the area program.
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Food and Beverage Survey

Hyatt International will survey and evaluate local availability of food and beverage related
products and equipment supplies. This is to ensure that services recommended to Owners will
respect local preferences and follow current trends in the industry.
The local competition for food and beverage related services is investigated in hotel restaurants
and free standing restaurants to realize potential business opportunities in the market place and
to perceive local ambiance. Possible entertainment related needs are investigated and the
potential of local artists examined.
Business related information, on average cover, average check, beverage revenues, food and
beverage cost, is compiled to serve as a base for future projections. Having interpreted all the
above points, food and beverage concept recommendations will be established for the hotel to
assist in preparation of the area program.
Human Resources Survey
Hyatt International will survey the availability of local personnel and the extent to which training
programs are needed to assure Hyatt Internationals service, quality, and standards.
Local labor laws, customs, and requirements are scrutinized and staff housing or transportation
needs investigated.
Staff levels in competitive hotels and their proficiency is analyzed and benefits questioned.
After examination of all the above points, an outline for a staffing guide, and the overall needs
related to human resources, are determined.
All the various reports, as shown above, form the basic information to decide on the overall
scope of the hotel project, operating concept, design statement and area program. This
information also becomes part of the investigative process to provide the Owner with a profit
and loss projection, which will be needed as part of the capital investment analyses required by
all financial institutions. These revenue projections may vary but usually cover a 5 to 10 year
period.
II. TECHNICAL SERVICES
Hyatts Technical Services consist of making available to Owner, and to its architects,
contractors, engineers, interior designers, and other consultants, with the exception of the civil
and structural consultants, Hyatts expertise and experience in the design and planning of hotels
as set forth below.
Hyatt shall not review, comment upon, approve or assume any responsibility or liability for
the civil or structural design, documentation, integrity, and execution of any structural
component, matter, or issue relating to the Hotel.
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A. Owners Consultants
Hyatt International will make recommendations and/or review the qualifications of various
consultants to be appointed by the Owner for the design and development of the hotel. These
consultants may include:
1. Land Surveyor
2. Design Architect
3. Working Drawing Architect (contract documents)
4. Landscape Architect (including hardscape and waterfall engineering)
5. Interior Designer
6. Structural Engineer
7. Seismic Consultant
8. Wind Tunnel Consultant
9. Mechanical Design Engineer
10. Electrical Design Engineer
11. Plumbing Design Engineer
12. Quantity Surveyor
13. Security and Life Safety Design Consultant
14. Traffic Design Consultant
15. Vertical Transportation Design Consultant
16. Laundry/Valet Design Consultant
17. Kitchen Design Consultant
18. Graphics/Signage Design Consultant
19. Uniform Design Consultant
20. Lighting Design Consultant
21. Acoustic Design consultant
22. Communications Consultant
23. Computer/Building Automation Design/Consultant
24. Audio/Visual Design Consultant
25. Entertainment Center Consultant/Operator
26. FF&E Procurement Agent/Consultant
B. Architecture
Hyatt International will prepare a project description/ design statement, as well as a space
utilization program for the hotel. The project description/design statement will describe how the
hotel will relate to its site and local conditions, how it will be designed to the criteria previously
researched, and the Design Standards and Criteria of Hyatt International. This brief covers all
areas of architectural, interior, and landscape design. The space utilization program (area
program) will give an area by area size description for purposes of planning the hotel. Also
included are notes to describe relationship flows, etc. All these subjects are further described,
explained, and discussed during the kick-off meeting held with the Owner/ developer, design
team members and Hyatt International. Following this meeting, Hyatt International will prepare
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and submit all the Design Standards and Criteria. This is a multi volume set consisting of the
following sections:
Volume I
Introduction
Table of Contents
Lighting Design Statement
Landscape Design Statement
Fitness Center Design Statement
Area Program
Scope of Work for Design Consultants
Volume II
Introduction
Table of Contents
Hotel Operation Surveys
Guest room Design Criteria
Food & Beverage Operating Concepts
Kitchen/Pantry/Bar Design Criteria
Kitchen/Pantry Bar Design Guidelines
Laundry/Valet Design Criteria
Laundry/Valet Design Guidelines
Handicapped Facilities
Acoustic Standards
Movable Partition Standards
Building Material Standards
Volume III
Introduction
Table of Contents
Space Design Requirements
Hardware Specifications
Volume IV
Introduction
Table of Contents
Back of House Design Guidelines
Millwork Design Guidelines
Project Completion
MEP Handover Procedures
Volume V
Introduction
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Table of Contents
Definition of Limitation of FF&E Scope
Definition of Limitation of Millwork Scope
Scope of Work of Hyatt Project Manager
Tendering and Purchasing Procedures for FF&E
Volume VI
Introduction
Table of Contents
Mechanical Standards
Electrical Standards
Plumbing Standards
Volume VII
Introduction
Table of Contents
MEP Schedule of Services
MEP Design Guidelines
Elevators and Escalators
Supplementary Equipment List
Design Criteria For Graphics, Signage, And Uniforms
After preparation of a final project description (Design Statement) and space utilization program
(Area Program), and after Hyatt International has issued the Design Standards and Criteria to the
Owner/consultants, Hyatt International's Technical Services will assist in the development of
conceptual schematic design. This will be accomplished with program sketches, telephone
conferences and, when necessary, project coordination meetings. The completion of this phase
will produce an architectural schematic design set of documents. Hyatt International will expect
to receive schematic design drawings and documents in the form of reproducibles, and will mark
up comments and reprint for distribution and, in cases where necessary, accompany prints with
written comments and documentation. This will produce a set of documents with qualifications
that must be incorporated into the documents by the consultants.
Hyatt International will review the final architectural schematic design set of documents of the
project and grant conceptual design approval, subject to the implementation of any additional
comments by Hyatt International, in the schematic design phase that will freeze major space
planning concepts at 1:200 scale and the locations of major building structural components.
However, this schematic design set will not be reviewed or approved for completeness,
coordination, dimensions, or code compliance for fire exiting. For public areas, guest rooms, and
all other areas of guest access, the Hyatt International approval of the architectural schematic
design drawings and documents will be subject to the Hyatt International review and approval of
interior design schematic (Phase I) set for those same areas.
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Hyatt International will assist first partys architects in the preparation of detailed preliminary
plans (design development) to be coordinated with all other design consultants, as well as submit
layout suggestions for all special areas (i.e. back of house areas), to the extent required. Hyatt
International will expect to receive drawings and documents in the form of reproducibles, and
will mark up comments and reprint for distribution and, in cases where necessary, accompany
prints with written comments and documentation. This will produce a set of documents with
qualifications that must be incorporated into the documents by the consultants.
Hyatt International will review the coordinated architectural design development set of
documents and grant approval in the design development phase, subject to the implementation of
any additional comments by planning issues at 1:100 scale. However, this set will not be
approved for completeness, coordination, public areas, guest rooms, and all other areas of public
access. The approval of the architectural design development drawings and documents will be
subject to the Hyatt International review and approval of the interior design (Phase II) set for
those same areas.
Hyatt International will review the final architectural basic drawings and final specifications.
Hyatt International will not review any structural connections, details, or any related structural
issues as regards to the architectural design of the project. Wall sections, details, and elevations
will be reviewed for appearance only, and Hyatt International will not review construction
techniques, details or recommendations which are the responsibility of the project architects.
Hyatt will review this set for adherence to the Hyatt International/Owners agreed design concept,
and to the Design Standards and Criteria of Hyatt International. Hyatt International will not
review for completeness, coordination, dimensions, or code satisfaction of fire exiting.
Hyatt International will assist in the tendering process of the hotel, especially in cases where cost
savings need to be achieved. Hyatt International will also perform on-site inspections, as
required, of the work in progress, and after completion of the hotel. These inspections will be
carried out usually by the Hyatt International Project Manager, as well as, from time to time, the
Hyatt International Director of Design, Project Architect or Director of Operational Planning.
C. Interiors
After Hyatt International has prepared a project description (Design Statement) and a space
utilization program (Area Program), and after Hyatt International has issued the Design
Standards and Criteria, Hyatt Internationals Technical Services Department will assist the
interior designers with a design brief, sketches, and suggestions on functional layout of guest
rooms, public areas, restaurants, bars and ballrooms. Hyatt International will review preliminary
layouts in the form of reproducibles and will mark up comments and reprint for distribution and,
in cases where necessary, accompany prints with written comments and documentation. This
will produce a set of documents with qualifications that must be incorporated into the documents
by the consultants.
Hyatt International will review and approve the preliminary (Phase I) presentation for interiors
(at 1:100) and, subject to the implementation of any additional comments by Hyatt International,
freeze major space planning concepts. Hyatt Internationals approval for these public areas will
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supersede the approval of the architectural schematic design set of drawings for those same
areas.
Hyatt International will assist the interior designer in developing a Phase II design set of
documents (at 1:50 for detailed planning purposes. This will be accomplished by sending
sketches, phone conferences and, where necessary, design and coordination meetings. Hyatt
International will review these drawings in the form of reproducibles, and will mark up
comments and reprint for distribution and, in cases where necessary, accompany prints with
written comments and documentation.
Hyatt International will review and approve the interior design Phase II presentation (at 1:50) for
the purpose of , subject to the implementation of any additional comments by Hyatt
International, freezing layout plans, elevations, color schemes, and renderings. Hyatt
International will review this in the form of a full color presentation and submit comments in the
form of written and/or graphic comments and documentation. Hyatt Internationals approval for
these areas will supersede the approval of the architectural design development set of drawings
for those same areas.
Hyatt International will review and approve, subject to the implementation of additional
comments by Hyatt International, a mock-up room(s) to the Standards & Criteria of Hyatt
Internationals guest room criteria package. Hyatt International will review and approve, subject
to the implementation of comments on the Hyatt International Mock-Up Room Check List, this
mock-up room. Hyatt Internationals approval of the mock-up room will supersede any previous
approvals, either architectural or interior design, of the typical guest room.
Hyatt International will lend advice on specifications for carpeting, wall covering, fabrics, etc.
Hyatt International will also review final working drawings for interiors for appearance purposes
and their adherence to the interior design concept and Hyatt Internationals Design Standards &
Criteria. Hyatt International will also review purchase specifications for furniture and
furnishings and, where necessary, aid in any cost saving measures that may be deemed
necessary.
Hyatt International will selectively review detailed shop drawings and provide on-site
inspections (as deemed necessary by Hyatt International) as the project progresses to completion.
D. Landscape
After Hyatt International has prepared a project description (Design Statement) and space
utilization program (Area Program), and after Hyatt International has issued the Design
Standards and Criteria to the Owner/consultants; Hyatt Internationals Technical Services
Department will assist in the development of site plans that illustrate design concepts, themes,
flows, and functional layouts. This will be accomplished by sending sketches, phone
conversations and, where necessary, design and project coordination meetings. The completion
of this phase will produce a set of schematic drawings and documents illustrating the preliminary
concepts. Hyatt International will expect to receive these schematic drawings and documents in
the form of reproducibles, and will mark up comments and reprint for distribution and, in cases
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where necessary, accompany prints with written comments and documents with qualifications
that must be incorporated into the documents by the consultants.
Hyatt International will review the Preliminary Landscape Presentation documents of the project
and grant conceptual design approval, subject to the implementation of any additional comments
by Hyatt International, in this preliminary design phase that will freeze major concepts and the
locations of major landscape components. However, this schematic design set will not be
reviewed or approved for completeness, coordination, or dimension purposes. For public areas,
the Hyatt International approval of landscape architecture schematic design drawings and
documents must be subject to the Hyatt International review and approval of the architectural
design set and the interior design schematic set for those same areas.
Hyatt International will expect to receive design development drawings and documents (i.e. site
plans, sections, elevations, individual area layouts, color renderings) in the form of
reproducibles, and will mark up comments and reprint for distribution and, in cases where
necessary, accompany prints with written comments and documentation. This will produce a set
of documents with qualifications that must be incorporated into the documents by the
consultants. Hyatt International will review and approve the final working drawings, documents,
and planning schedules for landscape, softscape, waterscape, and hardscape. Hyatt International
will not review any structural elements in regards to the landscape design of the project. Wall
sections, details, and elevations will be reviewed for appearance only, and Hyatt International
will not review construction techniques, details or recommendations which are the responsibility
of the project landscape architects. Hyatt will review this agreed upon design concept, and to the
Design Standards and Criteria of Hyatt International. Hyatt International will not review for
completeness, coordination, dimensions, or code satisfaction of safety related purposes.
Hyatt International will provide on-site inspections (as deemed necessary by Hyatt International)
of the work in progress and at the completion of the hotel.
E. Mechanical, Electrical, Plumbing, Vertical Transportation Criteria
Subsequent to Hyatt Internationals presentation of the Engineering Standards and Design
Criteria, MEP Handover Manual, Supplementary Equipment List, and Infrastructure Survey
completed by the appointed Owners MEP consultant, and in conjunction with the presentation
of other design and criteria documents previously mentioned, Hyatt International Technical
Services shall assist in the development of a conceptual design for the Engineering Services of
the project.
Hyatt International shall expect to receive preliminary design drawings in the form of blue or
black line drawings of uniform sized sheets. Hyatt International shall review and comment on the
documents as is appropriate to the MEP consultant, and to other parties, if the agreement so
dictates. It is expected that the consultant shall incorporate Hyatt Internationals comments in
subsequent documentation. It shall be the consultants responsibility to inform associated
disciplines impacted by revisions.
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Hyatt International shall review the updated design drawings and offer comments as warranted.
Hyatt International shall not review drawings for completeness, coordination, conformity to
applicable codes and regulation, or dimensions.
The Owners MEP consultant shall remain diligent and informed of design changes and revisions
in the architecture, interior design, landscaping, and such other disciplines which influence the
MEP design. Hyatt International shall assist the Owners consultant in development of the MEP
specifications, and the selection of names of acceptable MEP equipment manufacturers.
The Owners MEP Consultant shall submit for Hyatt Internationals review, specifications,
equipment schedules, and related energy and demand loads. Hyatt International shall comment
on the submitted documents, and issue appropriate comments which shall be incorporated into
succeeding documents. The MEP Consultant shall submit for Hyatt Internationals comment,
revisions to the documents necessitated by design changes of other disciplines. Hyatt shall
comment if a response is required.
The MEP Consultant shall submit to Hyatt International select, representative shop drawings for
their comments.
The MEP consultant shall issue a record set of tender documents. Hyatt International shall retain
these documents as a matter of record, and issue comments as called for.
Hyatt International shall not comment on structural design, implementation, tests, specifications,
or any other phase relating to the structure, its safety, stability, live & dead loads etc. Such
responsibilities lie with the Owner and his appointed consultants.
Hyatt International shall perform a cursory review of MEP load calculations and, where
necessary, provide guidance and assistance. If necessary, Hyatt International shall augment
certain aspects of its Standards and Design Criteria descriptions with sketches to convey clearer
understanding.
Hyatt Internationals Engineer shall visit the project site while under construction, and shall
comment on any discrepancies uncovered
Hyatt International shall also review plant commissioning- tests and records, and comment as
required.
F. Kitchens
Kitchen consultants are briefed on F&B operations, Hyatt International philosophies, and are
given kitchen prototype drawings for concept purposes, F&B Concept Statements, and Hyatt
International kitchen specifications (materials-base building, and FF&E fabricated stainless
steel).
Kitchen consultants prepare 1:100 area block layouts indicating subsections of kitchens and their
interrelation, with circulation patterns and work flows, and presents them to Hyatt International
for comment and approval.
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Hyatt International gives to the kitchen consultant a list of approved manufactures for bought-out
equipment, which will be influential for the consultants 1:50 layouts
Kitchen consultant prepares 1:50 drawings based on the 1:100 block diagrams, but now indicate
all equipment in his layouts, both bought-out and custom manufactured. These drawings are
presented to Hyatt International for in-depth review together with the Equipment Schedule
(indicating whether it is bought-out, custom fabricated, or by other), and the supporting
documents to this Equipment Schedule. The supporting documents consist of manufacturers
catalogue cut sheets for bought-out equipment, and either isometric drawings of the custom
fabricated equipment, or scale sketch, or a combination of both. In the case of the latter, the
sketches must be prepared indicating all operating sides of each piece of equipment (e.g. cooks
side, and waiters side of a pick-up table). The consultant will also present sections of elevations
which back up the linear lineups.
Hyatt International will review these drawings for layout purposes, equipment requirements, and
suggested manufacturers, together with the operating requirements of custom fabricated
equipment. Hyatt International will present the consultant with all pertinent comments, and
suggested modifications/changes.
Based on Hyatt Internationals review, the consultant will modify the drawing, incorporating
Hyatt Internationals requested changes and recommendations. Consequently, the Equipment
Schedule and supporting documents will be rectified, also.
The kitchen consultant will present Hyatt International with these drawings for approval.
Hyatt International will approve the layout, equipment, and selected manufacturers.
Based on the approval, the consultant will prepare all service schedules (hot and cold water,
steam, gas, electricity, air exhaust), and produce rough-in drawings for MEP purposes. These are
to be presented to the MEP consultants for their review, and to the Hyatt International
Engineering Department for comment and approval.
The consultant will prepare shop drawings of all custom fabricated equipment, which will be the
basis for tendering purposes. Hyatt International will review shop drawings (which have been
based on the approved isometrics, elevations, and the scale sketches) and comment/approve,
unless further modifications are required.
Based on all the approvals, the consultant will prepare tender documents, which include
approved drawings, and a detailed description of each piece of equipment, which may be backed
up with the supporting documents. The specifications will be so worded that they do not lock
bidders into one specific manufacturers equipment, but must allow for alternatives of equivalent
quality to be proposed from the international marketplace.
When the tender is awarded and the budget has been achieved, the successful contractor may
propose equipment alternatives, which Hyatt International will either approve or reject.
The sequence of presenting drawings at 1:50 to Hyatt International for approval as described
above may entail more than one attempt, and a repetition/second attempt could take place.
05/90 3-43 03tchsrv.doc


G. Laundry
Hyatt International briefs laundry consultants on hotel size and facilities, desired laundry
operating hours, expected poundage, renders prototype drawing, and gives a list of approved
manufacturers for bought-out equipment. Hyatt International explains operating philosophies to
consultant, and hands over laundry operations specifications.
The laundry consultant will prepare a sketch within the given envelope of space determining
required space meters, and showing traffic flows and circulation patterns to, and around, the
main division of grouped equipment components. The consultant will also address collection
patterns of soiled linen from operating sources, mobile transportation, and will prepare proposals
for handling of clean linen, automation (where appropriate), and storage areas for linen
distribution and long term storage. The consultant will also produce proposals for uniform issue
and means of uniform storage within given envelopes.
Hyatt International will review all drawings and proposals, and agree (or disagree with counter
proposals) to the basic block layout and traffic procedures.
With these approved concepts, the laundry consultant will prepare equipment layouts at 1:50,
equipment schedules, & present Hyatt International with supporting documents in the form of
manufacturers catalog cut sheets, plus scale sketches of custom fabricated equipment showing
each operational side, if more than one. The consultant will also include on the equipment
schedule all mobile equipment to transport linen to, within, and out of the laundry, and ensure
that sufficient parking space is available on the drawings. At this stage, it will be determined by
Hyatt International, the consultant, and the Owners project management if an electrically
operated overhead monorail will be required or not.
Hyatt International will review these drawings, along with all supporting documents, and also
add (with the consultant) all the ancillary equipment that is not typical of a standard laundry,
such as guest laundry sorting table with pigeon holes, special guests laundry/uniform assembly
areas, storage cabinets for guest supplies, etc.
Hyatt International will make comments and counter proposals where necessary, review the
capacity loads in conjunction with operations hours, and return to the consultant for
incorporation. Hyatt International will approve or offer alternatives on bought-out equipment.
The consultant will incorporate Hyatt Internationals comments/modifications, and prepare the
final set of 1:50 drawings. He will prepare all service loads and requirements, and produce
rough-in drawings to be given to the MEP consultants. He will also provide typical elevations of
linear equipment, and begin working on shop drawings where called for.
Hyatt International will give approval based on all the above submittals. The consultant will then
prepare the tender documents, which will include a set of drawings, a description of each piece
of equipment, and a cut sheet of a proposal for each bought-out piece of equipment, but insuring
that specifications can accommodate alternative equally approved equipment in the international
marketplace.
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H. Graphics, Signage, and Uniforms

The Hyatt International Technical Services Department will issue Design Criteria for Graphics,
Signage, and Uniforms accompanied by design briefs for each discipline, and assist in the
development of the conceptual design. This development will adhere to the guidelines provided
in the Design Standards for each discipline.
Hyatt International will review preliminary design presentation of Graphics, Signage, or
Uniforms in the form of drawings, mock-ups and tendering, and grant approval, subject to the
implementation of any additional comments by Hyatt International and adherence to Hyatt
International Standards and Criteria, when applicable.
Hyatt International will review final drawings and documents of Graphics, Signage, or Uniforms
and grant approval subject to implementation of any additional comments by Hyatt International,
and adherence to Hyatt International Design Standards & Criteria for each discipline.
I. Hotel Equipment Standards/Purchasing Recommendation
Hyatt International will prepare three complete & comprehensive- volumes containing listings,
specifications, approved manufacturers, quantities, and identifications of all hotel equipment
required to open a Hyatt International hotel. Volume I contains all FF&E items that are not listed
in the scope of the interior designers guest room and public area furniture, and excluding major
(fixed) kitchen and laundry equipment.
The volume will be custom tailored to the particular hotels requirements, and will take into
consideration criteria that determines the listings, such as all the facilities of the hotel, trends of
operations, regional peculiarities, location and prevailing conditions, operating philosophies, and
Hyatt International Standards.
This volume is prepared once all the drawings of the hotel have been finalized and coordinated,
both interiors and back of house, but not less than twelve months prior to the opening. When it is
submitted to the Owners, it is accompanied by Volume II, containing support illustrations and
photographs. These visually describe to the Owner what every piece of listed hotel equipment
looks like, as information and as a working tool for the Owners purchasing team.
The sections of Volume I are broken down as follows:
C. Operating Equipment
1. Silverware
2. Chinaware
3. Glassware
4. Linen
5. Uniforms
D. Special Hotel Equipment
1. Hotel Management Systems
2. Office Equipment
3. Print Shop Equipment
05/90 3-45 03tchsrv.doc


4. Material Handling Trucks

5. Cleaning Equipment
6. Dining Room Wagons
7. Shelving & Lockers
8. Vehicles
9. Banquet Equipment
10. Recreational Equipment
11. Miscellaneous
E. Auxiliary Equipment
1. Kitchen Utensils
2. Dining Room Accessories
3. Engineering Tools & Equipment
4. Housekeeping Utensils
5. Miscellaneous Equipment
Hyatt International will further assist in the identification of all listed equipment, present sources
of supply, give recommendations on sequences and systems and explain the mechanics as
described in the document Tendering and Purchasing Procedures of FF&E that appears in
Volume V of the Design Standards and Criteria Manuals.
Hyatt International will also coordinate all choices and selections of patterns, shapes, models,
and colors of all hotel equipment that requires interior designers input, and that is listed in this
book.
Subsequently, Hyatt International will also submit to the Owner Volume III of Hotel Equipment
and Standards, which contains listings and supporting explanations/ documents of all hotel
supplies for the opening of a Hyatt Hotel which are outside the scope of FF&E, and part of the
opening inventory/working capital budget.
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SECTION 4 - HOTEL PROJECT MANAGEMENT
Table of Contents
4.1. THE OWNER/DEVELOPER.........................................................................................................1

4.2. PROJECT MANAGEMENT ..........................................................................................................2
Project Management Service Contract ...................................................................................2
Turnkey Contract ....................................................................................................................3
4.3. CONSTRUCTION AGREEMENTS .................................................................................................7
F.I.D.I.C. Agreement ..............................................................................................................7
The Contract ...........................................................................................................................7
4.4. PROJECT DEVELOPMENT SEQUENCE ........................................................................................8
Sequence of a Project (Numerical) .......................................................................................10
4.5. MASTER DESIGN/CONSTRUCTION PROGRAM .........................................................................14
Project Milestones ................................................................................................................15
Project Liaison ......................................................................................................................15
4.6. TENDERING MILESTONES.......................................................................................................16
Documentation Preparation ..................................................................................................17
Invitation to Bid....................................................................................................................17
Pre-Bid Conference ..............................................................................................................17
Evaluation of Bids ................................................................................................................17
Construction Contract...........................................................................................................17
4.7. HAND OVER MILESTONES .....................................................................................................17
4.8. THE DESIGN TEAM ................................................................................................................18
The Architect ........................................................................................................................20
The Interior Designer............................................................................................................21
The Structural Engineer........................................................................................................22
The MEP Engineer ...............................................................................................................22
The Lighting Designer ..........................................................................................................22
The Kitchen Designer ...........................................................................................................22
The Acoustic Engineer .........................................................................................................23
The Landscape Architect ......................................................................................................23
The Laundry/Valet Consultant .............................................................................................24
Uniforms, Graphics, Signage Consultants............................................................................25
4.9. THE MANAGEMENT TEAM .....................................................................................................25
4.10. THE OWNERS PROJECT MANAGER .......................................................................................26
4.11. THE CONSTRUCTION MANAGER ............................................................................................27
4.12. COMMUNICATIONS/PROCEDURE FOR CHANGE ......................................................................29
Procedure for Change ...........................................................................................................29
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4.1. The Owner/Developer

The development of any Hyatt International Hotel usually follows a set pattern of events.
An Owner/Developer, who may be a private individual or a group of banks, investment house
etc., will commission a market research company to investigate the viability of constructing a
hotel of a certain size and standard in a chosen location.
The resultant survey will give an indication to the Owner/Developer as to the size and standard
his hotel should be to receive the best return on investment.
The Owner will also have to locate a source for his capital investment. These funds will
obviously be considerable and will normally only be released to the Owner once the Owner can
prove that he has a reputable hotel operator ready and willing to operate the hotel once it is
constructed.
To achieve this, the Owner/Developer will approach a number of hotel operators who in turn will
express their interest or disinterest in the project. Details of management agreements, incentive
fees, Owners returns, etc. will then be consolidated before either the Operator or Owner signs
any letter of intent or commercial agreement.
Prior to this commitment, Hyatt International will, through its Development and Technical
Services Departments, review the area programs of the property which identify the areas
required for each F&B outlet, guest room, commissary kitchen, ballroom, lobby, etc. The
appointment of an Interior Designer, who is normally proposed and approved by Hyatt
International, will also ensure that the interior of the proposed hotel will meet Hyatt
Internationals Design Standards and complies with the design philosophy for that particular
property.
Once these negotiations are complete and both Owner/Developer and Operator committed to the
project, the source of the capital investment will require definite details of the actual construction
contract.
The most favorable construction agreement is the Turn Key Contract. This basically involves a
prime contractor being awarded the global contract to build and fit out the hotel to its
completion, working to a set of documents which detail the architectural intent, interior design
intent, FF&E commitments and overall standard of finishes.
These and other documents form the basis on which the prime contractor will form his tender to
the Owner. This tender will give specific completion dates and costs, set out all the major terms
and conditions. At this stage, the Owner may have appointed a special consultant who will act in
a multi-disciplinary role as the Owners Representative and/or Project Manager. This consultant
will act as the top of the funnel on the Project Design Team, to protect the Owners investment
and also to take control of the day-to-day running of the project.
Reference should be made to the section Construction Agreements of this manual for further
details of the various contractual possibilities.
05/90 4-1 04htlmgmt.doc


4.2. Project Management

Before the introduction of Project Management or managing contractors, Owners and developers
did not have the opportunity to sign a single point contract which would cover their entire
project, from conceptual design through to completion and operation. Instead, the Owner was
required to enter into multi-contract agreements with his consultants, architects, engineers,
interior designers and many others, together with the resulting construction contracts, which on a
large project could number up to 40 single contracts throughout the various disciplines required.
In the early 60s many multi-discipline companies in the United States recognized the void
between the building Owner and the consultants and contractors, and offered an additional
service known today as Project Management.
After a slow but progressive start, Project Management has become a recognized consultant
service throughout the major construction markets of the world.
Project Management can take on many forms tailored to the specific needs of the project,
designed to properly advise the Owner, to protect his interest, and reduce his extra contractual
liabilities. In simple terms, it is a team of professionals whose responsibility is to coordinate and
manage all aspects of a construction project, and who report directly to the Owner.
As stated in the previous paragraph, the scope of services may be tailored specifically to the
requirements of the Owner. These services range from simply a team of professionals working as
an extension to the Owners own personnel, advising on all aspects of a project, through to a
single turnkey contract with a Guaranteed Maximum Price (GMP) and a guaranteed
completion date.
Project Management Service Contract

This type of agreement would allow the Owner to utilize his own personnel in conjunction with
selected professionals from a Project Management Company.
This form of service contract allows for more direct involvement on behalf of the Owner in the
total management of the project and the use of selected individuals to fulfill specific tasks as part
of the team.
Service provided by a Project Management Company under such terms may include:
Pre-Design
1. Pre-qualification of consultants
2. Geodetic survey
3. Assistance in obtaining finance
4. Infrastructure survey
Design Phase
1. Obtain design brief
2. Development of master program
3. Appoint consultants


4. Coordinate design
5. Value engineering
6. Preparation of budget estimates
7. Pre-qualification of contractors
8. Building estimate
9. Contract bid, review, and award
10. Coordinate construction documents
Construction Phase
1. Construction management and coordination
2. Contract Administration
3. Quality control
4. Program control/updates
5. Financial/budget control
6. Status Reports
7. Site records
8. Value engineering
9. Completion, commission and hand over
The above list represents the main headings of services provided to the Owner by a Project
Management Service Agreement.
Turnkey Contract
As the financing of projects becomes increasingly difficult, and the borrowing of money more
expensive, Owners will look more carefully at guaranteeing their investments, and limiting their
hidden liabilities.
Many contractors offer a total package contract which fixes a guaranteed maximum price and
guaranteed completion period. This contract is predicated on a specific design and a
comprehensive set of specifications and commonly referred to as a turnkey contract.
The concept of the turnkey significantly absolves the Owner of further financial and
contractual liabilities, provided always that the building is not changed from the conditions
contained in the turnkey contract. The main advantages to the Owner using the turnkey contract
is that he signs a single contract, his financial requirements (barring contingencies) are known,
his liabilities are limited, and the completion period is fixed.
In conclusion, Owners using a well proven and established Managing Contractor company
relieve themselves of not only the management of the project, for which they many not have the
resources to cover, but also many of their extra-contractual and financial liabilities, due to the
proper managing, coordination and planning that Project Management offers.


This chart shows the contractual relationships and the lines of communication when the Owner
does not use Project Management. Clearly it can be seen that there is no single discipline
responsible for the complex liaison and coordination necessary to complete a project on time and
within the Owners budget. Typically each contract requires some form of coordinating, but this
usually only covers the specific scope of the contractor, or consultant, and does not encompass
the entire finished product. The result is that the project is often late, over budget and the Owner
forced to make compromise after compromise in order to complete his goals.
Project Without
Project Management
Owner
Architect General Interiors M.E.P. Elevator Specialist

Contractor Contractor Contractor Contractor Contractor
Structural
Engineer
Interior
Designer
M.E.P.
Engineer
Quantity
Surveyor Line of
Communication
Other Line of
Consultants Contract


This chart illustrates the most widely used form of Project Management, either by way of an
independent company or by a construction contractor with its associated in-house management
team. In each case there is a single point contract with the Owner, and a clear, organized line of
communication through the Project Management. The result is that by forming a project nucleus
through which all information is channeled, the coordination and management can be easily
controlled under one discipline. Further, the Owner is now insulated from the day to day running
of the project, and its resulting liabilities, he can be quickly briefed on all aspects of the project
by a single discipline, and similarly his requirements need only be channeled through the
Managing Contractor.
M a n a g in g C o n tr a c to r
Owner
Hotel
Operator
(Technical
Services)
Managing
Contractor
Architect Contractor
Structural Contractor
Engineer
Interior Contractor
Designer
M.E.P. Contractor
Engineer
Quantity Contractor
Surveyor
Line of
Communication
Other Contractor
Line of


P r o je c t W ith In d e p e n d e n t
P r o je c t M a n a g e m e n t
Owner
Hotel
Operator
(Technical
Services)
Project
Management
Architect Contractor
Structural Contractor
Engineer
Interior Contractor
Designer
M.E.P. Contractor
Engineer
Quantity Contractor
Surveyor
Line of
Communication
Other Contractor
Line of


4.3. Construction Agreements

The purpose of a construction agreement, in general terms, is to specify all details by which two
parties, the developer/Owner and the contractor, will abide to construct the project in question.
Since construction has become more and more an international business, it became necessary to
establish some internationally acceptable standards of a contractual agreement which will be
recognized by most countries judicial system or court of law. A Standard Contract has become
the international norm over the years and is used in most international agreements. The Standard
Contract is as follows:
F.I.D.I.C. Agreement
Sponsored by the Federation International des Ingenieurs Conseils, with head office in Lausanne,
Switzerland after which it is named, is accepted in 60 countries around the world as the standard
document.
Over the last few years, Hyatt International has become more and more involved in assuming the
role of the developer as the requirements of the marketplace changed. To facilitate this change,
and to protect Hyatt Internationals vested interests in these new hotel developments, a
construction agreement has been formulated by our legal department to protect Hyatt
Internationals interests as a developer and operator. This construction agreement is based on
Hyatt Internationals special requirements in the international marketplace, and on the F.I.D.I.C.
type agreement used in todays construction environment.
The Contract
The Construction Agreement is a contract signed by two parties and consists of five main points:
1. INTENT
This will specify the intent of the first party to obtain a hotel of a specific standard and
size in a specific location and the second party's willingness to provide all items
necessary to achieve that purpose.
2. OFFER
This will specify the agreed conditions of the contract under which the second party is
willing to perform to reach the intended objective.
3. ACCEPTANCE
This represents the documented acceptance by all parties via signature and official
company seal, in front of witnesses.
4. REMUNERATION
Specifies the contractual sum which first party will pay to second party for their
performance in accordance with all set conditions within the agreement.
5. LEGALITY
Stipulates that all performances by either party must be legal in the country where the
contract is executed and qualifies penalties for both parties for breach of contract.


The contract will be followed by conditions set out and explained in schedules. These will detail
as follows:
SCHEDULE I - General Conditions of the Contract
SCHEDULE II - Construction program and hand over schedule
SCHEDULE III - List of Contract Documents
On projects where Hyatt is participating as a part Owner, it will be Hyatt International Project
Managers responsibility to familiarize himself with the particular construction agreement for his
project and to monitor compliance to its terms and conditions. Any deviation should be notified
to the Vice President - Technical Services immediately.
On projects where Hyatt has no Ownership, Hyatt Internationals Project Manager should
request from the Owners a copy of the relevant Construction Agreement so that he may be aware
of the conditions under which the contract is being executed.
4.4. Project Development Sequence

Attached is a graphic chart to show the development sequence of a new Hyatt International hotel
project from its conception to its opening. Included are the various stages of negotiation,
research, development and construction, as well as management related activities. This is
provided to give the Project Manager a better overview on the various relationships of decision
making and physical activities on site. It should be a general guideline for better understanding
of the overall project.
Following the graphic chart is a numerical sequence of a project to further identify the various
activities.


Insert Chart


Sequence of a Project (Numerical)

1. Site Selection
2. Land Survey
3. Environment and Infrastructure Survey
4. Feasibility Study
5. Financing Coordination
6. Management Agreement Negotiations
7. Signing of Binding Letter of Intent
8. Technical Services Survey
9. Marketing Survey
10. F&B Survey
11. Human Resources Survey
12. Compile:
F&B Concept Statement
Preliminary Area Program
Preliminary Design Statement
Preliminary Staffing Guide
Guestroom Criteria
13. Owners Review and Approval
14. Appointment of the following Design Consultants:
Owners Project Manager
Design Architect
Structural Engineer (seismic if required)
Interior Designer/Restaurant Designer
Landscape Architect
Hardscape Engineer (water feature and pool design)
MEP Design Consultant(s)
Kitchen and Laundry Consultant
NOTE A
15. Design Briefing/Kick Off Meeting
Conceptual and area planning Architectural Design assistance.
Conceptual and functional planning Interior Design assistance.
Guestroom count, mix, and layout verification.
Conceptual development and elaboration of Food & Beverage and Interiors Concept
Statements.
MEP conceptual systems layouts based on Infrastructure Survey.
Graphic Design and Uniform Concept Statements.
Introduction of Prototype Drawings to assist in area planning.
Establish appropriate lines of communication and project program.
Define detailed scope of work for all design consultants.
Establish preliminary budget for overall project.


Establish preliminary construction schedule.

Establish project design timetable.
Establish meeting agenda/timetable for next six months.
NOTE B
16. Preliminary Review
Preliminary submissions of:
- Architectural Building Concepts
- Interior Space Planning
- Landscape Concepts
- Pool Concepts
Preparation of schematic kitchen and laundry drawings, including capacities and
specifications.
Coordination session by architects with other design consultants and Hyatt
International.
Continued and on-going process of review
Preparation of schematic BOH area to verify conformity with area program.
Freeze space planning:
- Building Footprint
- Guestroom Area
- Public Area
Freeze Structural:
- Guestroom Shafts
- Major Structural Components
- Column Locations
NOTE C
17. Phase I Review
Review and approval of architectural schematic design plans, sections, and
elevations. Assistance in design development.
Review and approval of Phase I interior design drawings including all space planning
and guest room layouts.
Review and approval of conceptual landscape layout.
Review of preliminary kitchen and laundry equipment lists and layouts.
Design assistance in preparation of Back of House areas.
Continued and on-going review of schematic MEP drawings.
Appointment of the following consultants:
- Wind Tunnel Testing
- Quantity Surveyor
- Life Safety and Security Consultant
- Vertical Transportation Consultant
- Acoustical Consultant
- Lighting Consultant


NOTE D
18. Phase II Review
Review and approval of architectural design development drawings. Coordination of
all building disciplines (Interiors, MEP, Kitchen and Laundry ) for preparation of
tender documents.
Review and approval of Phase II interior drawings including material finishes,
renderings, and color boards pin up presentation.
Review and approval of conceptual MEP layouts.
Architectural Models and Facade Review and Approval.
Completion of mock-up room documents.
Review preliminary schematic vertical transportation drawing (elevators, escalators).
Issue of final F & B Concepts
Issue of final Staffing Guide
19. Completion of working drawing tender documents for foundations.
20. Issue of HESB Volumes I & II.
21. Appointment of Hyatt International's Project Manager, Induction/Training Program.
22. Interior Architectural Information Package
23. Landscape Architectural Information
24. Quantity Surveyor project costing review.
25. Submission of Hyatt International's final Back of House drawings
26. Award of site clearance contract.
27. Contractor mobilization.
28. Site clearance, Excavation, Foundations
29. Final review of construction contracts appendices i.e., drawing list for each
trade/discipline (refer to construction agreement appendices).
NOTE E
30. Phase III Review
Review of coordinated tender documents. Assistance in preparation of architectural
materials and finishes specifications.
Review and approval of Phase III interior drawings including detailed plans, sections,
and elevations.
Review and approval for all MEP load schedules.
Interface all BOH layouts.
Review and approval of landscape site plans, planting selections, exterior hard and
soft landscape materials selection.
Assistance in analysis of kitchen and laundry bids.
Assistance in analysis of FF&E equipment lists and bids.
Review and approval of MEP/Elevator tender documents.
Final review and approval of Back of House layout.
Review of MEP Design Development drawings.


Review of project, shop drawings and specifications, architectural, MEP, Interiors,

Landscape (prepared under the responsibility of the General Contractor).
31. Construction Starts - Podium
32. Commencement of substructure.
33. Continued and on-going process of document review.
34. Tender and award for mock-up room construction.
35. Build and furnish mock-up room.
36. Mock-up room presentation
37. Implementation of mock up room comments and review of documents.
38. Appointment of:
Signage Design Consultant
Graphics Design Consultant
Uniform Design Consultant
Audio Visual Design Consultant
Entertainment Center Design Consultant
39. Review of final kitchen and laundry tender documents.
40. Review and approval of architectural information package.
41. Review and approval of landscape design/tender documents/planting acquisition
program.
42. Continued review and approval of architectural design development drawings.
43. Review of lighting design including A/V.
44. Hyatt International's final submission of:
Telephone Schedule
Computer Schedule
NOTE F
45. Phase IV Review
Review of architectural final working drawings and specifications.
Review and approval of final interior working drawings and tender documents for all
furniture and furnishings.
Review and approval of final MEP working drawings and tender documents.
Review and approval of all building finishing materials.
Review and approval of final landscape, hardscape, softscape, and waterscape
working drawings and tender documents.
Review and approval of low tension system tender documents.
Review and approval of final signage drawings and specifications, and preparation of
tender documents.
Review and approval of final graphic design drawings and specifications.
Review and approval of final uniform design samples and preparation of tender
documents.
46. Commencement of tender negotiations with general contractors.
47. Review of shop drawings and documents and issue of tender for millwork and FF&E


48. Commencement of superstructure.

49. Pre-opening Offices - occupation and fitting out.
50. Arrival of on-site Hyatt International Hotel Management Team.
51. Issue of HESB Volume III.
NOTE G
52. Phase V Review
Selected review of all discipline shop drawings.
Review Prototype Room.
Review of all MEP commissioning tests and final engineering consultants reports.
Review of tender documents and scheduling of delivery of all FF&E items.
Art and accessory schedule review.
53. Issue of FF&E Purchase Orders
54. Landscaping Commencement
55. Ongoing quality control
56. Construction completion
57. Pre-opening staff training, department heads
58. FF&E receiving, storage, distribution, installation
59. Punch List Preparation
60. Hand Over Commencement, punch listing, deficiency repairs
61. Pre-opening Staff Training, line employees
62. Soft Opening Ceremony
63. Grand Opening
64. Final inventory of FF&E
65. Follow up on deficiency repairs
66. Project completion report
4.5. Master Design/Construction Program

One of the most critical stages in planning the project is to develop the Master Design and
Construction Program. This program establishes the schedule for all disciplines through the
design and construction phases including Hyatts Project Completion and Hand Over Schedule.
Following the inception of the project and approval of schematic architectural layouts, it is usual
for the Owner, through his Project Manager, to develop a Master Design and Construction to
Completion Program.
The end date will normally have been nominated to the Owners source of capital, as a
provisional completion date. If works progress beyond this date, it is normal for an increase on
interest for the capital sum to take effect. Thus the Owner, whilst calling tenders on the project,
will inform all interested contractors of the finishing date.
From the Master Program, major specific activities are fixed. These activities are on the critical
path and are essential to the overall project coordination. The successful completion of these
activities is referred to as milestones.


The master design/construction program will be established by the coordinated efforts of the
design team members, the contractors, the Owners representative and Hyatt. Once established
and approved, it will give guidance on the progress of the project until completion and hand over
The milestones listed are indicative only and are always tailored to the specific requirements of
each project and subdivided further for specific areas and disciplines. Please see examples of a
construction program for reference in the Appendix, Volume II of this manual.
Project Milestones
To plan the sequence of events throughout a project, it is common to use what is known as
milestones, to flag the various major steps within a project. These points are based on the
various actions to be taken by all the project team members and have to include all activities, on
and off site, until the project is completed and the hotel in operation.
In special circumstances and/or to reduce the total construction time and cost, the
Owner/Developer, the contractor, and the operator will agree to fast track the master
design/construction program. This will enable the contractor to start his work prior to finishing
all the preliminary design phases.
It is a primary condition of a turnkey contract that this date is guaranteed by the successful
contractor.
The Turnkey Contractor, in turn, will develop his own Master Design and Construction to
Completion Program, which will schedule all activities for all work disciplines to reach the
agreed completion date. Once this has been provisionally agreed to by the Owner, he will jointly
present this schedule to the Design Team and Hyatt International for approval.
Hyatt International will incorporate its requirement for project completion and hand over into
this program. This addition will then lead to:
1. Completion of construction date
2. Date of operation of hotel
Project Liaison
The Design Team will assess, by using the Master Program, the periods which will require
attendance of its members, and the Turnkey Contractor will begin to subcontract work to his
various subcontractors.
There are obviously considerable interdependencies here, with certain works having to be carried
out prior to commencement of other works; periods of time when a particular discipline will be
working incessantly complete their commitments, and the exposure of more than one work force
to one particular discipline. In order to link all these activities together in a logical and
successfully progressive manner, a critical path will be set up. By following this critical path, the
shortest possible route/time will be taken to completion.


However, resources, both financial and human (physical ability of subcontractors), may cause
deviations from the critical path, thus setting up periods of slack during which there is an interval
until the next activity on the critical path begins.
It is, therefore, important that all activities on the critical path are completed in the sequence, as
shown on the Master Program, in order to achieve the shortest possible route/time to completion.
The successful completion of these critical activities is marked by milestones. Each project will
obviously follow a different path, with different critical activities and, therefore, different
milestones.
The most important points on a project may be categorized as:
Design Milestones
Tendering Milestones
Construction Milestones
FF&E Milestones
Hand over Milestones
Throughout the project, the successful and timely completion of a milestone will allow the
project to progress towards achieving the set completion date. Milestones that are late in their
completion will defer the start of the next critical activity and, unless remedial measures are
taken, will have a knock-on effect throughout the project.
Hyatt Internationals Project Manager should, therefore, make himself aware of the particular
milestones that exist on his project and carefully monitor and report on their achievement.
Further information on project milestones can be found in the following sections:
Project Development Sequence
Construction
Tendering Milestones
Hand Over Milestones
A sample Master Design/Construction Program has been included in the Appendix, Volume II of
this manual.
4.6. Tendering Milestones

The tendering process for the base building contract, and other related disciplines, may have
been concluded by the time the Hyatt International Project Manager arrives on site. However,
due to the process of fast tracking and the additional interior design related contracts the Hyatt
International Project Manager should be aware of the tendering process and the related
milestones. Fast Tracking has become common practice in todays projects to allow the Owner
to start part of the construction, i.e. site mobilization, foundations, infrastructure etc., prior to
signing a comprehensive construction agreement which includes all the various design phases
and MEP disciplines.
Milestones that are common to the tendering process will include:


Documentation Preparation
This process will include definition of scope of work, legal responsibilities, specifications for
main builders, and all other disciplines, preparation of the land survey maps and design
drawings. This documentation is usually provided by the architect or Owner's Project
Manager.
Invitation to Bid
Invitations are issued to approved contractors to bid for the project and to submit unit prices
and lump sum proposals for the project in accordance with the plans and specifications,
design criteria, and related statements of work expressed in the bid documents.
Pre-Bid Conference
Owner, Architect, and Project Manager will conduct a pre-bid conference for the benefit of
all bidders to discuss technical aspects of the project and to answer questions.
Evaluation of Bids
At the time of opening the bids received from the various invited contractors, the architect
will review all proposals and make recommendations to the Owner. Not always will the
lowest bidder receive the contract, since construction time, project organization, equipment
used, construction program, and materials used will also be considered.
Construction Contract
Having been selected as the successful bidder, the contractor will enter into a construction
agreement stating his scope of work, payment schedule, completion period, penalties, and
other relevant legal terms and conditions.
These tendering procedures may begin at different stages on any project, but usually are taking
place in the early stages of the Phase II Design Phase. The above steps will be repeated for
different areas in one project if various contractors are to be used.
4.7. Hand Over Milestones

Approximately 15 to 18 months prior to the scheduled opening date, the Owner is expected to
confirm the actual date for opening of the hotel. This confirmation will trigger the appointment
of the General Manager and subsequently the management team (Executive Committee).
Early in the project development, Hyatt International will issue a project completion hand over
schedule. This will be used by the project team in developing the Master Design and
Construction program.
The initial hand over schedule is typical for all Hyatt Hotels and covers a period of 12 weeks
prior to the confirmed opening date. It is organized in a chronological sequence, to allow the
hotel to be smoothly and methodically handed over to the hotel operational team.
When a more definitive design is available, usually at the completion of Phase II design
development, the Hyatt International Project Manager will use the typical hand over schedule in
developing a specific schedule tailored to his particular hotel project. This will then be issued


and coordinated with the project team and site operations. The schedule is also an important
management tool for the sequencing and scheduling of the procurement delivery and installation
of FF&E including operating equipment and consumables. Examples of both the typical schedule
and specific schedule are contained in the appendix in Volume II.
The following milestones are used in the development of a specific Hand Over Schedule:
Master Construction Program
Delivery Schedule of Hotel Operating Equipment
Tendering and Purchasing of Hotel Operating Supplies
The Delivery and Installation of FF&E
Staff Recruitment
Witness and Assistance by Engineers in Testing and Commissioning all Systems.
Final Cleaning and Preparation of All Hotel Areas.
The purpose of the Hand Over Schedule, and indeed the Hand Over Procedures, is to allow the
Owner, his agents, and contractors to properly sequence completion of the project from the
initial planning stage through to the opening of the hotel. The criteria given is critical to the
smooth and efficient completion and opening of the hotel, and reflects the interface of the
various construction and finishing trades with the hotel operational team in their preparation of
the hotel for opening.
4.8. The Design Team

The Design Team consists of members of each of the disciplines involved in the planning and
construction of a hotel. Some of the principal members of the Design Team are: Project
Manager, Architect, Interior Designer, Quantity Surveyor, Mechanical, Electrical and HVAC
Engineer, Structural Engineer, Landscape Designer and Kitchen/Laundry Designer. Hyatt
International will assist in the recommendation of the various consultants.
These members, commonly referred to as consultants, work in close harmony with one another
to ensure that each members relevant information is programmed into the overall project. The
key members of the Design Team meet at the commencement of a project for an assessment
meeting during which period a document which will contain the standards and criteria (i.e.
physical shape, size, and contents) of the building is compiled. This document will be the result
of many hours of careful thought and design work, and as such, will become the basic document
around which the project will continue. It will contain such matters as building footprint, type
and method of construction, type and standard of heating and ventilation plant (including
chillers/boilers) number of lifts, water reticulation system, fire prevention, life safety systems,
and standards of finish. It can, therefore, be said that all further work carried out by interior
designers, landscape architects, etc. will have to comply with this document. The contents of this
document will also form the basis for invitations to tender for turnkey contractors who may be
interested to bid for construction of the hotel.
The document will also contain an appendix known as the base building budget. This budget
has within its parameters all civil works (breaking of ground, laying of main drainage,


roadways, etc.), construction costs, materials used for and in the construction of the actual hotel
structure (concrete work, brickwork), installation and materials used in the installation of
mechanical, electrical and plumbing services (electrical wiring, conduits, water piping,
ventilation shafts for both domestic and primary services).
A separate section will specify and, in due course, contain budgets for the cost and installation of
all main plant and equipment (i.e. boilers, chillers, calorifiers, air/handling units) and for internal
finishing works such as plaster board partitions, suspended ceilings, internal block/brickwork,
floor screeds, etc. This list is by no means comprehensive, but serves to give an indication, and
also to highlight the difference in base building budgets from other budgets which may exist.
During the construction of the hotel, the Design Team will continue to meet and liaise in the
interpolation of other disciplines. At such meetings, and as an example, the Vertical
Transportation Consultant may request that the Structural Engineer reassess the dimensions of
the elevator shaft in which he will be installing elevators. The Mechanical and Electrical
Consultants may advise the Interior Designer that his concept for the interior finishing of a
particular area may not be incorporated due to the fact that a corner of an area has now been
occupied by additional ventilation shafts for kitchen extraction. One can, therefore, see a pattern
emerging from the Architects original concept.
The Operator, together with the Interior Designer, has specified area requirements which have
been integrated into the structure. From here, Mechanical and Electrical Consultants will specify
the area requirements for plant rooms, etc. Should these two requirements conflict, then the
requirements for plant rooms, etc. would take precedence. Furthermore, the Architect may
question and ask that the interior design concept for certain areas be reassessed. From these
examples, one can see that there is continual liaison required and compromises/ agreements to be
made until the project is completed. This does not mean that the original building specifications
are no longer being adhered to, rather it illustrates that during the construction of a hotel there is
much fine tuning to be carried out throughout the various phases.
The coordination and implementation of the Design Teams requests is normally the
responsibility of the Architect. Upon commencement of site works, most members of the Design
Team will occupy a site office in order to have on-hand experience of current work. It is
common on most projects for weekly meetings to be held during which all members of the
Design Team will meet to discuss progress.
As many of these fine tuning details may incur additional expense, it is also usual for the Owner
to have his Project Manager present. Another member of the Design Team, the Quantity
Surveyor, will be briefed on the fine tuning requested by either the MEP consultant, Interior
Designer, or others and will produce a cost figure to implement the works. Continuing close
liaison and satisfactory team work is a prerequisite for the Design Team to be successful, as any
disharmony or conflicts of interest can lead to certain areas of the projects being left unfulfilled,
e.g. if the Interior Designer is continually requested to make changes by the Lighting Consultant,
the original concept that the Interior Designer wished to implement may be ruined by incorrect
lighting. It is, therefore, normal for the Architect, in addition to his liaison and implementation


role, to act as an on-site arbitrator. There is also recourse for any consultant to approach the
Owners Project Manager directly to request implementation of his requests. Hyatt
Internationals Project Manager should attend, or, at the very minimum, receive detailed minutes
of the Design Teams meetings in order to be fully conversant with progress and decisions being
made. Should he disagree with any decisions made at the meetings, or see any deficiencies or
contradictions to Hyatt International Design Standards and Criteria, he should immediately
contact the Owners Project Manager to voice his opinions, and simultaneously inform
Corporate Office.
The Architect
The Architect holds the most significant role and is considered the most senior member of the
Design Team; in his role, he covers the initial design and scope of the building. From his
workings will be extracted a set of drawings mainly consisting of plans and elevations. These
will outline the shape and configuration of the building and will be used by other members of the
Design Team to encompass their requirements. As these requirements are specified, the
Architect will employ his draftsman to note on those drawings the current specifications of the
area program. Other members of the Design Team, in particular the contractor, will use these
drawings as a source of information, and as such, these drawings will be continually reviewed
and revised as the project continues towards completion. Undoubtedly, other drawings will be
conceived, drawn, and issued by other members of the Design Team (i.e. the Interior Designer
will compile a set of drawings showing floor plans with FF&E layouts, and floor finishes and
elevations showing wall finishes, etc.). It is not usual for this set of drawings to show the
information compiled by the Lighting Consultant, in great (technical) detail and therefore, one
will note that the Interior Designer will mark his drawings with the request that they be read in
conjunction with other relevant drawings such as the Lighting Consultants. Another example
may be that the Architect will issue to the Kitchen Consultant the current set of architectural area
layouts from which he will design and compile a set of drawings showing the position and type
of equipment to be used in each kitchen. These drawings will not show service connections,
fall-in kitchen floors, hydraulic connections etc.; therefore, the Kitchen Consultants will have to
liaise in turn with the MEP consultant to produce a set of drawings which will encompass the
Kitchen Contractors initial drawings and will also show the information required for service
connections, fall-in floors, etc.
The Architect, in addition to his liaison role, will assist and guide the Contractor in the execution
of his works. This may not be the case on all projects, especially those where the Main
Contractor is also the Managing Contractor, working on a design cost and contract basis. The
Architects role is commonly conceived to be responsible for both, the external and internal
conception of the building. We can now see that this is not the case and that in modern day
projects, a large team of specialists is employed, each with their own relevant disciplines, and
that the Architect, with the exception of conceiving and designing the main structure, often exists
solely to put together all the Design Teams requirements. He will also carry out the traditional
role of compiling drawings for construction, showing materials to be used, methods of


construction and, where necessary, will draw specific details for an area of construction. The
Architect will be supported by a team of on-site architects and draftsman who will continue to
review and control the standard of construction as it progresses.
Hyatt Internationals Project Manager should, in all cases, liaise closely with the Architect,
especially in an on-site conditions where Hyatt Internationals Project Manager can assess the
progress of construction, the standards of construction and any current difficulties that are being
encountered. He may also give details on operational requirements that may assist the Architect
in compiling information for the Contractor. In doing so, he must ensure that the Owners Project
Manager is fully aware of such liaison work and is in agreement with Hyatt Internationals
Project Manager carrying these out.
The Interior Designer

The Interior Designer is normally appointed following the recommendation and approval of
Hyatt International. He will be briefed in all the operating concepts of the hotel with particular
reference towards level of opulence, F&B concepts and standards and type of finishes. From this
briefing, he will utilize his own particular abilities to propose a particular theme and the quality
used throughout the project. By nature of his scope of work, the Interior Designer is required to
be the most imaginative and innovative consultant on the Design Team. Upon approval of his
various phase documentation, he will continue to give further details and information required to
carry out the interior works and the sourcing and procurement of FF&E items. These phases of
design are covered in detail in Chapter 5 (Development Sequence).
The Interior Designer reports, as all other members of the Design Team, to the Owners Project
Manager and his performance is controlled by the Owners Project Manager. However, all
design phases must receive HIs project architects approval.
Hyatt Internationals Project Manager will, throughout the duration of the project, be in regular
communication with the Interior Designer and will keep track as to whether the original design
concept, as approved by Hyatt International, is being incorporated into the project. Should the
Hyatt International Project Manager note that particular areas of the Interior Designers work are
being changed, he should ensure that any such changes are not being continued without approval
from Hyatt International and by the Interior Designer. Hyatt Internationals Project Manager acts
to assist the Interior Designer in ensuring that the original design intent, as approved by Hyatt
International, is in fact being carried out.
HIs Project Manager may assist the Interior Designer in sourcing substitutes for originally
specified items which are not locally available. It will be Hyatts Project Managers role to
ensure that throughout the duration and every aspect of the project the quality of products being
used is fully acceptable to his company.
In areas where a substitute of marginal quality is being employed, he should liaise with the
Technical Assistance Department and the Interior Designer to determine whether the substitute is
acceptable or not.


The Structural Engineer

The Structural Engineer works in unison with the Architect, and may be either a separate
company or a separate division within the architectural firm.
It is his responsibility to ensure that the building as a whole is safe and structurally sound, and
will therefore design the structure or framework of the building considering the following points:
a. Dead loads created by the building
b. Superimposed loads created by equipment, furniture and the like
c. Active loads created by moving loads, equipment, people, vehicles, etc.
d. Wind loads, including those created by adjacent structures
e. Earthquake zones
f. Other special conditions
Understandably, the responsibility and liabilities of the Structural Engineer are endless, and
because of this he works to a very stringent set of regulations and codes of practice.
HYATT SHALL NOT REVIEW, COMMENT UPON, APPROVE, OR ASSUME ANY
RESPONSIBILITY OR LIABILITY FOR THE CIVIL OR STRUCTURAL DESIGN,
DOCUMENTATION, INTEGRITY AND EXECUTION OF ANY STRUCTURAL
COMPONENT, MATTER, OR ISSUE RELATING TO THE HOTEL.
The MEP Engineer

MEP stands for Mechanical, Electrical, and Plumbing systems. The MEP Engineers will work
closely with the architects in designing the systems within the building. Hyatts
recommendations for such systems are contained in the Engineering Standards and Design
Criteria, and represent minimum standards acceptable to Hyatt International. It also contains
comprehensive listings of systems usually designed by the MEP Engineers.
A recurring problem during the design of various spaces within a hotel is often the height of
ceilings. This problem can sometimes be alleviated by adjustments to the design of ductwork or
pipework within the ceiling void.
The Lighting Designer

The Lighting Designer works closely with the Architect, Interior Designer, and the Landscape
Architect. Each consultant briefs the Lighting Designer on their particular area of the project. It
is then the Lighting Designers responsibility to propose solutions which satisfy the requirements
of each brief. Due cognizance should be paid to daytime and nighttime lighting levels, various
mood settings, and general versatility. Emphasis is usually placed on both subtlety and drama, to
enhance the design of the whole project.
The Kitchen Designer

Similar to selection of the Interior Designer, Hyatt takes an active interest in the appointment of
the Kitchen Design Consultant. Once engaged on the project, he will design kitchens based on


the approved Hyatt F&B Concept Statement and the nature of the restaurant being served. He
works closely with the Architect for purposes of space planning, and with the MEP Engineers for
the provision of services to and from the kitchen equipment.
There are two main stages of review and approval by Hyatt International Technical Services:
Space Planning and Operational Flow
This review takes into account the relationship of one section of the kitchen with another,
the overall size of the kitchen, its relationship to the Commissary and the F&B outlets.
Detail Design and Equipment
Having received Hyatt's provisional acceptance to the above, the Kitchen Designer
moves onto the detail design and equipment selection. After having received final layouts
showing equipment positions, elevations, custom equipment shop drawings, and
equipment catalogue cut sheets, Hyatt International will issue a detailed review and
conditional approval. This procedure often requires repeated reviews, adjustments and
re-designs before a final approval can be given.
The Acoustic Engineer

The Acoustic Engineer is an authority on sound transmission and will make recommendations
and offer solutions to prevent such transmission. He will make recommendations of ways in
which to acoustically isolate individual areas (i.e. room to room, plant rooms, MEP chases,
disco/night club, kitchens to restaurants).
He may also review specifications and advise on P.A. systems, sound enhancement in meeting
rooms or function rooms, in music lounges, and sound systems in disco/night clubs.
The Landscape Architect

The normal scope of work for the Landscape Architect includes:
1. External Landscaping/Gardens
2. Rockscape
3. Ponds/Lakes/Swimming Pools
4. Interior Landscape
5. Private Roads and Pathways
6. Outside Terrace F&B Outlets
The Landscape Architect will work to a design brief and take into consideration local culture,
climate and the surrounding environment. Because landscaping is predominantly based on
nature, planting and seeding requires careful planning so that plants, trees, and grass are well
established at the time of the opening of the hotel.
Furthermore, close coordination with the Interior Designer on interior landscaping is necessary
to achieve the interior effect set out in the design phase. Close scrutiny of elevations and floor
plans and a detailed plant inventory and container listing is needed.


The Laundry/Valet Consultant

As in the case of the kitchen consultant, Hyatt International takes an active role in the selection
of the Laundry/Valet Consultant. In some projects, the company selected will consult on both the
kitchen and laundry, which will also reduce time and cost involved.
The Consultant will be briefed by Hyatt International on the load capacity needed for various
equipment. Depending on the size of the project and on the type of linen to be used in
guestrooms.
If the site is located in a country that is a cotton producer and/or restrictions are applied to
importation of the polyester fabrics, the finishing of the cotton goods will have to be considered
in the equipment selection.
In spite of any local restrictions on a project, all equipment should be equipped with cool-down
features and reverse action on the tumbler/dryer and ironer should be of variable speed which
will give the capability of handling permanent press at high speed or cotton at a low speed.
In this manner, any future changes in local restrictions on the availability of any type of linen
will be compensated for.
The equipment includes the following:
1. All laundry and dry cleaning equipment such as washers, washer/extractors, flatwork
ironers, dry cleaning units pressing and folding machinery, drying tumblers, air
compressor and vacuum units.
2. All ancillary items such as tables, truck tubs, canvas baskets, shelving for housekeeper,
sewing machines, uniform storage trolleys, marking machine, etc.
The laundry plans and specifications should call for the successful laundry contractor to submit
final dimensioned plans, mechanical service requirement drawings and catalogues, labor and
supervisory personnel to do the unpacking and setting in place of all equipment and to
coordinate the work of the plumbing, mechanical and electrical contractors who are responsible
for making the actual utility connections to the laundry equipment. Finally, the consultant should
provide for the testing, commissioning, and the supply of spare parts of all laundry equipment by
the contractor, plus one years free service on all equipment.
All Laundry/Valet planning should include the following for Hyatt International approval:
Detailed space planning and operational flow of linen.
Detailed design layouts showing equipment positions, elevations, custom equipment,
shop drawings, and bought out equipment catalogue cut sheets.
Hyatt International will issue a detailed review and the consultant should be advised that this
may require several reviews before final approval is granted. The Hyatt International Project
Manager should ensure that the laundry contractor will follow the approved specifications and
layout and he should coordinate items to be supplied by other disciplines.


The Uniforms, Graphics, Signage Consultants

As in the case of the Interior Designer, Hyatt International takes a very active role in the
appointment of the Uniforms, Graphics, and Signage Consultant. In some projects, these
disciplines are also part of the contractual scope of work of the Interior Designer which has
proven to be more cost effective and is easier coordinated. In all cases, these consultants must
closely coordinate their work with the Interior Designer to achieve overall harmony. Hyatt
International will supply these consultants with details of operational requirements as follows:
Uniforms
Final Staffing Guide
Design Concept Brief
Uniform Par Levels
Material Guidelines
Operational Requirements
Graphics
Hyatt International Graphic Standards
Design Requirements and Philosophies
Signage
Hyatt International Graphic Standards
Design Requirements and Philosophies
The process of design, design approval, sample production, sample approval, final production,
installation and delivery is a very prolonged process and requires detailed coordination by the
Project Manager. For all three disciplines, a detailed design briefing by the Interior Designer is a
prerequisite to the start up of all design phases. See the Design Standards and Criteria for more
details.
4.9. The Management Team

On all hotel projects, the cooperation and coordination of all activities is normally handled by
the Project Management Team. These members are usually the Owners Representative or
Project Manager, the Construction Manager, the Architect, and the Hyatt International Project
Manager. Most decisions are made between these parties and daily briefings or weekly meetings
may take place to ensure proper coordination of all aspects of the project. Normally, the
relationship between these parties is very vital to the overall success of the project and a good
work relationship is a prerequisite for a successful completion of the project. Since Hyatt
Internationals Project Manager represents Hyatts Interests on site, it is his responsibility to
perform his duties in accordance with Hyatt Internationals overall standing in the industry and
its company philosophy.


4.10. The Owners Project Manager

The Owners Project Manager assists the Owner in acting as the focal point for all decision
making processes for the total Design Team. As such, the Owner will have contracted the Project
Manager to act on his behalf in liaising and controlling all aspects of the day to day activities
with the Design Team. He may also, on some projects, not only cover the daily activities, but
may act on the Owners behalf throughout the duration of the contract; he will be involved from
the project inception to completion, thus relieving the Owner from dealing directly with each
member of the Design Team, a facet of business with which he may not be fully conversant. The
Owners Project Manager will also serve to protect the Owners interests, both financially and
from a standpoint of quality control.
In reporting to the Owners Project Manager, each member of the Design Team can be assured
that their requests will be reviewed in light of other requests being made by members of the
Design Team. Hyatt Internationals Project Manager should liaise closely with the Owners
Project Manager and strive to ensure that a good working relationship is developed. Dependent
upon the individual project conditions, he may develop a close relationship with the Architect
and Interior Designer, but he will have to inform the Owners Project Manager on all details of
his requirements.
It must be remembered that the majority of Hyatt Internationals requirements are covered in the
initial agreement with the Owner and through the various details supplied by the Hyatt
International project architect, but there are many details and requirements that will have to be
adjusted in the field once the project is underway. Whilst the particular quality of many items is
implied in Hyatt Internationals Design Standards and Criteria, it is vital that the execution of
detail is checked and approved by Hyatt Internationals Project Manager before installation.
For example: Hyatt Internationals Design Standards and Criteria specify that a suspended
ceiling be used in back of the house areas such as offices and locker rooms. However, once
construction has commenced and MEP services, etc. installed, it may be found that, due to
ceiling height restrictions, it is impossible to install a suspended ceiling. It is the responsibility of
Hyatt Internationals Project Manager with the necessary coordination of Hyatt Internationals
Project Architect to ensure that a suitable substitute is employed to compensate for the original
requirement.
The Owners Project Manager will be the link to the Owner and will advise him of the progress
of the project in physical and financial terms. He will compile a series of monthly reports,
similar to those compiled by HIs Project Manager, for presentation to the Owner. He will, in
return, be briefed and instructed by the Owner with information necessary to achieve target
completion dates, budgets, and standards that the Owner wishes to see employed. Following this,
the Owners Project Manager will instruct the Design Team to carry out their work within the
allocated time span, budget allowance and to the agreed standards.
The Owners Project Manager will thus compile a program of events which would show
financial, manpower, mechanical, budgetary, and time implications; and from this program will


emerge a master program, showing all relevant phases of the project. This will be used
throughout the duration of the project, although it may be reviewed from time to time to take into
consideration increases of available budget, changing standards of finish, changes in man power,
acceleration of works etc. The purpose is to achieve a targeted completion date and final cost
which is acceptable to the Owner.
Hyatt Internationals Project Manager has to be aware that the Owners Project Manager is the
representative of the party who has signed the Management Agreement with HIC. It is important
that a cordial work relationship exists between these two parties and that all contractual and
design related interests of HIC are protected by Hyatt Internationals Project Manager.
4.11. The Construction Manager

The Construction Manager, dependent upon his conditions of employment, will normally be
responsible for the management of the physical construction of the hotel. He may be employed
directly by the Owner to supervise the technical aspects of the construction and control the work
of the various subcontractors. In this case, he would be protecting the Owners interests in
dealings with contractors on time and quality of work related aspects. He would be the technical
partner of the Owners project manager and the liaison between design team members and the
subcontractors.
In most projects, however, the Owner has contracted a main contractor to build the hotel on a
turnkey basis which will fix the time and financial aspects of the project. Turnkey contracts
have particular benefits to the Owner in that they protect his interests, reduce exposures to
delays, additional costs and the control of performance. Obviously, in making such
commitments, the main contractor would normally make allowances for the extra burden that
this responsibility brings with it. He will, therefore, sign further agreements with subcontractors
or specialists, e.g. kitchen contractors, MEP contractors, painting contractors. It is normal for the
parameters of these subcontracts to be both shorter in duration and in total cost to completion
than his own turnkey contract with the Owner. He will also ensure that any penalties that are
payable by him to the Owner in respect of failure to complete on time, and within cost, are also
incorporated into his own subcontracts. However, he will assist his subcontractors in performing
to time and cost by providing them with a progressive and logical program of work. This
program of work will be further reviewed by the Owners Project Manager to ensure that it is not
contradictory to the best interests of the project. Thus, whilst the Owners Project Manager
controls the Turnkey Contractor, the Turnkey Contractor in his turn controls his subcontractors.
In terms of time, cost, and quality of standard finishes, it would be beneficial to the Turnkey
Contractor to sign contracts with his subcontractors which specify a degree of finishing not
acceptable to Hyatt International or the Owners Project Manager; this would enable him to gain
both financially and by shortening the time necessary to carry out the works. Such malpractice
will in normal circumstances be censored by the Owners Project Manager; however, Hyatt
Internationals Project Manager must be aware of the many avenues that the Turnkey Contractor
will take to further his own advantages. Hyatt Internationals Project Manager should, on his site


inspections, note the quality of finishes and standards being employed, and, should he note that
these are not as originally agreed to by HIs Technical Assistance Department, he should then
inform the Owners Project Manager to ensure that the problem is rectified and controlled.
In order to perform site control of all his subcontractors, and as a liaison person to the Owner
and the Design Team, a Turnkey Contractor will assign a Construction Manager to the project.
Accompanied by technical experts for the various disciplines, he will be responsible to protect
the interests of the Turnkey Contractor.
Due to the chain of communication existing on the project and the many contractual
complications, Hyatt Internationals Project Manager should not approach any employee of the
main Turnkey contractor or his subcontractors without first liaising and informing the Owners
Project Manager. It is not the responsibility of Hyatt Internationals Project Manager to ensure
that the standard of works being carried out is acceptable, rather it is his responsibility to inform
the Owners Project Manager of such. It will then be the normal course of action for the Owners
Project Manager to liaise and inform the Construction Manager of the deficiencies and he, in
turn, will discuss the matter with the malevolent subcontractor.
As a measure to be abreast of the progress, a Turnkey Contractor will hold regular meetings with
his own subcontractors. At these meetings, the subcontractors will table requests for information
necessary in order for them to carry out their work. The Turnkey Contractor will endeavor to
answer these questions, using his own knowledge and expertise, however, he may need to have
recourse to information from other members of the Design Team. It is, therefore, of the utmost
importance that, in order to expedite the project, the Construction Manager has immediate access
to other members of the Design Team. In doing so, he may well have to inform the Owners
Project Manager or the Architect of his intention to do so. Indeed, it is normal practice in most
situations for him to formally request that the Architect supplies him with the required
information and the Architect, in his role as liaison with all members of the Design Team, will
collate the information and pass it on to the Main Contractor. In this way, the Owners Project
Manager can be aware of any cost implication or time delays that may incur.
The Construction Manager is responsible for the day to day operation on site and, in this role,
controls the work phases and resources employed in carrying out this work. He will have at his
disposal a number of subcontractors who, in turn, will employ a considerable number of
craftsmen to carry out the works, and at no time should it be construed that any party other than
the Turnkey contractor will control these employees. Hyatt Internationals Project Manager will
himself not become involved in the physical control of these employees and will, upon the
commencement of area hand overs, ensure that all members of the operation are fully aware of
this.
It is, however, vital for the success of the project, that a cordial relationship be maintained
between the Turnkey Contractors, Construction Manager, and Hyatt Internationals Project
Manager.


4.12. Communications/Procedure For Change

Due to the various contractors, consultants, and Owner related information flow on any project,
it is vital to ensure proper and well documented communications with all concerned parties. As
the representative of Hyatt International on site, all letters or memorandums sent to any of the
design or management team members may have some liabilities, and therefore, should be issued
with great care. It will be important to keep in mind that all design related information should be
discussed with the Hyatt International Project Architect and all equipment or operational aspects
with Hyatt Internationals Director of Operational Planning, prior to being given in written form
to any member of the Management Team. All written communications should be copied to Hyatt
Internationals Technical Services Department, if it will have any implication to liabilities for
All communications with team members other than the Owners Project Manager must be copied
to him for information. It is vital that the General Manager, upon arrival on site, be informed that
all communications related to the project for design, equipment, or related to technical services,
are addressed to the Project Manager and not directly to the Owner or Hyatt International
Technical Services. In the case of disputes, the General Manager should follow normal
communication channels and address his requests to the Hyatt International Area Director or
Vice President.
All on-site personnel of the pre-opening team should address requests through the General
Manager, to Hyatt Internationals Project Manager. Only Operational communications related to
the management of the hotel should be addressed by the General Manager directly to the Owners
representative. It is vital for the success of the project, that a good relationship is maintained
with the Pre-opening Team throughout the project.
Procedure for Change

Any request by the General Manager for change of design or specification must be addressed to
the Area Director/Vice President who will take up this subject with the Technical Services
Department.
In case of a Turn Key Contract, all change should be avoided. If the change is necessary, the
Hyatt International Project Manager should first analyze all cost implications and suggest
alternatives. This information will then be forwarded to the Vice President Technical Services
for further analysis and approval.


COMMUNICATIONS LIAISON CHART
OWNER'S REP/
--------------------- PROJECT
MANAGER
HYATT INTERNATIONAL OWNER'S DESIGNATED

TECHNICAL -------------------- -------------------- DESIGNERS AND
SERVICES CONTRACTORS
HYATT INTERNATIONAL
PROJECT
MANAGER
HYATT INTERNATIONAL HOTELS HYATT

CORPORATE OFFICE PRE-OPENING TEAM
OPERATIONAL
DISCIPLINES
HYATT INTERNATIONAL
FIELD SPECIALISTS
(AREA STAFF)
REPORTING LINE
LIAISON LINE ---------


SECTION 5 - THE PROJECT MANAGER
Table of Contents
5.0. INTRODUCTION ........................................................................................................................2

5.1. JOB DESCRIPTION ....................................................................................................................2
5.2. ORIENTATION ..........................................................................................................................6
5.3. COMMUNICATIONS.................................................................................................................10
Procedures: ...........................................................................................................................10
Approval: ..............................................................................................................................11
Pre-opening Office................................................................................................................11
Travel Authorization.............................................................................................................12
Weekly Update .....................................................................................................................12
5.4. THE CORPORATE OFFICE .......................................................................................................12
5.5. AREAS REQUIRING SPECIAL ATTENTION ...............................................................................13
HESB Coordination ..............................................................................................................13
Computer Hardware/Software Installation ...........................................................................16
Computer Purchasing Procedures.........................................................................................16
Computer Hardware Installation...........................................................................................17
Computer Software Installation............................................................................................17
PABX System Coordination.................................................................................................17
BOH Layout..........................................................................................................................18
Landscaping ..........................................................................................................................18
Plumbing/Drainage System Handover Check ......................................................................19
Public Area Restrooms - Soap Dispensers ...........................................................................19
Hardware Schedule Coordination.........................................................................................19
Personnel Department/Timekeeping ....................................................................................20
Security Coordination...........................................................................................................20
Pre-opening Office................................................................................................................21
Pest Control ..........................................................................................................................21
5.6. SET UP - PROJECT MANAGER'S OFFICE ..................................................................................22
5.7. MONTHLY REPORT ................................................................................................................22
Owners Monthly Progress Report .......................................................................................22
Hyatt Internationals Monthly Progress Report....................................................................23
5.8. BUDGET CONTROLS ...............................................................................................................27
5.9. GLOSSARY OF ARCHITECTURAL/TECHNICAL TERMS.............................................................30
5.10. PROJECT COMPLETION REPORT .............................................................................................40
05/90 5-1 05projmgr.doc


5.0. Introduction
The increasing number of projects handled by Hyatt Internationals Technical Services
Department to achieve the corporate objective of being the industry leader in the 1990s, created
the need for a direct, on site communication link with the Owners, the Design Team, Project
Management Team and the Hyatt Operational Team. This created the position of Project
Manager. Normally well conversed with technical and operational aspects of the hotel industry,
this person has become a vital part of the successful completion of a hotel project.
As Hyatt International expands further and the technology used in our projects becomes more
and more complex, it will be of vital importance that the Project Manager keeps himself
informed on new technology and operational aspects to be able to advise owners,
representatives, and operational team members alike on the various systems installed in a new
project. A close relationship with all the various team members is an important aspect of
successful project management.
Functionally, the HIC Project Manager reports to the responsible Director of Operational
Planning, and administratively to the Vice President - Technical Services and/or Area Vice
President.
5.1. Job Description

Job Title:
Project Manager
Place of Work:
Project Site Office
To coordinate, supervise, liaise, and follow through on all aspects of a new project, and to act on
behalf of Hyatt International as an on site representative.
Responsible To:
Responsible For:
Secretary
Main Duties:
Financial


Operational
1. Project Design
To review amended and modified plans/drawings and ensure that appropriate
approvals from Hyatt and the developer have been obtained.
team, and evaluated as worthy by him, will be authorized in writing by the Vice
President - Technical Services and/or by the Director of Operational Planning.
consultant.
minutes of meeting or notes on same. If such meetings require travel expenses, he
will request authorization of such travel requirements by use of the appropriate form
from the Corporate Office and/or owner/developer prior to undertaking such
expenses.
2. FF&E
To familiarize himself with and monitor the scope of FF&E as determined in the
contract documents. Will evaluate and review all tenders and quotations for quantity,
quality, and price. Will assist the owners/developers in bringing the entire FF&E
package into established budget, and only authorize purchases when this has been
achieved.
To present the developer or his nominated representative with the FF&E/OE
local and international marketplace through his expertise of hotel equipment and
assist with bid documents, choice of materials, etc. Will ensure that all items in the
books are purchased, and follow up on production/delivery schedules, established for
all orders and schedules receiving, installation, distribution and inventory taking of
all items. Will coordinate with hotel management on such topics as guest room
system.


To review the Back of House hotel equipment suppliers proposals and in

presentation meeting as specified in the Project Managers Manual and reports on all
based on owners purchase orders and receiving records.
3.0 Mock-Up Room and Prototype Room
To assist, coordinate, and advise on the erection of mock up rooms and typical
corridor on site or in another determined location in conjunction with the owners
representative, contractors, project management, architect and interior designers. Will
assist the General Contractor and Interior Designer in preparation for visit and
inspection by Hyatt on completion.
To issue correction and deficiency lists as a result of the mock up room inspection/s
to all parties involved and follow up on the execution of the specified changes.
To work in liaison with the owners Project Manager/General Contractor in the
preparation of the prototype room on site, to eventually become a typical guest room.
This will demonstrate all trades finishes and will be reviewed in conjunction with
Hyatts Project Architect.
the execution of handover (punch lists), deficiency reports for areas that he will be
and coordinate the visit of Hyatts Area Director of Engineering for on site final


To review, advise and determine with the owner/developer and the hotels Director of
Engineering a listing of required spare parts for all fixed FF&E and MEP equipment
as recommended by the manufacturer of such equipment, 8-10 months prior to
opening.
To assist/advise the owner/developer and all contractors and sub-contractors in
5.0 Signage, Graphics and Uniforms
opening date.
6.0 General
To perform M.O.R.s as described in the Project Managers Manual.
Marketing
Employee Handling


new project.
Administration
1. To channel all communications not related to his technical scope to the area/regional
owner/developer and the Corporate Office.
Occasional Duties:
5.2. Orientation
It is Hyatt Internationals policy to conduct an Orientation Program for all newly hired
employees. Due to the very special nature of Hyatt International Project Managers scope of
work, the Orientation Program will be followed by a training program, depending on the
employees background and on the project scope assigned to him/her.
A typical Orientation program would include:
Introduction to Hyatt International
Introduction to Hyatt International Technical Services
Project Managers Manual
A training program, depending on the employees' background may include:
Hotel Operational Training
On Site Project Management Training
All Hyatt International Project Managers, having been re-assigned to a new project, will
undertake the following familiarization program:
Project introduction with:
* VP - Technical Services
* Director of Operational Planning
* Project Architect
* Director of Engineering
* Corporate FF&E Coordinator


Operational project introduction with:

* Human Resources
* Food and Beverage
* Sales and Marketing
* Finance and Accounting
* General Counsel
* IS. Manager
Since technical details of each project will be the most important aspects of the program, it will
cover a wide variety of subjects and take up most of the allocated time for each project
induction.
It will be the Hyatt International Project Managers responsibility to ensure he/she has received
all the information necessary to gain a good overall knowledge of the assigned projects scope.
He/she should not hesitate to inquire on all possible subjects to ensure full information is
available to perform all duties according to the Project Managers scope of work.
The following pages outline a typical induction program which will be tailored to each
individuals background.


INDUCTION PROGRAM FOR THE PROJECT MANAGER

APPOINTED TO A NEW HYATT INTERNATIONAL HOTEL PROJECT
The Technical Services Department, in conjunction with the Human Resources Department, has
established and will undertake an induction program tailored to each person's background and
particular project. This program is monitored by the Director of Operational Planning, and will
be scheduled over a period of two to four weeks.
PURPOSE
The program will introduce the Project Manager to Hyatt Internationals Operating Philosophy,
Design Standards and Criteria, Project Management Scope, as well as familiarize with all project
related technical details. Depending on background, this program will also introduce Hyatt
Internationals Company and Hotel Management Philosophies, Operating Departments, and may
include some hands-on experience on site, or in a Divisional Office with a Senior Project
Manager.
SCHEDULE
Day One
Introduction to Hyatt International
Hyatt Internationals Management Philosophy
The Corporate/Divisional Office
Introduction to the HITS team
Hotel Operating Departments
Meeting with VP - Technical Services
Reading Review at leisure (Operating Manuals)
Day Two
Slide Presentation Hyatt International - The Product
Introduction to the Technical Services Department
Technical Services Scope of Work
Technical Services Cast of Characters
Role of Project Manager
Reading Review at leisure (Operations Manuals)
Day Three
Review of Operations Manuals
A Day In The Life Of A Project Manager
Introduction to Project Managers Manual
Reading Review at leisure (Project Managers Manual)
Day Four
Hyatt International Hotel Design Philosophies
The Product - Hyatt Regency


- Hyatt Resort
- Park Hyatt
- Grand Hyatt
Current Projects/Future Development
Introduction to Operating Department Vice Presidents and Directors at the Corporate
Office
Meeting with VP - Human Resources
Reading Review at leisure (Project Managers Manual)
Day Five
Review of Project Managers Manual
Review of Food & Beverage Concept Statement
Meeting with VP - Food & Beverage
Introduction to Design Standards & Criteria
Meeting with Director of Rooms
Reading Review at leisure (Hotel Operations Surveys)
Day Six/Seven (Weekend)
Reading Review at leisure (Design Standards & Criteria)
Day Eight
Project Cast of Characters
Review of Hotel Operations Surveys
General overview of project
Review of Design Statement and Area Program
Review of Construction Budget/FF&E Budget
Review of Architectural drawings
Meeting with VP - Development
Reading review at leisure (Design Standards & Criteria)
Day Nine
Review of Interiors drawings
Review of BOH and Kitchen & Laundry layouts
Review of FF&E purchasing procedures
Review of HESB Volume I and II
Meeting with VP - Finance & Accounting
Day Ten
Review of MEP drawings
Review of Telephone & Computer Schedules
Review of HESB Volumes I and II
Meeting with VP - Sales & Marketing



Day Eleven
Review of Design Standards & Criteria
Review of Design Standards & Criteria Volumes VI & VII (Engineering related)
Review of HESB Volume III
Review of Project Managers Reports
Reading review at leisure (Sample Project Managers Reports)
Day Twelve
Review of Construction Program
Review of Hotel Handover Procedures
Meeting with Director of IS
Final review and questions
Day 13 & 14
Travel. Spend following week on site.
5.3. Communications
One of the Project Managers primary roles is to communicate on a regular basis with the
Corporate Office, Regional/Area Office, Owners Design Team Members and Hotel
Management Pre-opening Team. Such communication includes monthly progress reports,
confirmation of details, such as agreed standards of finishes, interior design intent, interpretation
of F&B concepts and in-depth technical details. While a certain degree of initiative must be
present, the Hyatt International Project Manager should at all times realize the necessity for close
communication with the Corporate Department, while maintaining a certain degree of autonomy
in dealing with the more regular and simpler tasks of every day work.
Procedures:
Correspondence should take place with consultants and Owners representative only on
stationery as per Hyatt International graphic design criteria. All stationary or business
cards, etc. to be used, must be approved by the VP Technical Services prior to its print
run. All communications must be copied to the Corporate Office.
Correspondence to the General Manager and other Hyatt International departments or
area/regional offices should be on memorandum stationery as per Hyatt International
graphic design criteria. All communications should be copied to the Corporate Office.
Communications that require liaison or knowledge of the Area Director/Vice
President/Specialist should be copied to their respective offices.
All official communications must be in the English language.
All meetings, briefings, etc. should be followed up with meeting minutes and copied to
the appropriate persons. All such minutes should include the following sentence: All the
above information is the writers interpretation of the meeting and will be considered as


agreed upon by all participants unless otherwise notified within 14 days of issue of these
minutes.
Communications can be by phone, fax, telex, letter or memorandum. Phone conferences
where vital discussions take place must be followed by a written confirmation on the
agreed subjects.
Approval:
All documents with legal implications or liabilities need to originate from the Corporate
Office.
Verbal approvals with liabilities need to be followed up with a written document.
All approvals given on design, specifications, equipment, etc. by the Project Manager,
either verbally or in writing, must be approved by the Corporate Office prior to its issue.
Pre-opening Office
It is of vital importance that clear communication guidelines are established at an early stage
during the initial set-up of the Pre-opening office. A tremendous amount of correspondence will
flow between the various departments and every item must be actioned, routed, and processed as
efficiently as possible.
All communications must be in writing, or followed up in writing; meetings must be minuted,
and reports made at regular intervals.
Offices with which most communications will take place:
a. Hyatt Technical Services Chicago
b. Hyatt International Area/Regional Offices
c. Hyatt Internationals Area Project Manager
d. Owners Representative
e. Hyatt Internationals Project Manager
f. General Manager
Between the various International Offices, the mode of communication should also be
established in terms of the best means to use, according to the urgency of the subject, namely:
a. Mail
b. Telex
c. Facsimile
d. Telephone
e. Courier
f. Computer Modem
The expedient processing of information along the designated guidelines will ensure minimal
misunderstanding and mistakes and expedite response and follow up.
The Hyatt Project Manager is responsible for communications between Hyatt Technical Services
and the Developer/Owner. It is therefore essential that the Hotel Pre-opening Team and the
Project Team liaise and communicate on all project related matters through one established


channel with Hyatt International, so as to avoid miscommunications. This channel shall be

Hyatts Project Manager.
All operational and financial matters related to the Management Agreement should be handled
by the General Manager directly.
Travel Authorization
If the Hyatt International Project Manager needs to travel in accordance with his/her duties prior
to the purchase of ticket he/she will need to receive a travel authorization approval from the
Director of Operational Planning/Vice President Technical Services.
This authorization voucher needs to identify clearly the reason for travel, destinations, and if it is
an Owners or Hyatt International charge.
The attached form should be used at all times for the above detailed purpose. The request may be
sent via facsimile. Once approved, the voucher must be kept for reference and attached to
expense reports, where applicable.
Weekly Update
Throughout the various phases of a project, Hyatt International Project Manager will
communicate frequently with the Corporate Office. It will be the Project Managers
responsibility to prepare a weekly update throughout the project to keep the Corporate Office
informed. This update may consist of the following:
Project Status
Information Required
Upcoming Meetings/Events
This report should be distributed to:
cc: Project Architect
Area/Regional Office
This report may be discontinued only with the agreement of the Director of Operational
Planning.
5.4. The Corporate Office

Essentially, the Corporate Office will be supporting the Project Manager to perform his duties in
the field with all the necessary back-up on operational and technical know how. Support is
provided by the following departments:
Food and Beverage
Human Resources
Sales and Marketing
Finance and Accounting
Development and Legal Counsel


Technical Services
The Technical Services Department provides all the required technical details and specifications
necessary for the Project Manager, on a continuous basis. Support is provided by the following
sub-departments:
Project Management
Design and Architecture
Engineering
Each head of department has various specialists in support for the various job requirements and
to enable him to support the many projects handled at any one time.
The Technical Services Department will strive to maintain the highest standard of design,
creativity and state-of-the-art technology applied in new hotel projects. This will be achieved by
continuously researching the market for new design applications, innovative technology and the
latest in guest service amenities. Feedback from the field on existing technology and designs
enables us to learn from experience and constantly upgrade our product.
The ongoing training of our Technical Services employees will be the key to our success to
further the standing of Hyatt International in the marketplace.
5.5. Areas Requiring Special Attention

Throughout a project there will be various trouble spots, which have and will occur in every
project development. These problem areas have surfaced time and again and no organizational
remedy can prevent a re-occurrence. Over the last few years Hyatt International Project
Managers have addressed these problem areas and solved them to the best of their ability. To
share some of the solutions to these re-occurring problems, a series of hints and points to be
aware of has been compiled from comments of Hyatt International Project Managers around the
world. These should be read carefully for information purpose and may be of help in many day
to day operational problem areas.
HESB Coordination
The number of items listed in the HESB Volume I are in excess of two thousand different
articles and will require close coordination with other disciplines by the Hyatt International
Project Manager. (Especially with Interior Design FF&E, Millwork, and Major Equipment
FF&E). Listed below are some of the most important areas:
Back of House Layout
Furniture and various other equipment is listed in the HESB and shown on the BOH
layouts. It needs close scrutiny of the BOH drawings to ensure all items listed in the
HESB are also shown on the respective floor plans. If items are not shown, it will be the
responsibility of the Project Manager to insure the equipment missed on the floor plan is
integrated and all necessary MEP services provided. Common problem areas are:


personal computers, IS. safe, IS. tape hanger bars, accounts department safes, micro fiche
reader/printer for F&B accounting, etc.
The reverse situation is also possible, i.e. items shown on the floor plan are not listed in
the HESB In this case, the Project Manager has to insure these items are included in the
bidding documents and are included on all MEP drawings. Common items are: sink for
pantries, plants, notice boards, etc.
The third possible problem area contains items not shown on the floor plans and not
listed in the HESB In this case, the Project Manager needs to have approval from HITS
prior to requesting these additional items. Common problem areas are: coffee makers/
refrigerators for pantries, personal computers/printers, notice boards, certain office
furniture, etc.
Kitchen/Laundry
Most of the above points also repeat themselves in these areas. Points to look out for:
kitchen/laundry trolley may be shown on floor plan/equipment specification as well as in
HESB Insure only one set is ordered. There are several items listed in the HESB for use
in kitchens. Insure the correct voltage and that power points are installed.
Check on millwork related items in these areas, i.e. laundry - pigeon holes, bars - glass
shelves, storage cabinets, precheck terminals, room service tray setup shelves, etc.
Computer Hardware
Computer hardware is specified in the Design Standards and Criteria Volumes and the
HESB Volume I issued to the owner/developer. This includes main frame computer,
POS, precheck terminals, kitchen printers, personal computers, etc. It is the Hyatt
International Project Manager's responsibility to review the millwork shop drawings for
all areas to ensure all purchased equipment will fit properly and all necessary services,
i.e. U.P.S., air-conditioning, shielded cable, etc. are provided.
Pre-opening Team Coordination
The HESB, Volume I identifies a number of items to be purchased with specifications to
be supplied by the operating team. These may include banquet display items, buffet
display items, special equipment for restaurants etc. A US$ amount has been given to the
owner/developer for budget purposes, but all specifications can only be supplied after the
operating team arrives on site and is familiar with the various operating concepts. The HI
Project Manager has to insure this information, with all necessary documentation, is
supplied as early as possible so as to guarantee a timely delivery. The operating team
members, in most cases, will be prone to request additional items not listed in the HESB
These requests should be made by the various departments directly to the General
Manager. He will compile an additional list of items from all the received listings and
address this request to the Project Manager. After careful evaluation, the Project Manager
will forward this list of reasonable items to HITS Department for review, and will
thereafter receive detailed instructions on how to proceed with these requests.


Uniforms, Graphics, Signage

Having received approval on the design phases of these disciplines, it will require a great
amount of personal involvement of the Project Manager in the manufacturing process of
these items as listed below
Uniforms
Having available all approved specifications, drawings, and actual samples, the
Project Manager needs to confirm the final staffing guide with the General Manager
and ensure all male/female as well as size requirements are as stated.
It is very possible that during the interview period of potential employees and the
final selection process, some major changes may have taken place. The Project
Manager needs to integrate these changes into the staffing guide and use this
information to finalize the quantities to be contracted with the vendor. Uniform
delivery times should also be discussed with the General Manager to be integrated
into the training schedule.
Outlet Names
Prior to being able to finalize graphic or signage related designs, the naming process
of all restaurants, bars, suites and function rooms will have to be completed. This
process will require input from the owner, area/regional office and the Corporate
Office in form of suggestions. These suggestions will be reduced to the final list of
names by the Corporate Office and forwarded to the Project Manager for submission
to the Owner/Developer. Once all parties have agreed on the final names of all areas
in question, this information will be forwarded to the graphic designer for the
development of crest and logos for these areas. After such crests and logos are
approved by all parties concerned, they will be forwarded to the signage consultant
for integration into his scope of work.
Graphics
The HESB Volume III gives details of items and quantities related to graphics. The
approved designs by the consultant will require a great deal of input from the
operating team related to menu texts, compendium folder information, and all other
copy text to be integrated into the design. The Project Manager has to ensure all the
required information is received from the operating team in a timely fashion, to be
incorporated into the design scheme and to achieve production deadlines. To facilitate
this incorporation, the contractor who has been awarded the tender for graphics,
through his own art department, will have to compile all this information. All texts
will have to be proofread, and prior to production a final print proof needs to be
approved by the Project Manager/General Manager for contents, and the graphic
designer for compliance to the design intent. The delivery schedule for all graphic
design items also have to be coordinated with the requirements of the operating team.
Attached in the Appendix, Volume II, is a master listing of all graphic design related
materials for reference. This should be adjusted to each individual project.


Signage
The requirements for signage come from various sources and need very close follow
up by the Project Manager. The details of the total package needs to be collected from
the following sources:
The Signage Consultant
Includes design, detail, message, location chart, quantities, specifications.
(Directional and indicational signage).
Design Standards and Criteria, Volume VI + VII.
Related to engineering signage and life safety signage in Public Areas and BOH
HESB, Volume I
Related to F&B signage, i.e. do not disturb, meeting in session, notice boards,
etc., and other operating departments, i.e. currency exchange board, health club
rules, pool safety notice, etc.
Hardware schedule/total building floor plan.
All BOH signage for offices, stores, refrigerators, and directional signage related
to these areas.
It will be important to coordinate all messages or titles used on these signs with
the General Manager. The delivery schedule for signage must be in accordance
with the approved handover schedule.
Attached in the Appendix, Volume II is a listing of the most commonly used
signs, which should be adjusted to each individual project and must be part of the
signage tender documentation for reference. The custom tailored listing for each
project should be prepared by the Project Manager and Project Architect.
Computer Hardware/Software Installation

Hyatt International will continue to install computer hardware suitable for the software program
developed over the last few years in coordination with software specialists, denominated The
Maxial System. This software program covers all functions of the front of the house, accounting
and all back of house functions, including materials management, as well as an extensive menu
library. The program will be continuously updated to eventually cover all areas of the hotel with
data processing. To give the system more flexibility and to eliminate duplication of terminals, all
PCs specified for each project will eventually be on line with the Maxial System. The Maxial
System is also interfaced to the PABX to accomplish several communication tasks within the
hotel or to outside terminals.
Computer Purchasing Procedures

Hyatt International Technical Services Department will issue a preliminary computer schedule to
the Corporate IS. Department for review and coordination with all operating departments. This
approved schedule will be forwarded to the approved supplier of Central Processing Units,
General Automation, USA, for a price quotation based on the location of the project. This final
quotation will be forwarded by the Corporate Office to the Hyatt International Project Manager


for presentation to the Owner/Developer. The quoted price may not include local tax or duties,
and should be verified for other hidden costs.
The quotation will also identify the nearest General Automation agent available for overall
coordination and installation of hardware. The Corporate Office will also issue to the Project
Manager the documents necessary for licensing agreements for the software package to be
signed by the owner/developer.
Computer Hardware Installation

It will be the project managers task to familiarize himself with the system, its overall function,
and on all specific details of the various components, to be fitted into the BOH or FOH areas,
i.e., kitchen printer location, monitor/keyboard dimensions, printer sizes and applications, PC
integration, remote terminal modem installation, POS and precheck terminal integration etc.
Also the various requirements for graphic related implications will have to be addressed to insure
all necessary forms and stationary are provided and suitable for the equipment supplied.
It would be advisable to closely coordinate all technical details with the Hyatt IS. specialist and
ensure complete integration of the system to perform according to the intended functions. Hyatt
Technical Services will have issued a telephone/computer/word processor preliminary schedule
which will have all the necessary information related to the individual project. The Hyatt
International Project Manager has to be familiar with all aspects related to these requirements
and verify that the system is installed accordingly.
A sample of a preliminary schedule, as well as other related information, has been attached in the
Appendix, Volume II of this manual.
Computer Software Installation

The Maxial Software Program will be installed by Hyatt Services, a sister company of Hyatt
International. The Project Manager should liaise the software installation through the
Corporate/Area IS. Director to ensure the overall computer system is on line approximately 3
months prior to the scheduled opening of the hotel. Close liaison on the overall equipment
coordination with the operating team is necessary to accomplish this task.
PABX System Coordination

Hyatt Internationals Design Standards and Criteria specify all technical requirements in relation
to the overall telecommunication systems needed in a project. During the early design phases,
Hyatt International Technical Services will issue a preliminary telephone, computer, and word
processor schedule tailored to the individual project. The Hyatt International Project Manager
will have to familiarize himself with all technical specifications and to be available to assist the
vendor in understanding Hyatts requirement. Also, close coordination of the required computer
interfaces and verification of the systems capability to do so is a important aspect for follow up.
In some areas, local PTT restrictions may apply and will limit the type of telephone instruments
available for hotel use. The Hyatt International Project Manager needs to satisfy himself that the
technically best instrument has been chosen, and that it incorporates the minimum requirements.


Final coordination with the interior designer on telephone color, and graphic designer on
in-house dialing information is necessary. Some type of instruments, i.e. wireless phones,
weather proof phones, handicapped phones, may need to be tested for efficiency in their
proposed location. During the later stages of the construction, the preliminary schedule will be
finalized having incorporated all physical changes which may have been made in the BOH or
Public areas. The Hyatt International Project Manager will have to ensure all these changes have
been communicated to the various design/construction disciplines. Other possible implications:
Guest room safe alarm function
Telephone operator, room service/laundry valet computer interface for guest
information
Alarm function for safe deposit, front office cashier, and general cashier area
Instrument color/size coordination with the Interior Designer.
BOH Layout
During the design phases, Hyatt Technical Services will issue the BOH layout for the project to
the design team, including all prototype drawings, specifications, elevations and sections for
special millwork applications. The Hyatt International Project Manager has to ensure that all
equipment (i.e., VDUs, keyboards, safes, telex, facsimile, telephones, etc.) have been
accommodated and fitted, and will be in accordance with Hyatt Internationals operating
concepts. All MEP drawings should be reviewed to ensure all services are provided. FF&E items
for the installation into the pre-opening office have to be selected and marked on the BOH
layout, and need to be provided according to the needs of the pre-opening team. During the
handover period of the hotel BOH areas, these items need to be re-installed to their originally
planned location.
Very special care needs to be taken with reflected ceiling plans showing all lighting, sprinklers,
diffusers, speakers, recessed screens, smoke detectors, etc. in the BOH area. Ceilings should not
give the impression of a overloaded and uncoordinated design. During the installation period of
FF&E in all areas, the operating team members may request additions, changes, etc. All such
requests should be channeled through the General Manager to Hyatt Internationals Project
Manager, who will evaluate the requests and, if necessary, will forward same for approval and
instructions on how to proceed to the Corporate/Area Office.
Landscaping
All interior and exterior landscape drawings are approved by Hyatt International Technical
Services during the design phases. It will, however, require the Hyatt International Project
Manager to liaise integration of other disciplines in to the overall scheme. This may include
exterior lighting, flag poles, exterior signage, taxi stands, ash urns, waste baskets, parking
control gates, office blinds, etc. It will also require close coordination with all MEP related
disciplines to ensure proper supply of services such as sprinkler systems, drainage, electrical
power, etc. For interior landscaping coordination, some major points are water supply, drainage,
heat damage caused by lighting, insufficient or inappropriate planters, etc.


Plumbing/Drainage System Handover Check

It is imperative that prior to accepting any plumbing or drainage systems a check is conducted to
ensure no blockages are evident. These checks should be held for all areas including roof
drainage, bathroom drainage, kitchen drainage, etc. during the commissioning period. It will be
vital to ensure these tests are made, as numerous blocked drains will be found, usually after
conclusion of the construction period.
Public Area Restrooms - Soap Dispensers

During the Phase II design period and no later than Phase IV design period, the Project Manager
will need to liaise with the local chemical and detergent suppliers the availability of hand soap
dispensers for public restrooms. The Project Manager should request samples from the various
contractors and provide these samples for the interior designer to choose finishes and installation
method of the most appropriate model. No plastic dispensers will be acceptable except for BOH
provided by the chemical supply company free of charge.
Hardware Schedule Coordination

Hyatt International will issue, through the Design Standards and Criteria Volume III, all
specifications related to hardware. The owner/developer will, through the design disciplines,
investigate the requirements according to the area plan, door schedules, etc. Floor plans will be
issued showing each opening, i.e. door, shutter, gate, wire fence, refrigerator/ freezer door, etc. It
will be the contractors responsibility, in cooperation with the approved hardware system
supplier to establish a hardware schedule. This schedule will show all openings, door number,
key set specification, left or right hand door swing, Dutch doors, master key grouping and key
number. In cases of electronic lock or keyless lock, it will show all the above except a master
key group and key number. The Hyatt International Project Manager needs to get involved
deeply in these details to ensure the hotel will not be affected by wrong key grouping, master
keying or insufficient purchase of master keyed padlock for refrigerators, shutter locks, etc.
In the case of mechanical locks used for guest rooms, a security code needs to be used to ensure
guest safety, but also easy identification by hotel employees.
The following code must be engraved on the bow of the key and has to be established by the
Hyatt International Project Manager as follows:
Use a 6-digit number consisting of the following components:
1st Digit = Random number from 0-9
2nd & 3rd Digit = Floor number from 0-9
4th Digit = Random number from 0-9
5th & 6th Digit = Room number plus 5
Example:
Room 503 = Code 308108
Room 617 = Code 809422
Room 1812 = Code 121617
Room 1345 = Code 416750


The breakdown should be given only to Employees on a need to know basis.

The opposite side of the bow should have the following information engraved:
Return to Hyatt Regency XYZ
P.O. Box .............
It is necessary to include millwork locking devices for bars, drawers, cashiers into the master key
schedule for better key control and easier use of keys. For electronic key cards systems, a large
number of equipment needs to be incorporated into various millwork items, i.e. key card encoder
into reception desk, Regency Club concierge desk, group check in desk ,etc., as well as the
systems C.P.U and printer into the front office work area. All wiring needs to be coordinated
accordingly.
During the planning stages it will be vital that key room details are discussed, as it will require
several key storage cabinets, work benches, key duplicating machine and the necessary power
points to be installed. The hardware installation schedule will be part of the construction
program and will have to be coordinated with the handover schedule. Details of construction key
usage, key handover and system commissioning for electronic key card systems needs close
coordination by the Hyatt International Project Manager. In many cases, some initial training is
needed to advise on key control, programming, security, maintenance and other areas, related to
these systems. It may also need graphic coordination to produce custom key cards.
Personnel Department/Timekeeping
FF&E requirements are specified in the HESB, Volume I and in the BOH layout. It will require
the Hyatt International Project Managers input to ensure that the various systems specified are
incorporated into the millwork shop drawings and coordinated with other systems such as
hardware for employee access/timekeepers clock. Since the type of equipment may vary from
country to country, the Hyatt International Project Manager needs to be aware of local code
requirements applicable in the area. Other areas of coordination within this area will also include
training center millwork/audio visual integration, notice board/bulletin board selection, staff
lockers hardware/locker number coordination, etc. The selection of books and video tapes for the
employee recreation room will have to be discussed with the operating team upon their arrival.
Security Coordination
The security office may be integrated into the timekeepers office at the employee entrance area
or in the 24 hour room. In both cases, it will require the HI Project Managers coordination to
integrate various systems, i.e. CCTV monitor and recording console, timekeeper clock or
electronic reader, employee access control, alarm device for fire, elevators or cashier areas, car
park control monitors and access control devices, as well as watchmans clock monitoring
device, etc.
Since systems vary according to local code requirements, the Hyatt International Project
Manager needs to familiarize himself with the applicable codes and advise the design team on
operational aspects. It will also require close coordination with other disciplines for wiring,


millwork and system integration. Very careful planning will ensure a secure and well controlled
environment easily manageable by the operator.
Pre-opening Office
Hyatt International Technical Services will issue a pre-opening office prototype layout to the
owner/developer during the early design phase. The Hyatt International Project Manager needs
to assist the design team in adjusting to the conditions of the space to be used and to assure all
FF&E and services are provided as shown. This will require coordination with the BOH
furniture supplier to identify and provide furniture at an early stage and to verify its compliance
with the BOH layout millwork details. Other equipment, such as PCs typewriters, office
supplies, coffee making/serving utensils, etc., have to be requested and should be coordinated
with the HESB specifications. Temporary identification and directional signage needs to be
arranged and temporary MEP services provided. Accommodation and ground transportation may
have to be arranged for the General Manager, as well as communication systems need to be set
up for telex, facsimile and telephone services. The hotel telephone number should end with the
digits 1234. Since the hotel requires several lines from the PTT, it may be advisable to request
all numbers from --- 1200 till --- 1250 or more. The last numbers should be dedicated to
facsimile numbers. Telex numbers should have an answer back identifying Hyatt if possible.
It will be the Hyatt International Project Managers responsibility to insure all necessary FF&E
items are available in the pre-opening office, as well as to ensure their reinstatement into the
hotel BOH areas after closure of this office.
Pest Control
All construction sites, however tidy, attract vermin, rodents and insects. The more common pests
are mainly rats and roaches.
As early as possible during construction, the Project Manager should liaise with the Owners
Project Manager to ensure that a comprehensive pest eradication program is being executed. This
program will run continuously through construction, completion and operation.
At the time when duct work, pipework, ceilings and the like are being installed, it is important
that the program is well established, and that rodents are not trapped in voids and ductwork. All
penetrations from one space to another should be sealed around pipes, ductwork etc.
Some methods of eradication merely kills the rodents by poison, which allows time for them to
find hiding places to die. This method is unacceptable.
An acceptable method available from experienced environmental companies is to use a certain
poison which results in the animal craving for water and fresh air. This drives them out of the
building before dying.
Care must be taken to avoid the accumulation of stagnant water.
The Project Manager is well advised to obtain advice from companies experienced in local
problems and eradication.


5.6. Set Up - Project Manager's Office

As stated previously, the Hyatt International Project Managers Office should be located on site
in close proximity or adjacent to the owners and site architects/engineers offices. Usually it will
have a secretarial area, managers office and have a meeting room. The office should have
telephone and telefax services, a personal computer, as well as copying and word processing
facilities. Adequate filing for drawings, samples, specification booklets, catalogs and office files
must be available, and some Hyatt posters and live plants will enhance the environment.
Adequate signage should direct visitors with ease to this office and may also establish the Hyatt
name at an early stage.
The location of the Project Manager may not always be on site, but he should maintain an office
to keep all relevant drawings etc. available whenever necessary. The Project Manager should not
be located in the pre-opening teams office area, but in the construction office area.
5.7. Monthly Report

The primary purpose of a monthly progress report is to afford the reader a brief, concise and
informative insight as to the status of a project. The nature of the report must take into
consideration that often the reader can be far removed from the project location and thereby
isolated from the problems, priorities and requirements of the site. If the reader is required to
give decisions, approvals, or information, then those requirements must be clearly identified, and
the degree of urgency by which the on-site project team requires them must also be stated.
It should be remembered, however, that the monthly report is a summary of events and should
not therefore be viewed as a project bible; it is a tool of management intended to assist the
flow of information required to complete the project goals.
Generally two reports are issued by the Hyatt International Project Manager on a monthly basis:
The Owners Monthly Progress Report
Hyatt International's Monthly Progress Report
Hyatt Internationals Monthly Report is to be received on or before the 5th of each month,
therefore the cut off date should be the 26th of the previous month to allow enough time to
compose, assemble, and courier.
The following is the format for a typical monthly progress report which may be modified to the
specific requirements of a particular project.
Owners Monthly Progress Report

1.0 General Information
1.1 Report number and date
1.2 List of project management team
1.3 Report distribution list
2.0 Executive Summary


- Copy of Hyatts Monthly Report Executive Summary

3.0 Information Required
An effective method of reporting this section is in the form of a simple hit list, i.e.,
Information Required Date Action By Date
Required Dispatched
1. Final design 6/23/86 Kitchen 6/19/86
2. Review and approval of laundry/valet 7/9/86 Laundry Valet 7/9/86
design Consultant
3. Final BOH Layouts 8/20/86 Contractor Main 8/1/86
The dates required must take due cognizance of the procurement, delivery and
installation periods so as to coincide with the main completion schedule.
4.0 Areas of Concern
This final section should give details of areas of concern which have not been solved.
Comments should be factual and should be removed from this section only after they
have been solved.
The Owners Monthly Report prepared by HIs Project Manager is the method used to
assess progress on site, ascertain areas of concern, and review and comment on the status
of the project. This information is compiled and presented to the owner as a guide for
information on the on-site progress.
The report should be presented in a folder and should be distributed as follows:
The Owner/Developer
The Owners Project Manager
Hyatt International Technical Services
Hyatt Internationals Monthly Progress Report

1.0 General Information
1.1 Report number and date
1.2 List of consultants, contractors, suppliers and project personnel. This section can
often be in the form of project directory merely updated on a monthly basis.
1.3 Distribution list.
2.0 Executive Summary
This section should be a one to two page summary and give the reader a very good
overview of the current progress, main achievements, problem areas, status and planned
activities for the next month. It must be brief and precise, always considering the reader
is not involved in the day to day activities on site.
3.0 Design Status
This section should give a one or two paragraph report on each discipline of design
stating the consultant responsible for that discipline. Typical sub-headings are as follows:


3.1 Architecture
3.2 MEP
3.3 Interiors
3.3.1 Lobby
3.3.2 Guest rooms
3.3.3 Specialty restaurant
3.3.4 Nightclub
3.3.5 Business center
3.3.6 Function rooms
3.3.7 Special lighting/sound
3.3.8 BOH
3.4 Kitchens
3.5 Laundry
3.6 Elevators
3.7 FF&E
3.8 Landscaping
3.9 Graphics
3.10 Signage
3.11 Uniform
As can be seen in section 2.3 above, each sub-heading can be further sub-divided as
appropriate to the project.
4.0 Construction
As in Section 3.0 Design, this section will take on similar format and give an equal report
on the physical progress of each discipline, i.e.,
4.1 Piling
4.2 Substructure
4.3 Podium
4.4 Superstructure
4.5 Roof
4.6 Guest Floors
4.7 Pool Area
4.8 Curtain Walls/Windows
4.9 MEP
4.10 Landscaping
4.11 Exterior Lighting
4.12 Exterior Signage
4.13 PABX
4.14 Elevators
4.15 Computer
Again, each sub-heading can be further sub-divided as appropriate. The enclosure of a
bar chart in this section is also recommended.


5.0 Interiors
Normally, the interiors section is a sub-section under the main category of construction.
It should cover all interior work, FF&E installations and commissioning performed.
However, within hotels where each can be measured as a project within a project, it
warrants its own reporting section in the following, typical sub-headings:
5.1 Public Areas/Lobby/Shops
5.2 Guest rooms/Suites/Corridors/Regency Club
5.3 Specialty Restaurants
5.4 Cafe Restaurant
5.5 Nightclub/Entertainment Center
5.6 Function/Prefunction/Ballroom
5.7 Elevators (Interior Only)
5.8 Business Center
5.9 Health Club/Pool
5.10 BOH Areas
5.11 Casino
5.12 Kitchen
5.13 Laundry
5.14 Parking
6.0 FF&E Procurement
With the numerous physical items making up a typical FF&E package, it is inappropriate
to mention each item individually. Therefore it is suggested that the reports cover the
main sections of FF&E, highlighting any areas of potential problems.
6.1 BOH
6.2 Kitchen
6.3 Laundry
6.4 Guest rooms
6.5 Public Areas/Lobby
6.6 Function/Ballroom
6.7 Specialty Restaurants
6.8 Cafe Restaurant
6.9 Entertainment Center
6.10 Health Club/Pool
6.11 Operating Equipment
6.11.1 Chinaware
6.11.2 Glassware
6.11.3 Silverware
6.11.4 Linen
In addition, if any changes are made to the actual FF&E software program during the
month in question, a diskette incorporating these changes must be included with the


monthly report to enable us to keep the project's FF&E status up-to-date in our
computers.
7.0 Cost Report
The cost status report for the project will usually come from the Owners project
management team, and not always be made available to Hyatt. In this instance,
obviously, it is not possible to report effectively on the cost. Where the cost report is
available, it should be included in the monthly report. Usually this takes the format of a
computer printout or a simple accounting format.
Where escalation of project cost is experienced, the Owners project management team
have a tendency to attribute the additional costs to Hotel Operators Requirements. It is
therefore appropriate to maintain files containing all information relating to additional
costs and include a summary in this section. All decisions which have financial
implications on the project must have the prior written approval from the Vice
President-Technical Services in Chicago.
8.0 Information Required
An effective method of reporting this section is in the form of a simple hit list, i.e.,
Information Required Date Action By Date
Required Dispatched
1. Final design for kitchen 6/23/86 Kitchen design 6/19/86
consultant
2. Hyatt review & approval of kitchen 7/10/86 Hyatt Technical 7/9/86
design Services
3. Final FF&E design criteria 8/20/86 Hyatt Technical 8/1/86
Services
The dated required must take due cognizance of the design phases, procurement, delivery
and installation periods so as to coincide with the main completion schedule. It should
give the reader sufficient time to complete his task or remind on outstanding subjects.
9.0 Pre-Opening Activities
This section would be prepared by the PM in collaboration with the hotel General
Manager, and would cover the following topics:
9.1 Pre-opening Office
9.2 Accommodation
9.3 Pre-opening Team
9.4 Handover Schedule
9.5 Training
9.6 Operating Supplies Status
9.7 FF&E Additional Requirement Status
9.8 Pre-opening Budget Report
10. Photographic Record


The photographic record of the project will complement the overall project and can be
used as a visual aid in determining the progress during any period. The subjects should be
in relation to the current work in progress. Photos should be showing details of the
various areas with cross referenced explanations of the subject in question. This will give
the project architects a better understanding on all aspects of the various construction
phases.
11. Other Activity Reports
This section should inform on other activities not related to this project. It could include a
site survey report for a new project or takeover investigation, etc.
12. New From the Field
This section should include a brief caption on each individual project, plus news on new
technology in the field.
This information will be collected from all Project Managers Reports and re-distributed
to all field staff by the Corporate Office for information purpose.
5.8. Budget Controls

It is necessary on certain projects for the HI Project Manager to be involved in budget control
related to the project. In some cases, depending on the contractual agreements or owners
situation, Hyatt International may have a vested interest to control or be advised on certain
budgets. In these cases, the Hyatt International Project Manager will receive a detailed briefing
on his responsibilities related to budget control, during the induction period at Hyatt
International Corporation Offices in Chicago. These responsibilities would be in addition to his
normal duties, and may also involve the financial controller of the management team of the hotel
in question, or a regional controller.
A monthly expense report on miscellaneous expenditure may have to be prepared in some cases,
which requires Hyatt International Technical Services approval prior to reimbursement by
owners or Hyatt International.
Procedure:
1. Print your name and the month to which the expenses relate in the upper right and left
corners of the Expense Report.
2. R.R. and Airline Fares include the cost of all inter-city transportation. Subway and
local train transportation should be included with taxi fares.
3. List all expenses by day under the appropriate category in the currency in which they
were incurred. If more than one currency was used on one day, each currency should be
listed on a separate line. Hotel bills (less any personal charges) should also be listed on a
separate line, and all charges included on the bill should be split and listed in their
component categories.


4. Lodging includes only room charges and related taxes and service charges. Meals,
Telephone & Telex, and Entertainment expenses charged to the room must be broken out
and listed in the appropriate columns.
5. Meals includes only personal meal costs while out of or in town. When dining with
HIC personnel (whether local or field), this should be entered as meals. However, when
dining with HIC staff and a business guest, all cost should be entered under
Entertainment. All meals must be listed and explained on the reverse side of the expense
report.
6. Entertainment includes all expenditure related to entertaining one or more guests for
business purposes. All entertainment must be listed on the reverse of the Expense Report.
The place at which the entertaining occurred, the party/ies entertained, their business
affiliation and the business purpose of the entertainment must be documented.
Note:
The US Tax Reform Act of 1986 places an 80% limitation on the corporate tax expense
deduction of business meals and entertainment so these two categories must therefore be
accurately listed in the appropriate columns.
7. Taxi Cab Fares include taxi fares, plus tip and any local train transportation. The
details or Taxi Cab Fares must be listed on the reverse side of the expense report.
8. Telephone & Telex includes business related Telephone/Telex charges incurred at a
hotel, on the employees personal phone, or from any other source. All Telephone/Telex
charges must be listed on the reverse of the expense report.
9. Any other expenses will be listed as Miscellaneous for which adequate explanations
are required. Tips are to be entered as a miscellaneous charge which should include tips
other than taxi and Food & Beverage tips.
10. List the exchange rates in the Exchange Rate column for all currencies used in the
report. The exchange rates quoted will be the rates between the currency in which the
expense was incurred (Local Currency, Local Cy) and the local currency of the
property or office to which the Expense Report is being submitted (referred to for the
purpose of this procedure as Total US).
11. Add the Expense Report rows and enter the total in the Total Local Cy column. The
Local Cy amount is converted to US $ at the rates indicated.
12. When expenses are to be allocated to more than one hotel, subsidiary, department,
project, etc., the analysis is to be recorded in the hotel or project breakdown section of
the Expense Report in US $.
13. The Total Expenses Incurred is to be entered at the lower left of the Expense Report, as
are any Advances.


The difference, if expenses exceed advances, represents the Amount due employee. If
the advances exceed the expenses, the amount is recorded as Amount due company,
and a check should be attached in payment of this amount.
14. When the Expense Report is completed, it is to be dated and signed before being
approved by the employees Head of Department or immediate superior, whomever is
more senior. The report is then to be submitted to the Accounting Department for
payment.


5.9. Glossary Of Architectural/Technical Terms

Throughout the Project Managers various responsibilities, he will constantly be confronted with
technical terms related to the various disciplines, as well as the hotel operation.
The following pages will assist in understanding the most common terms:
ACOUSTIC TEST: Test on site to show sound rating in decibels.
The goal of the test is to reduce sound
transmission between rooms, corridors,
bathrooms, etc. to ensure a high level of guest
comfort.
AHU: Air Handling Unit
AIR PLENUM: Any enclosed space with linear opening for
supply or return of air to and from conditioned
or ventilated areas.
AMENITIES: Tangible items provided to guests to represent
the high standard of hospitality and service.
ARMOIRE: Vertical cabinet CASEWORK with equipment
(TV, minibar, etc.) and storage shelving.
ARTWORK: Decorative items or graphic consultant product.
AS-BUILT DRAWING: Record drawing representing the configuration
actually built on site.
ASTRAGAL: Projected molding on vertical edge of paired
door to ensure tight seal between door leaves.
AWNING/WINDOW: Window opens up or down.
BAR CHART: Common scheduling method. Construction
progress is estimated and policed by means of
bars representing length of time to complete
job.
BASEBOARD: Horizontal element installed at the base of the
wall, also functions to disguise construction
imperfection or to protect the lower portion of
wall.
BEARING WALL: Exterior or interior wall element as part of
structural design of building to receive
building load; openings are limited. Also see
LINTEL.


BEDSIDE CONTROL UNIT: A box element for remote control of appliances

in guest room.


BGM: Background Music

BID DOCUMENT: Set of documents to be sent out for bidding
purposes, include drawings, specifications,
standards & criteria, instruction to bidder and
all general information of bidding.
BIFOLDING DOORS: See drawing
BOH: Back of House
BUTT: See drawing
CASEMENT/WINDOW: Window opens sideways, in or out.
CASEWORK: Part of MILLWORK product, usually furniture
items.
CAST-IN-SITU CONCRETE: Same as cast in place concrete; Concrete to be
poured and hardened on site. Used in contrast
with PRECAST CONCRETE.
CAULKING: Waterproof compound, usually soft in texture
and applied on site, to function as SEALANT.
CAVITY WALL CONSTRUCTION: Wall system with 2 layers of wall surface. The
cavity is usually filled with insulation.
CHAIR RAILING: Horizontal applied element to be installed
roughly 0.9 m above floor in order to protect
finished wall.
CHANGE ORDER: A record of change in scope of work or
selection of material; made when nature of
changes was not covered in the original
contract.
CLADDING: Protective/Decorative material.
COMMISSIONING: First run-up of equipment after completion of
installation.
COMMISSARY KITCHEN: Facilities designed to receive, store, and
prepare raw cooking materials prior to
distribution to each F & B kitchen in hotel.
COMPUTER HARDWARE: Computer equipment
COMPUTER SOFTWARE: Computer program
CONDUIT: Hollow tube to carry wiring.


COPING: Stone or metallic cap above masonry wall to

protect the wall from weathering.
CORNER BEAD: Corner element, made of galvanized steel, to
be installed during construction of drywall, in
order to ensure squareness of the wall corner.
CORNER GUARD: 90o applied-on element to be installed after or
before wall finish is applied, in order to protect
wall corner.
CORNICE: Decorative MOLDING to be applied at corner
of ceiling and wall, also function to disguise
construction imperfection at ceiling joint.
COST - PLUS CONTRACT: An agreement in which contract charges
mark-up cost atop of cost for material and
labor for the project.
CRITICAL PATH METHOD: Common scheduling method. It depicts the
various procedures and sequencing, taken by
each interrelated trades, in order to show the
coordination and length of time for
construction.
CURTAIN WALL: Exterior wall of building, with no capacity to
carry building load.
DADO: Millwork construction, see drawing.
DAMP PROOFING: See WATERPROOFING
DESIGN-BUILD: Contractor entity which is responsible for both
designing and constructing the project.
DIFFUSER: Flush mounted panel with directional fins to
control the direction of air supply.
DOOR HARDWARE: Any component for mechanism of door,
includes lock, bolt, handle, stopper, threshold,
chain, viewer, guide/lip, silencer, hinge,
kickplate, armour plate etc.
DOUBLE GLAZING: Glazing system with 2 layers of glass pane for
insulation purposes.
DOVETAIL: Quality MILLWORK construction, see
drawing.
DOWELED: MILLWORK construction, see drawing.


DRAPERY HARDWARE: All miscellaneous components for the

operation of curtain, including track, hooks,
guide, chords, electric control etc.
DRAWING - PLAN: Footprint of construction
BLUE PRINTS Opaque paper after reproduction, method
using ammonia.
ELEVATION Facade, View.
MILLWORK DETAIL Drawings showing detail composition of
millwork.
REFLECTED CEILING PLAN Layout of ceiling.
RENDERING Presentation drawing, usually perspective.
SCHEMATIC Preliminary.
SECTION Profile of element/area as it would appear if
cut through by an intersecting place.
SEPIAS Translucent paper/plastic product after
reproduction method using ammonia.
VELLUM Cotton based paper product, can be
reproduced by blue print method.
DRYWALL: Same as GYPROCK WALL, made with
gypsum product, for interior cladding,
divisions, etc.
ENERGY MANAGEMENT SYSTEM: Device to optimize/conserve utility usage.
EXPANSION JOINT: Break in building structure or structural
component, to allow for expansion/contraction
due to temperature change or building
movement.
FAN COIL UNIT: Small air-conditioning unit composed of a fan
and coil mounted in a frame, to produce space
cooling or heating.
FAST TRACK CONSTRUCTION: Several construction procedures occur
simultaneously in order to speed up
construction.
FCU: FAN COIL UNIT


FF&E: Furniture. Fixtures & Equipment; usually it

refers to items that can be removed from site
without depreciating the structural integrity of
the building, used in contrast to base
construction.
FINISHED OPENING: Dimension of a void after veneer material is
installed in a rough opening.
FIRE-RATED DRYWALL: Type of DRYWALL product with resistance to
fire. Also refers to a special construction with 2
layers of DRYWALL in order to comply to the
fire resistance requirement.
FIRE RATING: Test to show material resistance to fire.
FLASHING: Waterproof material, usually metal or plastic,
installed in combination with exterior building
material to avoid filtration of moisture.
FLOOR SCREED: Cementitious compound, applied to smooth out
floor surfaces prior to installation of finish
flooring.
FLUSH DOOR: Door with flush finish. See drawing.
FOH: Front of House
FRENCH DOOR: Also see SASH. See drawing
GREENBOARD: See WATERPROOF DRYWALL
GYP ROCK WALL: See DRYWALL
HARDWARE: Fitting or miscellaneous component to function
as part of mechanism. See DOOR
HARDWARE & CURTAIN HARDWARE.
HARD CONSTRUCTION: Construction, usually on site or prefabricated
off site & installed on site, as an integral
element of building. This item usually used in
contrast with FF&E
HESB: Hotel Equipment Standard Book
HOARDING: Fencing surrounding the construction site.
HVAC: Heating, Ventilation & Air Conditioning


INTRUMESCENT GASKET: A WEATHER STRIPPING product of pre-

formed rubbery strips at door and window
edges, to ensure tight seal.
IRONMONGERY: Same as HARDWARE.
JAMB: Horizontal member between corridor or above
door.
LETTER OF INTENT: To identify the sincerity of the party in
pursuing the job, usually occurs when time
does not allow for drafting of a detail contract.
LINTEL: Horizontal structural element, usually found in
load bearing wall, to be installed above
door/window opening to divert the load from
above.
LOUVER: Opening with slanted fixed or movable fins.
LUMP SUM CONTRACT: Basis of payment is a stipulated sum, progress
payments made during the course of
construction.
MARKUP: An escalated value imposed by the contractor
over & above actual labor & material cost.
MATV: Master Antenna Television
MEANS OF EGRESS: The method for building users to escape in case
of emergency, usually in terms of number of
exits, direction and distance of travel.
MEP: Mechanical, electrical & plumbing.
MILLWORK: Detail construction, made on or off site, for
decorative elements e.g. cabinet, fixed counter,
& MOLDING.
MITER: Less expensive millwork construction
MOCK UP ROOM: Selected guest room to be constructed at an
early stage to assist design decisions and
approval.
MOISTURE BARRIER: Same as WATERPROOF MEMBRANE, a thin
sheet of plastic base material, to be applied on
the surface of ground slab or exterior wall
construction, to inhibit moisture movement
towards the interior of the building.


MORTISE HINGE: Mounted between edge of door and jamb, or

between edges of door leaves in case of
bi-folding door. Also see PIVOT HINGE.
MOLDING: MILLWORK stripes or forms, with contoured
front, to be installed as decorative element.
Also see CORNICE as a part of MOLDING
product.
MULLION: Vertical support elements between window or
between door.
O.C.: On center
OVERHEAD: An escalated value imposed by the contractor
for administrative backup in order to execute
the job.
OVERHEAD DOOR: Retractable sectional doors, guided by vertical
tracks on each side of the door openings.
PELMUT: Recessed soffit or frame behind which the
curtain tracks are installed.
PITCH: Slope. Also a measure of density of carpet.
PIVOT HINGE: Usually recessed mounted between door leaf
and face of opening below or above. An
alternative hinge system to typical MORTISE
HINGE.
PLASTER: Cementitous material applied by hand on wall
to smooth out surfaces prior to receiving wall
finishes.
PRECAST CONCRETE: Prefabricated concrete in sections to be
installed on site. Used in contrast with
CAST-IN-SITU CONCRETE.
PRIME COST An estimated total cost for both material and
labor, usually proposed by owner, for
construction yet to be specified in detail, to be
expanded not be owners discretion.


PROTOTYPE ROOM: Selected guest room to be constructed on site,

to be used as guide line for quality of
construction for the entire hotel. The room
usually equipped with temporary
water/electrical supply.
PURCHASE ORDER: Order for material, excluding labor.
REFLECTED GLASS: Glass with reflective coating applied on
surface.
REVEAL: Recessed area in between two decorative face
panels.
ROUGH-IN: Estimated size and location for item to be fitted
in.
ROUGH OPENING: Overall width & length of a void on surface to
receive veneer material.
SASH: The framework in which panes of glass are set
in a window or door. Common in FRENCH
DOORS.
SCHEDULE: Graphic presentation to demonstrate the project
progress.
SEALANT: Sealing agent, can be applied on site or pre-
formed
SHELF STANDARDS: Vertical C channel metal strip, with holes
along the full length to receive clips, for
supporting shelves. Common in CASEWORK
construction.
SHORING: Installation of materials to prevent excavated
walls from collapsing.
SIDELIGHT: Glass panel, usually fixed, installed adjacent to
doors or windows.
SILL: Horizontal element below door or window
frame.
SLAB: Layer of material, final product is usually hard.
SNAGGING: Checking of construction work prior to project
completion; punch list will be issued for
necessary correction.


SPECIFICATIONS: Documentation in drawing or written format,

to identify the minimum standards of
construction.
SPLINE: MILLWORK construction. See drawing.
STAIR STRINGER: Inclined structural element to support the stair
risers and treads.
SUSPENDED CEILING: Ceiling plane to be suspended from structural
ceiling/floor slab above, in order to conceal
MEP elements above.
TEMPERED GLASS: Hardened glass for safety application; will not
shatter upon breakage.
TINTED GLASS: Glass with color tint mixed in to the silicon
compound of glass.
TERRAZZO: A polished mosaic flooring made by
embedding small pieces of stone in mortar,
with expansion joints for vast slab of terrazzo.
THRESHOLD: Horizontal element, installed below door leaf,
on the floor to ensure tight seal.
TONGUE & GROOVE: MILLWORK construction. See drawing.
TURNKEY CONTRACT: Also known as design/build contract by
package builders who may have their own
design construction crew, and engineering
consultants. Cost estimate must be prepared
from preliminary construction documents or
other previous project. Contract shall be
responsible for Construction of entire building
and handover upon completion.
UNDERPINNING: A method of SHORING; temporary lifting to
prevent above structure from collapsing.
UNIT PRICE CONTRACT: Base on cost per unit to build.
WATERPROOFING: Compound made with plastic/bituminous base
material, applied usually at foundation wall, to
inhibit moisture penetration. Also called
DAMPROOFING.


WATERPROOF DRYWALL: Also called GREENBOARD. Type of

DRYWALL with built in water resistant
membrane, to be installed in wet area.
WEATHERSTRIPPING: Gasket or edge component, usually
prefabricated and to be applied at door,
window to ensure tight seal.
WATERPROOF MEMBRANE: See MOISTURE BARRIER
5.10. Project Completion Report

The handover of any project represents the most important period in the construction program.
Proper documentation of all handover proceedings and the final FF&E inventory will insure the
operating team has sufficient information on all subjects related to architectural, interior design,
MEP, landscaping, or FF&E, and is aware of their state of acceptance. To insure a summary of
all handover related information is kept on record, the Hyatt International Project Manager will
prepare a Project Completion Report as a final document to guide the operating team and to
highlight possible improvements for future projects. This report should be structured as per the
attached table of contents and guidelines, and is copied to the following offices:
- General Manager
- Area Regional Director
- Area Vice President/Specialists
- HITS
Purpose
The purpose of this document is to serve as a record of major project items that have been
concluded. It shall also address project items that require action to be carried out by the
operational team in the absence of Hyatt Internationals Project Manager. The document should
be circulated to whoever the hotel General Manager believes requires a copy of the document
and would typically include: The hotels Director of Engineering, Director of Food & Beverage,
Director of Rooms, although the master copy, at all times remains in the General Managers
Office.
Hyatt Internationals Project Manager shall retain a copy of the document and shall be available
to discuss or give assistance in any areas.
Completion Report Follow Up
If possible, the Hyatt International Project Manager should return to the hotel, 90 days after
handover has taken place, to review the follow up on deficiencies and to give final acceptance of
handover wherever defects have been rectified.
In the event of deficiencies or defects not being rectified within 90 days of their formal
notification in writing to the owners representative, the General Manager may recourse to
employing an outside contractor or in-house labor to rectify such. Prior to this action being
taken, all reasonable effort must be made by the General Manager in liaising with the contractor


responsible and finally informing the owners representative of his intention of recourse to this
action. Attention is drawn to the relevant paragraphs of the Management Agreement.
Hyatt Internationals Project Manager shall, at all times, be available to discuss and advise on
any outstanding items using his historical knowledge of the project. All correspondence files
relating to the project are to be located within the Engineering Offices of the property, together
with all MEP manuals, kitchen equipment manuals, FF&E records, including original purchase
orders and as-built drawings. The above documents shall be handed over to the hotels Director of
Engineering and familiarization period on their contents carried out. It is acknowledged that due
to the complex nature of a project, together with his own responsibilities especially in a new
opening, the hotels Director of Engineering may require further familiarization; bearing this in
mind, HIs Project Manager shall, during the first 6-8 weeks of operation, communicate on a
weekly basis in order to assist in achieving a smooth transition period.
A true indication of status can only be achieved by review of each individual areas punch list,
and by the relevant contractors action on defects. The contractor should inform, in due course,
that he has completed the noted defects and the area is ready for re-inspection. Items that have
not been completed to an acceptable standard should not be removed from the punch list and
should remain until a 90 day period is reached and the action as detailed above is undertaken by
the General Manager.
Items of a intent/inherent defect nature should be notified formally in writing to the owners
representative, who in turn will relate these items to the relevant contractor. The General
Manager will then be approached by the relevant contractor with a view to rectify these defects.
Such notifications should be at reasonable notice and should typically detail areas into which
access is required, time of access, number of persons requiring access, duration of works and
identification of contractors. The time at which this work will be carried out will have
implications on the daily operation of the property. However, the operator should endeavor to
accommodate all reasonable requests. Any major defects which will require a shut down of
essential services for any period of time should be carried out, out of business hours, e.g.
between 2am and 5am. At all times when contractors are in operational areas they shall remain
under the control of the hotels Director of Engineering but shall of course report to their own
superiors.
In the event of an emergency arising out of either a defect noted on an original punch list, or a
subsequent latent/hidden defect, the operational team under the auspices of the hotels Director of
Engineering, may elect to carry out the necessary repairs in-house after contacting the
appropriate contractor and receiving owners approval. Attention is drawn to the list of 24 hour
emergency contacts contained within the project directory which should be used in the case of all
emergencies prior to the implementation of in-house rectification. In the event of in-house
rectification being utilized, the costs involved, namely labor and materials, should be
documented and immediately advised to the owners representative for reimbursement by the
contractor.


The following pages give guidelines to the structure and contents of the project completion
report.


HYATT REGENCY XYZ

PROJECT COMPLETION REPORT
TABLE OF CONTENTS
1.0 GENERAL INFORMATION

1.1 Project Directory
1.2 Project 24 Hour Telephone Directory
1.3 Report Distribution
2.0 EXECUTIVE SUMMARY

This should be a narrative report on the overall project completion status with highlights of areas
of importance.
3.0 DRAWINGS RECORD

3.1 Architectural As-Built Drawing Directory
3.2 MEP Drawings Directory
3.3 Interior Drawings Directory
3.4 Kitchen Drawings Directory
3.5 Laundry Drawings Directory
3.6 Elevator Drawings Directory
3.7 Landscape Drawings Directory
3.8 Signage Drawings Directory
This section should list all drawings received and handed over to the operating team, as well as
requested, but still outstanding drawings.
4.0 HANDOVER
4.1 BOH
4.2 Kitchen
4.3 Laundry
4.4 MEP
4.5 Elevators
4.6 Guest rooms
4.7 Public Areas
4.7.1 Lobby
4.7.2 Specialty Restaurant
4.7.3 Cafe Restaurant
4.7.4 Ballroom
4.7.5 Regency Club Lounge
4.8 Landscaping
4.9 Signage
4.10 FF&E
4.10.1 BOH


4.10.2 Kitchen
4.10.3 Laundry
4.10.4 Guest rooms
4.10.5 Public Areas
4.10.5.1 Cafe Restaurant
4.10.5.2 Specialty Restaurant
4.10.6 Operating Equipment
4.10.6.1 Silverware
4.10.6.2 Chinaware
4.10.6.3 Glassware
4.10.6.4 Linen
4.10.7 Uniforms
4.11 Graphics
4.12 Operating Supplies
4.12.1 Food
4.12.2 Beverages
4.12.3 Cleaning Supplies
4.12.4 Stationary
The above sections and subsections should be giving information of status of each area. Detailed
deficiency reports or inventories should be referred to and attached in the appendix of this report.
5.0 COST REPORT

This report should show final cost versus budget for all disciplines whenever possible. This will
be used for comparison purposes.
5.1 Construction
5.2 Interior
5.3 MEP
5.4 Elevators
5.5 FF&E
For FF&E costing, a detailed cost breakdown should be transmitted via the appropriate
data link. A hard cover copy of actual cost versus budget should follow the format shown
in 5.5.2.


Date Issued: May 1, 1990

Hotel Keys: Hotel Bays:
A. FURNITURE & FURNISHINGS US$ 000s
1. Guest Rooms, Apartments & Corridors
2. Suites
3. Public Areas
4. Artwork - Public Areas
5. Interior Signage
Subtotal Interiors US$ 0
B. MAJOR EQUIPMENT
1. Kitchens & Bars
2. Laundry
Subtotal Kitchens & Laundry US$ 0
C. OPERATING EQUIPMENT
1. Silverware
2. Chinaware
3. Glassware
4. Linen
5. Uniforms
Subtotal Operating Equipment US$ 0
D. SPECIAL HOTEL EQUIPMENT
1. Hotel Management Systems
2. Office Equipment
3. Material Handling Trucks
4. Cleaning Equipment
5. Shelving & Lockers
6. Vehicles
7. Dining Room Wagons
8. Banquet Equipment


9. Recreational Equipment
10. Guestroom Equipment and Accessories
Subtotal Special Hotel Equipment US$ 0
E. AUXILIARY EQUIPMENT
1. Kitchen and Steward Utensils
2. Dining Room Accessories
3. Engineering Tools And Equipment
4. Housekeeping Utensils
5. Miscellaneous Equipment
Subtotal Auxiliary Equipment US$ 0
Subtotal 0
TOTAL FF&E BUDGET US$ 0
Cost Per Bay ( bays)
Cost Per Key ( keys)
6.0 OPERATING TEAM ACTIVITIES

This can be in a narrative of activities taken place during the soft opening period and should
show action planned leading to the Grand Opening.
7.0 MATERIAL MANAGEMENT

This section should give information on all major sources of FF&E for future procurement of
replacements. This could be arranged in form of a directory.
8.0 PROJECT CRITIQUE

8.1 BOH
8.2 Kitchen
8.3 Laundry
8.4 MEP
8.5 Public Areas
8.6 FF&E
8.7 HITS
8.8 Operating Team
This section should give a professional critique of all areas including FF&E related subjects to
enable HITS to improve its services. This may include a wish list from the operating team for
future improvements of the hotel.


9.0 PHOTOGRAPHIC RECORD

Should give a comprehensive record of millwork details, interior finishes, exterior finishes, etc.
Will assist in improvements in future projects.
10.0 APPENDIX
This section may be in several volumes containing the following:
10.1 Handover Punch list
10.2 Equipment Manuals, Specifications, etc.
10.3 Inventories FF&E
10.4 Inventories Operating Equipment
10.5 Copies of all Licenses Received
10.6 Deficiency Repair Schedule
10.7 Meeting Minutes of Project Meetings
10.8 General Information/Memorandums
GENERAL NOTE
The Project Managers monthly report should be presented in a bound folder and must be
identified on its cover to its origin. The distribution of the report varies, but may include:
Hyatt International Technical Services
Area Vice President/Specialist Office
Area/Regional Director
General Manager


SECTION 6 - DEVELOPMENT
Table of Contents
6.1. DEVELOPMENT ........................................................................................................................1

6.2. CONSULTANTS DOCUMENTATION/APPROVALS ........................................................................1
Drawings.................................................................................................................................1
Drawing Register ....................................................................................................................2
Interior Renderings and Sample Color Boards.......................................................................2
Uniform/Graphics/Signage Presentations...............................................................................2
Transmittals ............................................................................................................................2
Hyatt International Drawings .................................................................................................2
Architectural/Interior Models .................................................................................................2
Architectural Renderings ........................................................................................................3
6.3. LOCAL CODES, CUSTOMS, AND INFRASTRUCTURE ..................................................................3
Site Survey..............................................................................................................................3
6.4. DEVIATIONS .............................................................................................................................4
6.5. DRAWINGS REVIEW/COORDINATION .......................................................................................6
General and Site Related Plans...............................................................................................6
Architectural Drawings...........................................................................................................6
Architectural Schedules ..........................................................................................................7
Architectural Graphic and Signage Package ..........................................................................7
Uniform Design Package ........................................................................................................7
Landscaping ............................................................................................................................7
Kitchens ..................................................................................................................................7
Laundry...................................................................................................................................8
Acoustic ..................................................................................................................................8
Lighting...................................................................................................................................8
Interior Designer.....................................................................................................................8
Structural Drawings ................................................................................................................8
Mechanical Drawings .............................................................................................................9
Electrical Drawings ................................................................................................................9
Project Completion Schedules: (All Disciplines) ...................................................................9
6.6. SUPPLEMENTARY EQUIPMENT AND SPARE PARTS ...................................................................9
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6.1. Development
Hyatt Internationals Design Standards and Criteria have been developed using tried and
approved industry practices in conjunction with modern methods of design and construction
specific to the requirements of todays hotel environment.
In formulating these Standards and Criteria, the following philosophies were considered:
1. To embody local community pride, its spirit, and the people, while maintaining harmony
with the existing architectural environment and the specific site context.
2. To create a hotel environment that will meet todays immediate needs and those for years
to come.
3. To economically answer the investors first cost and to satisfy Hyatt Internationals
competitive business posture.
4. To design hotels economically and efficiently, incorporating the most up to date
technology in the industry, and maximizing the usable space.
Thus, Hyatt Internationals philosophy of studying, designing, and building each new hotel in a
custom-tailored fashion will be reinforced by the above criteria. Our philosophy will help ensure
that each project is complementary to its surroundings, is an enhancement to its location, and is a
reinforcement to the image of Hyatt International.
These standards should not be regarded as specifications of scope-limiting documents. These
standards are intended to assist the Consultants in developing a hotel design that is documented
via drawings and specifications necessary to secure a quality building product. The consultants
must take into account codes, infrastructure, climate, culture, and other factors applicable to the
particular project and meet or exceed the minimum design standards and criteria as tabled in
these specifications.
6.2. Consultants Documentation/Approvals

The consultants have the sole responsibility of conforming to all applicable codes and shall
inform Hyatt International Corporation in writing of any conflict between applicable codes and
our Design Standards and Criteria.
It must be the responsibility of each consultant to submit to Hyatt International all
documentation for review and qualified approval requested, with the exception of structural and
civil engineering documentation, throughout the duration of the project.
Drawings
All drawings submitted to Hyatt International shall be accompanied by a transmittal note and
shall be clearly identified with reference information including the following:
Name and address of hotel project
Name and address of consultant(s)
Date of original drawing
03/06/92 6-1 06criter.doc


Scale
Drawn by whom
Checked/approved by whom
Drawing number, indicating drawing type, i.e. architectural, electrical and revision
reference number, where applicable
Revision number with date and description of revision in block and table form
Issue record of drawing to any party including date and name of party issued
Drawing Register
Throughout the duration of the project, each consultant shall submit to Hyatt International
updated drawing registers for all drawings prepared by them for the project.
Interior Renderings and Sample Color Boards

In addition to the architectural renderings, interior renderings and sample color boards of
similarly high quality shall be required to accurately represent the interior design concepts for all
public areas and guest rooms of the hotel project.
Uniform/Graphics/Signage Presentations
All consultants will have to forward to Hyatt International design sketches, samples, color and
material specifications for design approval. A final finished sample presentation has to take place
prior to final acceptance of these disciplines.
Transmittals
All documentation submitted to Hyatt International shall be accompanied by a transmittal note
nominating the reason for submission, and when submitted for reviews and/or approval by Hyatt
International shall stipulate what information is to be reviewed and/or approved.
Hyatt International Drawings

All drawings prepared and issued by Hyatt International are not produced for Construction
purposes. They are intended and are to be used only to inform those concerned as to Hyatt
Internationals Standards and Operational requirements. No other use may be made of such
drawings without prior written consent of Hyatt International.
Architectural/Interior Models
Models shall be required for all new Hyatt International hotel projects for the purpose of:
1. Design evaluation (both exterior and interior)
2. Presentation for sales and marketing purposes
The type, scale and resolution of detail of the model(s) shall be agreed upon between the Owner,
consultants, and Hyatt International.
03/06/92 6-2 06criter.doc


Architectural Renderings
In conjunction with the model(s), colored architectural renderings of high standard and quality,
suited for reproduction, shall be required. The renderings shall authentically depict the external
elevations of the hotel project.
6.3. Local Codes, Customs, And Infrastructure

The complete understanding by the Architect of the historic, cultural, and present environment is
the essential ingredient for successful building design. The architect should strive for the
creation of a building form in which the proper identity of the hotel is evident.
Interior design forms an extension of the buildings architecture, working in concert with its
finishes, materials and coloration. To the layman, there is no visual distinguishing sequence of
when the Architect completed his work and the Interior Designer commenced his. In order to
achieve such integrated design, the interior designer shall become involved in the design process
at the schematic architectural phase, hence the beginning of a dialogue between the two
disciplines. Local culture and heritage shall be the general rule to observe by both. The
Designers shall, in addition to Hyatt Internationals local environmental and cultural appraisal,
research in depth local history, customs, traditional building methods and designs, arts and
crafts, etc., for the particular region.
Site Survey
Architectural and Interior Design consultants are to undertake a comprehensive site survey
related to the local cultural religious and other issues and to address these findings in detail prior
to the kick-off meeting.
The Architect shall take into consideration Hyatt Internationals Infrastructure Survey, but also
should ensure compliance to all disciplines to local governmental code requirements. This
includes:
Potable Water Service
Sewage Disposal
District Steam and Hot Water Service
Electricity Supply
Gas Service
Boiler/Generator Codes
Climatological Data
Telephone and TV Services
Municipal Services provided such as:
Fire Protection
Sanitation Services
Police Protection
Hospital Services
03/06/92 6-3 06criter.doc


All other local requirements which bear consequences on a design or operational point of view
need to be investigated and made part of the overall design strategy.
Hyatt International will continue to strive in providing all guests with maximum comfort and
highest possible standards in all categories of service. This endeavor can be regarded as
successful when guests of all origins are being conveyed the feeling of elegance, culture of the
destination and harmony, coupled with a sense of comfort and functionality.
6.4. Deviations
Both Hyatt Internationals Project Manager and the Owners Project Manager should thoroughly
familiarize themselves with the contents of each volume of Design Standards and Criteria. Each
volume should be cross referenced in applicable sections, and although each volume may be
issued at various stages of the project, all consultants, Owners Project Manager, and Hyatt
Internationals Project Manager should regard the total volumes as a single document.
In essence, the volumes will give a very detailed insight into the requirements necessary to
comply with, and to achieve, a standard of hotel that is acceptable to Hyatt International
It is therefore the sole responsibility of the Design Team, through the Owners Project Manager,
to ensure that any deviations from these volumes are noted to Hyatt International for acceptance
prior to their instigation. It will be the responsibility of Hyatt Internationals Project Manager to
closely monitor and ensure that this procedure takes place.
03/06/92 6-4 06criter.doc


Attached is the table of contents of the Design Standards and Criteria Volumes available.
DESIGN STANDARDS AND CRITERIA

TABLE OF CONTENTS
VOLUME I VOLUME IV
Introduction Introduction
Table of Contents Table of Contents
Design Statement Back of House Design Guidelines
Lighting Design Statement Millwork Design Guidelines
Landscape Design Statement Project Completion
Fitness Center Design Statement MEP Handover Procedures
Area Program
Infrastructure Survey VOLUME V
Scope Of Work For Consultants
Introduction
VOLUME II Table of Contents
Definition of Limitation of FF&E Scope
Introduction Definition of Limitation of Millwork Scope
Table of Contents Project Management
Hotel Operation Surveys Tendering & Purchasing Procedures for FF&E
Guest room Design Criteria
Food & Beverage Operating Concepts VOLUME VI
Kitchen/Pantry/Bar Design Criteria
Kitchen/Pantry Bar Design Guidelines Introduction
Laundry/Valet Design Criteria Table of Contents
Handicapped Facilities Mechanical Standards
Acoustic Standards Electrical Standards
Movable Partition Standards Plumbing Standards
Building Material Standards
VOLUME VII
VOLUME III
Introduction
Introduction Table of Contents
Table of Contents MEP Schedule of Services
Space Design Requirements MEP Design Guidelines
Hardware Specifications Elevators and Escalators
Supplementary Equipment List
03/06/92 6-5 06criter.doc


6.5. Drawings Review/Coordination

The Project Architect and Owners Project Manager are responsible for timely submittals of
specifications and drawings for Hyatt International Project Architects review, comment, and
approval. It will be the Project Architects responsibility to ensure that all changes effecting other
disciplines in the project are coordinated, and the appropriate changes on drawings are made.
The Hyatt International Project Manager should assist the Hyatt International Project Architect
in coordination of the various drawing reviews and their implementation in the various phases. A
listing of drawings needed for review by Hyatt International Project Architect is as follows:
General and Site Related Plans

Land Survey Plan
Record of Soil Test Boring
Topographic Survey
Site Plan
Setting Out Plan
Key Plan
Architectural Drawings
Title Sheet (Table of contents schedule of material indications, schedule of notations
and symbols, list of abbreviations)
Site Plans (Area location map, demolition plan, excavation plan, utilities plan,
grading plan, landscaping plan)
Floor Plans (Sub-basement plan, basement plan, first floor plan including adjacent
site, upper floor plans)
Schedules (Door, room finish, hardware, special equipment)
Roof Plan
Elevations (Exterior and Interior)
Sections
Details, or Example: Floor Plans
Small Scale Floor Plans (1:200)
Large Scale Floor Plans (1:50)
Reflected Ceiling Plans (1:200)
Exterior Elevations (1:200)
Interior Elevations (1:50)
Building & Wall Sections (1:200)
Exterior & Interior Details (1:20)
03/06/92 6-6 06criter.doc


Architectural Schedules
Partitions
Room Finish
Stair Finish
Louver
Lintel
Glazing
Door
Hardware
Door Detail
Wood Door Detail, etc.
Architectural Graphic and Signage Package

Specifications
Directory Sign Location
Details
Schedules
Uniform Design Package

Sketches
Material Samples
Details
Schedules
Landscaping
Setting Out Plans
Grading & Drainage Plans
Planting Plans
Interior Planting Plans
Irrigation Plans
Planting Details
Interior Planter Sections
Electrical Layout Plans
Details
Kitchens
Equipment Layout Plans
Setting Out Plans
Plumbing Layout Plans
Equipment Elevations and Sections
03/06/92 6-7 06criter.doc


Equipment Specifications and Cut Sheets

Details
MEP Rough-In Plans
Custom Equipment Shop Drawings
Laundry
Equipment Layout Plans
Setting Out Plans
Plumbing Layout Plans
Equipment Elevations and Sections
Details
MEP Rough-In Plans
Custom Equipment Shop Drawings
Acoustic
Specifications and Reports
Lighting
Setting Out Plans
Dimmer Circuitry
Details
Interior Designer
FF&E Layout Plans
Elevations and Sections
Millwork Details and Operational Furniture Details (i.e. armoire)
Detailed Material Specifications
Illustrations and/or pictures
Sample Board
Structural Drawings
Foundation Plan, Piling Plan
Floor Plan
Roof Plan
Structural Sections
Schedules (Footing, Beam Joist, Column, Lintel)
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Mechanical Drawings
Mechanical Site Plan
Plumbing Plan
Plumbing Details
Plumbing Schedules, Plumbing Fixtures
Stack Diagrams
Heating, Ventilating and Air Conditioning Plans
HVAC Details
HVAC Schedules
Electrical Drawings
Electrical Site Plan
Electrical Plans Power Plans, Lighting Plans
Electrical Details
Electrical Schedules, Lighting Fixtures
Electrical Layout Plans, for Example:
Fire Alarm System
MATV System
Telephone Cabling
Security System
Computer Cabling
Elevators
Project Completion Schedules: (All Disciplines)

Construction
Handover
Interior Design Works
Mechanical/Electrical
FF&E (Kitchen, Laundry, Computer and Operating Equipment)
Staffing
6.6. Supplementary Equipment And Spare Parts

Hyatt International specifies details of required supplementary equipment and spare parts in
Volume VI and VII of the Design Standards and Criteria. An excerpt of these listings is attached
in the Appendix, Volume II of this manual for reference.
During the early stages of the project an estimated budget will have been established for all spare
parts between the Owner/Developer and Hyatt International.
The Hyatt International Project Manager will have to arrange a meeting with the Owners Project
Manager and Hyatt Internationals Director of Engineering - Area, to finalize details of all
equipment spare parts and supplementary equipment with regards to necessity and quantities
03/06/92 6-9 06criter.doc


required, according to local conditions and within the original estimated spare parts budget
framework. Having selected all items and quantities necessary within the limits of the budget,
the proposal should receive the approval of the Owner/Developer and the VP - Technical
Services of Hyatt International. Storage needs for such equipment will have to be addressed to
ensure proper handling and control of such items. Storage needs not be covered by the
Engineering Design Standards and Criteria such as carpet, upholstery, wallpaper storage must
also be considered.
The following section gives an overall requirement for MEP services space requirements.
Equipment Space Requirement
for up to300 rms. each addnl 100 rms.
m m
Air-conditioning
machines 60 10
pumps 20 5
Air handling Units, Fans 360 20
Boiler Plant
Boilers and ancillaries 60 10
Calorifiers 30 5
Electricity
Transformers 40 5
Distribution panels 25 2
Emergency power 20 2
Domestic water system
Filters, softeners 60 5
Administrative
Stores 60 5
Offices 80 -
Shops 120 20
Control centers 20
Service ducts (for each two guest rooms)
with primary air supply vertical 0.60 x 1.20 m
distribution
with primary air supply horizontal 0.60 x 0.80 m
distribution
w/o primary air supply 0.06 x 0.80 m
Notes:
1. Subject to choice of equipment (instant vs. storage).
2. Depending requirements of local power authority.
3. Guest room service ducts to be installed between back-to-back bathrooms.
4. Provisions to be made in corridors to accommodate ducts over false ceiling.
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Locations for the installation of major MEP equipment should be selected on the basis of a
centralized plant configuration.
Provisions are to be made in the installation of any major MEP equipment for future accessibility
to such equipment for the purposes of replacement without major demolition work to the
building structure. Ideally, a machine shaft should be constructed for convenient access to
boilers, air-conditioning machines and, if installed, storage calorifiers.
Great care is also to be taken to provide sufficient room to either or both sides of the equipment,
following manufacturers recommendations, for servicing of the equipment, e.g. brush cleaning
of fire tubes in boilers or condenser tubes of air-conditioning machines.
All layout drawings will be reviewed and are subject to approval by Hyatt Internationals
Technical Services Department.
Every piece of MEP equipment will be supplied with a complete set of manufacturers
recommended spare parts, with the scope of delivery contingent upon local conditions of
availability of such spares, but in no case less than required to cover a period of 2 years after
expiration of the contractual warranty period.
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SECTION 7 - CONSTRUCTION
Table of Contents
7.1. INTRODUCTION ........................................................................................................................1
7.2. PRELIMINARIES/MOBILIZATION ...............................................................................................1
Site Survey and Pegging .........................................................................................................1
Site Clearing ...........................................................................................................................1
Erection of Hoarding ..............................................................................................................1
Site Office Construction .........................................................................................................1
Temporary Services Connections ...........................................................................................2
Access Roads ..........................................................................................................................2
Erection of Site Signage .........................................................................................................2
Ground Breaking Ceremony...................................................................................................2
Review of Bid Documents......................................................................................................2
Evaluation and Awarding of Tenders/Contracts.....................................................................2
Mobilization of Contractor .....................................................................................................2
Site Surveying and Layout......................................................................................................2
Site Grading ............................................................................................................................3
7.3. SUBSTRUCTURE .......................................................................................................................3
Excavation ..............................................................................................................................3
Service Connections ...............................................................................................................3
Foundations.............................................................................................................................3
Basement Construction ...........................................................................................................3
7.4. MOCK UP ROOM ......................................................................................................................4
Purpose ...................................................................................................................................4
Construction............................................................................................................................4
Inspection and Approval.........................................................................................................9
Punch List .............................................................................................................................10
Prototype Room ....................................................................................................................10
7.5. SUPERSTRUCTURE ..................................................................................................................11
Review of Bid Documents....................................................................................................11
Evaluation and Awarding of Tenders/Contracts...................................................................11
Mobilization of Contractor ...................................................................................................11
Main Contractors Construction Schedule.............................................................................11
Site Inspection/Dimension Check.........................................................................................11
Elevator Shafts......................................................................................................................11
Floor Slabs ............................................................................................................................11
External Walls ......................................................................................................................12
Roof ......................................................................................................................................12
Masonry Work ......................................................................................................................12
Topping Out Ceremony ........................................................................................................12
Exterior Signage ...................................................................................................................12
7.6. INTERIORS..............................................................................................................................12
Evaluation and Awarding of Tenders/Contracts...................................................................12
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Table of Contents
Internal Partitions..................................................................................................................13
Plaster Work/Floor Screeding...............................................................................................13
Ceiling, Wall and Floor Finishes ..........................................................................................13
Interior Material Sample Review..........................................................................................13
MEP Rough-ins and Equipment Installations.......................................................................13
Low Voltage System Installations ........................................................................................13
Elevator Installation..............................................................................................................14
Installation and Protection of Fixtures/Fittings ....................................................................14
Millwork/Carpentry ..............................................................................................................15
Soundproofing/Acoustics .....................................................................................................15
Interior Decoration................................................................................................................16
Occupation Permits Applications .........................................................................................16
Hardware/Keying Schedule ..................................................................................................16
MEP Completion, Testing, Commissioning .........................................................................16
Installation of Kitchen/Laundry Equipment .........................................................................16
Moveable Partitions ..............................................................................................................17
Handicapped Facilities..........................................................................................................17
Coordination and Updating of Documentation.....................................................................17
Ongoing Spot Checks ...........................................................................................................17
Spot Checks Against Documentation ...................................................................................18
Preparation of Punch Lists....................................................................................................18
Review Documentation.........................................................................................................18
Vertical Service Shafts and Riser Inspection........................................................................19
Coordination of Built-in Fittings Documentation.................................................................19
7.7. MEP ......................................................................................................................................19
Drainage................................................................................................................................19
Water Proofing......................................................................................................................20
Conduits and Service Connections .......................................................................................20
Boiler Flue/Chimney ............................................................................................................20
Equipment Installation/Storage ............................................................................................20
Pressure Testing of Wet Services .........................................................................................21
Documentation Coordination................................................................................................21
Commissioning/Hand over/Training ....................................................................................21
Contractors Hand over Documentation ................................................................................21
7.8. LANDSCAPING DEMOBILIZATION ...........................................................................................22
Evaluation and awarding of Tenders/Contracts....................................................................22
Coordination of Documentation ...........................................................................................22
Site Demolition .....................................................................................................................22
Hand over..............................................................................................................................22
02/17/95 ii 07constr.doc

7.1. Introduction
The Hyatt International Project Managers responsibilities are clearly defined in the job
description as shown in an earlier section of this manual. To ensure better understanding of the
various construction related activities, and to highlight the Project Managers specific duties, this
section will endeavor to explain these duties and their relationship to other ongoing activities.
There are many other activities happening on site during a construction project which are not
explained in this section. Due to their specific nature, the Hyatt International Project Manager
will not get involved in these activities, i.e., structural related, surveying, etc. Hyatt International
Project Managers responsibilities related to the construction, are mainly liaison, quality control
and review of documentation to ensure all disciplines follow the agreed specifications.
It will be essential for the Hyatt International Project Manager to be aware of all contractual
terms/specifications, and to ensure that the corporate office will be kept informed of progress on
site and compliance to the agreed terms.
The following sections will briefly explain all major subjects, and should be used as a guideline.
The activities have been separated in the following main headings:
Preliminaries / Mobilization
Substructure
Mockup Room
Superstructure
Interior
MEP
Landscaping / Demobilization
7.2. Preliminaries/Mobilization
Site Survey and Pegging
Usually performed by a professional land surveyor. This will identify topographic boundaries of
the construction site and indicate access to site, hoarding requirements and excavation
boundaries.
Site Clearing
Involves identification of items to be removed, preserved or additionally required on site. If trees
or monuments need to be preserved, or existing buildings removed, this will be decided after the
site survey has been completed. Usually a specialist contractor will perform this work.
Erection of Hoarding
Having surveyed and cleaned the site, the protective fence will be installed, including road
access gate, employees entrance, and usually a security office. Protection for sidewalk traffic
from falling objects may also be necessary.
Site Office Construction
Construction of the site office and the erection of fencing usually takes place simultaneously.
Care should be taken to ensure good access to roads, parking facilities and the provision of
02/17/95 71 07constr.doc

sufficient office space for the design team and contractors. The Hyatt International Project
Managers office should be located in the site office.
Temporary Services Connections
A request should be made to local utilities for temporary connections to the following services.
Electric power
Water supply
Sewage/waste water
Telephone/telex
Consideration should be given to load requirements for the power supply. Construction site
waste removal should also be considered.
Access Roads
Applications should be made to the local authorities for use of access roads and/or traffic
restrictions to the surrounding roads. Heavy equipment access, parking and site traffic by trucks,
etc. should be considered. Traffic and access road integration after project completion into the
local traffic system, must also be reviewed.
Erection of Site Signage
After completion of hoarding and site office, the site sign should be installed. Details and
graphic standards related can be found in the appropriate section of this manual.
Ground Breaking Ceremony
Review plans of owner/developer for this event, since local customs vary in every country.
Inform Area Director/Vice President and the corporate office on all planned activities for
participation and/or public relation purposes.
Review of Bid Documents
Ensure continuity of documents and inclusion of all architectural specifications and drawings.
Check for completeness of all necessary forms and documents for comparison purposes. Check
on completeness of all reproduced sets of bid documents for the various tenders. This will
require full support of the corporate service department.
Evaluation and Awarding of Tenders/Contracts
Review bid data on the appropriate format and ensure compliance with all specifications.
Compare cost data of the various submittals on the appropriate format and against budgets.
Review and compare special conditions included in the various submittals for cost/time/penalty
related data. Verify the qualifications of proposed subcontractors on tender documents.
Mobilization of Contractor
Review compliance with construction schedule, coordination of office requirements, use of
equipment and temporary services, transportation and accommodation.
Site Surveying and Layout
Performed by a specialist, this will determine exact location of levels, excavation, dimensions,
grading, etc.
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The construction site will be laid out according to the architectural drawings and site preparation
before the excavations may start. Service connections and service runs will be determined.
Site Grading
Following the layout of the site, grading work will take place to level the side, provide filling
where necessary, prepare road access for excavating equipment and trucks, and remove
unwanted objects.
7.3. Substructure
Excavation
Review schedule and equipment requirements. Consider access of heavy machinery, trucks for
removal of excavated materials, shoring of excavation site, water removal. Verify local
requirements for site safety and maintenance of access roads. Consider weather conditions and
illumination requirements for site.
Service Connections
Review city connections for:
Power supply
Water supply
Sewage and waste water
Gas supply
Telephone connection
Cable TV
Satellite communications
All cable and pipe runs must be accurately documented, pipes and conduits marked, and all local
main and sub-isolating devices clearly identified on the surface.
Foundations
Review methods used for:
Under pinning (if applicable)
Water removal
Waterproofing
Check waterproofing for damages. Verify type of foundation.
Pile foundation
Caisson foundation
Spread foot foundation
Spot check on work in progress.
Basement Construction
Check on provisions for slab recesses, pipe sleeves, conduits or cable trays. Verify waterproofing
effectiveness. Verify heavy equipment vibration pad provisions. Check on incoming services,
connection provisions. Review access path for heavy equipment.
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7.4. Mock Up Room

Purpose
In order to finalize and approve design schemes for guest rooms and guest room corridors, it
shall be necessary to have constructed a full scale mockup of two typical guest rooms, a King
and a Twin or Double/Double Room, and a section of a typical guest room corridor.
The mockup room is normally constructed on site, although in some circumstances it will be
constructed in an off-site location. The mockup room will represent a typical guest bedroom and
will also include an area immediately adjacent to the room which represents a section of a guest
room corridor. In order to give a true representation, the mockup room must be soundly
constructed and finished to the same standard and degree which will be utilized in the completed
hotel. The uses and necessity of the mockup room are many and vital.
Following the Architects, Interior Designers, and other consultants documentation, the
Contractor will build the room. This will give a visual representation of the final product in
terms of size, scale, shape, color finishes and ambiance. Once such an area has been constructed,
all parties, but predominantly the Owner, Architect, Operator and Interior Designer can review
the area and, if necessary, make comments about any details which are not as they should be.
These comments may include, finishes, colors, scale and selection of FF&E items, operational
requirements, maintenance difficulties, etc. It is unusual for the physical size of the mockup
room to be changed at this point, as this is normally determined by the area program, which has
already received approval from both the Owner and the Operator.
Construction
The mockup of a typical room shall be built and finished in accordance with the approved Phase
II documentation and color boards. It should accurately represent a finished room and should
include the following:
All architectural features as approved
All interior FF&E
All interior fixed decorative items
Operational and approved electrical and lighting circuits, including connection to
bedside control system
All hotel operating equipment
All guest room supplies, graphic elements and signage
All guest room/bathroom amenities
Any other items which the consultants intend TO INCLUDE in final guest rooms
In order to gain a true representation of a mockup room, it should be constructed in such a
manner that the internal materials/finishes will be true to the finished hotel room. i.e., if the
finished hotel room has three gyprock walls and one brick wall, then the mockup room should be
constructed in an identical manner, or if the finished hotel room is to have a vaulted ceiling, then
again, the mockup room should encompass this detail. The same should apply to all other details
and items within the mockup room, including carpet, wall finishes, level of lighting, sanitary
fixtures, millwork details, etc. Indeed, prior to the inspection of the room for approval by Hyatt
International, the room should contain all operating equipment items such as towels, glassware,
02/17/95 74 07constr.doc

artwork, etc., which although not finally selected, will represent a finished hotel room. The mock
up room should also include all amenities such as soap, shampoo, toothbrush, etc., as well as
graphic materials such as compendium folder, note pad, room rate notice, fire escape plan, etc.
These items may be requested from the nearest Hyatt hotel, since operating equipment, graphic
designs and supplies may not be finalized for the new project at this stage and need to be
returned thereafter.
In addition to the mockup room described, an alternate room shall be required to allow the
interior designer to present alternate furniture, furnishings, finishes, fabrics and color schemes.
In all other respects, it shall be identical in layout to the mockup room. In some cases, this
alternate room may be a double double room or Regency Club room to have some comparison to
the typical mockup.
To assist in portraying the length of a finished corridor, a dummy wall, including guest room
door, service shaft access panels, etc., shall be built opposite the mockup room and alternate
room with a mirror at one end wall. Like the mockup room, it should accurately represent a
finished guest room corridor and include all items necessary to achieve this, including lighting,
artwork, room numbers, etc.
It should be noted here that HIs Project Manager is to take a very active role in the guidance and
coordination of the mockup room in preparation for review. It is part of his/her responsibility, in
coordination with the Interior Designer, to ensure the room is ready and fully prepared for
review by corporate executives of Hyatt International. He/she must take responsibility to acquire
all the guest supplies and amenities from another Hyatt International hotel.
If in an off site situation, the mock up room, alternate room and corridor section will be kept
until a prototype room has been completed on site. If the mockup was constructed on site in the
guest room area, it may be converted to the prototype room thereafter.
It should be clarified here that the mockup room built is to represent the typical guest room or in
the case where, owing to the shape of the building there are many varieties of rooms, then the
room that has the majority of numbers can be considered the most typical. In the event of a resort
where there may be both tower and villa/chalet configurations, both of substantial numbers and
quite different from one another, then both should be reproduced.
Attached is a checklist for operating equipment and supplies needed for the mock up room
presentation.
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HYATT REGENCY XYZ

LIST OF HOTEL EQUIPMENT AND SUPPLIES REQUIRED FOR MOCKUP ROOM
STANDARD TWIN AND KING ROOMS INSPECTION.
1.0 OPERATING EQUIPMENT
QUANTITY
DOUBLE KING
1.1 Glassware
bathroom tumbler 10 oz 2 2
mini bar rock glass 8 oz 2 2
mini bar all purpose stem glass 8oz 2 2
ashtrays (Interior Designer to specify) 3 3
1.2 Linen
mattress pads, 5050 quilted 2 1
pillow protection covers 5 3
nylon area rug for bathroom (all specified by Interior 1 1
Designer)
bath mat 100% terry cotton 55x91cm 1 1
bath towel 100% terry cotton 66x137cm 2 2
hand towel 100% terry cotton 40x81cm 3 3
wash cloth 100% terry cotton 33x33cm 3 3
bathrobes, one size sleeves 100% terry with belt, no log 2 2
dust ruffle for box spring (as per interior design) 2 1
bedspread as per interior design to fit bed size 78x80 1
(200cm x 203cm)
bedspread as per interior design to fit bed size (43x80) 2
(109cm x 203cm)
blankets, 100% acrylic with nylon binding to fit bed size 1
78 x 80 (200cm x 203cm)
blankets, 100% acrylic with nylon binding to fit bed size 2
(43x 80) (109 x 203cm)
continental quilt, 20cm cross channel quilting, 100% duck 2 1
down, drop from crown of bed to be 26 cm on three sides
Duvet cover/quilt insert 100% cotton size to be 50 mm 2 1
larger then quilt with Velcro fastener on opening
twin size sheet 50% cotton, 50% poly for bed size (43x 2
80) (109cm x 203cm)
king size bed sheet 50% cotton 50% polyester for bed size 1
78x 80 (200cm x 203cm)
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2.0 SPECIAL HOTEL EQUIPMENT

QUANTITY
DOUBLE KING
2.1 Accessories
color TV with remote control, located on night table 20 1 1
(51cm) screen
mini bar (absorption) unit, shelf in interior and on door, 1 1
door hinge adaptable to either side
minisafe, location in closet or armoire 1 1
hair dryer, located in drawer as per interior design 1 1
3.0 AUXILIARY EQUIPMENT
3.1 Housekeeping
velour covered hanger for ladies 4 4
hangers, mens suit hanger, wood with crossbar 6 6
hangers, womens combination, no crossbar, two hooks 4 4
flower vase, small bathroom as per interior designer, single 1 1
flower or small bunch
bathroom linen hamper for soiled towels(as per interior 1 1
design)
candle holder top drawer for emergency use 1 1
fire exit plan, framed on inside of room door if local law 1 1
requires
flower vase for desk (as per interior design) 1 1
valet stand, in wood (as specified by interior designer) 1 1
3.2 Miscellaneous
mini bar bottle opener/corkscrew 1 1
ice bucket 1 1
tray for above 1 1
guest room wastepaper basket 1 1
bathroom wastepaper basket (as specified by Interior 1 1
Designer)
bathroom scale 1 1
soap dishes (as per Interior Designer) 1 1
basket/container for bathroom supplies 1 1
paper tissue (Kleenex) container (as per Interior Designer) 1 1
extension magnifying mirror with light expandable, 1 1
adjustable
planter with plant (bedroom) located on floor or 1 1
desk/armoire as specified by Interior Designer
02/17/95 77 07constr.doc

4.0 GUEST ROOM SUPPLIES

(Substitutes from other Hyatt hotels to be used for mockup purposes provided by Hyatt)
QUANTITY
DOUBLE KING
4.1 Guest room
pens 2 2
book matches 4 4
memo pad (by telephone and on desk) 2 2
compendium, to contain: 1 1
stationery (sheets) 4 4
envelopes 5 5
air mail envelopes 2 2
postcards 1 1
hotel brochures 1 1
worldwide brochure 1 1
guest comment card 1 1
hotel services directory 1 1
room service menu 1 1
joggers map 1 1
telex/telegram/telefax form 1 1
bible 1 1
telephone booklet (next to phone) 1 1
stirrers for minibar 3 3
coasters for minibar 4 4
minibar list in folder 1 1
TV program and holder/stand 1 1
4.2 Guest room Closet
laundry list/valet list 2 2
laundry/valet bag 2 2
shoe mitt/please clean shoe bag/basket 1 1
lint mitt 1 1
clothes brush 1 1
shoe tree 1 pair 1
laundry/valet list holder 1 1
4.3 Guest room Bathroom
soaps (30gm) including container 2 2
soaps (50gm) including container 1 1
mini containers 11 oz. shampoo, conditioner, body lotion, 1 each 1 each
bath foam, shoe polish, shave foam, after shave lotion,
suntan oil
sewing kit 1 1
disposable razor 1 1
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QUANTITY
DOUBLE KING
shower cap 1 1
shoe horn 1 1
nail file 1 1
disposable tooth brush 1 1
sanitary bags with cord closures 2 2
tissue box to fit box cover 1 1
toilet paper rolls 2 2
4.4 Doorknob Accessories
please do not disturb hanger (if not telephone activated) 1 1
breakfast doorknob menu 1 1
make up my room hanger 1 1
(Section 4 above represents part of Graphic Designer scope of work)
5.0 BALCONY ACCESSORIES (IF APPLICABLE)
5.1 Miscellaneous
plant with planter 1 1
hammock 1 1
tables (as per Interior Designer) 1 1
chairs (as per Interior Designer) 2 2
floor mat (as per Interior Designer) 1 1
flower bowl (as per Interior Designer) 1 1
candle holder (as per Interior Designer) 1 1
Inspection and Approval
The inspection and approval of the mockup room takes place once all the criteria have been met.
During this review and approval, architectural details and interior finishes will be reviewed and
commented upon. This exercise is normally carried out by at least two representatives from
Hyatt International. Depending on the level of acceptance at this stage, it may or may not be
necessary to reconstruct a further mockup room. Should it be so deemed that a further mockup
room needs to be constructed then the original process would be repeated. In circumstances,
where the level of acceptance is such that only minor details need to be reviewed, these changes
should be incorporated into the forthcoming prototype room and, upon completion, would be
reinspected and approved by Hyatt International.
Upon approval of the mockup room, the room would be securely locked and would be used as a
reference for construction of all other guest rooms. This, however, does not encompass the final
standards of quality to be employed throughout the guest rooms. This standard is reached
following the completion and acceptance of the prototype room, which is secondary to the
mockup room. It will be fine tuned to final colors and fabrics; the final standard of acceptable
workmanship is also fully connected to all MEP and HVAC services. This will allow final
review and approval of a prototype guest room as opposed to a mockup room which is used for
review and selection purposes only.
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The inspection of both mockup room and prototype room will result in the compilation of
detailed listings which, in the case of the mockup room, will contain all notes made by Hyatt
International of changes in detail, etc., that are to be made in all subsequent rooms, in order to
satisfy Hyatt Internationals requirements. Such changes may be major enough to warrant
another mockup room inspection or may be minor, in which case the Owners Project Manager
should ensure that they are incorporated into the prototype room.
Punch List
To clearly identify all of the required changes to be made to the mockup room, corridor or
alternate room, a detailed punch list is issued to the various design team members for follow-up
on their disciplines. This list is compiled by the designated Hyatt International Technical Service
personnel, usually comprised of Vice President, Project Architect, Director of Operational
Planning and Project Manager. The inspection will take place in each area to be reviewed
following guidelines as laid out in the pro forma mockup room review punch list.
Additional information deemed necessary but not listed in the format may be added by the
examination team.
This report will be issued to the Owners Project Manager. The Hyatt International Project
Manager may be asked to explain details further to the Design Team members.
Also, comments made by other Design Team members should be incorporated and reviewed.
The efforts of all parties will ensure a final product superior in the marketplace and strengthen
the posture of Hyatt International with the Owner.
The mock up room punch list should be accompanied by a photographic record of the room and
all major furniture pieces. Special conditions should be highlighted and all photos must be cross
referenced to the actual report.
Further photos may have to be taken by a professional photographer after approval of the mock
up room for public relation/marketing purposes. These photo sessions may have to be
coordinated by the Project Manager upon request.
Prototype Room
Once the mockup room has been approved and the construction of the actual rooms on site
commences, one room shall be designated as a prototype room.
The prototype room shall be constructed and finished in accordance to the approved mockup
room, incorporating all required changes as listed on the mock up room review punch list before
construction commences in any other guest room.
The purpose of the prototype room is to establish the standards of trade finishes and
workmanship, by which all other guest rooms shall follow.
The prototype room shall be approved by Hyatt International Technical Services prior to the
commencement of the finishing work in the remaining guest rooms.
The inspection of the prototype room will take into account approved details, and by reference to
the mockup room punch list, the work required on disapproved details. The list generated by this
inspection will allow further work to be carried out in order to bring the room to a finished level
02/17/95 710 07constr.doc


of acceptance. Once Hyatt Internationals level of acceptance has been achieved, the room
should be recorded photographically and locked, using a cylinder differing from the construction
cylinder keys, and will be held by Hyatt International and the Owners Project Manager.
During the finishing phase of guest rooms, reference will be made to the standards achieved in
the prototype room. All rooms presented for final approval to Hyatt International should be of
similar quality to the prototype room. If disputes to agreed level of quality arise, then a
reinspection of the securely locked prototype room will take place to resolve the issue.
Thus, the final punch list of the prototype room and following guest rooms should show approval
of all details and will form preliminary acceptance of guest rooms, subject to inherent and latent
defects.
7.5. Superstructure
Check on all necessary forms and documents for comparison purposes. Check on all reproduced
sets of bid documents for the various tenders.
Compare cost data of the various submittals on the appropriate format.
related data.
Verify the qualifications of proposed subcontractors on tender documents.
equipment and temporary services and transportation.
Main Contractors Construction Schedule
Review schedule for compliance with agreed contractual terms, hand over schedule and other
time related criteria.
Site Inspection/Dimension Check
Review of substructure and recheck of all dimensions related to construction of the
superstructure; will be performed by the structural consultant and the contractor.
Elevator Shafts
Verify dimensions of shafts and pits to be adequate for the intended service. The elevator pit
depth is in direct relationship to the elevator speed specified. Review service required to the
various levels, number of opening doors and direction of openings from shaft to floor level, i.e.,
one side both sides, etc.
Floor Slabs
Review all slab recess requirements, drain and conduit provisions, pipe sleeves and HVAC
opening requirements.
02/17/95 711 07constr.doc


External Walls
Review schedules and specifications for adherence to Hyatt International approved details
related to:
Cladding
Glazing
Curtain wall
Verify waterproofing/moisture proofing details and methods to be used. Check fire protection
method to be used for space between slab and curtain wall. Review window schedule in detail
for opening of fixed windows, locking or ventilation system and cleaning system to be used.
Roof
Review systems and provisions for cleaning gondolas, heliport, cooling tower, signage, pumps,
elevator rooms, etc. Check on drainage and waterproofing materials used, application method,
and provisions of vapor seals, sleeves and vents. Verify slope to drains to be a minimum of 2%,
flashing for equipment and food traffic protection.
Masonry Work
Perform spot checks on workmanship and compliance with documentation. Ensure materials
used are as per agreed specifications. Consider pipe sleeves and conduits.
Topping Out Ceremony
Review plans of owner/developer for this event, since local customs vary from country to
country. Inform Area Director/ Vice President and the Corporate Office on all planed activities
for participation and/or public relation purposes.
Exterior Signage
Review installation schedule and temporary services for the Hyatt rooftop signage. Airplane
warning lights should be included if the project is a high rise building. Consider damage
prevention methods for the sign by cranes or other contractors.
7.6. Interiors
Check for completeness of all necessary forms and documents for comparison purposes. Check
on completeness of all reproduced sets of bid documents for the various tenders.
Compare cost data of the various submittals on the appropriate format, and challenge pricing.
related data.
Verify the qualifications of proposed subcontractors on tender documents.
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equipment and temporary services and transportation.
Internal Partitions
Check on compliance with floor plans and specifications. Ensure all services are provided.
Where masonry walls are specified, ensure sleeves are provided for pipe/conduit runs. Check on
drywalls (gypsum) compliance for single or two-ply installation, as well as on installation of
insulation material as specified. Check all partitions are built slab to slab where specified.
Plaster Work/Floor Screeding
Check that plaster work finish is in compliance with final finishing, i.e., smooth walls, paint or
wallpaper. Check on waterproofing in all wet areas. Verify slope to drains and levels of screed to
accommodate marble, tiles, wood flooring or carpets. Ensure no services are placed below
screed.
Ceiling, Wall and Floor Finishes
Verify compliance with interior design specifications and approved material samples. Ensure
sufficient spare finishing materials are available for maintenance purposes. Ensure finished areas
are protected for damage by other contractors.
Interior Material Sample Review
Verify compliance of contractors with interior specifications and approved sample finishes.
Ensure proposed substitutes are approved by the appropriate design team members. Review
finishing materials for BOH areas and ensure their compliance with specifications, interior
designers color scheme and contractual documentation.
MEP Rough-ins and Equipment Installations
Check on site preparations and equipment foundations for heavy equipment. Ensure equipment
access route has been considered. Verify all necessary service connections. Check on
accessibility for maintenance purposes. Verify slab recesses have been incorporated for
refrigeration, kitchen, laundry and other areas and all sleeves and troughs are waterproofed.
Low Voltage System Installations
Telephones
Verify compatibility with local network
Ensure interfacing of system with main frame computer.
Verify switchboard for compliance with Hyatt International specifications.
Ensure telephone number last digits end with 1234.
Verify telephone instruments comply with specifications
Verify HIs telephone schedule for location and types and participate in the
restrictions programming
Fire Alarm System
Verify automation interfacing for:
* Equipment shutdown
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* Stairway pressurization
* Fire door control
* Elevator control
Check alarm functions.
Building Automation System
Verify system programming flexibility
Equipment interfacing
Control room location
Computer
Verify hardware compatibility to the Maxial system.
Review software installation schedule and contractual details.
Review interface specifications to other systems.
Review hardware schedule and specifications and coordinate with other disciplines
and Area IS specialists.
Coordinate all millwork integration where applicable.
Sound System
Review specifications of equipment and diagrams.
Verify interfacing with alarm function and local background music system.
Review special equipment for ballroom and function rooms.
Check on guest room sound quality.
Elevator Installation
Check on all safety features. Ensure guest elevators have group control features. Check on
interior design/graphic design related compliance. Verify quality of installation and
workmanship. Ensure compliance to local codes and requirements.
Installation and Protection of Fixtures/Fittings
Plumbing
Check on pipe sleeves in walls, proper insulation, bath drain and floor drain slope.
Verify sector isolator location and service accessibility.
Check on identification or color coding of pipes.
Ensure proper protection of bathtubs, lavatories, WCs etc. after installation to
prevent damage by other contractors.
Control timing of installation of demountable fittings, i.e., shower heads, hand
showers, taps, mixers, etc. to prevent theft.
Lighting
Verify location of switchboards and dimmer panels. Ensure coordination with interior
design and equipment to be installed.
Ensure all panels and dimmers are labeled for each circuit.
Ensure all fittings are protected from theft and damage by other contractors.
Air Ducts
Verify proper insulation of all ducts and joints to prevent condensation.
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Ensure damaged insulation and insulation covers are replaced prior to closing
ceilings.
Check on identification or color coding system to be used.
Review access panel needs for dampers, splitters, etc.
Review function of fire dampers.
Special Equipment
Verify that all contractor follow specifications and coordinate their work with other
disciplines, i.e., ballroom sound and light, translation equipment, etc.
Ensure functioning of all auxiliary equipment, i.e., local ambiance music system,
wireless microphones, beeper system, etc.
Ensure training is given to hotel operating team on all special equipment.
Millwork/Carpentry
Public Areas
Ensure all built-in equipment has been considered, i.e., computers, telephones,
printers, bar equipment, kitchen equipment, etc.
Verify compliance to interior design specifications for finishing materials, colors,
dimensions, etc.
Check on coordination with other disciplines for service connections.
Develop code system for each item to ensure easier identification and inventory.
BOH Areas
Ensure compliance with approved layouts and specifications.
Verify consideration of all built-in equipment, i.e., computers, telephones, printers,
safes, etc.
Check on coordination with other disciplines for service connections.
Develop code system for each item to ensure easier identification and inventory.
Coordinate pre-opening office requirements with actual final layout.
Soundproofing/Acoustics
Guest rooms
Verify test results and perform on site spot-checks relating to:
Exterior noise level (street traffic)
Partitioning/ceiling soundproofing
Bathroom exhaust noise level
Connecting doors sound leakage
Door undercut sound leakage
Corridor to room noise leakage
Bathroom to bedroom noise leakage (WC flush)
Public Areas
Moveable partition soundproofing
Toilets to corridor noise leakage
Service corridor door noise leakage
Acoustic check for entertainment areas and ballroom
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Speaker verification for ambiance music system vs. public address/BGM system
Interior Decoration
To ensure compliance with the interior designers overall concept, the Project Manager should
ensure that he is aware of all specifications and design details. Daily checks on the final finishing
of all areas are necessary to achieve a good understanding and to make comments to the design
team members, if necessary. Special areas of concern are:
Final finishing details of ceilings, walls and flooring.
Verification of materials used versus interior design specifications.
Check on workmanship and quality.
Elimination of all electrical outlets, dimmers, electrical switches, thermostats,
telephone outlets, etc. on primary walls.
Safeguarding and protection of valuable decorative items against theft or damage.
Integration of other contractors in final phase, i.e., lighting, landscaping, artwork,
signage, etc.
Occupation Permits Applications
To ensure a timely issue of all necessary licenses, the Project Manager should ensure that the
owners representative will apply for all building permits, to give sufficient time for the
inspections required and the issue of such permit.
Hardware/Keying Schedule
The Project Manager should assist the hardware contractor to establish the hotels master keying
schedule. This schedule should be established using Hyatt Internationals Design Standards and
Criteria (Volume II) specifications, the Space Design Requirements and the projects Door
Schedule.
A preliminary master keying and hardware schedule should be produced and approved by Hyatt
International Technical Services prior to confirming any details related to the hardware schedule.
Only a Hyatt approved supplier may be used to provide the hardware requirements.
MEP Completion, Testing, Commissioning
Refer to the MEP Hand over Manual for details and the hand over section of this manual for the
necessary forms to be used.
Installation of Kitchen/Laundry Equipment
Kitchen
Review all service requirements and double check on equipment voltage/cycles.
Review fire protection system
Check on drainage through provisions and slab/floor recesses for walk-in
refrigerators and grease traps.
Review heat elements on walk-in freezer doors.
Coordinate fire prevention, gas control, power switchboard and refrigerator control
panel integration with the equipment layout.
Review needs for precheck terminals, kitchen printers, glass storage, bottle storage,
etc.
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Review food photo display board requirements.

Review all in kitchen office requirements, issue counters, pass-throughs, noting
contract items, etc.
Verify need for electric power supply for FF&E items listed in the HESB
Ensure equipment is protected against theft and damage by other contractors.
Coordinate installation of detergent dispensers for all dishwashers.
Verify the availability of all license approvals and all technical manuals.
Ensure equipment access route has been considered.
Laundry
Review all service requirements and verify equipment voltages/cycles.
Check on slab recess for washing machine water dump through.
Coordinate all millwork requirements for shelves, pigeon holes, etc.
Coordinate installation of detergent dispensers for all washing machines.
Ensure equipment is protected against theft and damage by other contractors.
Ensure equipment access route has been considered.
Ensure equipment bases have been provided for washers and dryers. Check on
vibration protection.
Moveable Partitions
Review track installation schedule and coordinate with other disciplines.
Verify soundproofing
Coordinate finishing of panels with interior designer.
Ensure protection against damage by other contractors after installation.
Review storage when not in use and its effectiveness.
Handicapped Facilities
Check local code requirements
Verify access ramps
Review public toilet access, check on fixtures and fittings required.
Review handicapped guest room for light switches, height, toilet access, fixtures and
fittings, motorized curtains, voice activated telephones and required space between
furnishings for wheel chairs.
For more detailed information, refer to Design Standards and Criteria, Volume III.
Coordination and Updating of Documentation
Throughout the design and construction phases constant problems will be addressed,
specifications changed, details revised, layouts reviewed, etc. All of these possible changes will
have a direct impact on various other disciplines and all documentation must be constantly
updated. The Project Manager should ensure that all design team members are aware of all
agreed changes and update their documents to reflect the change.
Ongoing Spot Checks
Throughout the length of the project, the Project Manager should perform spot checks on all
ongoing activities on site. This is essential to ensure compliance with all specifications, and to be
02/17/95 717 07constr.doc


aware of possible problem areas. The Project Manager must be informed at all times on the jobs
to be performed by the various contractors and have an in-depth knowledge of the status of the
project.
Spot Checks Against Documentation
Apart from being aware of all physical activities on site, the Project Manager must also ensure
that he is aware of all documentation related to the project. Spot checks on drawings,
specifications, details, etc. issued or used by the contractor should reflect the agreed
specifications. Any apparent changes should be notified to the design team members for
immediate action.
Preparation of Punch Lists
To perform all hand over procedures as per Hyatt Internationals requirements, the Project
Manager, in cooperation with the owners representative, should prepare all punch lists to be
used for the hand over. The format should be as per the pro forma attached in the Appendix of
this manual, but must be tailor-made for each area of the project. It should include all details of
architectural interior finishes, furniture, fixtures, equipment, MEP requirements, etc. as shown
on the samples in the Appendix. All inspection details should be noted on this form and the same
form should be used for all subsequent reinspections. It is suggested to group these punch lists
per floor level for filing purposes.
Review Documentation
The Hyatt International Project Manager should throughout the project period, review the
following documentation:
Curtain wall schedule
Window schedule
Skylight schedule
Door schedule
Hardware schedule
Elevator schedule
Low voltage systems schedule
Kitchen/laundry schedule
BOH schedule
Artwork schedule
Landscape schedule
Pool/Health Club Equipment schedule
Special equipment schedules
All schedules should be as per the agreed specifications and should follow Hyatt Internationals
Design Standards and Criteria.
Prior to hand over proceedings taking place, contractors should be made aware to prepare as-
built drawings, operating and maintenance manuals, spare parts list and all necessary licenses for
their respective areas of concern.
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Vertical Service Shafts and Riser Inspection

Periodical inspections should be performed in these areas to check on the following subjects:
Cleanliness and pest control
Accessibility to MEP areas for maintenance
Fire safety (floor penetration)
Coordination of Built-in Fittings Documentation
To ensure the proper installation of special equipment and their integration in the overall
operational requirements, the Project Manager has to coordinate all documentation related to the
following areas:
Kitchens
Laundry
BOH
Special equipment and accessories
This will involve review of drawings, dimension checks, service supply requirements, etc. to
ensure compliance with all operational requirements.
Coordinate Special Items Documentation

Due to special operational considerations, the following items will require input from various
sources, all of which should be coordinated by the Project Manager:
Notice boards
Signage and Graphics
Security systems
Parking control
Pay TV system (if approved)
Soda/Beer dispensing systems and key and cylinder storage
Satellite TV
7.7. MEP
Drainage
Review Drainage System for the following areas:
Roof Drainage
External Drains and Gutters
Drains for permanent internal landscaped areas
Floor drains in kitchens
Guest bathroom drains
Public toilet floor drain
Balcony floor drains, terraces
Check on drain size, water flow, safety, prevention of drain clogging, access to sumps, elbows
and risers, etc.
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Water Proofing
Review the following areas:
Roof
Curtain Walls
Kitchens/Laundry
Guest Bathrooms
Public toilets
BOH Toilets/Showers
Health Club/Sauna/Pool
Water features
All other floors with wet services
Consideration should be given to quality of materials used, application, method and provision of
vapor seals, sleeves and vents, sloping to drains (min. 2%), flashing and floor traffic protection.
Conduits and Service Connections
This will comprise of review of size and capacity of the following:
Power supply cabling/conduits
Water supply connections
Sewage, waste and drain connections
Gas supply lines
Low voltage conduit runs/shielding
All cable and pipe runs must be clearly documented including all switchboards or other isolating
devices. Special care is to be taken with low voltage system shielding from high tension
interference and pipe runs over sensitive area i.e. computer room, PABX, etc.
Boiler Flue/Chimney
Ensure chimney is designed and installed according to Hyatt Internationals specifications as per
the Design Standards and Criteria.
Equipment Installation/Storage
With the involvement of various contractors and subcontractors in installation of MEP
equipment, it is essential that the Project Manager constantly checks the progress and
compliance of the installations. Consideration should be given to provide access for large
equipment installation i.e. boilers, chillers, laundry, kitchen equipment. In most cases the
following items will be delivered in bulk and require a storage and distribution area:
Fan Coils
Bathtubs
Lavatories
Urinals
Water Closets
Bathroom fittings
Kitchen equipment
TVs
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Refrigerators
Bedside control panels
Hi-fi equipment
Telephones
Care has to be taken in monitoring release of these items to contractors for installation and their
protection after installation has been completed. The Hyatt International Project Manager should
at all times accept equipment only when installed in its allocated area, and the area can be
secured.
Pressure Testing of Wet Services
All supply or waste pipe, as well as fire protection systems, will be pressure tested to ensure
functioning of system and to check all connections for leakage. These tests should be completed
prior to the final finishing of interior spaces to prevent water damage.
Documentation Coordination
Special consideration has to be given to integrate special systems in to the overall MEP
documentation and will require coordination between the various disciplines. Care should be
taken to check on voltage, cycle and Ampere requirements, water pressure and drain sizes related
to:
Low voltage systems schedules
Kitchen/Laundry schedules
Special sound/lighting systems
Other specialized equipment
The Project Manager must ensure all design team members are aware of the various coordination
efforts necessary.
Commissioning/Hand over/Training
Refer to the MEP Hand over Manual for details and the hand over section of this manual for the
necessary forms to be used.
Contractors Hand Over Documentation
The following documents must be prepared by contractors to facilitate hand over of equipment:
As Built Drawings
Operating and Maintenance Manuals
Spare Parts List
Licenses (if applicable)
Test Results of City Inspector
Warranties
It is advisable for the Hyatt International Project Manager to inform all contractors on the hand
over document requirements.
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7.8. Landscaping Demobilization

Ensure continuity of document and inclusion of all landscape consultants specifications and
drawings. Check for completeness of all necessary forms and documents for comparison
purpose. Check on completeness of all reproduced sets of bid documents for the various tenders.
Evaluation and awarding of Tenders/Contracts
Compare cost data of the various submittals on the appropriate format.
related data. Verify qualifications of proposed subcontractors (if any) on tender documents.
Review compliance with construction schedule, space and equipment requirements.
Coordination of Documentation
Verify integration in overall scheme of the following:
Interior Designers Specifications
MEP Requirements
Signage Requirements
Road Access/Parking/Driveway
Nursery
Exterior Lighting
Gates, Gate House
Pavilions
Planting Schedule including Plant Type/Quantity
Maintenance Agreement (1 Year)
Exhaust systems
Flag Poles
Recreational facilities
Loading Dock Screening
Weather conditions
Hand over schedule
Site Demolition
Verify and review timing and coordination between the various contractors related to:
Removal of hoarding
Removal of site office and use of temporary office space in the hotel
Removal of temporary services and switch over to main services
Final site cleanup
Repair of streets/sidewalks
Hand Over
Refer to the hand over section of this manual for details and the necessary forms to be viewed.
02/17/95 722 07constr.doc


SECTION 8 - FF&E PROCUREMENT ORGANIZATION
Table of Contents
8.1. DESCRIPTION ...........................................................................................................................1

8.2. SCOPE OF WORK ......................................................................................................................2
Interior Design ........................................................................................................................3
Artwork...................................................................................................................................3
Interior Signage ......................................................................................................................3
Kitchen/Laundry .....................................................................................................................3
Hyatt International ..................................................................................................................4
8.3. FF&E MILESTONES .................................................................................................................4
Sourcing ..................................................................................................................................5
Review and Approval .............................................................................................................5
Tendering ................................................................................................................................5
Delivery ..................................................................................................................................5
Receiving/Storage...................................................................................................................6
Installation/Distribution..........................................................................................................6
Commissioning/Testing ..........................................................................................................6
Hand Over...............................................................................................................................6
Final Costing/Inventory ..........................................................................................................6
8.4. TABLE TOP PRESENTATION......................................................................................................6
8.5. FF&E PROCUREMENT............................................................................................................11
8.6. TENDERING ............................................................................................................................12
Budget Forecast ....................................................................................................................13
Bidding .................................................................................................................................13
8.7. PROCUREMENT ......................................................................................................................24
Purchasing Documents .........................................................................................................24
Delivery Schedule.................................................................................................................26
Coordination .........................................................................................................................30
Interior ..................................................................................................................................30
BOH Areas............................................................................................................................30
Kitchen..................................................................................................................................30
Laundry.................................................................................................................................31
HESB ....................................................................................................................................31
8.8. HESB COORDINATION...........................................................................................................31
8.9. TABLE/TABLE CLOTH SIZES ..................................................................................................47
Caf Restaurant.....................................................................................................................47
Specialty/Ethnic Restaurant..................................................................................................47
Ethnic Chinese ......................................................................................................................48
Lounges/Bars/Entertainment Center/Regency Club/ Drawing Room (Drinks Only Service)49
Lounges/Bars/Entertainment Center/Regency Club/ Drawing Room (With Food Service) 49
Food Courts/Pools/Fitness Centers/Poolside Restaurants ....................................................50
Special Areas ........................................................................................................................50
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Table of Contents
8.10. SAMPLES ................................................................................................................................51
Sample Room........................................................................................................................51
Approvals/Quality/Quantity .................................................................................................51
Substitutes.............................................................................................................................51
8.11. RECEIVING/STORAGE/INSTALLATION ....................................................................................51
Storage ..................................................................................................................................52
Procedures.............................................................................................................................52
Installation ............................................................................................................................52
Responsibility of Building Contractor and FF&E Installers ................................................53
Inventory...............................................................................................................................55
Final Accounting ..................................................................................................................55
Security .................................................................................................................................55
8.12. WARRANTIES .........................................................................................................................56
05/90 ii 08ff&e.doc
8.1. Description
The abbreviation FF&E stands for Furniture, Fixtures and Equipment. It is comprised of the
following:
All interiors furniture and furnishings within the scope of the Interior Designer for
guest rooms and public areas.
All artwork for Public Areas and Guest rooms.
All interior signage, excluding BOH and emergency signage.
Major Equipment, consisting of all fixed items in kitchens, bars, laundry and valet.
Hotel Equipment, including Operating Equipment, special hotel equipment and
auxiliary equipment as listed in the HESB.
Refer to Hyatt Internationals Definition of Limitation of FF&E Scope which is detailed in the
Design Standards and Criteria and in the HESB Volume.
Budgets for FF&E are determined at the outset of a project, and it will be necessary to ensure
proper tender procedures are established so that all specified FF&E items can be purchased
without a budget overrun.
The procurement of all FF&E items can be handled by an Owner appointed purchasing agent or
the Owners own purchasing team, which must be qualified in hotel equipment purchases.
The Hyatt International Project Manager will assist the Owners agent or purchasing team in
understanding all HESB listed requirements and will verify that items to be purchased are in
accordance with approved specifications.
In liaison with the Owners purchasing team and the general contractor, the HI Project Manager
will assist in the compilation of a delivery schedule for all FF&E items based on the
Construction and Hand Over Schedule, operational requirements and agreed delivery terms.
Hyatt Internationals Project Manager would then assist the purchasing agent and general
contractor in establishing, with reference to the construction program, a complete schedule for
the installation of FF&E. This schedule of FF&E installation would follow a critical path which,
when carried through, would have the FF&E installed in areas that are substantially completed.
The installation of FF&E into areas in which wet trades are still working, and where systems are
not functional, is not permissible. However, in order to expedite the final hand over and
acceptance FF&E may be installed into areas in which minor works, such as touch up painting
and final adjustments, only are required. Obviously, security of the area in which FF&E has been
installed is of prime consideration.
After inspection of completed areas, the General Contractor should arrange for a team of
appointed FF&E installers to work in tandem with the FF&E schedule of installation to circulate
and place the items. It is important that the area in which FF&E has been installed is controlled
by the team of FF&E installers, who themselves have a clear route of access and egress from that
area. The progress of the FF&E installers must be closely monitored to ensure that a continual
and logical program of work, which follows the FF&E installation schedule, is at all times
carried out. In areas which have not been fully completed and which require minor work to be
05/90 8-1 08ff&e.doc

carried out, all FF&E should be protected from damage by ensuring that finishing works are
supervised. In such circumstances, communications between Hyatt Internationals Project
Manager, the FF&E installation team, and the Construction Manager should be harmonious to
ensure that all parties progress with their works, i.e. elevators, screening off of continuing works,
delivery areas, packaging removal, etc. Power and light must be arranged prior to any
installation. Immediately following the installation of FF&E into guest rooms or closeable areas,
these areas should be presented for hand over to the Hyatt International Project Manager and
after acceptance all cylinders should be changed from construction keying to the hotel keying
system and all keys handed over to Hyatt Internationals Project Manager, or in the case of
electronic locks, re-programmed at that moment.
Following the delivery and installation of all items of FF&E, the purchasing agent, with the
assistance of Hyatt Internationals Project Manager, will compile a schedule of the position of all
FF&E items throughout the hotel. This will include, in addition to quantities, price paid, par
stocks, etc., details and availability of spare parts replacement, local agent/supplier, etc. In some
circumstances, there will be a surplus of FF&E items, and an inventory of this surplus will be
made by Hyatt Internationals Project Manager prior to such surplus being handed over to the
Operator.
Particular attention will be paid to the guarantee/warranty period throughout the management of
FF&E, as certain FF&E items should be covered for a minimum of 12 months from date of hand
over, to be free from defects and poor workmanship.
The final inventory schedule, prepared by the purchasing agent, will detail contact names and
telephone numbers of the local agent responsible for the servicing and replacement of faulty
items of serviceable FF&E. Finally, all information and manuals pertaining to each item of
FF&E will be compiled in an area by area manner, and the originals passed over to Hyatt
Internationals Project Manager, and then distributed to the Hotels Director of Engineering.
It will be advisable to arrange a well defined system for receiving, storing, and distribution to the
operating departments of the hotel. Pre-washing of linen, test runs of kitchens and restaurants,
etc. will have to be considered.
A well arranged distribution and control system will ease the overall management of FF&E.
8.2. Scope of Work

Hyatt Internationals Project Manager will be based on site and will be available to discuss and
explain to the Owner and/or his purchasing agent the contents of the HESB specifications and
software package, and assist him during the period of tendering and procurement. Hyatt
International will provide the Owner with information on approved and recommended
manufacturers for both major kitchen and laundry equipment, and for all the equipment listed in
the Hotel Equipment Standards Book. The Interior Designer lists of furniture and furnishings
will normally have recommended manufacturers tagged to them. The Project Manager will assist
the Owner in reviewing alternatives in the event Hyatts recommended suppliers cannot be used
in the country of the project for reasons of local manufacture protection, importation laws,
duties, etc. He will then ensure that the proposed alternatives are acceptable to Hyatt
05/90 8-2 08ff&e.doc

International. In all cases where deviations from manufacturers proposed by Hyatt are
considered, then Hyatts Project Manager must be consulted for approval.
FF&E will be part of the following sources scope:
Interior Design
The Interior Designers approved choice of all furnishing and materials for the guest rooms and
public areas of the hotel.
The Interior Designers list of furniture, furnishings and material will be made available once the
completed mock-up rooms have been reviewed, approved and modifications incorporated, and
once all public areas showing color boards, rendering, perspectives, and catalogue sheets have
been equally approved and agreed upon by the owning company and Hyatt International. The
Interior Designer will indicate manufacturers and specification of all items, quantities, samples
and delivery time spans.
This information will be given a HESB software data identification number and entered into the
data bank. This will allow for correct FF&E control procedures.
The Interior Designer will also specify a series of fixed furniture which will come under the
definition of millwork, which is not part of FF&E, and falls under the scope of work of the
General Contractor.
Artwork
The Interior Designers approved choice of all artwork in guest room and public areas of the
hotel.
The list of approved artwork will be made available upon completion of the total interior design
package and entered into the FF&E data base program.
Interior Signage
The signage consultants approved tender documentation package will be made available upon
approval by Hyatt International and the Owner.
This would include signage for guest rooms and public areas, but excludes BOH and emergency
signage.
Kitchen/Laundry
The kitchen and laundry equipment schedule, as per the approved kitchen and laundry drawings
and selected manufactured and fabricated equipment.
The kitchen and laundry equipment schedules will be submitted together with 1:50 drawings,
catalogue cut sheets, and elevations to Hyatt International for comment and approval. Once
reviewed, commented and approved, the kitchen and laundry consultants will provide an
equipment specification list which, with other detailed documentation, will be completed to
serve as a tender document for any major international supplier, who will quote to handle the
package as a whole.
This information will also be used to provide the data base for the HESB data base.
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Hyatt International
The Hotel Equipment Standards Books (HESB), which list and illustrate all Operating
Equipment and Back of House FF&E (i.e., outside the Interior Designer's main scope); is issued
by Hyatt International upon approval of the interior design phase II presentation. This book
contains the following major divisions of equipment:
Silverware, Chinaware, Glassware, Linen & Uniforms
Hotel Computer Systems & Other Automated Systems
All Office Equipment and Furnishings
Print Shop Equipment
Material Handling Trucks/Vehicles and Cleaning Equipment
Hotel Vehicles
Dining Room Wagons and Mobile Units
Shelving and Lockers
Banquet Furniture, Audio Visual Equipment and Banquet Equipment
Health Club Equipment and other Recreational Equipment
Guest Room TVs, Mini Bars and Safes
Kitchen Utensils
Dining Room and Bar Accessories
Engineering Tools and Equipment
Housekeeping Utensils and Miscellaneous Equipment
The Hotel Equipment Standards Books contain every FF&E item required to operate the hotel,
and lists over two thousand separate items, each with respective divisions and quantities. This
book is supported by a computer data program which allows for complete management of all
procurement activities. This data base will allow for tender issue, comparison, budget control,
delivery tracking and receiving of all FF&E items. A second volume will illustrates every item,
to provide graphic understanding and to make possible widespread tendering to worldwide
suppliers. The book is compiled and issued by Hyatt International's Technical Services
Department, custom tailored to the project using approved interior, architectural, Back of House,
Kitchen/Laundry drawings, Preliminary Staffing Guides, F&B concepts, preliminary Computer
and Telephone Schedules, and established par schedules as the basis for the preparation.
As the program contains a multitude of diverse items that range from a computer main frame
through a vacuum cleaner to a coffee spoon, it is obvious that sourcing, tendering and purchasing
will involve over a hundred suppliers or more, and contains work that will span over a period of
12-18 months to arrive at programmed delivery.
8.3. FF&E Milestones

The involvement of the Owners purchasing agent and the Hyatt International Project Manager in
the selection, purchase, and installation of FF&E is one of the most crucial functions for the
success of each hotel project and, therefore, these milestones will be important guidelines to the
successful completion of any project. The purchasing agent has to be well informed on the three
main areas related to FF&E
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1. Interior Design Related Items
2. Artwork
3. Interior Signage
4. Kitchen and Laundry Related Items
5. HESB Related Items
Since this involvement is very important in all phases, a FF&E critical path should be developed,
incorporating the milestones of these areas.
Typical milestones related to FF&E are:
Sourcing
This includes collection of all specifications from Interior Designers, kitchen and laundry
consultants, and catalogues and specifications related to the HESB
Review and Approval

This includes finalization of interior design, artwork, kitchen and laundry specifications, tabletop
presentation, coordination with BOH layouts, updating of HESB data program files and
preparation of tender documentation.
Tendering
Issue of computer data tender documents to prospective suppliers, comparison of bids and
samples, negotiations with suppliers, issue of purchase orders or contracts, preparation of
government related documents for import approval, issue of letters of credit.
Delivery
Upon completed negotiations and fixed terms and conditions, a master delivery schedule has to
be prepared to interface with the Master Construction Program. This is critical to allow proper
coordination for a smooth installation program, sufficient storage capacity and manpower to
handle the incoming goods. Some typical milestones on a delivery schedule would be:
Issue of Purchase Order
Approvals/Import Licenses/L.C. Opening
Manufacturing
Shipping
Custom Clearance
Delivery/Storage/Distribution
Installation
Commissioning/Testing
Hand Over
Training
The HESB data base will assist in preparation and constant update of this schedule.
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Receiving/Storage
Prior to receiving any items, adequate storage facilities, manpower, receiving documents, and
security have to be established. Also very important is the coordination effort made between
contractors, suppliers, Owners project manager Hyatt International project manager and the
operation team to minimize double handling and paperwork
The Maxial data base FF&E program will assist in quick transfer of data to the hotel's main data
base to ensure a smooth receiving procedure and proper documentation.
Installation/Distribution
These milestones will include installation of fixed items such as interior furnishings, kitchen and
laundry equipment, as well as loose fittings, furniture and equipment. It also has to include the
distribution of all operating equipment to the various hotel departments.
Commissioning/Testing
All fixed installations, which are part of the FF&E category need to be commissioned and tested.
This has to be planned in accordance with the hand over schedules and the arrival of hotel
employees on site. The Hyatt International Project Manager may utilize the expertise of the
various departments to ensure all equipment is in proper working order.
Hand Over
Since extensive time is involved in the punch listing of defects, the hand over schedule for fixed
installations has to be planned extremely well. Other storeroom based operating equipment will
be issued only by requisition to the operating departments.
Final Costing/Inventory
Following the opening of the hotel, the purchasing agent, Hyatt International's Project Manager,
and the Hotel's Material's Management Department will establish a final inventory and cost
report.
8.4. Table Top Presentation

The Hotel Equipment Standards Book (HESB) Volumes specify several items which will require
the input of the Interior Designer and Hyatt Internationals area specialist. To coordinate all
these details, various meetings will be held commonly referred to as the Table Top
Presentation. During these meetings, all items referred to as to be specified by Interior
Designer or specified by the F&B team will be selected and approved by all participants. The
Table Top Presentation should be scheduled and organized by the HI Project Manager with the
assistance of the purchasing agent, and should include the following participants:
Interior Designer
Area Specialists
Director of Product Development
Director of Operations
Purchasing Agent
Hyatt International Project Manager
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This presentation may require up to three meetings, and should be preceded by an agenda
prepared by the Project Manager and distributed to all concerned parties. It will be important to
have all catalogues, cut sheets, samples, etc. available for all items to be selected. The Project
Manager should take minutes of each meeting and take photos of the approved table top items.
These photos should be cataloged, and should identify what is shown. This will be used for back
up information for procurement and the operating team.
The three meetings could be described as follows:
Meeting I
Initial project briefing and concept discussions to facilitate initial sourcing according to budget.
Meeting II
Initial presentation of actual items, including actual table surfaces, place settings, accessories
with 2-3 options. This should include all items requiring input by the Interior Designer or
operating team.
Meeting III
Final presentation of items and finalization of par stocks to ensure adherence to budget. Issue of
confirmation letter to all concerned. The format of such letter should be as follows:
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DATE:
TO: See Distribution
FROM: Project Manager
SUBJECT: Hyatt Regency XYZ
HESB Interior Design Related Selections
During a meeting held at _________________________ Offices in
________________________ on _________________ attended by _______________________
(Interior Designer) and __________________ (Hyatt International) selections of all interior
design related operating equipment and other FF&E items were concluded. The following listing
is a summary of the agreed choices which will now be incorporated into the HESB, Volume I.
(This listing is an example only, but should be used as a guideline).
1. Silverware - Flat
1.1 Cafe, Lobby Lounge, Regency Club - Room Service
60 gm silver plated S/S
Either : Sambonet Baroque 220 or Beard Flore
1.2 Specialty Restaurant, Presidential Suite
90 gm silver plated S/S
Either : Sambonet Lourier 80 or Beard Fleury
1.3 Banquets
60 gm: silver plated S/S
Either : Sambonet Perles 027 025 or WMF Perlrand
1.4 Pool Restaurant, Pastry Shop, Employees Cafe
Stainless Steel 18/20
Either : Krupp 745 or Sambonet Violon 045
2. Silverware - Hollow
All Hotel : Sambonet Contour
3. Chinaware
3.1 Cafe, Lobby Lounge, Regency Club - Room Service
Schoenwald Form 798, Dekor 61845 Paradiso - Inglaze
3.2 Specialty Restaurant
Schoenwald Form 898 or 398 or 1898, with custom design white with two bands
of forest green, one 3mm thick nearest the edge, 1mm thick with a 2mm thick
separation between the bands. On the top of the plate there will be vine motifs in
forest green and in small script "the Pavilion" (see attached sample).
3.3 Banquets, Presidential Suite
Schoenwald Form 798, plain white, no patterns
3.4 Pool Restaurant, Pastry Shop
Bauscher Geshirrprogramm B-2200 Deckar
3.5 Employees Cafe
Schoenwald 898, plain white
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4. Glassware - Stemware
4.1 Cafe, Lobby Lounge
Schott Zwiesel Prestige
Schott Zwiesel Desiree
4.3 Banquets, Regency Club - Room Service,
Bar, Pool Restaurant, Guest Rooms
Luminarc Victoria
5. Glassware - Tumblerware
Schott Zwiesel Desiree
5.2 Cafe, Lobby Lounge, Bar, Regency Club - Room Service Banquets, Pool
Restaurant, Guest Rooms, Pastry
Luminarc Victoria
5.3 Glass Plates, ROC from Arcoroc
5.4 Specialty Glasses
Libbey or Durobar, Model as per catalogue cut sheets attached
6. Linen
6.1 Guest rooms - all guest rooms and suites
Bed linen : Champagne Pantone Color No.
Blankets : Camel hair color Pantone Color No.
Terry Towels : Champagne Pantone Color No.
Bath Robes : Champagne Pantone Color No.
6.2 Caf:
Place mats : Medium Blue Size: 300mm x 500mm Pantone Color No.
Napkins, Coasters : Medium Blue Pantone Color No.
Tablecloths :Delete. Increase quantities of Place Pantone Color No.
mats by 33%.
6.3 Lobby Lounge, Regency Club
Tablecloths, Tray Covers (R.S.) : Champagne Pantone Color No.
Napkins, coasters (RS, L.L. ) : Champagne Pantone Color No.
Tray cover size - adjust to tray size
Tablecloths (underlay) same material as drapes - Pierre Frey (Cetec H.K.) Chintz
Les Vendages 100% Cottol Color 1763 Noir 2. Tablecloths (overlay) Cotton
Damask with grape vine weave detail in raw fiber (bone) color.
Napkins, Coasters: Same as overlay.
6.5 Pool Restaurant
Napkins: Blue bandan pattern - print
6.6 Banquets
Tablecloths, Napkins, Coasters, Table and stage Skirting
Equal amounts, of Teal Green and Tan
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Quantities specified in HESB to be divided equally between these two colors.
(Specify Pantone Color No., type of material and style where appropriate)
7. Table Top Accessories for Caf
Items 1444044/45/49/54 (China)
In pressed glass with diamond pattern
8. Table Top Sizes
8.1 Caf Restaurant
2s 700 x 900 mm
4s 1000 x 1000 mm
6s 1600 mm
Booth Seating 900 x 1600 mm
Table surface as per Interior Designers spec is ash wood with dark red thin inlay
frame one inch from the edge
2s 1000 x 1000 mm
4s 1200 x 1200 mm
8.3 Pool Restaurant
2s 700 x 900 mm
4s 1000 x 1000 mm
Table surface as per landscape designers spec is enamel white with black and
white harlequin pattern one inch thick border half an inch from the edge.
9. Banquet Chairs
Hayes Echo 444 with tan upholstery in leather. If leather is out of budget, then
replace with green and beige tweed.
Portable dance floor/stage finish in parquet.
Rails and rope for traffic guidance in brass and black.
10. Food and Beverage Wagons
From Bergdorf catalogue - Items 201B and 261D
10.2 Liquor Trolleys - Presidential Suite
Provide shop drawings by Interior Designer
11.0 Lecterns
Provide shop drawings by Interior Designer
12.0 Miscellaneous Items
12.1 Hairdryer - Guest Rooms, to be black matte finish
12.2 Valet Stands: delete from Junior Suites.
Maintain in Presidential/Executive suites only.
12.3 Bathroom flower vase: to be stoneware/terra-cotta, fat base
12.4 Ice Bucket (Guest Rooms) as per mock up room, but in tan color
12.5 Water Thermos (Guest Rooms) as per mock up room
12.6 Floor Scale (guest rooms) as per mock up room
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12.7 Wastepaper baskets (guest rooms and bathrooms) as per mock up room
12.8 Paper tissue dispenser (guest room bathrooms), interior will be lacquered wood,
ox blood, Pantone.....
12.9 Soap Dish (guest room bathrooms) Stoneware. Interior Designer to provide
sample.
12.10 Towel Hamper. To be placed under vanity, and low enough to fit under and
operate lid. To be in natural wicker.
12.11 Newspaper rack - (Cafe/Regency Clubs) Interior Designer to source.
12.12 Flower Vases - Public Areas. Interior Designer to source.
12.13 Finish ash urns, FOH, BOH, Pool in black matte.
12.14 Hair dryer finish Health Club black matte.
12.15 Balcony furniture, Pool furniture - on hold.
12.16 Finishing color of Gym equipment - on hold
12.17 Decorative display cubes for banqueting - on hold.
12.18 Pianos finishing in black.
12.19 Table lamps - To be decided later.
The report should be accompanied by cut sheets or photos of the selected items, as well as
photos of the total table top set up. This will allow for easier understanding of the overall table
top concept for all parties concerned.
The Project Manager, in cooperation with the purchasing agent, should now adjust all relevant
items in the HESB to reflect the decisions made during this presentation. These changes would
be made directly to the FF&E database, and a copy of the updated HESB must be forwarded to
the Divisional and Corporate Technical Services Offices for review and comments. All such
communications should be via electronic mail or diskettes.
Upon approval of all suggested changes the procurement tender phase should commence.
8.5. FF&E Procurement

During the final stages of Interior Phase II Review, and after finalization of the BOH, Kitchen
and Laundry areas, Hyatt International will compile the various Volumes of the HESB
These Volumes will be issued to the Owner/developer or his designated purchasing agent, and to
the Hyatt International Project Manager. After completion of the table top presentation and a
thorough review by the area specialist and Corporate Office, these Volumes will be re-issued to
the Owner/developer, his purchasing agent, and Hyatts Project Manager.
At the stage where these documents are made available to the Owner or his purchasing agent, he
will set up an FF&E Purchasing Department with Hotel Equipment Purchasing experience, who
will need to be three or more persons strong, to handle both interiors and the Hotel Equipment
Standards Books. They will handle all compilation of lists to be sent out to bidders, tendering,
record keeping, purchasing, receiving, and arrange installation procedures. Hyatts appointed
Project Manager will liaise very closely with the Owners Procurement Team during the periods
of tender review, purchasing, follow up, deliveries, installation and/or storage.
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Since there are several thousand items involved in this purchasing activity, and since the interior
design related items for furniture and operating equipment need to be approved by several parties
not always located on site, it will be of utmost importance that the Hyatt International Project
Manager plays a very active role in the coordination of the various activities. Firm persuasion is
very much necessary, regarding all parties concerned, to ensure the approval process does not
delay the purchase of any of these items.
To assist the Owners/developers procurement team or purchasing agent in the set up and
organization of FF&E procurement, Hyatt International issues the HESB Volumes in the form of
a hard cover print out, and in the form of a set of 3/12 diskettes. These diskettes will include a
software package accompanied by a manual which can facilitate the total FF&E procurement
administration and budget control function.
This software package will be able to provide all necessary forms, spreadsheets, and
comparisons ranging from tender to receiving documentation. The software manual will explain
all menu options in more detail.
To be able to control the FF&E procurement, and to allow proper follow-up with the
corporate/divisional office, the Hyatt International Project Manager and the purchasing agent
needs to equip their offices with the following equipment:
Printer:
Hewlett Packard Laserjet Series 4+ with network card, 2MB Ram, 12ppm, 600dpi,
dual bin Printer or approved equivalent. Specify voltage and HZ.
Personal Computer:
Intel Pentium 90Mhz or higher, 16MB Ram, 1020MB or more Hard Disk Drive14
SVGA Color monitor, MS DOS.
Modem:
To be Hayes Smartmodem Optima. 9.6/14.4/28.8 BPS Data/Fax, V.32compatible,
v.42 error correction. Consult with local telephone company for standard used. Check
interface capabilities.
Printer (Dot Matrix):
Epson DFX 5000 (dual paper path, 132 columns, 530cps) or approved equivalent
with network card. Specify voltage and HZ.
This equipment can be part of the total hardware required for the hotel and to be turned over to
the Operating Team at the appropriate time. The Hyatt International Project Manager will be
responsible to communicate with the Divisional/Corporate office on a monthly basis via diskette
data updates to ensure proper follow up on status of FF&E procurement.
8.6. Tendering
This process is normally the most vital part of the procurement process, since it will give a good
idea on the capital expenditure and required cash flow alongside the proximity to allocated
budgets for the purchase of the required items. This process may be lengthy and difficult, since it
will involve receiving numerous offers from vendors, comparison of bids, search for lower
05/90 8-12 08ff&e.doc

quotations, and preparation of the various budgets. The tendering process would encompass the
following steps:
Budget Forecast
Hyatt International would issue a FF&E budget forecast, based on the major components of
FF&E at the time of signing a construction agreement or during management contract
negotiations. A detailed breakdown of major equipment, hotel equipment and operating
equipment, combined with the Interior Designers requirements, would dictate the basis on
which the Owner could establish his own forecast, having included local requirements for
importation licenses, cost of letters of credit, freight, storage, custom duties, and other related
costs which may incur. The Owners Procurement Team may need the Hyatt International Project
Manager to review this budget forecast to insure all categories have been included. This forecast
will act as a guideline for the bidding process.
Bidding
Having established a forecast as a guideline, the bidding process may take place. Prior to
completing the bidding forms and inviting vendors for tender, a few coordination points need to
be double checked:
a. With all design disciplines
b. With all site conditions
c. With operating equipment and auxiliary equipment
d. With major equipment and hotel equipment
e. Staffing lists and sexes of employees for uniform purposes
f. Computer consultants for hardware dimensions/ configurations
g. Telephone and word processor requirement
h. Research on the service back up for locally available equipment or, if imported,
consideration for a larger spare part inventory.
When issuing invitations to potential vendors, each tender document should consist of the
following:
a. General Instructions to Bidders
b. Print out of relevant sections from the Hotel Equipment Standards Book, plus data
diskette for same.
c. All supporting documentation, i.e. catalogue cut sheet specifications, swatch samples,
etc.
d. Clearly stated requirements for applicable warranties, guarantees, spare parts and service
agreements.
NOTE: Wherever possible, three bids should be obtained for each item.
Sample letters of instructions to bidders are shown on the following pages. The first sample may
be used for HESB related purchases and the second for interior design related purchases. Both
may be adjusted to suit local conditions
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Successful bidder will be required to provide maintenance instructions for product or products
supplied and to provide any warnings or precautions for said product, together with 12 month
warranty on defective material and manufacture.
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Bid Request Type I:
For HESB related items except office furniture, as well as for kitchen, laundry, and signage.
HYATT REGENCY XYZ
BID REQUEST
DATE:
PROJECT
NAME OF COORDINATOR:
BID DUE DATE:
GENERAL INSTRUCTIONS TO BIDDERS
A diskette and a list of materials/equipment required for the hotel is enclosed herewith and
you are invited to submit your lowest price/prices on the following terms and conditions.
All quotations must be submitted with all particulars including item number, quantity, full
description, Hyatts Hotel Equipment Standards number, supplier catalogue number, FOB
price and total both in the currency of supply country and in local currency and any pertinent
remarks and information.
All quotations to be FOB point of consolidation with separate price breakdown for CIF
destination basis.
All quotations must remain valid until (date/year) (maximum 180 days).
Quotation to include provision for Export Packing.
Quotation must be submitted on items as specified. Bids on recommended substitutions to
specifications are acceptable, subject to Hyatt and Designer approval. Each substitution
submitted for consideration as an alternative to the specifications must be submitted
separately and clearly identified as an alternative, tagged with the appropriate item number
and accompanied by the necessary documentation, i.e. catalogued cut sheet,
photograph/illustration etc. All pertinent manufacturers specifications in accordance with
recognized testing methods should be included to allow rapid review of substitutes.
Quotation to be submitted at least in language of the country where project is located and in
English (and probably in a third language of the suppliers nation).
Successful bidder should note that all merchandise must be fully warranted, as well as
guaranteed free of manufacturing and material defects for a period of not less than twelve
(12) months after merchandise has been received and handed over to hotel use.
Considerations should be given to such vital subjects as local codes and regulations existing
over certain equipment specifications, or voltage and cycles of imported electrical
equipment, and any other vital coordination necessary that might be appropriate in the
country of the project.
Awarded tenderers will be instructed to facilitate the delivery of such enormous quantities of
equipment, by tagging all packages with contents, and coding the tags by color, depending
on the department it will be sent to F&B, Housekeeping, Sales, etc.
Successful bidder will be required to provide maintenance instructions for product or
products supplied and to provide any warnings or precautions for said product.
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Bid Request Type II:
For interior and BOH furniture and artwork.
HYATT REGENCY XYZ
BID REQUEST
DATE:
PROJECT:
INTERIOR DESIGNER:
BID DUE DATE:
DELIVER DATE REQUIRED:
Bids must be made in accordance with the following instructions:
Before submitting a bid, bidders shall carefully examine specifications and/or drawings, read
the specifications and documents, fully inform themselves as to all existing conditions and
limitations and shall include in the bid proposal an itemized sum to cover the cost of all items
included in the specifications. Each specific item per area shall be quoted separately.
Should a bidder find discrepancies in, or omissions from the specifications or drawings, or be
in doubt as to their meaning, one should contact the designer for clarification and follow-up
in writing with copy to Hyatt and Owner.
If it should be found necessary, a written addendum will be sent to each bidder; neither Hyatt
nor the Owner or Designers, will be responsible for any oral instructions.
It is the responsibility of the Vendor to read and review all documentation relating to this bid
request. Vendors return of bid acknowledges that he has reviewed all pertinent
documentation and understands that said documentation will be a part of any contract or
purchase order awarded. Vendor further acknowledges and agrees to meet all qualifications
and stipulations stated herein should he be awarded the contract or purchase order.
In consideration of bids, the Owner reserves the right to waive irregularities and defects in
the bids and to reject any and all proposals.
All bids are firm and irrevocable. Prices must remain valid for 180 days or to accommodate
order placed in time to meet required delivery date.
Owner reserves the right to change quantities. Quantities as stated herein have not been
finalized and are subject to adjustment.
Specifications may be modified in consultation with the successful bidder contingent upon
Owner and/or designer approval.
ALL BIDS MUST BE SUBMITTED ON THE APPROVED BID FORM IN ORDER TO BE
CONSIDERED VALID. NO TELEPHONE BIDS WILL BE ACCEPTED. Additional
information or pertinent documentation may be provided separately.
The successful bidder will be required to meet all state and local conditions, specifically with
respect to on-site installation or any other on-site work necessary for completion of the
contract.
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All materials used in manufacturing must comply with pertinent fire codes which have been
established for the country of and the city of including, but not limited to,
materials used in upholstery or bedding.
Bids must be submitted on items as specified. Bids on recommended substitutions to
specifications are acceptable, subject to Owner, Hyatt and designer approval. Each
substitution submitted for consideration as an alternate to the specification must be submitted
separately and clearly identified as an alternate, tagged with the appropriate item number,
and accompanied by the necessary documentation, i.e., catalogue cut, photo, etc.
Successful bidder should note that all merchandise must be fully warranted as well as
guaranteed free of manufacturing and material defects for a period of not less than one full
year after receipt of merchandise.
THE OWNER WILL NOTIFY ALL BIDDERS, IN DUE COURSE, AS TO THE RESULTS
OF THE BIDDING PROCESS. IT IS NOT NECESSARY TO CONTACT HYATT OR THE
DESIGNERS FOR THIS INFORMATION.
Successful bidder will be required to provide maintenance instructions for product or
products supplied and to provide any warnings or precautions for said product.
Bidders should note the following specific information relating to the item or items on which
they are bidding. These instructions shall form an integral part of the bid package and failure
to comply with said instructions could render your bid invalid.
All submissions are non returnable to vendor/bidder.
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Bid Instructions
A. UPHOLSTERY FABRICS
All upholstery fabrics must include the cost of flameproofing, Scotchgarding,
soilproofing, as noted on the specification.
All upholstery fabric is to be backed.
When fabric content specified is other than nylon, nylon may be considered an
acceptable substitute (subject to...).
Fabric swatches must be submitted for any recommended alternate to the
specification. Substitutes must be sent with bid and clearly tagged as to which fabric
is being substituted in a manner that is easy to read. We would suggest you use
separate cards with swatches for each suggested substitute. Where an item is used
more than once, only one swatch is necessary, but your card or tag must clearly
specify that this item is for each area. For purposes of clarity, when referring to any
fabric specified or a suggested substitute, you must use our tag identification number
as mentioned in the bid request. Your bid will not be considered if you do not use this
format. All alternates submitted are subject to Owner and/or designer approval.
All fabric quantities are estimates and will be verified prior to a contract being
awarded.
Fabric swatches provided for bidding purposes by Owner are provided only once,
even when specified for several areas. If larger samples are required, it is the vendor's
responsibility to obtain same.
Flamespread Certificates will be required for all fabrics which have been
flameproofed and evidence of Scotchgarding will be required for fabrics which have
been treated for same.
Maintenance and cleaning instructions will be required from all vendors supplying
upholstery fabrics.
B. BEDSPREAD AND DRAPERY FABRICS
Fabrics must be first quality goods.
All prints must be colorfast.
Drapery fabrics must be flameproofed and Certificates of Flamespread shall be
required from the supplier.
Bedspread fabrics must be Scotchgarded and/or flameproofed and certification of
each treatment shall be required.
Maintenance and cleaning instructions will be required from the supplier.
It is requested that you submit any pattern or patterns from your line which you feel
will satisfy the design and color requirements of the specified fabric for this project.
Note that all bedspreads should be quilted.
Fabric swatches must be submitted for any recommended alternate to the
specification. Substitutes must be sent with bid and clearly tagged as to which fabric
is being substituted in a manner that is easy to read. We would suggest you use
separate cards with swatches for each suggested substitute. Where an item is used
more than once, only one swatch is necessary, but your card or tag must clearly
05/90 8-18 08ff&e.doc

specify that this item is for each area. For purposes of clarity, when referring to any
fabric specified or a suggested substitute, you must use our tag identification number
as mentioned in the bid request. Your bid will not be considered if you do not use this
format. All submissions are subject to Owner and/or designer approval.
Fabric swatches provided by designer or Owner for bidding purposes shall be
provided once only. If larger samples are required, it is the responsibility of the
Vendor to obtain same.
All quantities are estimates which will be verified prior to orders being placed.
C. WALL COVERINGS
All wall covering must carry a Class A fire rating and wall fabrics must be
flameproofed. Certificates of flamespread rating or flameproofing will be required
from the supplier.
Swatches are provided only once, even when called out in several areas, and larger
swatches cannot be given out. If larger samples are required, it is the responsibility of
the Vendor to obtain them.
Bids on equal substitutes are acceptable, subject to Owner approval. Substitutes must
be sent with bid and suggest you use separate cards with swatches for each suggested
substitute. Where an item is used more than once, only one swatch is necessary, but
your card or tag must clearly specify that this item is for each area. For purposes of
clarity, when referring to any wall covering specified or suggested substitute, you
must use our tag identification number as mentioned in the bid request. Your bid will
not be considered if you do not use this format.
Please note that you must meet the following specifications, in addition to those
shown on the material reference sheets, and specify whether you are supplying vinyl
Type I or Type II.
Flammability Standards
Adhesion of vinyl coating to fabrics shall be tested in accordance with ASTMD751.
Flamespread shall be determined in tests conducted by Underwriters Laboratories
using ASTM E84 Tunnel Test.
Adhesives
You should advise us of the type of adhesive you recommend for the applications of
these coverings All adhesive shall be self sizing and contain proper amounts of
bactericide to prevent mildew. Adhesion of vinyl coating to fabric shall be tested in
accordance with ASTM D751.
Cleanability
Shall be tested in accordance with ASTM D1308 Spot Test. Vinyl surface to be
stained with ballpoint pen and lipstick. Stains shall be removed after 24 hours with
anhydrous isopropyl alcohol (rubbing alcohol).
Backing
Must be specified what you are supplying.
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Vinyl
You must specify whether you are supplying Type I or Type II, according to the
specifications below:
TYPE I TYPE II
Backing Weight - oz/sq. yd 1.3 2.5
Wyzenbeck Abrasion (double rubs) 1000 1500
Breaking Strength (WxF) 55x40 80x80
Tear Strength (WxF) 30x25 50x50
Adhesion of Coating to Fabric (lb. pull per 1" 3 4.5
strip-minimum)
Flamespread (UL) 15 25
Fuel Contributed (UL) 0 0
Smoke Developed (UL) 5 25
D. DRAPERY FABRICATION AND INSTALLATION
Drapery fabrication bids must include cost of fabrication, installation and necessary
hardware as specified, unless otherwise noted.
If an equal or better grade of hardware is recommended as an alternate to the
specification, this item should be bid separately and tagged as an alternate. A sample
of the alternate hardware recommended will be required for approval from the
successful bidder.
All drapery hooks and other hardware must be rust and corrosion resistant.
Drapery fabrics will be C.O.M. (Customer's Own Material). Yards given are
approximate. Your bid must include C.O.M. requirements for each area in the spaces
provided on the bid form. Drapery fabricator shall assume responsibility for correct
yardage take-offs by area and will assume responsibility for buying any additional
yardage required to complete the job.
Actual on-site measurements must be taken prior to fabrication of the drapery by the
successful bidder.
The successful bidder will be required to have a supervisor on site at all times during
the installation of draperies.
E. BEDSPREAD FABRICATION
Bedspread fabrics will be C.O.M. Yardage given are approximate. Your bid must
include C.O.M. requirements for each size bedspread in the spaces provided on the
bid form. Bedspread fabricator shall assume responsibility for correct yardage
requirements and will assume responsibility for buying any additional yardage
required to complete the job.
Note that all bedspreads should be quilted.
F. LIGHTING/ELECTRICAL APPLIANCES
All lighting/electrical appliance bids must be Underwriter's Laboratory approved.
05/90 8-20 08ff&e.doc

Bidders awarded contracts for chandeliers must take field measurements prior to
fabrication or will assume responsibility for any problems arising from the lack
thereof.
Bidders must ensure all lighting/electrical appliances quoted must apply to electrical
requirement prevailing in end users country. (i.e. 50/60 cycles, 110/220 volts).
G. UPHOLSTERED SEATING
Yardage indicated on the specification are approximate and must be verified by the
bidder in the space indicated on the bid form.
All materials used in manufacturing, exclusive of C.O.M. must comply with fire
codes established for the country for which the upholstered item is purchased.
H. BEDDING
Bedsets shall be bid as specified or equal. If an equal to the specification if bid, it
should be tagged accordingly and a specification sheet shall be submitted listing all
specifications.
All ticking must be fire retardant.
Bidders must be aware, should they be selected as the successful bidder, that a bedset
will be selected at random, from bedding delivered to the jobsite, to be sent to a
Testing Company to ensure that bedding meets or exceeds specification. If bedding is
found not to meet specification, it will be replaced or returned at the supplier's
expense.
I. CARPET PAD
Acceptable substitution to any specification requiring hair/jute rubber or foam pad is
needlepunch fabricated cushion made from blended synthetic fibers bonded with a
resin system equivalent to General Felt Fiberloc or Hartex qualities.
Pad bid for guest rooms (GF numbers) may be equivalent to Hartex Contract. Pad bid
for suites & public areas (SF & IF numbers) may be equivalent to Hartex Super
All pad bid must carry at least a Class B fire rating.
J. CARPET INSTALLATION
Bids must include yardage requirements for carpet and pad where required and must
be noted in the space provided on the bid form.
Yardage given are estimates only and require verification by the carpet installation
bidder.
Bids shall include cost of all materials required for completion of installation
exclusive of carpet and carpet pad.
Installation is defined as a fully installed area, ready for acceptance by the Owner.
All carpet specified and purchased for this job is to be power stretched, both length
and width.
Owner reserves the right to determine amount of stock desired (proportionally to
order quantity).
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Bidders should note that on-site measurements must be taken by the successful bidder
as soon as the building is ready for said measurements to be taken and before
commencement of installation.
Bidders should note that successful bidder must have a supervisor on site at all times
during installation on the job site.
K. CARPET
Carpet bid for guest rooms must follow Hyatt International's Design Standards and
Criteria.
Carpet bid for public areas must follow Hyatt International's Design Standards and
Criteria.
A quality sample of the carpet bid must be submitted with the bid form.
L. ARTWORK - FRAMING
Bidders bidding on framing of art must include cost of security mounting device for
installation in their bid. A sample of said security mounting device must be submitted
with your bide for approval.
M. TABLE BASES
Bidders should note all table bases must be pre-assembled at the factory.
N. TAGGING
Successful bidders are required to facilitate the proper tagging of all items and
packages as to their contents and intended location.
05/90 8-22 08ff&e.doc

Final Budget Review
To ensure an easy decision making process, a control system to monitor the tendering process is
included in the FF&E package to verify the status of each bid and analyze and compare with
competitive bids. Each bid will be entered on a comparative cost spreadsheet indicating:
a. Hyatt International purchase recommendation number
b. Brief item description
c. Number of units
d. Unit price
e. Total amount
f. Suppliers names
In addition to comparing cost, all items are to be systematically reviewed to ensure availability,
quality, delivery lead time, terms of credit, and other pertinent information, such as replacement
orders and replacement possibilities.
Hard copy files should be established by major categories such as Chinaware, Silverware,
Glassware, etc. and subdivided by vendor to include all back-up material such as catalogs, cut
sheets, specifications, etc.
This information will be vital for the final selection process of the successful bids.
Having received all the requested tenders and compared all bids, a pre-selection will take place
to establish a final budget forecast. This forecast will aid the Owner, designers, and Hyatt to give
final approval on submitted bids or requires additional bids, if necessary.
After having received approval from Owners and Hyatt, the procurement team will establish the
final FF&E budget.
Award of Tenders
Having analyzed the established budget forecast and final FF&E budget, and received approval
on the total amount to be spent, the Owner will inform Hyatt International's Project Manager on
the final approved budget. If this final budget is within the established guidelines issued by the
Corporate Office earlier, the purchasing procedures may start at this point. If the final budget
seems considerably lower or higher, further investigation or negotiations may take place until
final approval can be given to Owners to proceed. If there continues to be consistent problems of
being over established budgets, Hyatt International's Project Manager will coordinate with the
Corporate Office and seek assistance in finding reductions and quantities reviews.
After having completely analyzed all submitted tenders and ensured they conform with
established HESB guidelines, interior design packages, kitchen/laundry packages, the purchasing
agent will pre-select one supplier with two alternatives. This pre-selection will enable the
purchasing agent to prepare purchase recommendations for Owners and Hyatt Internationals
approval. The purchase recommendation package should consist of the following:
a. Comparison analysis for three selected suppliers, including budget status.
b. Back-up cut sheets, sketches, drawings, specifications, etc.
c. Explanatory notes by purchasing agent/HI. Project Manager on recommended supplier.
d. Explanatory notes of deviations, if applicable.
05/90 8-23 08ff&e.doc

Prior to issuing a Purchase Order, the Owner, in conjunction with Hyatt International's Project
Manager, will verify all P.O.s for quantity and quality and establishing the packing units and
delivery dates coordinated with the scheduled hand over of the various areas of the hotel.
8.7. Procurement
Purchasing Documents
To enable a unified procedure, purchase orders should be printed by the Owners Procurement
Office using HI established format as per the FF&E data system.
Information to be included on the Purchase Orders are as follows:
1. Full vendor name
2. Vendor address
3. Vendor contact name
4. Vendor telephone/telex/telefax
5. HESB item number
6. Complete item description as per catalogue reference and full specifications
7. Quantities
8. Unit price (FOB)
9. Total price (FOB)
10. Shipping cost
11. Custom duties (if applicable)
12. Taxes (if applicable)
13. VAT (if applicable)
14. Discounts
15. Deliver date
16. Packing units, marking, and tagging details
17. Terms of credit/payment
18. Delivery address (to consolidated storage or site)
After filling out the Purchase Order, same must be signed by the Owning Company or its
representative and Hyatt International's Project Manager, who will review for quantity and
quality only.
Each Purchase Order should consist of eight (8) carbon copies.
1. Original vendor
2. Vendors receipt acknowledgment to Owner, and to be filed under vendor file
3. Owners purchasing agent follow-up category file
4. Owners purchasing agent follow-up purchase order number file
5. Owners purchasing agent follow-up Accounting Department for payment
6. Letter of credit file
7. Pre-opening team
8. Hyatt Internationals Project Manager
* This system applicable if Purchasing is carried out by Owners Purchasing Agent.
05/90 8-24 08ff&e.doc

NOTE: All copies to be different colors.
A similar follow-up system to that of the tendering/bid process should be implemented to trace
and monitor the manufacturing, shipping, and receiving of purchased items. Establish a personal
contact at each supplier and periodically check on progress/status. Should shop drawings be
required, these must be submitted for approval prior to production.
A copy of a purchase order has been attached on the following pages. This document must be
adjusted to local conditions.
05/90 8-25 08ff&e.doc

Baku Hotel Company, PURCHASE ORDER P.O. No.:
its Successors and Assigns Date:
Bakuhonov 1 IMPORTANT (1) This Purchase Order No. must be quoted on all invoices To: [Insert Vendor Name
Baku, Azerbaijan and correspondence in connection with this Order &Contact Info]
Tel: (994) (12) 98 1234 (2) All invoices must be sent to the above for payment
Fax: (994) (12) 98 0817
Please supply the following items in good order and condition as per your quotation No. ________________ dated _____________________. Your
offer wherein has been accepted subject to our standard trading terms and conditions attached herewith and subject to any Special Conditions which
may be appendixed to this Order.
HESB Description Unit Qty. Rate Amount
No.
TOTAL VALUE OF PURCHASE ORDER/CONTINUATION
Payment Acknowledgment of Order Reviewed and Approved by For and on behalf of

Terms: [Insert Vendor Name] Hyatt International Technical BAKU HOTEL COMPANY, its
Delivery Date: Services SUCCESSORS AND ASSIGNS
Delivery Baku Hotel Company
Address: Bakuhonov 1
Baku, Azerbaijan
[Insert Title] FF&E Project Coordinator [Insert Title]
05/90 8-26 08ff&e.doc

Purchase Order Terms and Conditions
1. Goods supplied shall conform to the Specification where it is applicable, or in absence of any Specification the goods supplied shall be of the best
merchantable quality of their respective kinds, equal to the samples where submitted, delivered in perfect condition, and in all cases shall comply
with the requirements of the Employing Authority or their representatives and the Purchaser. Goods not so conforming to the Specification and
other requirements may be rejected wholly or in part and rejection may take place at or subsequent to the time of delivery. Upon any such
rejection occurring the Purchaser shall have the right to cancel this Order and to obtain supplies elsewhere any loss resulting or extra expense
incurred by the Purchaser shall be charged to the Seller whose goods have been rejected. No payment shall be made for rejected or surplus goods
which will lie or be returned at the risk of the seller. All goods supplied are to be invoiced at the rates or prices stated in this Purchase Order.
2. Delivery shall be effected at the time or within the period or periods specified, time being the essence of the contract. If delivery is not so
effected, the Purchaser shall have the right to cancel this Order without prejudice to his rights of action for breach of contract. Unless instructed
to the contrary, all deliveries must be effected during normal working hours.
3. The Seller shall indemnify Insert Employing Authority Name against all financial losses and damages in the case of failure to deliver goods to
the specified standard and also to no lesser a standard than samples or prototypes submitted with the quotations or separately within specified
time limits.
4. Inspection of goods supplied under this Order by any representative of the Employing Authority and/or the Purchaser shall not relieve the Seller
of any responsibility from making good defects which may be subsequently revealed.
5. Delivery shall be effected in accordance with instructions as stated in this Order, and consignments by road shall be unloaded in such quantities
and at such points on the site of the contract works as may be required by the Purchasers representatives. The Seller will be responsible for
paying all carriage and or other collection or delivery dues leviable on such goods until safely delivered in accordance with the Purchasers
delivery instructions. All goods shall be suitably packaged to withstand the ravages of weather and extremes of temperature and pilferage.
6. The Seller warrants that it has the full legal right to sell or otherwise deal with the goods and shall pay all royalties, present and future, and to be
liable for all claims in respect of patent rights whether in Insert Country or elsewhere for any goods supplied against this Order and will
indemnify Insert Employing Authority Name against any claim, proceedings, etc. arising out of or in connection therewith.
7. The seller warrants that the goods are free from manufacturing defects for a period of 12 months after goods have commenced operation or
otherwise as stipulated in the Special Conditions appendixed to this Order.
8. The Seller will be required to tag each individual package with the contents and color coded to facilitate distribution to the correct
area/department.
9. The Seller will also be required to provide maintenance instructions; maintenance manuals, where applicable; including spare parts lists, repair or
service agents together with contact names and products supplied, and to provide warning or precaution labels in accordance with local codes and
usual practice.
10. The Purchaser is at liberty to order any additional quantity of goods in excess of the quantity stated in this Purchase Order at the same price as
herein stated, in which event the Seller shall take all reasonable steps to comply.
05/90 8-27 08ff&e.doc

Purchase Order Terms and Conditions
11. No responsibility is accepted for any goods delivered unless a Purchase Order signed by an authorized official of the Purchaser is issued.
12. The property in the goods will pass to the Purchaser on completion of delivery of the goods to our appointed place of delivery without prejudice
to any right of rejection which may accrue to the Purchaser.
13. Normal terms of payment are on the 25th day of the month following dated invoice - prompter payments will be considered if a cash discount is
allowed.
14. Payment will be made by check in Insert Currency for local product and US$ for items procured offshore. However should local payment be
requested in US$ for local purchase, the costs of bank charges and transfer will be deducted from the amount due and payable.
15. The Seller is deemed to have agreed to the self billing procedure in respect of Value Added Tax.
16. Any royalties lawfully deductible or recoverable by the Purchaser from the Seller arising out of this Order or on account of over-payment may be
deducted or recovered by the Purchaser from any moneys due or which may become due to the Seller whether under this or any other Order of
agreement.
17. This Order will be subject to and construed in accordance with the laws of Insert Country.
18. Any reference to Purchase Order of this Order shall also be construed to mean Requisition for Delivery of Contracted Materials if context
permits.
19. Nothing herein contained shall be deemed to constitute acceptance of any term or condition whatsoever attaching to any Quotation or offer made
by the Seller to the Purchaser excepting such terms and conditions thereof as may be expressly set forth as accepted on the face of this Purchase
Order. In the event of inconsistency or conflict between the terms/conditions attaching to any Quotation offer by the Seller and the
terms/conditions hereof, the later shall prevail.
20. No remarks of any nature relative to these goods or any variation or addition of the terms of sale will be accepted unless confirmed by us in
writing or duly noted by us on the Order with our signature appended thereto.
05/90 8-28 08ff&e.doc

Purchase Order Continuation Sheet Page 2 of __
HESB Description Unit Qty. Rate Amount
No.
TOTAL VALUE OF PURCHASE ORDER/CONTINUATION

[Vendor Name] Reviewed and Approved by For and on behalf of
Hyatt International Technical BAKU HOTEL COMPANY, its
Services SUCCESSORS AND ASSIGNS
Delivery Baku Hotel Company
Address: Bakuhonov 1
Baku, Azerbaijan
[Title] FF&E Project Coordinator [Title]
05/90 8-29 08ff&e.doc


Delivery Schedule
Upon receipt of all the various tender documents, the purchasing agent and the Hyatt
International Project Manager should evaluate the delivery lead times and coordinate a master
delivery schedule as per the construction hand over program and operational requirements
(training programs, etc.). This factor is critical for a smooth installation program. The delivery
schedule should take into account various area hand overs and also the availability of secure
storage spaces, either on-site or off the hotel premises.
The average storage space required for a 400 room hotel is approximately 1000m2, and
increases by 250m for each additional 100 rooms.
Delivery of equipment required in the preopening office will be scheduled by both the Owners
Procurement Team and Hyatt Internationals Project Manager. This equipment will be drawn
from equipment specified for the various areas in the final hotel building, and upon termination
of the preopening office, will be placed in those hotel areas. These requirements should be
coordinated with the preopening team as early as possible to ensure compliance with preopening
activities, i.e., training, staff meals, etc.
The following pages will give a breakdown of the time frames involved in such a schedule.
Coordination
Throughout the various construction phases and prior to the issuing of P.O.s to vendors, the
Hyatt International Project Manager, in conjunction with the various design team members and
the purchasing agent, has to review all areas which require the installation of fixed FF&E and
base building items. It will be his/her responsibility to ensure the proper coordination of all
furniture shop drawings, as well as floor plans to accommodate these fixed FF&E items. Some of
the main areas include:
Interior
Fitting of minibar refrigerator, safes, hair dryers, BGM Control Console, etc. in guest room
areas.
Fitting of electrical switch boxes, dimmers, fire hydrants, movie/video screens, equipment, i.e.
Teppanyaki, Sushi Bar in the overall design scheme.
BOH Areas
Fitting of all PCs VDUs telephones, precheck and POS terminals, safes, BGM Systems, etc. in
the established layouts.
Kitchen
Provisions for electrical supplies of HESB based equipment, coordination of trolleys, racks and
shelves, coordination of trays suitability for racks and ovens, etc. need for glassware shelving in
service bars, integration of pre-check terminals and kitchen printers.
05/90 8-30 08ff&e.doc


Laundry
Provisions for pigeonholes, notice boards, computer terminals, telephones, detergent storage,
equipment storage, trolley coordination with HESB and laundry layout, etc.
HESB
Establishment of computer size to fit assigned area, VDUs etc. to fit Millwork and BOH
furniture, kitchen accessories to have electric supply, trolleys to fit trays, ovens or refrigerators,
trays to fit all equipment, etc.
This total coordination effort is vital, since the Owners design team and procurement team may
not be aware of the particular requirements of the various hotel departments and the specialized
equipment used in these areas
The Project Manager and the procurement team should be guided by the attached listing of all
items that require coordination between Interiors, Major Equipment, Hotel Equipment,
Millwork, and certain MEP installations, and provide him/herself with follow-up lists to enable
him/her to cover all linked items.
8.8. HESB Coordination

THE FOLLOWING IS A LIST OF ALL ITEMS TAKEN FROM THE HESB THAT
REQUIRE DETAILED COORDINATION BY THE HYATT PROJECT MANAGER, THE
PROCUREMENT TEAM, AND SPECIFIC INPUT FROM THE FOLLOWING DISCIPLINES:
Food & Beverage Team/Hotel Management HM

Interior Designer ID
Various FF&E Contractors/Suppliers CT
Architect AR
Audio/Visual Consultant AV
Hyatt Area Specialist AS
Graphic/Signage Consultant GS
Info/Action
SECTION: SILVERWARE Required By
Patterns to be selected by AS in Coordinate w/ID and tabletop accessories. See ID/AS/HM
table top presentation section for more details.
SECTION: CHINAWARE
Patterns to be selected by AS in coordination w/ID and tabletop accessories. See ID/AS/HM
SECTION: GLASSWARE
Patterns to be selected by AS in coordination w/ID and tabletop accessories. See ID/AS/HM
SECTION: LINEN
Presidential Suite:
Napkins Color, material ID
05/90 8-31 08ff&e.doc


Place mats Color, material/design ID

Coasters Color, material ID
Bath rug, Shower Curtain Color, design ID
Shower curtain rings Color, material ID
All other Guest rooms:
Bed Sheets Color, material and hem color ID/AS
identification for sorting purposes.
Pillowcases Color, material ID
Pillow protection cover Material AS
Blankets Color, and hem ID for sorting ID/AS
purposes.
Duvets Dust ruffle Design, material, color ID
Bath towels Color ID
Shower curtain rings Color ID
Swimming pool/fitness center:
Towels Color ID
Shower curtains-(flotation chamber Color, material, size ID
shower cubicles)
Shower curtains-(locker room Color, material, size ID
shower cubicles)
Shower curtains- (locker room dry Color, material, size ID
area changing cubicles)
Shower curtain rings Color ID
Employee Locker Rooms:
Towels Color, material ID
Beauty Salon:
Robes w/belt Color, material ID
Banquets:
Napkins Color, material and if two colors ID/AS
required.
Tablecloths Color, material, and if two colors ID/AS
required.
Tablecloths (underlays) If applicable, color, material and final ID/AS
size confirmation
Table skirting Color, material, type style (accordion ID/AS
or other) and cut to what lengths, i.e.
cut for each table bulk type purchase.
Stage skirting Color, material, and type or style. ID/AS
Pool Deck:
Pool towel Color, material ID/AS
Face/hand towel Color, material ID/AS
05/90 8-32 08ff&e.doc


F&B Outlets: (Individually for Cafe, Specialty, Ethnic, Poolside, Lobby Lounge, Room service,
Employee Cafe, Entertainment Center)
Type of Outlet: ________________________________
Napkins Color, material ID/AS
Tablecloths Color, material, and final size ID/AS
confirmation
Tablecloth (underlays) If applicable, color, material, and final ID/AS
size confirmation
Tablecloth (room service table) Color, material and final size ID/AS
confirmation
Place mats Design, color, material ID/AS
Dish, glass, silver towels Color ID for each rest. ID/AS
Waiters side towel Color (combine w/uniform colors) ID/AS
Coasters Color, material ID/AS
Room service tray place mats Color, material, and final size ID/AS
confirmation
Tea Cozy Color and material ID/AS
SECTION: UNIFORMS
General note: Coordination with GM/Hotel management for final approved listing, those
employees who will require uniforms, female/male breakdown, etc.
SECTION: HOTEL MANAGEMENT SYSTEMS
Telephone modem Coordinate w/HICs IS dept. and local AS/CT
communications carrier.
Direct IDD line modem for computer Coordinate w/HICs IS dept. AS/CT
room
PC for telephone call accounting Coordinate w/HICs IS dept. for model AS/CT
PC type.
Smash software Coordinate w/AS & hotel management AS/HM/CT
if either for single user or multi-user
configurations.
PC software (personnel dept. PC) Coordinate w/AS & hotel management AS/HM/CT
for preference or special software
required in addition to Microsoft Office
Suite
PC software (Eng. dept. PC) Same note as above AS/HM/CT
SECTION: OFFICE EQUIPMENT
Electrically operated ceiling projection Coordinate screen size and wall AR/AV/CT
screens location.
Desktop photocopier Coordinate for size to ensure fit in AR/CT
space allotted, service & parts
availability locally
05/90 8-33 08ff&e.doc


Floor model photocopier Coordinate for correct model, supplier, AR/CT

service & parts availability, proper
space allocation, etc.
Ashtrays(offices/reception areas) Model selection ID
Wastepaper basket(offices/desks) Model selection ID
Wall Clocks Model, local source, finishes, wall ID
locations
Office Furniture Finish, model, location and quantities ID/AR/CT
Exec. desk
Exec. chair
Exec. credenza
Visitor/guest chair
Secretarial desk Left or right-hand returns
Secretarial chair
Coffee table
Sofa
Bookcase
Table lamp
Desk lamp
Corner/end table
Wall art
Planters
2-5 drawer lateral filing cabinets
2-5 drawer vertical filing cabinets
Drapes or blinds for offices and out
side window walls
Safety deposit boxes(front office) Coordinate finish, final model ID/AR/CT
selection, base plinth requirements
w/appointed supplier, wall locations,
pull-out boxes, any special millwork,
etc.
Wall mounted key cabinets Final model selection with expansion AR/CT
quantity capability, wall location, etc.
Marble plate pen holder(front desk) Marble finish ID
Foreign currency exchange board Coordinate for either desk top type or ID/GS/CT/H
wall mounted, determine actual M
currency listing required
Cash currency trays Final verification with hardware HM/ID/CT
(POSs/F.O. cashiers) schedule and computer schedule; sized
to fit drawers, special wiring to
computer terminals, final model
selection to accommodate size of
currency, removable type or not?, etc.
05/90 8-34 08ff&e.doc


Porters call bell Coordinate for finish, determined ID/CT/HM

whether we want small, portable type
OR chime button sound to
bellman/doorman stations, any
electrical wiring, etc.
Teleprinters Supplied by tel. equipment contractor
or other ?? Coordinate interface with
tel. system and hotel management
computer system.
Guest bill folio file/tray Final model and size selection, built ID/AR/CT
into drawer shared w/work areas
behind front desk or into front desk
counters
Telex machines Verify final model selection, parts & AR/CT
service
Electronic typewriters Verify final selections, parts & service, CT
actual type print requirements i.e.
English, French, Arabic, etc.
Automatic date/time stamp machine Coordinate final model selection for CT
either freestanding type or within
millwork (location).
Fireproof Data Safe Coordinate final size for inside CT/AR
(for computer tapes) dimensions, ideal inside configuration
(i.e. to hold how many tape seals),
location, etc.
Head cashier safe Coordinate for final model selection CT/AR/ID
and actual final location; floor model
or undercounter type, finish.
Depository head, chute & receiving Coordinate for location of depository CT/AR/ID
safe chute and safe, locate clearly on
drawings, confirm w/Project Arch and
appointed supplier, get supplier
recommended drawings.
Guest safe deposit boxes Model to be determined for total qty of HM/CT
(incl. cashier floats) boxes reqd i.e. size and quantities for
location verification, installation of
same.
Mobile storage rack Coordinate model, color, single or HM/CT
(for computer printouts) centerpoint suspension and
location/storage of same.
Microfiche system Coordinate for accessories, final model HM/CT
selection, purpose, who will use and
control.
05/90 8-35 08ff&e.doc


First Aid kits Coordinate type and what contents will HM/CT
be.
Video Cassette Recorder Final model selection, parts, service, CT
(training room) location, storage.
Video Camera Final model selection, parts, service CT
(training room) and location.
Color TV Final model selection, parts, service, CT
(training room) location
Trapezoid training tables & chairs Finish, type & model ID/CT
(training room)
TV & VCR stand (training room) If purchased, coordinate for size to ID/CT
hold both TV and VCR.
UPI Monitor (Business center) Verify location, Coordinate w/local HM/CT
news station
Newspaper/magazine rack (Business Spec by ID, location. ID
center)
35mm projector (Business center) Model and location CT
Radio Pagers (Guest Use) (Business Source for local model CT
center)
Mobile Telephone/Fax (Business Source for local model CT
center)
Dr. Exam. bed Coordinate model/type. ID/CT
Medicine cabinet Coordinate model/type. HM/ID/CT
Waste containers (fitness center) Design, model and location verification ID/CT
Credit card imprinter/verifier Model/type/telephone line HM/CT/AR
Electronic membership card reader Model/type, link to Maxial system HM/CT/AR
Outdoor large face clock-tennis courts Model/type, location CT/AR
Outdoor clock (fitness trail) Model/type, location CT/AR
Wall clock w/sweep second hand Model/type, finish, wall location CT/AR
(indoor pool)
Wall clock (staff lounge) Model/type, finish wall location CT/AR
Wall clock (tennis clubhouse) Model/type, finish, wall location CT/AR
Outdoor clock (basketball court) Model/type, location CT/AR
Outdoor clock (Badminton court) Model/type, location CT/AR
Wall clock w/sweep second hand Model/type, finish, wall location CT/AR/ID
(aerobics room, weight room)
Wall clock (reception/waiting) Model/type, finish, location CT/AR/ID
Wall clock (billiards room) Model/type, finish, wall location CT/AR/ID
Wall clock (sports shops) Model/type, finish, wall location CT/AR/ID
Wall clock (male/female locker room) Model/type, finish, wall location CT/AR/ID
Notice boards Size, location, border finish CT/AR/ID
Pigeon hole racks for locker room keys Size, location, any special millwork, ID/AR
etc.
05/90 8-36 08ff&e.doc


Small storage cabinet for shoe shine Model/type, location, special millwork ID/AR
equip. (fitness center) coordination?
Guest safety deposit boxes (fitness Model, location, finish, special CT/ID/AR
center) millwork coordination?
ID membership photo card system Model, location CT/AR
(fitness center)
Wall mounted magazine/newspaper Design, finish, location ID/CT
rack(fitness center-reception)
Room trolley control board (room Details by F&B management HM/AR/CT
service)
Employee cafe furniture(tables & Model/type, layout, quantities ID/AR
chairs)
Newspaper/magazine rack (employee. Model/type, location ID
recreation room)
Employee access system Model/type, electrical & computer CT/AR/HM
coordination
Walkie Talkies Model/type, verify requirements. CT
Watchmans portable clock (security) Coordinate for station box locations, CT/AR
verify final requirements.
Closed circuit TV system Model, location, coordination CT/AR
electrical/engineering standards
Wall clock (laundry rooms) Model, location, finish CT/AR
Key storage cabinet (guest room keys) Coordination for model selection, CT/AR
location
Wall clocks (Eng. workshops) Model/type, location CT/AR
Engraving machine (engineering dept.) Final decision regarding type of name CT
badge to be used, model selection,
badge metal finish, etc.
Wall rack for TV & minibar inventory Coordinate w/engineering dept. for # of HM/CT
slips, & if can be built in-house.
Draftsman chair Model ID/AR
Wall rack for TV & minibar inventory Coordinate w/engineering dept. for # of HM/CT
slips, & if can be built in-house.
Draftsman chair Model ID/AR
Color TV (Regency Club. Lounge) Model, location and screen size. ID/AR/CT
Video cassette recorder (REGENCY Model, location ID/CT
CLUB. Lounge)
Magazine/newspaper rack (REGENCY Design, finish, location and model. ID
CLUB. Lounge)
Paper cutter Model, location CT
Postage meter mailing machine Coordination w/ local postal office for CT/AR
model
05/90 8-37 08ff&e.doc


Computing postal machine Coordinate w/local post office for CT/AR

model.
Beeper/paging system Model and verify final qty. required. CT/AR
Whiteboards Model, final size selection, frame ID/AR/CT
finish, and location.
Corkboards Model, final size selection, frame ID/AR/CT
finish, and location.
SECTION: PRINT SHOP
Coordinate w/CT/AR and hotel AR/HM/CT
management for all equipment i.e.,
models, quantities, and general overall
operation of this area.
SECTION: MATERIAL HANDLING TRUCKS
Waste container (fitness center) As specified or coordination w/ ID for ID
model.
Maids cart As specified, PM to Coordinate final ID/AS/CT
selection and size and finish as per
Interior Designer
Turn down cart Model coordination with supplier ID/AS/CT
Fitted box for top of maids cart Model coordination with supplier CT
Mobile linen truck Model coordination with supplier CT
Soiled linen truck Model coordination with supplier CT
Garment cart for dry cleaning/uniforms Model coordination with supplier CT
Bushel trucks Model coordination with supplier CT
Linen racks in maids guest floor Coordinate for model, canvas bag CT
closets colors sizes to fit chute, final # of racks
in each closet, etc.
Laundry marker w/tape Coordination to ensure no duplication CT
w/consultant
Mini-bar trolley Coordinate w/PM on site for size and CT
selection.
Ice machine (guest floors) Coordinate w/Kitchen to ensure no
type, size of cubes, size of model to fit.
Mobile rack/shelf unit (soiled room Coordinate for model/size selection CT/AS
service trays) and type room service to ensure fit.
Padded hand truck for furniture Coordinate w/banquet table supplier CT
Waste compactor Coordinate w/ base bldg., GC, kitchen CT/AR
contractor. Not FF&E, but may be
required.
SECTION: CLEANING EQUIPMENT
05/90 8-38 08ff&e.doc


General Note: All cleaning equipment

to be closely coordinated to allow for
site conditions/surfaces, local
substitutes.
Pool cleaning equipment (vacuum Coordinate w/pool contractor/GC CT/AR
cleaner, etc.) consultant. Not FF&E, but required.
SECTION: DINING ROOM WAGONS
Models and patterns to be selected by AS/ID AS/ID/HM and hotel management wherever models
not indicated. Coordinate also for tabletop accessories selections (local sources).
Liquor trolleys (restaurants & suites) Coordinate to verify if part of ID scope, AS/ID/CT
ID to spec design.
Pastry/dessert trolley (restaurants) Coordination w/AS and ID to spec or AS/ID/HM/
provide finish CT
Roast beef wagon (restaurant) Coordinate w/AS and ID to spec design, AS/ID/HM/
or provide finish. CT
Serving side table (restaurants) Same as above. AS/ID/HM/
CT
Geuridons (restaurants) Same as above. AS/ID/HM/
CT
Portable bars (banquet dept.) Coordinate w/AS & hotel for final model AS/ID/HM/
selection and interior requirements, CT
Coordinate w/ID for finish, w/ supplier
for custom design.
Room service tables PM to Coordinate to ensure hot boxes AR/CT
will fit selected room service table, PM
to coordinate w/kitchen & supplier for
type caddie system that hold hot boxes.
Mobile F&B cart (poolside service) Coordinate w/AS & hotel management AS/ID/HM/
to determine type of F&B service from CT
this cart, Coordinate w/ID for special
finish, graphics, etc.
SECTION: SHELVING & LOCKERS
General Coordinate all shelving requirements for all areas with architect, either wood or metal
type. Coordinate with HI drawings.
Lockers (fitness center) Coordinate for final sizes, ID/AR/CT
configuration, qty. finishes, Coordinate
final selections also for type of lock
system.
Floor benches (fitness center) Coordinate for finish, fixed or loose, ID/AR/CT
vs. final approved lay-outs.
05/90 8-39 08ff&e.doc


Warm air hand dryers (fitness center) Coordinate for finish, model and if ID/AR/CT
covered under base bldg. or hardware
supplier, Coordinate w/local codes.
Hair dryers (fitness center) Coordinate w/local for approved type, ID/AR/CT
Coordinate for color,
location/placement.
Slipper storage shelving (fitness Coordinate millwork ID/CT
center)
Lockers (employee locker rms.) Coordinate for final model selection, AR/CT
final qty., lock type, finish.
Floor benches (employee locker rms.) Coordinate for finish, fixed or loose AR/CT
type, verify qty. w/approved drawings.
Warm air hand dryers (employee Coordinate for location finish, model AR/CT
locker rms.) selection and if covered under base
bldg. or hardware supplier, Coordinate
with local codes allowance.
Shelving (engineering workshops) Coordinate for metal wood type, no. of AR/CT
tiers/adjustable type, and verification
of final qty. w/approved drawings.
Workbenches (engineering workshops) Coordinate final approved type each AR/CT
workshop (local brand of McMaster
Carr, of same w/ approved drawings.
Metal cabinets (engineering Coordinate for number of tiers within AR/CT
workshops) cabinet, lockable type and verification
of qty. w/approved drawings.
SECTION: VEHICLES
General note: All vehicles to be HM/CT/GS/
closely coordinated with Operating AS
Team on site for color, selection, mfg.,
service and graphics, means of
communication between vehicle and
staff (i.e. CB radio, etc.
SECTION: BANQUET EQUIPMENT
General Note: Liaise with A/V consultant to avoid duplication of equipment, specs, locations,
color, sizes of equipment etc. All A/V equipment to be latest state-of-the-art.
Banquet tables Coordinate w/CT to ensure all tables CT
have a vinyl or nylon top.
Flag Pole (indoor use) Coordinate w/ID for finish of pole. ID/CT
Pianos (upright, grand, baby grand) Coordinate w/ID for finish. ID/CT
05/90 8-40 08ff&e.doc


Lecterns (floor model/desktop) Coordinate w/ID for design or finish, ID/AV/CT

Coordinate w/AV consultant to allow
for interface in-house AV
systems/mikes.
Pedestal bulletin boards (single or Coordinate w/GS & ID for type of GS/ID/CT
double base) lettering to be used and also actual
board background type & color of
background board.
Portable platforms (stages-banquets) Coordinate w/PM for floor finish type. ID/CT
Portable dance floor & trim border Coordinate w/ID floor finish & border ID/CT
strips trim strip finish, coordinate w/supplier
for recommended qty. of border trip
strips.
Rails for traffic guidance Coordinate w/ID for rail finish. ID/CT
Rope for traffic rails Coordinate w/ID for rope color ID/CT
Banquet chairs Coordinate w/ID for upholster ID/CT
selection, frame finish, and type;
ensure no duplication w/ID scope of
eq.
Theatrical spotlight (ballroom) Coordinate w/PM, Engineer & A/V AV/CT
consultant for final model selection,
location and throw distance.
Microphone, all types Coordinate w/AV consultant AV/CT
Banquet Props Coordinate w/AS & hotel management AS/HM
to determine theme party props
required before hotel opening if
possible or ensure US$20,000 set aside
for purchase at a later date.
Promotion poster frames Coordinate HIC PR dept. (C. Tabora)
for frame finish, type, sizes, and verify
final qty requirements
TV/Video Monitors Coordinate w/AV consultant & AS/CT
ID/AV/ID/CT for model, locations,
screen size and whether TV or just
video monitor requirements.
Speakers Coordinate w/AV consultant & ID AV/ID/CT
Cordless FM microphone Coordinate w/AV consultant AV/CT
Electrical operated projection screen Coordinate w/AV to ensure part of AV/CT
(mtg. rms./ballroom) base bldg. reqmts and for screen sizes
for each room.
VCR multi-system, Coordinate w/AV consultant. AV/AR/CT
16mm film projector (banquet dept.) Coordinate w/hotel management for AV/HM/CT
model selection.
05/90 8-41 08ff&e.doc


Slide projector w/zoom lens (banquet Coordinate w/AV consultant & hotel AV/HM/CT
dept.) management input to determine
throw-length of zoom (i.e. ballroom
use and mtg. room use), final model
selection, accessory requirements, etc.
Whiteboards/easels (banquet dept.) Coordinate w/ID & hotel management ID/CT
for frame finish, and model
preferences.
Portable color video projector Coordinate w/AV consultant AV/CT
(ballroom)
Janus Computerized Display System Coordinate w/AV & AR to determine # AV/AR/CT
of lines reqd for each screen display at
each meeting room entrance and lobby
area, if this system selected, coordinate
software for compatibility w/selected
PC hardware.
SECTION: RECREATIONAL EQUIPMENT
Chess/backgammon sets Model selection as per hotel HM
(Library/Drawing room) management.
Newspaper/magazine rack Spec as per ID ID
(Library/Drawing room)
Sauna & all accessories Not FF&E, but GC. ID/AR/CT
Whirlpool Not FF&E, but GC. ID/AR/CT
Plunge pools Not FF&E, but GC. ID/AR/CT
Steam room Not FF&E, but GC. ID/AR/CT
Massage tables Coordinate w/ID for wood finish ID/AR/CT
selection and verify final model.
Medical weighing scales (locker Coordinate w/drawings for final digital ID/AR/CT
rms./med center) type or other.
Hair dryers (male/female locker rms.) Coordinate for type either hand-held ID/AR/CT
vs. wall mount depending on local
codes, color selection, locations at each
dry grooming station.
Cabinets within massage room Coordinate for either free-standing unit ID/AR/CT
or millwork item, Coordinate shelving
requirements
Shoe shine stool & matting Coordinate for final model selection ID/AR/CT
and placement of same.
Pneumatic lift for disabled (pool use) Coordinate to determine recessed ID/AR/CT
installation location, storage of same
when not in use.
Pool testing kit Coordinate w/pool contractor as may CT
be part of their scope.
05/90 8-42 08ff&e.doc


Lap timer (indoor jogging track) Coordinate w/ A/V consultant for AV/CT
custom design
Info & Guidelines board at start point To be detailed by graph/signage GS/CT
for indoor jogging track consultant.
Lap counter & electric large faced Same as above. CT
clock w/sweep second hand at start pt.
of indoor jogging track.
Suitmate dryer Coordinate w/HI drawings for exact AR/CT
locations in each locker room to ensure
proper space available.
Anti-wave racing lane dividers Coordinate for color and AR/CT
footage/length requirements.
Drinking water cooler Coordinate for location, and type, i.e. AR/CT
drinking fountain or bottled water type.
Exercise equipment Coordinate and supplier for spacing ID/AR/CT
between each machine, elect.
requirements, layout configuration,
coordinate w/ID for color selections for
Life Fitness circuit machines.
If Keiser equipment selected,
Coordinate w/supplier for compressor
model and location of same, hook-ups
to equipment, etc.
Sun tanning bed Coordinate final type/model selection ID/AR/CT
Table tennis & accessories Coordinate w/hotel management on HM/CT
final model selection.
Electronic games Coordinate w/ hotel management on HM/CT
final model selection and placement.
Billiards table & accessories Coordinate w/hotel management on HM/CT
final model selection
Football table & accessories Same note as above. HM/CT
Exercise mats Coordinate for color selection. ID/CT
Chess, backgammon, board games, Hotel management to select. HM/CT
card games
Game tables & chairs Coordinate w/ID for model selection. ID/HM/CT
Playground equipment (outdoor) Coordinate w/hotel management for AR/HM/CT
composition and design, i.e. swing sets,
slides, etc.
Plastic cribs Coordinate w/hotel management for HM
model selection.
Low tables, chairs, play benches Same as above. HM
Color TVs/Monitors (19 - 27) Coordinate for model selection, finish AR/AS/CT
and location.
05/90 8-43 08ff&e.doc


Pool deck furniture Coordinate for quantity and models. ID/AR/CT

- side tables
- chaise lounges
- chairs
- parasols
- hammocks
Golf equipment & accessories Coordinate w/hotel management for HM/CT
model selections.
SECTION: GUEST ROOM ACCESSORIES
General note: All equipment to be latest state-of-the-art, with remote controls operating ideally
both the TV and VCR and stereo, where applicable.
Color TVs/Monitors (19 - 27) Coordination for final model ID/AR/CT
selections, finish, location and screen
sizes.
Minibars Same note as above. ID/AR/CT
Mini-safes Same note as above. ID/AR/CT
Hair dryers Coordinate for final model selection ID/AR/CT
depending on local code, location,
color by ID
Stereo systems Coordinate for final model selection, ID/AR/CT
should ideally be multi-stack CD
player, location i.e. within furniture or
other, Coordinate also size of model to
fit.
Cassette Player Coordinate for final model selection, ID/AR/CT
should ideally be double cassette
player, location within armoire
connected to stereo TV.
Color TV (5-9) (Suite master bath) Coordination for final screen size, ID/AR/CT
model and location.
Baby Grand Piano Coordinate for finish, model and ID/AR/CT
whether incl. as part of ID scope vs.
HESB item.
Video Cassette Recorders Coordinate w/PM for final model ID/AR/CT
selection/type, location.
SECTION: KITCHEN UTENSILS
Coordinate with area chef on specific selections for ethnic kitchens. Coordinate tray sizes with
kitchen contractor to fit ovens, refrigerators, trolleys, etc. Ensure no duplication with kitchen
contractor. AS/CT
Dish racks Verify rack models w/supplier and CT
glassware supplier
05/90 8-44 08ff&e.doc


Cutlery racks Coordinate w/AS for type, i.e. S/S or AS/CT

built-into drawer type or other
Shelving carts Coordinate w/kit. contractor to avoid CT
duplication, confirm sizes, etc.
Plate transport wagon (dish carts) Same as above. CT
Plastic bottle wagon Coordinate for model recommendation CT
and possible duplication
Portable ice bins Coordinate for model and type and CT
possible duplication.
High pressure cleaner Coordinate for final model selection. CT
Industrial floor scrubber Coordinate for final model selection. CT
SECTION: DINING ROOM ACCESSORIES
Coordinate with hotel management and AS/HM/CT
AS for preference/model selections.
SECTION: ENGINEERING TOOLS AND EQUIPMENT
Coordinate with Area Director of AS/CT
Engineering on specific selections or
substitutions if local items are
purchased.
SECTION: HOUSEKEEPING UTENSILS
Umbrellas (concierge) Coordinate for type, color. CT/HM
VIP entrance mats Coordinate w/ID for color, sizes/length ID/CT
and qty.
Doorman whistle & chain (concierge) Coordinate for model HM/CT
Pageboy announcement board w/bell. Coordinate w/ID for spec. ID
Hangers (guest rooms) Coordination for hook type, w/ ID for ID/CT
finish.
Candle holders (rooms) Coordinate w/ID for model type. ID/CT
Fire exit plans (guest room doors) Coordinate w/graphics standards and GS/ID/HM
hotel management
Valet Stands (guest rooms) Coordinate w/ID for finish/model. ID/CT
Frame to display room rates (closet Coordinate with hotel management. GS/HM
doors)
Flower vase (guest rooms) Coordinate to ensure this is covered ID
under ID scope.
Rack for laundry bags, slips, etc. Coordinate w/ID and GS for ID/GS/HM
model/size.
Electrical iron(housekeeping) Coordinate with hotel management for HM/CT
model/type.
Ironing board & pad (housekeeping) Same as above. HM/CT
Electrical converter/transformer Same as above. HM/CT
(housekeeping)
05/90 8-45 08ff&e.doc


Electrical. plug adapter (housekeeping) Same as above. HM/CT

Sewing machine (housekeeping) Coordinate to avoid duplication of AR/CT
equipment, final model & accessories
to be determined
Sewing machine stand (housekeeping) Coordinate whether required AR/CT
Key pouches & pass key rings Coordinate for purchase if keys used in CT
(housekeeping) hotel
Aluminum step ladders (housekeeping) Coordinate for final model and type CT
preference
Ash urns (BOH) Coordinate w/ID for spec. and verify ID/CT
final qty. required
Bulletin boards (maids closets & Coordinate w/hotel management for HM/CT
offices) size preference and trim finish.
Bed boards (maids closets) Coordinate w/AS & hotel management AS/HM/CT
for model selection.
Entrance door mats Coordinate w/ID for color, and AR for AR/ID/CT
size, qty and location.
Hyatt Flags Coordinate w/HIC PR dept. and AS for AS/GS/CT
graphics, color and required qty.
Wastepaper basket (public restrooms) Coordinate w/ID for spec. ID/CT
Paper towel dispensers (public Coordinate w/ID and hardware ID/CT
restrooms) supplier for type, location, finish.
Hand dryers (public restrooms) Same as above. ID/CT
Announcement stands (restaurants) Coordinate w/ID for spec. ID/CT
Coat check tags (restaurants) Coordinate for model/type. CT
Pageboy announcement stands Coordinate w/ID for spec. ID/CT/GS
(restaurants)
Coat rack/umbrellas (Regency Club Coordinate w/ID for spec./model. ID/CT
lounge)
Umbrella stand (Regency Club lounge) Same as above. ID/CT
SECTION: MISCELLANEOUS EQUIPMENT
Ice bucket (guest rooms) ID to specify ID/AS
Tray for ice bucket (guest rooms) ID to specify ID/AS
Thermos for fresh water (guest rooms) ID to specify ID/AS
Bathroom floor scale (guest rooms) Coordinate for final type, ID to specify ID/AS
finish/color.
Magnifying mirror w/light (guest Coordinate for final type, ID to specify ID/AS
rooms) finish/color.
Wastepaper basket (rooms & ID to specify. ID/AS
bathrooms)
Tissue/Kleenex box dispenser ID to specify either freestanding type, ID/GS/AS
(bathrooms) built in or other.
Soap dish (guest bathrooms) ID to specify ID/AS
05/90 8-46 08ff&e.doc


Toiletry basket (guest bathrooms) ID to specify ID/AS/GS

Flower vase (bathroom & guest rooms) ID to specify; ensure no duplication ID/AS
w/ID scope.
Refrigerator (staff rm.-fitness center) Coordinate for final model selection. CT
Oven toaster (staff rm.-fitness center) Coordinate for final model selection. HM/CT
Baby crib (housekeeping) Coordinate for final model selection. AS/CT
Baby highchairs Same as above. ID/AS/CT
Baby booster seats Same as above. ID/AS/CT
BOH signage Coordinate w/GS, hotel management & GS/HM/CT
signage schedule to ensure all areas are
covered under main signage contract
schedule, i.e., for office indication,
safety/motivational signs, posters, etc.
8.9. Table/Table Cloth Sizes

To ensure proper table/table cloth sizes are being provided, below is a guideline to be used for
verification. Ensure table linen is coordinated with final table sizes. (See attached charts for
details.)
Caf Restaurant
Deuce - Freestanding or Banquette
W - 700 L - 800 H - 750
OR
Dia. - 900 H - 750
Four - Banquette
W - 800 L - 1200 H - 750
Four - Freestanding
W - 900 L - 900 H - 750
OR
Dia. - 1100 H - 750
Six - Freestanding
Dia. - 1350 H - 750
Four - Booth Only
W - 800 L - 1200 H - 750
OR
Semi-circle dia. - 1350 H - 750
Specialty/Ethnic Restaurant
W - 750 L - 850 H - 750
OR
Dia. - 900 H - 750
Four - Banquette
05/90 8-47 08ff&e.doc


W - 850 L - 1300 H - 750

Four - Freestanding
W - 850 L - 1300 H - 750
OR
W - 1000 L - 1000 H - 750
OR
Dia. - 1200 H - 750
Four - Booth Only
W - 1000 L - 1000 H - 750
OR
Six - Freestanding
Dia. - 1420 H - 750
Ethnic Chinese
W - 750 L - 850 H - 750
OR
Dia. - 900 H - 750
Four - Banquette
W - 850 L - 1300 H - 750
Four - Freestanding
W - 850 L - 1300 H - 750
OR
W - 1000 L - 1000 H - 750
OR
Dia. - 1200 H - 750
Four - Booth Only
W - 1000 L - 1000 H - 750
OR
Six - Freestanding
Dia. - 1300 H - 750
Lazy Susan Dia. - 550
Eight - Freestanding
Dia. - 1600 H - 750
Ten - Freestanding
Dia. - 1800 H - 750
Twelve - Freestanding
Dia. - 2000 H - 750
05/90 8-48 08ff&e.doc


Lounges/Bars/Entertainment Center/Regency Club/ Drawing Room (Drinks

Only Service)
Deuce
Dia. - 500 H - 400 to 430
Chair Seating Height - 430 to 470

Four
Dia. - 800 H - 400 to 430
OR
W - 760 L - 760 H - 400 to 430
OR
W - 560 L - 900 H - 400 to 430
Chair Seating Height 430 to 470

Six
Dia. - 1000 H - 400 to 430
OR
W - 1050 L - 1050 H - 400 to 430
OR
W - 850 L - 1200 H - 400 to 430
Lounges/Bars/Entertainment Center/Regency Club/ Drawing Room (With

Food Service)
Deuce
Dia. - 600 H - 630 (clear)
Chair Seating Height - 450

Four
Dia. - 900 H - 630 (clear)
OR
W - 860 L - 860 H - 630 (clear)
OR
W - 660 L - 900 H - 630 (clear)
Six
Dia. - 1100 H - 630 (clear)
OR
W - 1150 L - 1150 H - 630 (clear)
OR
W - 950 L - 1200 H - 630 (clear)
05/90 8-49 08ff&e.doc


Food Courts/Pools/Fitness Centers/Poolside Restaurants

Side Table
W - 400 L - 400 H - 400
OR
Dia. - 440 H - 400
Deuce
W - 700 L - 800 H - 750
OR
Dia. - 900 H - 750
Fours
W - 900 L - 900 H - 750
OR
Dia. - 1100 H - 750
Sixes
Dia. - 1350 H - 750
Special Areas
Tatami Rooms
W - 1200 L - 1600 H - 380 (6-8)
OR
W - 1200 H - 2000 H - 380 (10-12)
Guest room Suite Dining Areas: Executive Suite
W - 900 L - 1400 H - 750
OR
Dia. - 1300 H - 750
Guest room Suite Dining Areas: Presidential Suite
W - 900 L - 1800 H - 750
OR
Dia. - 1500 H - 750
Boardrooms
W - 1400 L - 1800 H - 750
Employee Restaurant: Deuce - Freestanding or Banquette
W - 650 L - 800 H - 750
Employee Restaurant: Four - Freestanding or Banquette
W - 650 L - 100 H - 750
For your convenience, on the following pages are two sizing charts:
For Square and Rectangular Tables
The drop is calculated with approximately 10 inch/25cm.
For Round Tables
For maximum ease in laundry handling and to maintain a good shape on the table, we
recommend only square table cloths for round tables.
05/90 8-50 08ff&e.doc


8.10. Samples
Sample Room
Samples of all applicable items are to be reviewed for quality and adherence to Hyatt
International specifications and standards. Samples of specially designed items, substitutes, or
alternatives are to be approved by Hyatt Internationals Project Manager. It is recommended that
a specific sample room (area) be designated, where all samples can be accumulated for review
and approval, as well as to have on hand for future reference.
This sample room should be of adequate size and well organized. It should be located during the
initial stages at the Owners Procurement Office and at the stage of receiving goods on-site for
verification of delivered items.
Approvals/Quality/Quantity
It is the Hyatt Internationals Project Manger position to ensure the Owners Purchasing Agent
and vendors follow the Interior Designers and Hyatt International specifications for quality and
quantity, and adherence to budget. It is common practice to down grade standards during the
procurement period to come in under budget, or to substitute items to increase profit from a
vendors point of view. The Hyatt International Project Manager has to approve all item samples
to ensure their compliance with the original specifications.
Substitutes
The following liaison with Hyatt International will be required to successfully control the
tendering and procurement of FF&E items.
Hyatt Internationals Project Manager will be based in the city of the site, and he will be
available to discuss and explain to the Owner and/or his designated purchasing agent the
contents of the HESB, and assist him during the period of tendering and procurement. Hyatt
International will provide the Owner with listings of approved and recommended manufacturers
for both major kitchen and laundry equipment, and for all the equipment listed in the Hotel
Equipment Standards Book. The Interior Designers lists of furniture and furnishings will
normally have recommended manufacturers tagged to them. The Project Manager will assist the
Owner in reviewing alternatives to ensure they meet Hyatts specifications in the event that
Hyatt recommended suppliers cannot be used in the country of the project for reasons of local
manufacture protection, importation laws, duties, etc. In all cases, where deviations from
manufacturers proposed by Hyatt are considered, then Hyatts Project Manager must be
consulted for approval before proceeding further.
It will be the Hyatt International Project Managers responsibility to ensure that substitutes are of
equal or better quality, or if questionable, request the designers or Hyatt Internationals opinion
on the matter. No substitution should take place without the Hyatt International Project
Managers approval.
8.11. Receiving/Storage/Installation
As previously mentioned, the receiving of FF&E items is to be coordinated with the hand over
schedule submitted by Hyatt International, however, prior to the receiving of any item, adequate
05/90 8-51 08ff&e.doc


and secure storage facilities must be determined either on or off site. It is the Owners
responsibility to ensure that FF&E is securely guarded from theft, pilferage, and adverse ambient
conditions, until such time that a final inventory is made and handed over to the hotel
management. At any time that inventories are made, the Owner or his representative must be
present together with Hyatt Internationals Project Manager and a representative of hotel
management.
Storage
Hyatts Project Manager will act as a pivot between the Owner and Hotel Management in the
period of hand over of equipment by section and by department, and will liaise all the
movements involved in releasing the goods from an off site storage, to taking of opening
inventories, to storing in the hotel and distribution to the head of departments of the management
team.
Procedures
1. Goods are received and the Delivery Order compared with a copy of the Purchase Order.
2. Goods received should be acknowledged on the receiving document, which would then
be used to record the goods as operating inventory. Complete details of each item (full
description, quantity, unit and total price) should be recorded.
3. The area designated for receiving goods should be large enough to facilitate sorting and
distribution. (It is important that areas designated for storage of heavy equipment should
have their loads verified with the structural engineers.
4. Should goods be damaged upon arrival or shortage reported, a complete inventory and
damage report should be done in the presence of the delivery agent and a member of the
Owners FF&E team/FF&E agent. Photographs should be taken of the damaged boxes.
The delivery agent/driver should sign for all damaged boxes he delivered. The insurance
company should be notified immediately in writing of the damages, shortages, etc.
5. Where possible, the supplier or his representative should be present at the site when
goods are being delivered.
6. Specialized handling equipment (e.g., forklifts or cranes, etc.) should be made available
and their use coordinated with the respective delivery requirements.
7. The operating team will requisition items per their allocated requirement on regular hotel
general store requisitions. This is not necessary for FF&E items to be installed by
contractors.
8. The hotel operating team will provide a final inventory of all items which will remain in
general storage for future distribution, as well as a breakdown of all items distributed to
the operating departments.
Installation
The installation of FF&E includes all equipment that is fixed from the Interior Designers lists,
initially carpeting and drapes, eventually the positioning of all guest room furniture and public
area furniture. From the kitchen and laundry contractor, the installation of all major kitchen and
laundry equipment, and the hook up to utilities in coordination with the MEP contractors. From
the Hotel Equipment Standards list, among others the positioning of Office Furniture, Employee
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Cafe Furniture, installation of the Computer Systems, positioning of lockers, shelving and health
club equipment, positioning/ fixing of hotel equipment into custom millwork, installation of
various safes into pre-determined areas, and the connecting of TVs and mini-bars in the guest
rooms. In order to expedite this, the Owners FF&E Procurement Team should prepare a
placement schedule detailing, area by area, each single item to be positioned within that area and
coordinate this with Hyatts hand over schedule, updating it with on-site progress to date. All
other items on receipt are either delivered to operating areas in care of hotel department heads, or
lodged in diverse storage rooms to become part of the hotels inventory of
replacement/additional equipment.
Any space accepted for installation from the contractor should be completed and handed over to
the Owner/his representative by each contractor.
Areas for installation of FF&E will be taken over after inspections, by Hyatt Internationals
Project Manager or someone authorized to accept for him and by a representative of the FF&E
installers. Takeover is subject to the completion of any remaining items on the punch list,
compiled at the time of inspection.
Installation of FF&E, the moving of all furniture up the floors to the guest rooms and other areas
has always proved to be an arduous task, one where deliverers and contractors may run into
friction. The Owner or Owners Project Manager may wish to consider hiring a specialist team
of FF&E movers and installers that are brought onto the job as per the schedule of deliveries
organized by the FF&E purchasers. It should be borne in mind that there are countless large
containers arriving day after day with bulk goods and their unloading, distribution, and
installation is a major task that requires pre-meditated organization.
All installation workers should be identified by uniform or badges when on the hotel site.
Construction areas must be screened, if necessary, by the construction contractors from areas
where installation is taking place, to prevent damage to carpet and FF&E. Direction in such
matter is given by the Owners Project Manager.
When an area is being installed, it is desirable for the contractors staff not to enter the area
except for emergencies. All activities should be coordinated with the Owners Project Manager
in liaison with Hyatt Internationals Project Manager.
Installation crews working in an area must use prearranged delivery and access routes. Elevator
use will be only at pre-agreed times. Overtime work requiring power and lights must be arranged
at the next coordination meeting.
The space turnover to the installation team should be capable of being shut off and locked.
Responsibility of Building Contractor and FF&E Installers

1. Contractor
Scheduling should be planned so that any major construction, including mechanical, electrical
and plumbing, be finished ahead of installation. Contractors may return to installed areas for
final punch list corrections, but only under the supervision and surveillance of hotel
management. Contractors should maintain clear access to lift, lobby, and corridors, as well as
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lights and power needed for the installation program, according to the directions given by Project
Management.
2. FF&E Installer
Installer follows behind construction according to an agreed schedule and generally should not
work in any area not properly turned over for installation.
Installer is responsible for removing all of his debris from site on a regular basis, including
packing materials, cartons and the like.
Installer must keep Project Management informed in advance of all planned activities or
proposed changes to the agreed schedule.
3. Interior Design FF&E Items
During the first week of carpet installation activities, a schedule should be fixed for the installers
to take over one service elevator for exclusive use to guest room floors, and start delivery of
nailing strips, underlay, and other material to the floor being turned over to them. An inspection
of the floor will be made before the beginning of the work to ensure that the floor is clean and
ready for the delivery of equipment and installation of underlay.
Normal procedure calls for corridor carpets to be installed only after all guest room furniture
have been installed.
Once guest room carpets have been laid, installation procedure calls for delivery and assembly of
bed frames, box springs, and mattresses before delivery of any other furniture. Any carton or
containers in which these items are delivered and all remaining carpet pieces are removed from
the building by the installer before beginning the installation of other furniture.
It is normally recommended that curtains be hung immediately after carpet installation. All other
furniture will be installed, pictures, various mirrors hung, and telephones installed prior to soft
opening.
4. Kitchens and Laundry
All tiling and ceiling work must be completed before kitchen equipment is installed. All utility
services must be completed and stubbed up, ready for final hand over. A conservative estimate is
that 16 weeks are needed from completion for finishes and services before the kitchens are ready
for inspection.
The main kitchen adjoins important public spaces, therefore, the installation in those public
spaces should not begin until major/dirty work is finished in the main kitchen.
Laundry equipment and some kitchen equipment is bulky, and sufficient access must be
considered in planning installation and finishing of these areas.
Commissioning
Hotel management does not take over areas or systems. A representative of Hyatt Technical
Services accepts on behalf of the operator. Before an area is taken over by the Hyatt
representative, it must have all corrective work completed.
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All equipment must be demonstrated to be operational. Any manuals, warranties or relevant

papers will have to be available at the time of takeover. Training, where applicable, will have
been carried out.
The key factor in acceptability is the completion of all works to an acceptable standard. The
Owners Project Manager will inform Hyatt Internationals Project Manager when an area is
ready for inspection. Hyatt Internationals Project Manager will inspect the area in light of
agreed and accepted standards of workmanship. This inspection will culminate in a punch list
which will detail either acceptance (provisional) or detail corrective work to be carried out. Once
all corrective work has been completed, Hyatt Internationals Project Manager will re-inspect the
area. Upon final inspection, Hyatt Internationals Project Manager turns over this provisionally
accepted area to operations. The hand over schedule issued for each project makes allowance for
hotel operations and training requirements in the various departments. Only when the hotel is
under operational loads, will final acceptance be issued.
It is important to stress here that there will be projects where the hotel will undergo soft opening
while the major MEP systems are still under testing/commissioning, and therefore under the
contractors stewardship until such time that final hand over is carried out. In this particular case,
it is important that Hyatts Project Manager comes to a pre-opening agreement with the Owner/
general contractor as to the distribution of fuel costs to run the systems, as both the hotel for
obvious reasons, and the contractor for testing purposes, will be consuming fuel. (Testing
sometimes consumes abnormal quantities of fuel). It is necessary to establish ratios in advance to
any fuel bills arriving to hotel management and subsequent disagreements as to settlements.
Inventory
The hotel operating team will assist the Owners purchasing agent and the Hyatt International
Project Manager in compiling a final inventory of all on-site FF&E items. This will assist in
establishing final listings of missing items or additional items needed. The Operating Team may
also request some additional items not specified on the original purchasing specifications. The
Hyatt International Project Manager should coordinate these requests with the Owners
Procurement Team.
The final inventory will also assist in establishing a final costing for all FF&E items.
Final Accounting
Following the opening of the hotel and the final receipt of all FF&E from the three sources,
Hyatts Project Manager, in coordination with the Owners FF&E team, will compile a total
costing of all FF&E by area and by section that will provide a final figure to the Owner on
overall expenditure vs. total project of FF&E, and provide the Owner and Hyatt International
initial inventory values of the various sections of FF&E and Operating Equipment, vital
information for replacement patterns and hotel assets.
Security
Throughout the installation period of fixed FF&E items and the off or on-site storage of other
FF&E material in Owners storage, it will be the Owners responsibility to ensure adequate
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security precautions are taken, to prevent theft or damage to these items. After hand over
proceedings are completed for fixed FF&E or after items are located in the hotels storage under
the operating teams control, hotel management will be responsible for providing security for
these equipment and areas.
8.12. Warranties
Hyatt Internationals Project Manager will assist the Owners in the purchasing of the Hotels
operating equipment based on Hyatts Hotel Equipment Standard Books, so as to ensure a clear
understanding of the specifications that Hyatt requires. His coordination role continues right
through the timely ordering and delivery of the operating equipment, to hotel operations.
As long as HIs Project Manager is involved with FF&E Purchasing, he/she may also wish to
verify that all MEP equipment that are being, or have been purchased, should be checked
carefully to see whether recommended spare parts have been specified to accompany original
equipment. Attention must be taken in the availability of local repair/spare parts agents with
respect to equipment that has been ordered.
Surplus FF&E, including furniture, carpets, lamps and upholstery materials should be stored by
Engineering and issued against requisitions. Spare curtains, drapery material, skirting and
bedspreads are to be stored by Housekeeping, and/or Commissary.
Review of the guarantee/warranty periods for FF&E equipment will determine procedures to
handle repairs during the contractors representative in town after the hotels opening. Steps to
take if the local service is unsatisfactory need to be discussed.
It will be vital to obtain the installation and operating manuals for all equipment (both FF&E and
MEP) installed in the hotel and lodge them with Engineering.
The Owners procurement team or project manager should supply copies for all written
warranties received by the Owner to the Hyatt International Project Manager for hand over to the
operating team.
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SECTION 9 - PRE-OPENING ORGANIZATION
Table of Contents
9.1. GENERAL MANAGERS PRE-ASSIGNMENT ACTIVITIES ............................................................1
General....................................................................................................................................1
Planning ..................................................................................................................................1
9.2. PRE-OPENING OFFICE...............................................................................................................2
Set up ......................................................................................................................................2
Preliminary Hiring Schedule ..................................................................................................3
Pre-opening Office Requirements ..........................................................................................3
Operating Supplies Requirements ..........................................................................................6
Personnel and Transport .........................................................................................................7
Site Signage ............................................................................................................................7
9.3. PRE-OPENING OFFICE ORGANIZATION ........................................................................7
Pre-opening Office Start-Up...................................................................................................7
Pre-opening Manpower Planning ...........................................................................................8
Pre-opening Budget ................................................................................................................8
Pre-opening Chart of Accounts ..............................................................................................9
Pre-opening Banking Procedures .........................................................................................10
9.4. PROJECT COMMUNICATIONS........................................................................................11
9.5. PROJECT MANAGER LIAISON........................................................................................12
General..................................................................................................................................12
Pre-opening Team Induction ................................................................................................13
Weekly Meetings ..................................................................................................................14
Project Familiarization With Project Manager .....................................................................14
Procedure for Making Changes ............................................................................................15
Special Decorations ..............................................................................................................15
Hotel Soft And Grand Openings...........................................................................................16
Pre-opening Team Coordination...........................................................................................16
9.6. PRE-OPENING TASK LIST................................................................................................21
General..................................................................................................................................21
Planning Schedule ................................................................................................................22
Master Pre-opening Task List...............................................................................................22
9.7. HANDOVER/FOOD & BEVERAGE ............................................................................................47
Handover Schedule/Food & Beverage .................................................................................47
Outlet Opening Timetable/Food & Beverage.......................................................................47
Area Setup/Food & Beverage ...............................................................................................48
9.8. HANDOVER SCHEDULE/MATERIALS MANAGER .....................................................................48
9.9. TRAINING ACTIVITIES ............................................................................................................48
Pre-opening Training Strategy/Director of Personnel & Training .......................................49
9.10. PROCUREMENT/STORAGE ......................................................................................................50
9.11. HOTEL SOFT AND GRAND OPENINGS.....................................................................................51
9.12. LICENSES ...............................................................................................................................51
Owners Responsibility ........................................................................................................52
Operators Responsibility .....................................................................................................52
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9.1. General Managers Pre-Assignment Activities
General
Hyatt International will assist a newly appointed General Manager in his preparation for a new
assignment through briefings, induction programs, and the issue of the General Managers
Pre-opening Manual. It will be of utmost importance that the Hyatt Project Manager assists in all
aspects of the General Managers tasks to ensure a smooth start up of the Pre-opening Office.
There are a number of sources of information which will assist the General Manager in better
understanding his new assignment:
SUBJECT SOURCE
Cultural/Economical Background Embassy
Project History Division/Area Office
Budget Information Division/Area Office
Preliminary Human Resources Spec. Division/Area Office
Contact Address of Hyatt Project Mgr. Division/Area Office
Sales & Marketing Activities/Brochure Division/Area Office
He should collect as much information as possible without going into detailed design aspects, as
they would confuse the subject and will be handled at a later stage by Hyatt Technical Services
Department.
Planning
Apart from organizing a proper handover of his current assignment to his successor, he needs to
plan a few important activities prior to moving to his new hotel:
ITEM INFORM
Temporary Housing Needs (Max. 3 Months) Hyatt Project Manager
Permanent Housing Needs (Until Opening) Hyatt Project Manager
Furniture/Equipment Needs For Housing Hyatt Project Manager
Transportation Needs (Vehicle) Hyatt Project Manager
Staffing Needs (Secretary/Driver) Hyatt Project Manager
Preliminary Hiring Schedule Hyatt Project Manager
Preliminary Office Requirement Schedule Hyatt Project Manager
Start-Up Office Supply Requirements Hyatt Project Manager
Printing of Stationery Hyatt Project Manager
Communication Requirements (Telefax, Telephone) Hyatt Project Manager
Budget/Banking Requirements Division/Area Office
Pre-opening Brochure Division/Area Office
Project Briefing (General) Division/Area Office
Project Briefing (Technical) Corporate Office
Project Briefing (On Site) Hyatt Project Manager
All of the above points should be organized prior to re-assignment to ensure adequate
preparations have been made.
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Coordination with the Hyatt Project Manager is vital, as it will take considerable time to prepare
adequate facilities and supplies prior to your arrival.
9.2. Pre-opening Office
Set up
The arrival of the General Manager on site usually requires the pre-set up of the Pre-opening
office. This office may be located on site or off site in a specially set up environment, or in the
hotel itself, if the project has advanced to a stage where this is possible.
Since the set up of the General Managers office should be concluded prior to this arrival, it
would be advisable to liaise the requirement with the divisional office or the General Manager
direct. A listing should be requested for all office space requirements for the first three months of
Pre-opening operation, which should include the following information:
1. Exact staffing, including arrival dates (i.e. General Manager, Secretary, Financial
Controller, Director of Sales, etc.).
2. Space requirements (i.e. three offices x 15m, two work stations x 6m, etc.).
3. Exact equipment requirements (i.e. three secretarial desks, two 4-drawer files, one fax
machine, etc.).
4. Exact office supply requirements (i.e. letterheads, business cards, pens, waste baskets,
cups, etc.).
The Technical Services Department has developed a Pre-opening office prototype and the office
should be set up accordingly. Usually the requirements for this office will depend on the hiring
schedule; the total space needed for the General Managers activities in the first few months may
be smaller than shown on the attached drawing. Therefore, it would be advisable to arrange
space with the possibilities for future expansions to save cost for the first few months. This
subject should be discussed with the General Manager upon his arrival in full detail. Since the
office will also require telephone, telefax and telex facilities , it would be advisable to request
these services at an early stage. Taking into consideration the requirement for the hotel telephone
number to end with ---1234 and the telex to show in the answer back HYATT or similar.
To ensure the layout is as efficient as possible it is advised to request a layout proposal from the
Project Architect assigned to this project. This will allow for proper coordination with the BOH
layout and correct allocation of temporary furniture from the BOH to the Pre-opening Office.
All items selected should be purchased as soon as possible to afford proper operation of these
offices.
In order to assist the General Manager to locate secretarial services and/or a driver, the Project
Manager should prepare a file with possible candidates for the General Managers selection. All
other requirements should be discussed during the first review meetings with the General
Manager.
All FF&E used in the Pre-opening office or sales office are a part of the scheduled FF&E for the
BOH area and will have to be utilized after closure of the Pre-opening office in its intended
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location. It is therefore important to finalize the BOH layouts and office equipment section
specifications prior to placing orders for the Pre-opening offices.
Preliminary Hiring Schedule

The following schedule is an example of a hiring schedule showing specific office needs (i.e.
office, desk). Using the Preliminary Hotel Specification prepared by the Divisional/Area Office,
the General Manager should prepare a listing based on his projects special needs and forward to
the Hyatt Project Manager.
Pre-opening Office Requirements

The following pages highlight the FF&E requirements for a typical Pre-opening Office. The
General Manager should review the layout and specifications and inform the Hyatt Project
Manager on his projects specific needs.
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Pre-opening Office Layout

[insert drawing]
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Pre-opening Office FF&E Specifications

[insert specifications]
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Operating Supplies Requirements

The following list suggests supplies necessary to start up the office. The General Manager
should review and comment on items and quantities and provide this information, together with
Pre-opening Office Layout.
Item Suggested GM Suggested

Quantity Quantity
Post-It Notes 24 pads

Paper Clip Dispenser 4 ea.
Paper Clips 10 bxs (100 ea)
Tape Dispenser 4 ea.
Tape 12 rolls
Packing Tape 2 rolls
Phone Message Pads 10 ea.
File Folders (Letter) 75 ea.
File Folders (Legal) 25 ea.
File Folder Labels 1 bx. (200)
Rubber Bands 1 bx. (assort.)
Scissors 4 ea.
Desk Calendars 4 ea.
Glue 1 bottle
Rulers 2 ea.
Rolodex 2 ea.
Staplers 4 ea.
Staples 2 bxs.
2 & 3 Hole Punch Combo 1 ea.
Letter Openers 2 ea.
Pen/Pencil Holders 4 ea.
In/Out Trays 4 sets
Pens 4 doz.
Pencils 4 doz.
Markers 2 doz.
Xerox Paper (Letter) 2 cartons
Xerox Paper (Legal) 2 cartons
Diskettes (3 1/4") 2 boxes
Stationery:
- Letterhead 1000 sheets
- Memo 1000 sheets
- Plain White Bond 500 sheets
- Telefax Cover Sheets 1000 sheets
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Operating Supplies Requirements (contd)
Item Suggested GM Suggested

Quantity Quantity
Envelopes (#10 size) 500 ea.
Envelopes (large, legal) 100 ea.
Envelopes (large, letter) 100 ea.
Writing Pads 6 doz.
Date Stamp 1 ea.
Stamp Pad & Ink 1 ea.
Typewriter Ribbon 3 ea.
Telefax Ribbons 1 doz.
Liquid Paper 1 doz.
Copy Holder (for typing) 2 ea.
Dictionary 1 ea.
Steno Pads 1 doz.
Hanging Files 100 ea.
Hanging File Tabs 100 ea.
Personnel and Transport

The General Manager should review your individual requirement for car transport and secretarial
or driver needs and forward relevant information to the Hyatt Project Manager.
Site Signage
Together with the establishment of the site office and/or Pre-opening office, construction site
signage needs to be strategically located at the site. These signs may include directional or
informational text as well as drawings or photos of various subjects related to the project.
It is the Hyatt International Project Managers responsibility to liaise with the Owners
representative the installation of such signage and its compliance to Hyatt International graphic
standards.
9.3. PRE-OPENING OFFICE ORGANIZATION
Pre-opening Office Start-Up

The Director of Sales shall commence operation of the Pre-opening sales office 18 months prior
to the opening of the hotel.
The Director of Sales shall prepare the basic sales collateral and written material including
published rates, which should enable him to sell the hotel and the services it will offer. The
reservation computer and word processor shall enable him to take group and conference
reservations, prepare mailing lists, etc. up to 18 months in advance.
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Based upon Pre-opening staffing requirements, Hyatt International Technical Services

Department shall determine the specifications for the Pre-opening office. This shall include the
following:
Space allocation including a rough sketch of the office.
Provide FF&E requirements, i.e. furniture, word processors, personal computer or the
like.
All FF&E used prior to opening shall subsequently be utilized in the executive offices of the
hotel and shall be included in the original FF&E budget prepared by Hyatt International.
On the establishment of the Pre-opening office it is the responsibility of the Hyatt Project
Manager or Director of Sales to make arrangements for the hotels telephone number if not
already done by Hyatt Internationals Corporate Office. Ideally, this should be put into effect
immediately upon signing of the management contract or commencement of construction.
Pre-opening Manpower Planning

A detailed staffing guide shall be prepared with targeted wage rates and hiring dates. Three to six
months prior to the opening, department heads shall be hired in the host country and sent to
selected Hyatt hotels for familiarization and training. The salaries while training shall be taken
up by the Pre-opening hotel; however, accommodations and meals shall be taken up by the
training hotel.
When opening a new hotel the key executive personnel shall be hired six months prior to the
opening of the hotel. Although this may vary according to local circumstances, these key
personnel should be hired according to the following schedule:
1. Director of Sales: 18 months prior to opening. If outside recruitment, must go through
two months of familiarization in an existing Hyatt hotel and worldwide sales office.
2. General Manager: 12 months prior to opening. Must be internal promotion.
3. Controller: 9 months prior to opening, preferably local hire, and should be trained
elsewhere for two months in an existing Hyatt hotel for familiarization.
4. Director of Food and Beverage: 6 months prior to opening; internal promotion.
5. Director of Personnel and Training: 6 months prior to opening, preferably local. One
to two months familiarization is essential.
6. Director of Engineering: 6 months prior to opening; preferably local.
Following is a guideline of the suggested hiring dates for a 300-room hotel.
Ideally, the General Manager will be paid a salary plus an amount for living expenses (including
rent) during the Pre-opening period. When the General Managers hotel accommodation is
available, he will move into the hotel and revert to his base salary.
Pre-opening Budget
It is the responsibility of Hyatt Internationals Corporate Office to establish the amount of
Pre-opening costs before the management contract is signed.
The Pre-opening budget must be approved by Hyatt Internationals Corporate Office and also
given to the Owners to help assure that Pre-opening funds will be readily available as required.
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The Pre-opening budget shall properly account for all categories of expense and shall be
classified under the main headings as follows:
Payroll and related expenses.
Advertising and business promotion.
Administration and general.
Opening ceremonies.
Miscellaneous and contingency expenses.
The method of determining the Pre-opening budget shall be as follows:
1. Payroll and related expenses: The Vice President - Human Resources shall conduct,
through his area specialists, an in-depth personnel survey on site to determine appropriate
salary levels, as well as local taxes, benefits for all positions, and determine the number
of months prior to the opening each position will report to the hotel. The personnel
survey will also determine local medical, educational, and housing facilities, trade union
situation, etc.: all of which will impact the financial picture of the hotel. This data will be
used to develop the payroll and related expenses of the Pre-opening budget. A percentage
of salary for taxes and other benefits, based upon local conditions and law, will be
factored into the estimate.
2. Advertising and business promotion: The Vice President - Sales and Marketing shall
obtain from the Area Director of Sales a Pre-opening marketing budget with the payroll
costs excluded. This forecast shall be broken down by month under the various
sub-headings based upon a rule of thumb cost per room. In addition, twelve months
Pre-opening chain services should be forecasted for this category.
3. Administration and general: These costs are divided into three main groups:
Travel and Relocation
Communications and Office Costs
Housing and Subsistence
4. Opening ceremonies: This is an estimate based upon rule of thumb in other comparable
Hyatt hotels.
5. Miscellaneous and contingencies: An estimate should be made for miscellaneous items
and contingencies not covered in the preceding categories of expense. This heading
should include an estimate for supervisory visits by Corporate personnel including
opening assistance. The Corporate Office disciplines should prepare a schedule of visits
on which this expenditure will be based.
To aid in the correct classification of Pre-opening expenses, the narrative for each account
heading should be referred to.
Pre-opening Chart of Accounts
Payroll and Related Expenses
Salaries and wages
Vacation and holiday pay
Employee meals (if part of remuneration)
Payroll taxes and employee benefits
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Advertising and Business Promotion

Advertising brochures (rack and visual)
Chain allocation
Promotion
Travel and entertainment
Miscellaneous
General and Administrative Expense
Relocation (of key personnel including subsistence)
Special allowances (housing, maintenance, auto, etc.)
Office equipment expense
Telephone
Telex and Cables
Utilities
Legal and audit
Postage
Printing
Dues and subscriptions
Business travel
Entertainment
Bank charges
Office supplies
Travel
Miscellaneous
Off-site training (personnel training at other Hyatt hotels)
Opening Ceremonies
Promotional materials (invitations, gifts, press kits, etc.)
Food and beverage
Entertainment
Transportation and expenses
Miscellaneous and Contingency Expense
Training
Corporate Office visits
Pre-opening Banking Procedures

Prior to the arrival of the Director of Sales, Hyatt Internationals Corporate Controller after
consulting with the Treasurer, must establish a local bank account so that Pre-opening funds can
be handled in an efficient manner.
Prior to the arrival of the hotel Controller, the bank account will not be operated by the Director
of Sales and/or General Manager.
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Once the Controller has arrived, both the Controller and General Manager shall operate the bank
account in accordance with normal operating procedures of the hotel.
The Hyatt International Corporate Controller shall appoint a consultant as approved signatory. In
most cases, this would be either a representative of Hyatt Internationals local accounting firm or
Hyatt Internationals local counsel.
The bank account shall receive all Pre-opening funds from the Owner. Disbursements made prior
to the arrival of the Hotel Controller shall be for salaries of the Director of Sales, General
Manager and secretarial support, and for reimbursement of imprest funds.
The Director of Sales and General Manager each shall maintain a personal imprest fund for
payments of Pre-opening expenses. At the end of each month, the imprest amount shall be
replenished on presentation of signed expense report.
9.4. PROJECT COMMUNICATIONS

It is of vital importance that clear communication guidelines are established at an early stage
during the initial set-up of the Pre-opening office. A tremendous amount of correspondence will
flow between the various departments and every item must be actioned, routed, and processed as
efficiently as possible.
All communications must be in writing, or followed up in writing; meetings must be minuted,
and reports made at regular intervals.
Offices with which most communications will take place:
a. Hyatt Technical Services Chicago
b. Hyatt International Area/Regional Offices
c. Hyatt Internationals Area Project Manager
d. Owners Representative
e. Hyatt International's Project Manager
f. General Manager
Between the various International Offices, the mode of communication should also be
established in terms of the best means to use, according to the urgency of the subject, namely:
a. Mail
b. Telex
c. Facsimile
d. Telephone
e. Courier
f. Computer Modem
The expedient processing of information along the designated guidelines will ensure minimal
misunderstanding and mistakes and expedite response and follow up.
The Hyatt Project Manager is responsible for communications between Hyatt Technical Services
and the Developer/Owner. It is therefore essential that the Hotel Pre-opening Team and the
Project Team liaise and communicate on all project related matters through one established
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channel with Hyatt International, so as to avoid miscommunications. This channel shall be

Hyatts Project Manager.
All operational and financial matters related to the Management Agreement should be handled
by the General Manager directly.
9.5. PROJECT MANAGER LIAISON
General
The relationship of the Hyatt Project Manager and the Hotels General Manager is vital for the
smooth interaction of Pre-opening Team Members and all other project teams on site.
The General Manager is normally appointed ten to twelve months prior to the hotels scheduled
opening date. In an ideal situation, after several weeks of familiarization with the overall project
on site, he would attend an induction program at the Corporate Office on all aspects of the new
hotel, including sessions with key members of the Technical Services Department responsible
for the project. This briefing would enable him to have a good understanding of the upcoming
tasks once he returns to the new project.
The Project Manager, having prepared accommodation, transport and office facilities for the
General Manager, should meet with the General Manger and review the following:
Pre-opening office plans and other related issues.
All interior plans for the entire hotel
All color boards, renderings and other interior related information
All kitchen, laundry and other BOH areas
Status of FF&E and operating equipment purchases
Status of graphics, signage and uniforms
The delivery and handover schedule
All exterior plans related to access roads, landscaping and parking
Any other important subjects, i.e., status of competition, local weather, local supply
situation, recreational facilities, etc.
Following these reviews, a very detailed site inspection should take place including review of the
prototype room etc.
After the General Manager has settled in his new environment, some further detailed reviews are
necessary to discuss the following:
Future office requirements
Future equipment requirements
Transportation requirements
Housing requirements
Hiring schedule
Training plan
Training equipment requirements
Training facilities requirements
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Employee Restaurant start date

Security of site office
Meeting/briefing schedules.
These discussions will enable the General Manager to be completely aware of the numerous
aspects related to the new hotel project and enables him to review and verify possible problem
areas during his visit to the Corporate Office with the various parties concerned.
The General Managers responsibilities are many and varied, but do not include the running of
the project site. He will be responsible for the operational aspects of the new hotel project and
should not interfere with the construction or any other project management related subject.
If the Project Manager receives comments or requests to make changes to established plans or
specifications, he will advise the General Manager on the background of the item in question. If
the General Manager feels very strongly on requiring a change, he will be advised to address this
problem through normal communication channels (Divisional/Area Office).
In addition, no Pre-opening Team Members should communicate on any technical subject with
the various Project Team Members, but address all requests/comments to the General Manager,
who in turn will evaluate the request and, if agreeable, forward a written request to Hyatt
Internationals Project Manager.
To facilitate better understanding and to promote team work, clear guidelines have been
established for Executive Committee Members of the Pre-opening team on their relationship and
responsibilities with the Hyatt International Project Manager.
It will be vital to the success of the project that a cordial work relationship is maintained and all
possible help is given to the Project Manager by the Pre-opening Team Members.
Pre-opening Team Induction

The Hyatt International Project Manger, in liaison with the General Manager, should prepare
training sessions for all Heads of Department to familiarize these employees with the Operating
Concept and special conditions of the project. This induction program should include slides of
the physical aspects of the hotel, floor plans, equipment specifications, operating concepts and
other material or information which may be new to most employees. Similar training sessions
could be organized for rank and file employees at the appropriate time by the Human Resources
Department.
Prior to doing anything else, Heads of Department should meet with the General Manager and
discuss the following:
1. The Corporate input given during the General Managers introductory visit to the
Divisional office.
2. The Hotel Mission Statement.
3. The handover schedule, Pre-opening budget and opening dates for the various areas.
4. The approach for preparing each areas Critical Path.
5. The Outlet Concept Statements, and highlight those areas which still need to be
finalized.
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6. The history of the project, the Owners, and any major problem areas foreseen.
7. The role and responsibilities of the Pre-opening Team Members and/or Project Team
Members specific to this project.
8. The Hyatt Project Managers role.
9. The office set-up during the opening period.
10. The general Pre-opening hiring schedules as per the Pre-opening budget.
The General Manager should also arrange to introduce his key Heads of Department to the
following people:
Owners
Owners Representatives
Key members of the Project Team
Important people in the city, etc.
Weekly Meetings
The Project Manager will be available once a week at a pre-arranged time and place to answer
any queries by the Pre-opening Team and to advise on current progress.
Project Familiarization With Project Manager

The information below summarizes the general guidelines provided to the Pre-opening Team in
their respective Pre-opening Manuals.
Having met with the General Manager and set up the basics of his office, the Head of
Department should become familiar with the project. They should arrange the following with the
Project Manager:
To review all plans (interior, kitchen, and architectural) for food and beverage areas
as well as key areas of all departments (e.g., Regency Club, suite pantries, Materials
Management, Commissary Kitchen).
To review color boards, renderings and any other information available.
To visit the site.
To review status of operating supplies and equipment purchases. Ensure that all items
have been purchased as approved by Hyatt Internationals Technical Services
Department. The Hotel Equipment Standards Books will be found with the Project
Manager. (Equipment should be ordered by the Owners or his consultants, and the
Project Manager will be aware of what has been ordered).
To verify the delivery dates and quantities for operating equipment to the hotel.
To verify the handover schedules for the various hotel front and back of house areas.
To verify the layout of computer hardware in all hotel areas.
The Head of Department should obtain the following from the Project Manager (via
the General Manager):
Copies of floor plans for guestrooms, suites, restaurants, bars and banquet rooms
(interior designer's drawings), etc.
Copies of relevant sections from the Hotel Equipment Standards Book prepared by
the Technical Services Department for each department.
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It is crucial that the Head of Department build a good working relationship with the Project
Manager.
It is the sole responsibility of Hyatt International Project Manager to ensure that designs,
construction, and equipment are installed and implemented to standards agreed upon by Hyatt
Internationals Technical Services Department.
Procedure for Making Changes

Changes in the Pre-opening stages are costly and time consuming, and must be avoided.
Often, the Head of Department in a new hotel would like to design or modify the design of food
and beverage areas (kitchens and restaurants), guestrooms or back of house offices themselves. It
is a natural reaction, because each individual brings with him a considerable amount of personal
experience and knowledge.
In some cases, suggestions for changes in layout, supplies, or equipment may be very pertinent.
However, changes should be discussed with the General Manager and/or Area Specialist. Under
no circumstances are the Head of Department authorized to make changes and deal directly with
the contractors, or to request any changes from the Project Manager.
Changes must be avoided wherever possible. The final authorization of changes can only be
made by the Technical Services Departments or its representative, the Project Manager.
Before suggesting changes:
1. Completely understand Hyatts new philosophies for hotel operations. In a number of
cases, these new philosophies have led to some major implications on the traditional
facilities design.
2. Think the implications of the change all the way through. Also, if it appears that
something is unusual with the design and operational consequences of a particular area, it
is important to obtain the history of that particular area from the Area Specialist/Project
Manager, as there may well have been construction limitations or budget restrictions
from Owners or consultants. It is all too easy in the pressure of an opening to request
changes and make the wrong decision. This is double costly because it not only means
that the mistake has to be rectified at a later stage, but that the Head of Department is also
probably changing something for his own particular desire, which an expert had already
very carefully designed some months before. It results, therefore, in wasted money, the
designers time, and that of the Project Team.
3. Always remember: If a Head of Department is transferred to an existing hotel, they have
no choice but to work with the operation as it is.
Special Decorations
Special amounts of money are set aside at the time of specifications for operating supplies and
equipment.
The amount is set aside in the HESB, Volume I and is established by the Corporate Technical
Services Department for each section.
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This money is set aside for decorative pieces such as buffet operating equipment (bowls, special
equipment, etc.), small cubes and other display items which can only be determined when the
areas are furnished and set up.
It is the responsibility of the respective Head of Department to make a list of these items shortly
before opening and turn it over to the General Manager for approval.
The purchasing procedure should be discussed with the Project Manager.
Hotel Soft And Grand Openings

Possibly six months prior to the preliminary opening date of the hotel, the Hyatt International
Project Manager and Owners Project Manager will decide on the final confirmed Soft Opening
date of the new hotel. This information will be passed to Hyatt International Technical Services
and the hotels General Manager. Having received the final confirmed opening date, the Hyatt
International Project Manager will prepare a final handover schedule and the General Manager
will adjust all his activities accordingly. This will also include soft opening activities such as
celebrations, press releases, trial runs of restaurants, opening of various restaurants to the public,
etc. This soft opening period will be followed (after opening all areas of the hotel to the public
and sufficient training has been given to employees) by the Grand Opening or Official Opening.
This usually involves large scale celebrations and should be one of the highlights for the hotel,
Hyatt International, and the local community. The lapse of time between the soft and official
grand opening should not exceed ninety (90) days.
Pre-opening Team Coordination

HESB Volume I identifies a number of items to be purchased with specifications to be supplied
by the Operating Team. These may include banquet display items, buffet display items, special
equipment for restaurants etc. A US$ amount will be given to the Owner/developer for budget
purposes, but all specifications can only be supplied after the Operating Team arrives on site and
is familiar with the various operating concepts. The HI Project Manager has to insure this
information, with all necessary documentation, is supplied as early as possible so as to guarantee
a timely delivery. The Operating Team Members, in most cases, will be prone to request
additional items not listed in the HESB These requests should be made by the various
departments directly to the General Manager. He will compile an additional list of items from all
the received listings and address this request to the Project Manager. After careful evaluation,
the Project Manager will forward this list of reasonable items to the Corporate Technical
Services Department for review, and will thereafter receive detailed instructions on how to
proceed with these requests.
Uniforms, Graphics, Signage

Having received the necessary approvals during the design phases for Uniforms, Graphics, and
Signage, a great deal of personal involvement on the part of the Project Manager/General
Manager is necessary in the manufacturing process of these items as follows:
Uniforms
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Having available all approved specifications, drawings, and samples, the Project Manager needs
to confirm the following with the General Manager: Final Manning Guide, Male/Female
numbers by position, sizes.
It is very possible that during the interview period of potential employees and the final selection
process, some major changes may have taken place. The Project Manager needs to integrate
these changes into the manning guide and use this information to finalize the quantities to be
contracted with the vendor. Uniform delivery times should also be discussed with the General
Manager to be integrated into the Human Resources critical path.
Outlet Names
Prior to being able to finalize graphic or signage related designs, the naming process of all
restaurants, bars, suites and function rooms shall be completed. This process will require input
from the Owner, area/regional office and the Corporate Office. Suggestions should be reduced to
the final list of names by the Corporate Office and forwarded to the Project Manager for
submission to the Owner/Developer. Once all parties have agreed on the final names of all areas
in question, this information should be forwarded to the Graphic Designer for the development
of crest and logos for these areas. After such crests and logos are approved by all parties
concerned, they will be forwarded to the signage consultant for integration into his scope of
work.
Graphics
HESB Volume III gives details of items and quantities related to graphics. The approved designs
by the consultant will require a great deal of input from the operating team related to menu texts,
compendium folder information, and all other copy text to be integrated into the design. The
Project Manager has to ensure all the required information is received from the operating team in
a timely fashion, to be incorporated into the design scheme and to achieve production deadlines.
To facilitate this incorporation, the contractor who has been awarded the tender for graphics,
through his own art department, will have to compile all this information. All texts will have to
be proofread, and prior to production a final print proof needs to be approved by the Project
Manager/General Manager for contents, and the graphic designer for compliance to the design
intent. The delivery schedule for all graphic design items also have to be coordinated with the
requirements of the operating team.
Signage
The requirements for signage come from various sources and need very close follow-up by the
Project Manager. The details of the total package needs to be collected from the following
sources:
The Signage Consultant
Includes design, detail, message, location chart, quantities, specifications.
(Directional and indicational signage).
Design Standards and Criteria, Volume VI + VII.
Related to engineering signage and life safety signage in Public Areas and BOH
HESB, Volume I
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Related to F&B signage, i.e. do not disturb, meeting in session, notice boards, etc.,
and other operating departments, i.e. currency exchange board, fitness center rules,
pool safety notice, etc.
Hardware schedule/total building floor plan.
All BOH signage for offices, stores, refrigerators, and directional signage related to
these areas.
It will be important to coordinate all messages or titles used on these signs with the General
Manager. The delivery schedule for signage must be in accordance with the approved handover
schedule.
9.5.8.2 Computer Hardware/Software Installation

Hyatt International will continue to install computer hardware suitable for the software program
developed over the last few years in coordination with software specialists, denominated The
Maxial System. This software program covers all functions of the front of the house, accounting
and all back of house functions, including Materials Management, as well as an extensive menu
library. The program will be continuously updated to eventually cover all areas of the hotel with
data processing. To give the system more flexibility and to eliminate duplication of terminals, all
PCs specified for each project will eventually be on line with the Maxial System. The Maxial
System is also interfaced to the PABX to accomplish several communication tasks within the
hotel or to outside terminals.
9.5.8.2.1 Computer Purchasing Procedures

The Corporate Technical Services Department will issue a preliminary computer schedule to the
Corporate EDP. Department for review and coordination with all operating departments. This
approved schedule will be forwarded to the approved supplier of Central Processing Units,
General Automation, USA, for a price quotation based on the location of the project. This final
quotation will be forwarded by the Corporate Office to the Hyatt International Project Manager
for presentation to the Owner/Developer. The quoted price may not include local tax or duties,
and should be verified for other hidden costs.
The quotation will also identify the nearest General Automation agent available for overall
coordination and installation of hardware. The Corporate Office will also issue to the Project
Manager the documents necessary for licensing agreements for the software package to be
signed by the Owner/Developer.
9.5.8.2.2 Computer Hardware Installation

It will be the Project Managers task to familiarize himself with the system, its overall function,
and the specific details of the various components to be fitted into the BOH or FOH. areas, i.e.,
kitchen printer location, monitor/keyboard dimensions, printer sizes and applications, P.C.
integration, remote terminal modem installation, POS and precheck terminal integration, etc.
Also the various requirements for graphic related implications will have to be addressed to
ensure all necessary forms and stationary are provided and suitable for the equipment supplied.
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It would be advisable to closely coordinate all technical details with the Hyatt Area EDP.
Specialist and ensure complete integration of the system to perform according to the intended
functions. The Corporate Technical Services Department will have issued a
telephone/computer/word processor preliminary schedule which will have all the necessary
information related to the individual project. The Hyatt International Project Manager has to be
familiar with all aspects related to these requirements and verify that the system is installed
accordingly.
9.5.8.2.3 Computer Software Installation

The Maxial Software Program will be installed by HI-Services, a sister company of Hyatt
International. The Project Manager should liaise the software installation through the Corporate
Director of EDP. Director to ensure the overall computer system is on line approximately 3
months prior to the scheduled opening of the hotel. Close liaison regarding the overall equipment
coordination with the Operating Team is necessary to accomplish this task.
9.5.8.3 Public Area Restrooms - Soap Dispensers

During the Phase II design period and no later than Phase IV design period, the Project Manager
will need to liaise with the local chemical and detergent suppliers regarding the availability of
hand soap dispensers for public restrooms. The Project Manager should request samples from the
various contractors and provide these samples for the interior designer to choose finishes and
installation method of the most appropriate model. No plastic dispensers will be acceptable,
except for BOH areas where dispensers are normally provided by the chemical supply company
free of charge.
9.5.8.4 Key Hardware Schedule Coordination

Hyatt International will issue, through the Design Standards and Criteria Volume III, all
specifications related to hardware. The Owner/developer will, through the design disciplines,
investigate the requirements according to the area plan, door schedules, etc. Floor plans will be
issued showing each opening, i.e. door, shutter, gate, wire fence, refrigerator/ freezer door, etc. It
will be the Contractors responsibility, in cooperation with the approved hardware system
supplier to establish a hardware schedule. This schedule will show all openings, door number,
key set specification, left or right hand door swing, Dutch doors, master key grouping and key
number. In cases of electronic lock or keyless lock, it will show all the above except a master
key group and key number. The Hyatt International Project Manager needs to get involved
deeply in these details to ensure the hotel will not be affected by wrong key grouping, master
keying or insufficient purchase of master keyed padlock for refrigerators, shutter locks, etc.
In the case of mechanical locks used for Guestrooms, a security code needs to be used to ensure
guest safety, but also easy identification by hotel employees.
The following code must be engraved on the bow of the key and has to be established by the
Hyatt International Project Manager as follows:
Use a 6-digit number consisting of the following components:
1st Digit = Random number from 0-9
2nd & 3rd Digit = Floor number plus 3
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4th Digit = Random number from 0-9

5th & 6th Digit = Room number plus 5
Example:
Room 503 = Code 308108
Room 617 = Code 809422
Room 1812 = Code 121617
Room 1345 = Code 416750
The breakdown should be given only to Employees on a need to know basis.
The opposite side of the bow should have the following information engraved:
Return to Hyatt Regency XYZ
P.O. Box .............
It is necessary to include millwork locking devices for bars, drawers, cashiers into the master key
schedule for better key control and easier use of keys. For electronic key cards systems, a large
number of equipment needs to be incorporated into various millwork items, i.e. key card encoder
into reception desk, Regency Club concierge desk, group check in desk ,etc., as well as the
systems C.P.U and printer into the front office work area. All wiring needs to be coordinated
accordingly.
During the planning stages it will be vital that keyroom details are discussed, as it will require
several key storage cabinets, work benches, key duplicating machine and the necessary power
points to be installed. The hardware installation schedule will be part of the construction
program and will have to be coordinated with the handover schedule. Details of construction key
usage, key handover and system commissioning for electronic key card systems needs close
coordination by the Hyatt International Project Manager. In many cases, some initial training is
needed to advise on key control, programming, security, maintenance and other areas, related to
these systems. It may also need graphic coordination to produce custom key cards.
9.5.8.5 Human Resources Department/Timekeeping

FF&E requirements are specified in the HESB, Volume I and in the BOH layout. It will require
the Hyatt International Project Managers input to ensure that the various systems specified are
incorporated into the millwork shop drawings and coordinated with other systems such as
hardware for employee access/timekeepers clock. Since the type of equipment may vary from
country to country, the Hyatt International Project Manager needs to be aware of local code
requirements applicable in the area. Other areas of coordination within this area will also include
training center millwork/audio visual integration, notice board/bulletin board selection,
employee lockers hardware/locker number coordination, etc. The selection of books and video
tapes for the employee recreation room will have to be discussed with the Operating Team upon
their arrival.
9.5.8.6 Security Coordination

The Security Office may be integrated into the Timekeepers Office at the employee entrance
area or in the 24 hour room. This will require the HI Project Managers coordination to integrate
various systems, i.e. CCTV monitor and recording console, timekeeper clock or electronic
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reader, employee access control, alarm device for fire, elevators or cashier areas, car park control
monitors and access control devices, as well as watchmans clock monitoring device, etc.
Since systems vary according to local code requirements, the Hyatt International Project
Manager needs to familiarize himself with the applicable codes and advise the Design Team on
operational aspects. It will also require close coordination with other disciplines for wiring,
millwork and system integration. Very careful planning will ensure a secure and well controlled
environment easily manageable by the operator.
9.5.8.7 Pest Control

All construction sites, however tidy, attract vermin, rodents and insects. The more common pests
are mainly rats and roaches.
As early as possible during construction, the Project Manager should liaise with the Owners
Project Manager to ensure that a comprehensive pest eradication program is being executed. This
program will run continuously through construction, completion and operation.
At the time when duct work, pipework, ceilings and the like are being installed, it is important
that the program is well established, and that rodents are not trapped in voids and ductwork. All
penetrations from one space to another should be sealed around pipes, ductwork etc.
Some methods of eradication merely kills the rodents by poison, which allows time for them to
find hiding places to die. This method is unacceptable.
An acceptable method available from experienced environmental companies is to use a certain
poison which results in the animal craving for water and fresh air. This drives them out of the
building before dying.
Care must be taken to avoid the accumulation of stagnant water.
The Project Manager is well advised to obtain advice from companies experienced in local
problems and eradication.
9.6. PRE-OPENING TASK LIST
General
A master list of Pre-opening tasks has been developed which should only be used as a guideline
and must be tailored by the General Manager to his individual project. The list should be
constantly updated and coordinated with his Heads of Department. The list should be prepared in
a logical time frame according to events taking place and the needs of the individual
departments. Tasks should be broken down into monthly tasks until ten weeks prior to opening
and then be reduced to weekly task lists.
The task list should be displayed in a meeting room and constantly updated with target dates and
responsibilities assigned to individuals. During weekly task meetings, a full update should take
place. Weekly task lists should be displayed by department. A time table for all major tasks
which concern most departments should be handed out to each Head of Department during his
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initial meeting with the General Manager. This will allow for clear guidelines for development
of each individuals departmental task list.
Planning Schedule
See chart on following page.
9.6.2.1 Major Task Timetable

See chart on following page.
Master Pre-opening Task List
9.6.3.1 Pre-Assignment Tasks

Refer to Section 2 of this manual.
9.6.3.2 Project Familiarization Tasks

Refer to Section 3 of this manual.
9.6.3.3 On-Site Project Familiarization Tasks

Refer to Section 5.1 of this manual.
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9.6.3.4 Pre-opening Office Start Up Tasks

X=Completed Target Action Date By
Plan future space requirements based on Manning
Guide and hiring schedule.
Define office furniture/equipment/stationery
requirements.
Finalize organization chart.
Identify Heads of Department.
Negotiate accommodation/dining and signing
facilities with nearby hotel and restaurants.
Assure ordering and control of basic office
equipment/stationery/personalized desk
diary/business cards and full set of desk top
accessories prior to the arrival of key Heads of
Department.
Coordinate or assist in putting together the very
basic policies and useful information required by
incoming team.
Mail out relocation kit with letters of appointment.
Design welcome letter and basic induction program
for incoming team.
Obtain Hyatt International materials (Pre-opening
manuals, training modules, etc.).
Work out basic task breakdown with timetable and
deadlines and distribute them to individual Heads of
Department.
Provide key members of Pre-opening Team with
information on management agreement, Owners
relations, and general objectives of hotel.
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9.6.3.4 Pre-opening Office Start Up Tasks (contd)

Plan Pre-opening strategies workshop.
Prepare critical path on weekly/monthly basis.
Prepare monthly progress report for Area/Divisional
office.
Organize project induction program for Heads of
Department with Project Manager.
Set up file and note down findings concerning the
progress of construction/possible delays, major hold
ups and general atmosphere on site.
Keep note of any deviations in the construction of
the project.
Review drawings and report any areas that are
subject of concern from technical or operational
standpoint.
Establish close contact with Project Manager and
Owners Representatives, brief them regularly on
your progress, and invite them to your weekly
operations meeting and attend their site meetings
whenever possible.
Hand out copied sections of HESB to key
department heads and request careful review and
advice on any shortcomings.
Review and discuss handover schedules with Project
Manager and EXCOM members, look at sequence
and advise if changes are desired.
9.6.3.5 Project Follow Up Tasks
Review back of house layouts and advise if you
foresee any operational problems concerning:
Locker Rooms
Engineering Offices
Training Facilities
Human Resources
Employee Restaurant Facilities
Materials Management
Storerooms
Housekeeping
Security and Employee Entrance
Laundry
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Circulation, Traffic Flow

Kitchens
Consider guest parking control.
Review back of house signage package.
Review reception/concierge/front office cashier
counters. Are they functional, well equipped, well
positioned? How do they communicate with related
departments, i.e. bell service, transportation?
Review luggage handling, the use of service
elevators, short and long term storage,
communication facilities and administration.
Review FF&E storage area requirements with
Project Manager.
Review Food and Beverage concept statements,
seating capacity, functional aspect of restaurant/bar
lounges, banqueting, etc.
Carefully review mock-up room and report any areas
which are of concern. Look at materials and fabrics
and consider the maintenance aspects of same. Test
shower cubicles and assure that they are water tight.
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9.6.3.5 Project Follow Up Tasks (contd)

Review uniform package and specify the type of
fabrics which in your opinion are most suitable for
each type of uniform. Obtain guidelines from area
specialists. Make sure that selected fabrics are
readily available so they can be re-ordered without
problems.
Review banquet and function room space and
hook-up services (storage of furniture, office
equipment, individual sound/light/temperature
control, kitchen/service bar facilities.
Review public areas, renderings, models, or
photographs and envision how they will look when
completed and how they will function operationally.
Review public area signage program, crests and
directional signs, look at sample and ensure that they
are visible.
Review the position concerning shop leases.
Review public areas and their accessibility for
handicapped guests.
Review guestroom drawings and consider whether
the rooms configuration and mix is suitable for the
hotels marketing strategies.
- Kings vs. Double Double or Twin
- Connecting Rooms
- Suites with Connecting Rooms
- Number of Junior Suites
- Number of Handicapped Rooms
Review guestroom functions and look for any
shortcomings or any furniture or materials you may
foresee operational, functional or maintenance
problems. Refer comments to the Area/Divisional
office.
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Review guest floor service areas. Are the corridors,
pantries wide enough to accommodate maid carts,
lockable storage, shelves, toilets, etc. Refer
comments to the Project Manager.
Review HESB, check quantities, availability,
ordering time, and investigate import restrictions.
Review computer system, location, and quantity of
peripherals.
Review keying system, establish key and master key
central policy.
Review telephone system, the type of telephones,
locations, coding and graphics. Assure that the hotel
number ends with 1234, and is listed in the
telephone directory.
Review guestroom audio visual system, the
transmission of emergency message, standard
background music, pay TV system.
Review operating supplies as suggested in HESB
Vol. III.
Review uniform designs, quantities, availability of
fabric, establish production schedule, set delivery
deadlines, recommend preferred footwear for male
and female employees.
Review garden/pool furniture/storage.
Review office furniture/filing capacities, storage,
overhead compartments/shelves.
Review kitchen design, equipment.
Review laundry design, equipment.
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Review landscaping and completion schedule.
Review exterior signage, location and installation,
Pre-opening banner, construction signage, etc.
Consider Pre-opening storage, location and control.
Consider Pre-opening security system.
Review progress of signage/graphics/uniform with
Project Manager.
9.6.3.6 Operational Tasks

Investigate hotel/operating license requirements with
Owner.
Review Pre-opening office requirements.
Investigate hotel shop lease requirements.
Set up telephone charges/number codes/graphics.
Prepare schedule for Pre-opening events.
Set up daily/weekly/monthly meeting schedule.
Appoint legal representative with Owners.
Plan and discuss grand opening plans with Owners.
Finalize program for soft/grand opening party.
Establish criteria for invitation list. Finalize grand
opening invitation list.
Finalize handover schedule and distribute to Heads
of Department.
Review shop leases with Owners, ensure high
quality standard of shops.
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9.6.3.6 Operational Tasks (contd)

Develop mission statement and general business
strategies.
Set up inspection check list for all departments.
Conduct Market Survey.
Provide EXCOM with timetable and deadlines to
complete basic Pre-opening tasks.
Put together a preliminary hotel facility fact sheet
and general circulation file for newly arrived staff.
Set guidelines for the production of operations
manual.
Set guidelines and coordinate the development of the
critical path and monitor it closely.
Review and discuss handover schedule and if
necessary adjust hiring schedule.
Establish duty roster.
Prepare business plan for first year of operation.
9.6.3.7 Rooms Division

Discuss/approve Organization Chart/Manning
Guide.
Review rooms configuration/Front Office set
up/Business Concept.
Investigate who is operating Lobby Shop.
Investigate possibility of installing airline check-in
counter.
Look for qualified reputable tour operator.
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9.6.3.7 Rooms Division (contd)

Review housekeeping/laundry operation security set
up and equipment.
Commence budget preparation.
Commence preparation of Guest Service Directory.
Review/double check FF&E specification,
requirements, request early preparation of delivery
schedule.
Review uniform package.
See that pest control campaign is started early.
Review signage/graphics package.
Review Pool & Health Club concept.
Set completion date for Operational/Training
Manuals.
Check local licensing requirements concerning this
department.
Source limousine/beauty shop contractors.
Follow up production of business/guestroom
collateral.
Brainstorm special touches ideas.
Select newspapers, magazines for guestrooms,
Regency Club.
Source most suitable paging system, obtain
operating license.
Closely monitor shop leasing, look at contracts, and
selection process of shops.
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Finalize/place order for bathroom amenities.
Discuss and set up Welcoming and Farewell
procedures.
Invite Police/Fire Department and other Government
officials to see the hotel.
Look at driveway control, guest parking, taxi call,
car call systems, drivers room, etc.
Decide on in-house movie system/video/CNN.
Verify dates of computer installation.
Initiate the setting up of emergency procedure.
Assure availability of emergency equipment ready
during the Pre-opening period.
Double check details/installation of front desk,
cashier, guest safes, and look at security aspects.
Look at luggage transportation, storage, security
aspects.
Review handover list and establish punching out
procedures.
Assure stepped up security procedures during move
in period.
Approve laundry/valet presentation.
Assure setting up of guest history card criteria.

Follow up on production of in-house forms.
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Finalize guest transportation/collection procedures.
Investigate video rentals/in-house music.
Set up guest library.
Review Camp Hyatt concept and consider similar
concept for the hotel.
9.6.3.8 Food and Beverage

Review concept statement and explain background
and philosophy of project.
Review floor plans, kitchen layout plans and color
boards.
Review organizational chart, manning guide, payroll
and establish basic recruitment guidelines.
Review FF&E/OE requirements and specifications.
Review/approve Food and Beverage Pre-opening
budget.
Conduct extensive marketing research.
Discuss/approve Organization Chart/Manning
Guide.
Review rooms configuration/Front Office set
up/Business Concept.
Investigate who is operating Lobby Shop.
Investigate possibility of installing airline check-in
counter.
Look for qualified reputable tour operator.
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9.6.3.8 Food and Beverage (contd)

Review housekeeping/laundry operation security set
up and equipment.
Research local laws on health and food regulations.
Discuss and agree on final operating philosophy for
each individual outlets. Finalize concept statement
and distribute to EXCOM.
Finalize background music concept.
Compile competition reports for individual outlets
and banquet operation.
Assist in developing Food and Beverage marketing
plan.
Review and approve business plan.
Set up timetable for developing menus and banquet
collateral materials.
Discuss and approve table tops and assure that same
is documented properly.
Discuss recruitment campaign.
Review restaurant/bar standard guidelines.
Review and approve dress code policies.
Discuss banquet operation/marketing philosophy.
Set up banquet reservation book.
Assure early completion of banquet sales collateral.
Finalize the ordering of FF&E and operating
equipment.
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Review and finalize uniform designs/approve
quantities and assure that fabrics are
suitable/available.
Discuss restaurant reservation system.
Discuss entertainment needs and approve schedule.
Review training plan.
Establish test panel to evaluate menu items.
Establish requisition and issuing schedule with
Materials Manager.
Discuss support team requirements and define tasks.
Start developing Food and Beverage newsletter.
Establish Employee Restaurant committee.
Brainstorm name, decor, menus of the above.
Discuss menu pricing strategy.
Determine turndown VIP amenities and determine
dollar value for individual set ups.
Discuss/finalize content of mini-bar.
Establish butler service concept/discuss butler call
system.
Develop Food and Beverage facilities fact sheet for
distribution to department heads.
Review status of printing of Food and Beverage
collateral, decide on quantities to be printed.
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Finalize handover schedule and decide opening
strategies plan trial runs/evaluation procedures.
Review Food and Beverage banquet storage
requirements.
Schedule Christmas coordination meeting.
Discuss overall decor of Food and Beverage
outlets/banquets.
Discuss theme party concepts.
Invite potential clients to attend trial runs.
Conduct motivational activities.
Develop critical path for grand opening party.
Establish/set up banquet sales cardex/mailing
list/trace file system.
9.6.3.9 Engineering
Obtain manuals of all mechanical equipment.
Discuss the need for setting up service contracts.
Discuss swimming pool maintenance, water
treatment, telephone system, landscaping, elevator
trash removal, pest control, fire extinguishers.
Computerize preventive maintenance record.
Complete life safety manual.
Establish contact with government agencies (Fire
Brigade, Municipality, Licenses).
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9.6.3.9 Engineering (contd)

Set up hotel emergency organization.
Prepare emergency instruction for telephone
operator.
Form hotel search team.
Train hotel fire team jointly with fire brigade.
Develop evacuation procedures, first aid training.
Discuss paging/beeper/walkie-talkie system.
Establish location of fire carts.
Establish effective safety committee and program.
Review location and security of fire doors.
Discuss exterior cleaning schedule/costs.
Plan one complete black-out.
Review equipment and assure compliance with local
code.
Review master key procedure.
9.6.3.10 Human Resources

Review employees survey/benefits survey.
Assure adequate space facilities, equipment, good
signage.
Look for staff accommodation.
Review manning guide/hiring timetable.
Edit/finalize content of City Guide Book.
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9.6.3.10 Human Resources (contd)

Put together General Information Guide for
newcomers.
Discuss hotel policies, housing, meal, travel,
telephone policies.
Explain concept statement/service philosophies to
EXCOM.
Discuss content/format of employees handbook.
Explain/train interviewing process/set up hiring
guidelines.
Review wage/benefit plan.
Approve staff benefit plan.
Discuss preliminary meal plan/agree on cost
guidelines.
Discuss and finalize task force requirements.
Plan team building/social programs.
Set up Training Committee and establish meeting
schedules.
Establish employee introduction and welcoming
touches.
Form Staff Magazine Committee.
Discuss and develop targeted productivity levels and
adjust after the opening.
Set up monthly Early Bird breakfast with
EXCOM.
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Plan staff outings and Family Day program.
Plan/approve details of Employees Fashion Show.
Plan monthly birthday party/staff meeting program.
Clearly outline hiring specification and screening
process.
Elect Employee of the Pre-opening team.
Discuss opening program for staff cafeteria.
Approve rules and regulations/opening hours, etc.
Follow up on early installation of information
boards, management picture boards, know hour hotel
board, etc.
Decide on employees time card system.
Start to form Employee Committee, decide on name
lounge, quiz awareness program.
Decide on temporary staff uniform.
Establish contact with Labor Department/Visa
section, hotel training schools, etc.
Make sure EXCOM is aware of the labor laws.
Plan training activities and look at space
requirements.
Finalize/approve Employee Handbook.
Set up general orientation program.
Start releasing monthly Flash Reports.
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Approve designs/production of working forms.
Discuss employee sports program.
Assure EXCOM has training on interviewing skills.
Prepare arrangements for arrival of support team.
Plan farewell dinner and approve souvenir gift.
Assure thorough debriefing of support team.
Discuss/approve agenda for Pre-opening workshop.
Review/approve recruitment strategies
Establish system which closely allows you to
monitor status of recruitment, salaries and critical
path.
Review quantities of employee uniforms.
9.6.3.11 Materials Management

Review progress of purchasing/delivery/storage
schedules.
Assure that HIC policies and procedures are
properly implemented.
Explain the role of Materials Manager to EXCOM
and provide full support.
Explain profit center accounting philosophy.
Review allocation of storage space.
Review signage and graphics package and assure
availability of paper stocks.
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9.6.3.11 Materials Management (contd)

Coordinate production of printed materials.
Conduct thorough market research.
9.6.3.12 Public Relations

Provide thorough briefing on hotel, service
philosophy.
Provide clear guidelines/information about your own
philosophies regarding future PR activities.
Provide information about the market, hotel
competition, and the hotels planned activities.
Set up meeting with advertising company.
Start production of fact sheet, flyer, poster.
Start developing/updating mailing lists.
Coordinate production of Pre-opening banners,
special signage.
Set up photo library.
Closely coordinate development of advertising
campaign.
Establish contacts with key trade/ consumer press.
Set up press clipping file and circular.
Identify editorial opportunities.
Discuss Pre-opening newsletter.
Produce display materials for trade shows.
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9.6.3.12 Public Relations (contd)

Source/approve giveaways.
Review FF&E requirements.
Assist in preparation of PR plan.
Start preparing sample letters for mass mailings.
Assist in production of sales kit.
Set up production schedule for graphics materials.
Assist in planning of promotional activities.
Form Opening Activities Committee.
Prepare press releases on hotels concept statement.
Prepare FAM for summer interns/hotel schools, etc.
Follow up production of Pre-opening newsletter.
Follow up design promotion of Fitness Center drive.
Lounge press release on new department heads.
Establish Crisis Management operational action
plan.
Support execution of recruitment awareness
campaign.
Approve design of invitation for opening events.
Set up site inspection programs for local press and
commercial clients.
Review grand opening advertisement.
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9.6.3.12 Public Relations (contd)

Invite purveyors to contribute towards the opening
ads.
Plan photo story on first hotel guest.
Initiate production of monthly PR report.
Start giving press luncheons/send out press releases.
Invite secretaries to open house party.
Meet with charity organizations / airline managers /
travel agents.
Inform corporate/PR office on hotels progress.
Develop mailing stickers to announce the opening.
Meet with local food critics.
Plan taxi awareness campaign.
Attend official/social gatherings.
Plan weekly/monthly guest cocktail lunch/dinner
events.
9.6.3.13 Marketing and Sales

Set up adequate office space with room for
expansion in good location.
Obtain architectural drawings, renderings, color
boards, etc. and utilize for production of sales
promotion materials.
Assure very thorough study of market place.
Formulate hotels philosophies, positioning.
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9.6.3.13 Marketing and Sales (contd)

Start developing preliminary hotel brochure and
other sales collateral.
Brainstorm and assist in developing common sales
strategies/establish action plans.
Discuss and finalize rate structure.
Approve marketing plan/budget.
Prepare briefing for advertising company.
Join local business associations, clubs.
Obtain list/visit important government officials.
Start visiting/entertaining priority accounts.
Assure the same is also done by other EXCOM
members.
Start developing hotels mailing lists.
Assure early production of mailing pieces.
Prepare direct mailing campaign to major incentive
houses.
Finalize/approve advertising/PR campaign.
Closely monitor and intensify sales coverage.
Get full sales team in place early.
Establish Lost Business reporting
procedures/records.
Review pricing policy and adjust if necessary.
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Set up and regularly communicate with corporate
sales offices.
Closely monitor PR activities/discuss monthly action
plan.
Plan and set up taxi awareness campaign.
Form Opening Activities Committee.
Edit/finalize content of City Guide Book.
Put together General Information Guide for
newcomers.
Assure thorough training is provided to customer
contact personnel.
Review/monitor weekly monthly sales activities.
Appraise performance/business booked.
Attend weekly sales meetings.
Assure early installation of SMASH SPIRIT
program.
Hold periodic press briefings.
Assure mock up room is fully set up and all times
accessible for viewing.
Set up hotel inspection tours.
Intensify local sales visits.
Join local hotel/tourist association.
Evaluate and negotiate any barter agreement.
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Set up Private Line concept and organize
cocktail/tea parties.
Start developing low season package.
Plan year-end party for embassies/events.
Be aware of local competition/ trends/events.
Take long term look at forthcoming international
events/trade fairs, etc. and prepare for them.
Develop special program/package for Japanese
accounts.
Set up policy for handling of FAM groups.
9.6.3.14 Accounting
Prepare business plan.
Prepare budget for Pre-opening business plan.
Arrange insurance coverage for property/ guest/staff.
Closely monitor installation of computer hardware.
Set up procedures for commission payment.
Review Pre-opening expenses.
Ensure early application to obtain various business
licenses and assure proper posting of innkeepers
law.
Set up key control system.
Discuss/approve credit card policy.
Review cash flow forecast.
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9.6.3.14 Accounting (contd)

Explain relevant section of management agreement
to EXCOM.
Review layout, FF&E/OE requirements.
Enroll EXCOM in HIC benefit scheme.
Appoint hotel lawyer.
Review and approve manning guide.
Closely control and monitor expenses.
Explain profit center accounting to EXCOM.
Design outlet checks and guest folio.
Discuss payroll and employees benefits.
Liaise with Divisional Office the appointment of
external auditor.
Discuss/establish in-house policies and procedures.
Develop and review staff benefit scheme.
Establish payroll control system, i.e. time keeping,
overtime authorization, payroll distribution,
employees files.
Discuss Pre-opening expenses.
Look at storage facilities.
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9.7. Handover/Food & Beverage

The Project Manager shall inspect the various areas and equipment at time of completion. This
inspection will be fully documented in punch list format. At the discretion of the Project Manger,
the area will then be handed over to the General Manger/Director of Food and Beverage together
with this documentation. The Project Manager may also utilize the expertise of the Food and
Beverage Chef/Engineer during his inspection. An area not handed over should not be entered.
Once handed over, the Project Manager will arrange training on specialist equipment and will
liaise to ensure that defects (if any) are rectified in a timely fashion.
Handover Schedule/Food & Beverage

The Director of Food and Beverage should receive a schedule detailing when he can expect to
take over the various Food & Beverage areas from the Project Manager.
This timetable is essential to enable him to prepare his own critical path of Pre-opening
activities. These handover dates should be reconfirmed with the General Manager.
Hyatt Internationals standards, which are given to the Owner, specify the following:
1. Restaurants should be handed over to the hotel team at least two weeks before the
scheduled opening date, and ideally three weeks.
2. Restaurant kitchens should be handed over to the hotel three weeks before the hotel
opens.
3. Employee Restaurant/Commissary Kitchen should be handed over a minimum of six
weeks before the hotel opens.
4. Storerooms should be handed a minimum of eight weeks before opening.
This may not happen in each project. The Director of Food and Beverage should obtain the
handover schedule from the General Manager.
Outlet Opening Timetable/Food & Beverage

The Director of Food and Beverage and General Manager should establish an Opening
Timetable for each food and beverage outlet, in conjunction with the handover schedule and
together with the Project Manager, who will relay the plan to the general contractors/Owners.
City/Convention Hotels and Park Hyatts
At Opening -Caf Restaurant
-Room Service
-Banquet/Meeting Rooms
-Lobby Lounge
Then at 2-4 Weekly Intervals: -Specialty/Ethnic Rest.
-Retail Outlets
-Entertainment Center
The opening sequence depends upon the size of the hotel and how many outlets have to be
opened It is Hyatt Internationals objective to open an outlet as close as possible to perfect. All
service employees should be well trained and able to handle guests. All Outlet Chefs should be
trained to provide the menu items to the specifications set by the Chef de Cuisines.
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To open outlets in a staggered approach enables management to concentrate on one outlet at a

time. It is important immediately after an outlets opening to conduct an evaluation to ensure that
all employees practice what they were taught during training, and that constant feedback and
correction is given.
Resort Hotels
The customer in a resort hotel purchases a whole package, not only a guestroom. It is the
objective of Hyatt International to open all food and beverage outlets at the same time in resort
hotel locations.
This means that an effective support team is required to ensure that the necessary support is
provided. All employees should practice what was taught during training, and constant feedback
and correction should be given.
Area Setup/Food & Beverage

After handover, and after the Director of Food and Beverage and Project Manager have ensured
that all areas and FF&E are in acceptable working condition, kitchens and outlets can be
prepared to start operation.
The Director of Food and Beverage, Executive Chef and Outlet Managers should ensure that the
areas are cleaned and an action plan established to ensure that all outlets are ready for operation.
The following steps should take place:
thorough cleaning per established schedule
unwrapping and cleaning of supplies and equipment per established schedule
set up areas with par stocks
ensure that security procedures for all areas are implemented.
9.8. Handover Schedule/Materials Manager

The Materials Manager should receive a detailed schedule of when he can expect to take over the
various areas of his department from the Project Manager.
This timetable is essential to enable him to prepare his own critical path of Pre-opening
activities. These handover dates should be reconfirmed with the General Manager.
Minimum recommended handover periods are as follows:
1. Commissary storerooms should be handed over a minimum of 8 weeks prior to
opening.
2. Materials Management offices should be handed over 8 weeks prior to opening.
3. Computer hardware should be installed and running 12 weeks prior to opening.
4. Commissary kitchen should be handed over at least 6 weeks prior to opening.
9.9. Training Activities

During the Pre-opening period, great demands will be made on the Personnel and Training
Department for the initial induction and training of all employees. This will require coordinating
with the Project Manager on space and equipment needed for such activities. Meetings should
take place with the General Manager and the Director of Personnel and Training to establish the
criteria for the following:
Space requirement for interview of potential candidates
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FF&E for interior rooms

Training requirements with regards to space and equipment
Hiring Schedule and Training Plan
Employee restaurant and locker space requirement
It will be of vital importance to establish the above needs at an early stage to ensure the timely
delivery of tables, chairs, audio/visual equipment, blackboards, easels and flip charts, etc.
Also, the space requirements may exceed the on-site training facilities and alternatives will have
to be sourced. With a large number of employees on-site during the initial period, good
coordination is of essence to utilize this period to the fullest.
Prior to visiting the actual construction site, the Hyatt International Project Manager should be
informed on time, date and area to be visited. He will inform the construction team accordingly.
All Hyatt personnel should wear identification badges and construction hard hats whenever they
are on the site. The activity and movement of every Hyatt staff member throughout the site visit
will remain the responsibility of Hyatts Project Manager.
Prior to acceptance of major systems, Plant operation is the responsibility of the Contractor.
System set-up, testing, commissioning, and initial maintenance offers a unique opportunity for
orientation and in-depth understanding of the equipment by Engineering staff. A coordinated
program should be worked out between the Director of Engineering and Project Manager at a
very early stage to involve the Engineering staff for training purposes at the most opportune
time, and in an orderly manner, as these staff are hired.
Pre-opening Training Strategy/Director of Personnel & Training

The Pre-opening Training Activities have a major impact on whether the hotel opens
successfully.
The Director of Personnel and Training is responsible for ensuring the professional coordination
of the Pre-opening Training Activities, by establishing a critical path that is linked to both the
Personnel and Operational Requirements.
Experience has proved that the performance of the Opening Management Team is most effective
when the following approach is followed:
1. An overall Pre-opening Strategy is established
2. A flow chart identifying the key stages to be drawn up by the Personnel and Training
Team.
3. Each stage is to be analyzed taking into account the total time available to complete all
the stages prior to opening, and an agreed time table set. This information forms the base
of the Pre-opening Training Critical Path.
4. Each stage is to be introduced in workshop format to the Management Team in
accordance with the following format:
- task to be discussed
- guidelines are given on how to achieve the task
- a project to be set to complete the task with completion and review dates
The Personnel and Training Specialist should closely monitor each individuals progress
giving help and assistance where necessary.
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5. The process of team building is developed and strengthened through the workshop
approach.
This systematic approach ensures that the Management Team completes each stage to Hyatt
International Standards in the minimum of time.
It should be noted that in the initial stages of this exercise some members of the Management
Team may be uncomfortable with the issuing of deadlines. The Personnel and Training
Specialist must therefore tightly control the quality of the work and the achievement of the
deadlines.
The Director of Personnel and Training/Training Manager is responsible for compiling and
agreeing on a Pre-opening Training Strategy six months prior to opening, taking into account:
Hyatt International Philosophies
Local Hotel Standards
Local Labor Market Needs
In the absence of the Training Manager, the Director of Personnel and Training should liaise
with the Area/Regional Training Specialist.
9.10. Procurement/Storage
All purchase procedures of HESB related items have been addressed in the FF&E section of this
manual, but there are other purchase activities to be considered and some require assistance from
the Project Manager. These special Pre-opening team related purchases are as follows:
Pre-opening Office Supplies

These may be office supplies, stationery, coffee cups, waste bins, etc. These items should
be ordered by the Pre-opening office directly and paid out of the Pre-opening budget.
Food and Beverage Supplies

Large quantities of food and beverages will have to be purchased and sometimes
imported. The Project Manager should be aware of local conditions, to act or advise in
accordance with the needs of the particular circumstances associated with his project.
Other Supplies, Chemicals

The Project Manager should be aware of the specific circumstances of these various
supply items, i.e. liaison of detergent dispenser installation for dishwashing and laundry
machines, hand soap dispensers, etc.
Special Decorations
Special amounts of money are set aside at the time of specifications for operating
supplies and equipment.
The amount is set aside in the Hotel Equipment Standards Book established by the
Corporate Technical Services Department for each section.
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This money is set aside for decorative piece such as buffetware (bowls, special cutlery,
etc.), cubes and other display items which can only be determined when the areas are
furnished and set up.
It is the responsibility of the Director of Food and Beverage to make a list of these items
3 to 4 months prior to opening and turn it over to the General Manager for approval, who
in turn will notify the Project Manager.
The purchasing procedure should be discussed with the Project Manager.
It is also advisable that the Director of Food and Beverage and Project Manager discuss
the decorative pieces with the interior designer, to ensure that they are compatible with
the overall concept.
Storage
The storage of all FF&E, Operating Equipment, and other supplies plays an important
part during the Pre-opening period.
The Project Manager will be advised to liaise and coordinate all storage and distribution
activities with the hotels Financial Controller to ensure proper documentation of all
activities. A requisitioning and inventory control procedure should be set up from the
very beginning to account for the thousands of items to be received and distributed.
9.11. Hotel Soft And Grand Openings

Possibly six months prior to the preliminary opening date of the hotel, the Hyatt International
Project Manager and Owners Project Manager will decide on the final confirmed soft opening
date of the new hotel. This information will be passed to Hyatt International Technical Services
and the hotels General Manager. Having received the final confirmed opening date, the Hyatt
International Project Manager will prepare a final handover schedule and the General Manager
will adjust all his activities accordingly. This will also include soft opening activities such as
celebrations, press releases, trial runs of restaurants, opening of various restaurants to the public,
etc. This soft opening period will be followed (after opening all areas of the hotel to the public
and sufficient training has been given to employees) by the Grand Opening or Official Opening.
This usually involves large scale celebrations and should be one of the highlights for the hotel,
Hyatt International, and the local community. The lapse of time between the soft and official
grand opening should not exceed ninety (90) days.
9.12. Licenses
The following are some of the general requirements for hotel licensing which will vary from
country to country. The liability for these licenses will vary from the Owner to Hotel Operations,
depending on the financing package and management agreement that is made with the two
parties.
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Owners Responsibility
a. Air Conditioning
b. Boilers
c. Casino
d. Electrical
e. Elevators
f. Fire Alarm System
g. Fire Department
h. Hotel Vehicles (Cars, Buses, Trucks, etc.)
i. Import and Customs
j. Insurance (3rd Party, Public Liability, Builders All Risk)
k. Occupancy Permit
l. Scaffolding
m. Site Hoarding
n. Two-way radio
Operators Responsibility
a. Advertising Signs
b. Cabaret
c. Banking and Foreign Currency transactions
d. Electronic Games
e. Window cleaning Gondola
f. Health Department
g. Health Spa (Fitness Center)
h. Incinerator and/or Garbage disposal
i. Laundry and Dry Cleaning
j. License or permit to operate a Hotel
k. Liquor and Food Sales
l. Music Entertainment
m. Outdoor Signs
n. Police Department
o. Post Office
p. Refrigeration
q. Satellite Television
r. Swimming Pool and Cabana
s. Telephone
t. Trades employed: carpenter, electrician, plumber, etc.
u. Hotel shop, delicatessen license
v. Traffic Department
w. Vending Machines
x. Video (in-house movies)
Open a trace file and list for all licenses and permits required, together with appropriate
expiration dates; to be filed with Hotel Operations (General Manager or Controller)
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SECTION 10 - PROJECT COMPLETION AND HANDOVER
Table of Contents
10.1. DEFINITION OF HAND OVER...................................................................................................1

10.2. PRACTICAL COMPLETION VS.BENEFICIAL OCCUPATION.........................................................2
10.3. HAND OVER SCHEDULE..........................................................................................................2
10.4. HAND OVER PROCEDURES .....................................................................................................3
10.5. MEP COMMISSIONING AND HAND OVER ...............................................................................4
Hand Over to Operator ...........................................................................................................5
Contractors Notification ........................................................................................................5
MEP Equipment Hand Over Conditions ................................................................................6
10.6. FINAL ACCEPTANCE/LATENT DEFECTS ................................................................................10
10.7. HAND OVER PUNCH LIST/QUALIFICATIONS ..........................................................................11
Qualifications........................................................................................................................11
Special Conditions ................................................................................................................14
Hand Over Punch list............................................................................................................14
General Purpose....................................................................................................................15
MEP Purpose ........................................................................................................................15
Sample Punch lists ................................................................................................................15
10.8. MAINTENANCE PROGRAMS ..................................................................................................20
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10.1. Definition Of Hand Over

The completion and hand over of a hotel (and all areas within it), from the contractors to the
operator through the proper established channels is the result of many months of research,
planning, designing, constructing, and finishing. It signifies the substantial completion and
provisional acceptance of the building from its development stage to its day to day operation.
Throughout its duration, the project will have been subjected to rigorous controls, reviews, and
implementation of set standards. It is essential that in order for determined standards to be finally
accepted by the Owner and Hyatt International, certain inspections and procedures are followed.
Approximately 15 to 18 months prior to the scheduled opening, as shown on the Master
Construction Schedule and Program to Completion, the Owner is expected to confirm in writing
the actual opening date of the hotel. This confirmation will trigger the appointment of the
General Manager and, subsequently, the hotel Executive Committee. It will also allow Hyatt
International Sales and Marketing Division to issue their marketing campaign and confirm sales.
From this moment, and until the actual opening date, it is essential that the Owners Project
Manager continually re-appraises Hyatt Internationals Project Manager on the ability to achieve
this date. Hyatt Internationals Project Manager will obviously be continually assessing and
monitoring this countdown period, and will himself be informing his findings to both Hyatt
International Technical Services Department and the General Manager.
Hyatt International having previously submitted their hand over schedule will, through the
General Manager, commence the necessary pre-opening activities, which will include:
1. Sales and Marketing
2. Staff recruitment
3. Staff familiarization and training
4. Commissioning and testing of all MEP systems
5. Training and mutual operation of all MEP systems
6. Final cleaning and preparation of all areas
7. Distribution of all operating equipment, guest supplies and collateral
It is, therefore, essential that with a number of commitments being made, i.e. banqueting
functions, rooms availability, etc. that this continual re-appraisal of progress in the countdown
period is made.
The hotels final confirmed opening date will be the target to which all hand over proceedings
are adjusted. Hyatt Internationals Project Manager, in conjunction with the Owners Project
Manager, will prepare the final hand over schedule based on the standard hand over document as
attached in the Appendix Volume II of this manual, which is fine tuned to the operational needs
of the hotel and the current on-site status of completion.
This will include notification to contractors of inspection time and date for their respective areas.
Punch lists will be prepared for all areas and will include all architectural, interior, FF&E, and
MEP related areas to be assessed by the hand over team.
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Hyatt Internationals Project Manager also will have to constantly monitor the arrival of FF&E
and operating equipment to stores or operating departments, as the timely supply of these items
is part of the overall hand over and will affect the training of the employees.
Before consideration is given to accepting a space or facility from the owner/developer, certain
criteria must be satisfied.
The area to be handed over must be complete, cleaned, secured, equipped with all FF&E, and all
MEP systems fully installed and commissioned, and free of all construction debris. In addition,
the area must be inspected and approved by the Owners Project Manager and the respective
design consultants, who are responsible for ensuring that each area is in compliance to the
approved drawings and specifications, and expected quality of materials and workmanship have
been maintained.
The hotel guestrooms will only be considered for acceptance when the entire floor is complete
and all hardware installed. This will include the rooms, corridors, elevator lobbies, pantries, etc.
and all other facilities within that level.
When the facility has been acceptably completed, the owners representative will undertake a
provisional acceptance of owner/developers liability to correct latent or hidden defects. Final
hand over and acceptance will only be achieved when the whole building is complete, all hand
over requirements have been met, and the contractors have left the facility.
10.2. Practical Completion vs. Beneficial Occupation

During the hand over period of areas in the hotel, contractors will differ in their view from Hyatt
Internationals acceptable standards of hand over. It will be the responsibility of Hyatt
Internationals Project Manager to explain and advise the owners representative that Hyatt
International inspects areas which are acceptable for the beneficial occupation by the hotel
operating team. This represents a stage of completion which allows the hotel management to
occupy the space completed architecturally, all interior work completed, all FF&E installed, all
MEP services provided, all FF&E equipment, i.e. telex, copier, kitchen equipment installed,
tested and commissioned, and all employees trained to operate such equipment. Hyatt
International does not inspect or accept areas upon practical completion by the contractor; this
type of inspection will have to be performed by the various design team members, or the owners
project team.
10.3. Hand Over Schedule

The purpose of the Hand Over Schedule and the Hand Over Procedures is to allow the owner, his
agents, and contractors to properly sequence completion of the project from the initial planning
stage through to the opening of the hotel. The criteria given is critical to the smooth and efficient
completion and opening of the hotel, and reflects the interface of the various construction and
finishing trades with the hotel operational team in their preparation of the hotel for opening.
04/16/92 10-2 10hndov.doc


The following considerations are used in the development of the Hand Over Schedule and
Procedures:
1. Delivery of hotel operating equipment.
2. Tendering and purchasing of hotel operating supplies with coordination through
Owners representatives, with various contractors for final input.
3. The delivery and installation of FF&E
4. Staff Recruitment.
5. Staff Training.
6. Witness and assistance by engineers in testing and commissioning all systems.
7. Training and mutual operation of MEP systems.
8. Final cleaning and preparation of all hotel areas, facilities, and systems.
9. Distribution of equipment to all the hotel areas, facilities, and systems.
10. Sales and Marketing and promotional facilities of the hotel.
11. Actual construction progress and sequencing of trades.
The proper scheduling of hand over procedures for accepting the hotel are necessary to allow
Hyatt International adequate time prior to the final completion and opening of the hotel to staff,
train, clean, and commission various facilities for full operation. In addition, the operating team
will require time to establish its own consumable opening inventory, together with the operating
equipment purchased by the owners procurement team.
The standard hand over schedule is issued to the owners as part of Hyatt Internationals Design
Standards and Criteria, however, it is Hyatt Internationals Project Managers responsibility to
tailor this pro forma schedule and take into consideration all specific requirements of his project.
This final hand over schedule, which is normally issued at the commencement of Phase III
Design Development, is carefully tailored to each hotel, and is organized in a chronological
sequence to allow the hotel to be smoothly and methodically handed over to the Operational
Team while taking the construction program, milestones, and restrictions into consideration. This
schedule is inclusive of the time taken to rectify any defects or faults that become apparent upon
Hyatt Internationals inspection and also takes into consideration that all inspections will be
undertaken by Hyatt Internationals Project Manager, Owners Project Manager, and necessary
members of the Design Team who will make available approved drawings and specifications for
that area. It may also be used to schedule the delivery of FF&E items, OE, hotel expendables to
areas as they become available.
Attached in the Appendix Volume II of this manual is Hyatt Internationals Standard Hand Over
Schedule, and an example of a custom tailored schedule for a project as an example and for
reference.
10.4. Hand Over Procedures

The hand over itself will consist of set procedures which will, if followed, provide a smooth and
well documented transition.
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Upon an area that is wholly noted on Hyatt Internationals final hand over schedule as being
complete, i.e. cleaned, equipped of FF&E, all MEP services installed and commissioned, free of
pests and vermin, and satisfactorily examined by the Owners Project Manager and all relevant
members of the Design Team, (who will themselves be responsible for ensuring the area
complies with approved drawings and specifications and agreed quality of workmanship), then
Hyatt Internationals Project Manager will inspect the area for provisional acceptance.
Following Hyatt Internationals Project Managers inspection, which is carried out in light of the
above criteria, a punch list will be issued for each and every area; BOH, guest floors, and public
areas. This list will detail deficiencies both architectural and workmanship. It does not in any
way exonerate any party from the correction of any hidden or latent defects not noted, and the
Owner shall have the continuing obligation to correct such defects as they become apparent.
A separate schedule, again of each and every area, shall also list any deficiencies for FF&E
items.
At this stage, each relevant member of the Design Team should produce a punch list covering
acceptance or non-acceptance of works related to their discipline. Any deficiencies should be
rectified, and a copy of the completed lists issued to both Owners Project Manager and Hyatt
Internationals Project Manager.
Upon rectification of these deficiencies listed in Hyatt Internationals architectural/finish and
FF&E punch lists, Hyatt International will re-inspect the area and issue a provisional acceptance.
Any area or system which has been provisionally accepted by Hyatt Internationals Project
Manager will be handed over to the Operational Team and remain under their control and
supervision. To assist in this, at time of issuing provisional acceptance all construction keyed
cylinders should be changed to hotel system cylinders under the supervision of Hyatt
Internationals Project Manager and/or Operational Team designate. This change will be
accomplished depending on the type of cylinders used by either coding the electronic lock,
changing pins, or using a special coding key to eliminate the construction piece of the cylinder.
Once all cylinders have been satisfactorily changed over, and any other means of access secured,
the hotel Operating Team will then become responsible for any damage or abuse resulting from
mishandling by hotel staff.
It must be clearly noted that Hyatt International does not inspect areas upon practical
completion, rather an area that is ready for beneficial occupation by the hotel operator.
10.5. MEP Commissioning And Hand Over

In assessing the status of MEP services to an area or areas, and in the process of accepting such,
Hyatt Internationals Project Manager, together with the hotel Engineer, will be present at all
testing and commissioning sessions. As such services are required to be substantially completed
in order to serve areas prior to the area hand over it is normal to commence these sessions 4-6
weeks prior to the initial area hand overs.
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This will allow time for the testing and commissioning sessions to be carried out in keeping with
Hyatt Internationals Engineering Design Standards and Criteria, and also to allow adequate time
for the training of the hotel engineering staff. However, it should be re-emphasized here that the
Hyatt International Project Manager should only be satisfied at witnessing the testing carried out
at full loads and under extreme demands.
In circumstances where there is mutual operation of the central plant, all personnel must inform
and liaise closely with the hotel Engineer prior to any shutdowns or servicing. Hyatt
International will not accept responsibility for any damage to equipment or non-adherence to
manufacturers recommendations until all plant is in their sole control.
A full explanation of the requirements of MEP hand over and commissioning is contained in the
appendix.
Only after all equipment and systems have been successfully tested and certified can the Hyatt
International Project Manager prepare a punch list of the entire facility for further action and
correction. Any acceptance is subject to the correction of hidden or latent defects, and the owner
has the continuing obligation to correct such defects as they may become apparent.
Hand Over to Operator

The acceptance of any space, MEP plant, FF&E, or operating equipment can only be authorized
by Hyatt Internationals Technical Services Departments representative or designate. In most
circumstances, this person would be the Hyatt International Project Manager. Hotel management
is not authorized to formally accept any of the above mentioned areas directly from contractors,
suppliers, or owners.
After formal or provisional acceptance by the Technical Services representative, hotel
management will be under full control and supervision and, therefore, will be responsible for any
damage or abuse resulting from mishandling by the respective staff members.
Again, it is mentioned that Hyatt Internationals Project Manager must ensure that all MEP
equipment is handed over with all operators manuals and documentation, including warranties,
and that the list of supplied spare parts is checked by the Chief Engineer and is in line with this
requirements.
Contractors Notification
Notification is to be given to each individual contractor, clearly defining his responsibilities
related to equipment commissioning and hand over procedures. Issuance of such notification is
the joint responsibility of:
Hyatt Internationals Project Manager
The Owning Companys Representative On-Site
The Owning Companys MEP Consultant
The notification stipulates clearly the contractors responsibilities and liability in case he fails to
carry out these responsibilities.
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MEP Equipment Hand Over Conditions

1. Equipment Readiness
All equipment presented by the respective contractor for commissioning, testing and
hand over has to be in a state of readiness to allow a complete and full performance test,
be reasonably clean, painted, with all insulation in place (where applicable).
2. Documentation
It is the responsibility of the contractor to present to the representative of Hyatt
International all specifications related to the equipment, including load, performance and
pressure drop curves and other documentation required to carry out successfully a
thorough performance test of the equipment. If the equipment has been factory tested, or
inspected by an official government inspector prior to the installation on site, any
certificates to that effect will have to be provided.
3. Test and Commissioning Execution
It is the responsibility of the contractor to provide all instruments of adequate accuracy to
carry out a complete performance test of the equipment, demonstrating the entire range of
load of the respective equipment and performance ratios for these loads.
4. Demonstration of Equipment Performance
It is to be clearly understood that it is the responsibility of the contractor to demonstrate
to the representative of Hyatt International the satisfactory performance of the equipment
in accordance with the specifications under which the equipment was sold to the Owning
Company, and that it is not up to the representative of Hyatt International to prove to the
contractor the non- performance or unsatisfactory performance of the equipment.
5. Contractors Liability
The contractor has to notify the Hyatt Project Manager, through the Owning Companys
representative or MEP consultant, of the state of readiness of the respective equipment
for testing and commissioning. If, due to the non-conformity to the above stipulations the
commissioning and hand over procedure cannot be carried out, and this entails additional
cost to Hyatt International in traveling expenses and time, such cost will have to be borne
by the respective contractor.
The following acceptance/non acceptance pro forma documents should be used for any official
notification to owners/ contractors, whenever required:
04/16/92 10-6 10hndov.doc


HYATT REGENCY XYZ

EXHIBIT A
To: (Owners Representative/Project Management)
Subject: MEP Equipment Hand Over
A cursory observation of the hereunder listed equipment during commissioning and under
operating conditions has been conducted by the Engineering Department of the Hyatt
Regency __________________.
No apparent indication of major malfunction has been detected. We therefore consider the
equipment acceptable for hand over under the terms and conditions of the Hyatt International
MEP Hand Over manual, with the proviso that remedy of any and all latent defects of the system
found within the contractual warranty period, and not being attributable to faulty operation by
the Engineering Department of the Hyatt Regency __________________. will be the
responsibility of the contractors.
Acceptance of the above listed equipment is further subject to receipt of all operating documents
by the Hyatt Regency __________________.
Provisional acceptance subject above Contractors Liability Declaration:
stipulations: We, __________________ herewith declare
our agreement with the above stipulations.
Date: Date:
Director of Engineering Contractors Authorized

Representative
Final Acceptance
Signed for final acceptance (after receipt of operating documents and execution of above
signatures)
Date:
Director of Engineering
Provisional acceptance subject above stipulations:
04/16/92 10-7 10hndov.doc


HYATT REGENCY XYZ

EXHIBIT B
Regency __________________.
The following defects have been recorded:
We consider the equipment acceptable for hand over under the terms and conditions of the Hyatt
International MEP Hand Over manual, with the proviso that the contractors accept full
responsibility for the defects remedial work and contractual warranty by signing of the
declaration hereunder.
Contractors Liability Declaration
We _______________ herewith acknowledge the correctness of the above listing of defects and
accept responsibility for the execution of all remedial work necessary to bring the equipment to
design performance, including contractual warranty of such remedial work.
Date:
Contractors Authorized Representative

Final Acceptance
Signed for final acceptance (after receipt of operating documents and execution of above
signatures)
Date:
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HYATT REGENCY XYZ

EXHIBIT C
Regency __________________.
The following defects have been recorded:
The equipment is considered NOT suitable for performance of the intended operation, for which
reason acceptance is rejected until such time the contractors have remedied all above defects,
and any other defects that may come to light in the process of remedial works, and demonstrated
design performance of the equipment to our satisfaction.
Date:
Contractors Acknowledgment
We, ______________________________ have acknowledged the correctness of the above
listing of defects and declare acceptance of responsibility for remedial works.
Date:
Contractors Authorized Representative
04/16/92 10-9 10hndov.doc


10.6. Final Acceptance/Latent Defects

Final acceptance of the property, its contents, and plant will be carried out in accordance with
the Management Agreement, and will only be authorized at such time that all deficiencies are
rectified and all systems tested under full load conditions as called for by Hyatt Internationals
Design Standards and Criteria. This must be in accordance with local codes and conditions, and
is subject to the receipt by Hyatt International of all licenses, permissions, and certificates which
may be necessary.
Final acceptance shall also be conditional upon the receipt of all operations manuals, spare part
requirements, project documents, and a full set of as-built drawings for all disciplines.
Items of an intent/inherent defect nature should be notified formally in writing to the owners
representative, who in turn, will relate these items to the relevant contractor. The General
Manager will then be approached by the relevant contractor with a view to rectify these defects.
Such notifications should be at reasonable notice and should typically detail area into which
access is required, time of access, number of persons requiring access, duration of works and
identification of contractors. The time at which this work will be carried out will have
implications on the daily operation of the property. However, the operator should endeavor to
accommodate all reasonable requests. Any major defects which will require a shut down of
essential services for any period of time should be carried out outside business hours, e.g.
between 2am and 5am. At all times when contractors are in operational areas they shall remain
under the control of the hotels Director of Engineering but shall, of course, report to their own
superiors.
Should the noted defect hinder the smooth operation of the hotel, the Management will still
inform the Owner, but at the same time will undertake to correct the problem, either by its
maintenance department, or outside contractors so long as this will not void any guarantee or
warranty conditions.
Furthermore, any such deficiencies and subject remedial work will be charged back to the Owner
and will not be borne by the hotel as an operational expense. This procedure is standard practice
used throughout Hyatt International Hotels. However, it is important that the Owner makes
available to hotel management the name and particulars of local structural engineers or other
contractors, as they may wish to perform an evaluation of damage.
Note the relevant paragraphs in the management agreement regarding the above points.
In the case where a hidden deficiency may cause discomfort, or will jeopardize the safety or
comfort of hotel guests and staff, hotel management will reserve its right to act and take the
necessary measures as deemed necessary, either at the same time, or prior to informing the
Owner.
Hyatt Internationals Project Manager should ensure all information on contractors contact
names and addresses has been duly recorded in the project completion report.
04/16/92 10-10 10hndov.doc


10.7. Hand Over Punch List/Qualifications

The compilation of punch lists during the hand over period requires some initial preparation to
tailor punch lists to the various spaces, FF&E, and MEP equipment to be provisionally accepted.
This will require the collection of all data related to each area. As punch lists are issued and used
to identify status of acceptance, qualifications have to be issued to all parties concerned and/or
contractor to specify the conditions of punch lists and the hand over proceedings.
Qualifications
The document should be issued to qualify Hyatt Internationals provisional acceptance of hand
over area, FF&E and MEP equipment. This document will be distributed as follows:
Owners Project Manager
Contractors Concerned
Hotel General Manager
Hotel Director of Engineering
Hyatt International Technical Services (for record purpose)
All punch lists issued will include a reference to this document to ensure all concerned parties
are aware of Hyatt Internationals qualifications of provisional acceptance.
The following Pro-Forma should be used to prepare this document but may be adjusted to
include special on site conditions. Some of these conditions are highlighted and the appropriate
clause mentioned in the section following the Pro-Forma.
This document will have to be approved by the Director of Operational Planning/Vice President
- Technical Services prior to their issue to all parties concerned.
04/16/92 10-11 10hndov.doc


PRO FORMA
(To be on Hotel Memorandum Stationery)
DATE:
TO: See Distribution
FROM: (Project Manager)
SUBJECT: HAND OVER PUNCH LIST QUALIFICATIONS
The following provisions will apply to all Hyatt International hand over punch lists issued during
the course of hand over proceedings according to the approved hand over schedule. All punch
lists reflect the conditions found present in the specified area and are produced without prejudice
towards any involved party.
1. Completion by all parties concerned of the noted defects within the shortest possible time
frame.
2. Issue of a time table for all remedial work by the concerned parties and a date for
re-inspection.
3. All hidden or latent defects not noted at the time of inspection will form an integral part
of the deficiency report issued for that area.
4. Receipt of all statutory approval documentation as specified by local authorities.
5. MEP services will not be accepted pending full load testing under seasonal conditions.
6. Areas where MEP equipment is installed will be provisionally accepted for the
construction elements only. MEP equipment will require factory test certificates, site
engineer certificates and a five day 24 hour full load test conducted in the presence of
Hyatt Internationals representative prior to final inspection and hand over.The liability
for such load testing will be with the contractor and his commissioning site engineer.
7. MEP, Kitchen, Laundry and other equipment to be handed over require the following
documentation upon hand over:
As Built Drawings
Factory Test Certificates
Commissioning Engineers Report
List of Spare Parts Supplied
Operating Manuals
Warranties
Name and Address of Local Distributor, if applicable
8. Access to areas provisionally accepted by Hyatt International will be at the sole
discretion of the operator. Schedules showing area of access, hours of work, number of
staff and nature of remedial work shall be submitted to the Hyatt International Project
Manager at least 24 hours prior to access.
04/16/92 10-12 10hndov.doc


Upon approval of this schedule, contractor's staff should enter these areas suitably attired,
showing an approved I.D. card and shall be at all times under the control of the Hyatt
International Project Manager.
These conditions also apply to external areas of the hotels property.
9. Period of warranty for equipment shall commence only from date of acceptance by Hyatt
International's representative.
10. Hyatt International reserves the right to repair all noted defects either through the hotel's
maintenance department or other contractors, if defects duly noted are not rectified after a
period of 90 days from the date of issue of the hand over punch list of such area.
11. Non receipt of these qualifications by any party other than the parties mentioned in the
distribution listing does not release such party from obligations as noted in this document
or punch lists issued.
Distribution: (Owners Project Manager)
(Contractors)
(Contractors),
cc: (Hotel General Manager)
(Hotel Director of Engineering)
(Hyatt International Technical Services)
04/16/92 10-13 10hndov.doc


Special Conditions
In certain conditions additional qualifications may need to be added to the hand over punch list
qualification document.
Condition
Design team members did not inspect the hand over areas of the project.
Qualification To Be Added
Future submissions of design team members on non-compliance to specification or
deficiencies noted during inspection will become an integral part of Hyatt International's
deficiency reports whenever such reports may be received.
Condition
MEP equipment has not been accepted, but hotel will open anyway.
The MEP equipment specified as not acceptable will be operated by the concerned
contractor until such equipment can be accepted for hand over. The contractor will be
fully liable for such operations, other than damage attributable to the operator's
employees due to intentional abuse.
Condition
No training given to hotel staff on specialized equipment or MEP equipment.
A program of training and familiarization is to be scheduled by the contractor of
specialized equipment or MEP equipment prior to the final test run of such equipment.
This program is to be fully coordinated with Hyatt International's Project Manager and
the Operator.
Other conditions may apply to some projects. The Hyatt International Project Manager will
determine these conditions and include relevant paragraphs in the hand over punch list
qualifications document.
Fuel cost to operate such equipment will be allocated accordingly between operator and
contractor.
Hand Over Punch list

The attached Hand Over Punch list pro forma will have to be adjusted to each individual project
by Hyatt Internationals project manager, but shall follow the given format.
04/16/92 10-14 10hndov.doc


The following pro forma punch lists are included:
General Purpose
To be used for:
Typical Guestroom
Suite Rooms
Guestroom Corridors
Public Areas (Restaurants)
BOH
MEP Purpose
To be used for:
MEP Areas
Kitchens
Laundry
Elevators
The appropriate sections will have to be filled in prior to checking each area with exact details of
furniture, interior design specifications or equipment code, quantities and all other details as
shown on floor plans, elevations, specifications, etc.
To perform the hand over, follow the items as listed and mark each item as follows:
Accepted - OK
Missing - M
Touch Up Paint - TUP
Not Clean - C
Not Acceptable - X
If the Project Manager wants to list other qualifications, he may do so as appropriate.
If an item is marked not acceptable, mark the code No. and the item in the deficiency column
and explain the deficiency in detail. Items marked deficient need to be re-inspected and marked
acceptable before final hand over approval can be given. Items marked Missing, Touch Up Paint,
Not Clean, need to be re-inspected and, if acceptable, should also be noted in the deficiency
column as re-inspected and accepted.
Sample Punch lists

Attached are samples of hand over punch lists for the following areas:
Guestroom Corridor
Guest Floor Service Pantry
Typical Guestroom
Suite Room
Restaurants
04/16/92 10-15 10hndov.doc


Laundry Kitchen (Main Kitchen)

The hand over punch lists should be filed according to the floor levels of the building and should
be used for re-inspections, inventory checks and as the official hand over record to be kept by the
owner/developer and the management team.
Only the signature of Hyatt Internationals Project Manager can qualify provisional acceptance
of any area.
Note: In some countries punch lists may have to be issued in local language or need to have a
master list to explain terminology in local language. The Project Manager and owners
representative should determine which language will be appropriate.
04/16/92 10-16 10hndov.doc


10.7. Hand Over Punch list/Qualifications (contd)
HANDOVER PUNCH LIST PRO-FORMA

MEP PURPOSE
04/16/92 10-17 10hndov.doc


HANDOVER PUNCH LIST PRO-FORMA

GENERAL PURPOSE
04/16/92 10-18 10hndov.doc


HANDOVER PUNCH LIST SAMPLES

RABAT HYATT REGENCY
- Guestroom Corridor
- Guest Floor Service Pantry
- Typical Guestroom
- Suite Room
- Restaurants - El Andalous/Moroccan
- Justine's/Gourmet
- L'Oasis/Cafe Restaurant
- Main Kitchen
- Laundry
04/16/92 10-19 10hndov.doc


10.8. Maintenance Programs

Having completed hand over proceedings in MEP related areas, the hotel Director of
Engineering will prepare, in conjunction with the Area Director of Engineering, a comprehensive
preventative maintenance program. This program should take effect from the day of final
acceptance of plant and equipment by the Project Manager and the consequent hand over to the
hotel management.
10.9. Operating Equipment Hand Over

The operating equipment procured by the owner for the hotel will be delivered to a central area
within the hotel, or off site, for purposes of unpacking, checking, sorting, and distributing to the
various departments within the hotel. The hotel operational team will be responsible for
developing and agreeing on a comprehensive inventory list of all operating equipment in
conjunction with the Hyatt International Project Manager.
In order for this activity to be undertaken successfully, a large securable area will be required by
the hotels operational team. Very often arrangements are made with the Project Manager to
provisionally accept the ballroom or function room under slightly different conditions. For this
purpose, the ballroom or function room may be accepted by the Project Manager exclusive of
carpet and carpet underlining. Attention should, of course, be paid to appropriate protection of
finished surfaces and materials following which the facility may be used for the sorting and
distribution of operating equipment. At a predetermined period prior to the opening, Hyatt
International operational team will be required to vacate these areas to allow the contractors to
install carpeting and FF&E.
This period is determined in conjunction with the Owners project manager to allow sufficient
time for the contractors to carry out their installation.
It would be advisable to set up a requisition system for the distribution of all equipment, to
ensure control of movement and assist in the compilation of a final inventory of all operating
equipment.
Attached is a general requisition format which should be adjusted to local conditions.
10.10. Operating Equipment Hand Over

GENERAL REQUISITION
PRO-FORMA
04/16/92 10-20 10hndov.doc


Table of Contents
11.1. POLICY .....................................................................................................................................1

11.2. OBJECTIVES .............................................................................................................................1
11.2.1. .....................................................................................................................................1
11.3. 1
11.3.1. .....................................................................................................................................1
11.3.2. .....................................................................................................................................1
11.4. IMPLEMENTATION ....................................................................................................................1
11.4.1. .....................................................................................................................................1
11.4.2. .....................................................................................................................................1
11.4.3. .....................................................................................................................................2
11.5. PROJECT AUDITS ......................................................................................................................2
11.5.1. .....................................................................................................................................2
11.5.2. .....................................................................................................................................2
11.5.3. .....................................................................................................................................2
11.6. EXECUTION ..............................................................................................................................2
11.6.1. Self Audit....................................................................................................................2
11.6.2. The Audit (M.O.R.) ....................................................................................................2
11.6.3. Distribution .................................................................................................................3
11.6.4. Follow-Up...................................................................................................................3
11.6.5. Follow-Up Visit ..........................................................................................................3
11.7. M.O.R. FORMAT ......................................................................................................................4
11.7.1. .....................................................................................................................................4
11.7.2. Evaluation ...................................................................................................................4
11.8 PROJECT AUDIT .........................................................................................................................5
11.8.1 M.O.R. Leader Executive Summary............................................................................5
11.9 MOR CHECK LIST.....................................................................................................................7
11.9.1 Communication............................................................................................................7
11.9.2 Administration .............................................................................................................8
11.9.3 Project Design..............................................................................................................9
11.9.4 FF&E .........................................................................................................................11
11.9.5 Mock-Up/Prototype Room Review ...........................................................................13
11.9.7 Pre-Opening Office/Team..........................................................................................14
11.9.8 Handover....................................................................................................................15
11.9.12 Signage, Graphics, & Uniforms...............................................................................16
11.9.13 Budget Control.........................................................................................................19
11.9.14 Site Condition ..........................................................................................................20
11.9.15 MOR Analysis .........................................................................................................21
11.9.16 Project Manager Summary ......................................................................................23
05/90 11operat.doc

11.1. Policy
It is the policy of Hyatt International that a Project Management Operations Review will take
place at least once per year by the designated M.O.R. leader, Divisional Director of Technical
Services, or the Corporate Director of Operational Planning.
11.2. Objectives
11.2.1.
To ensure compliance with Hyatt Internationals Design Standards and Criteria, approved
layouts, drawings, and specifications through performance and productivity as described in the
Project Managers Manual.
11.3.
To create a professional relationship with owners, architects, designers, contractors, and the
various corporate/divisional or area personnel of Hyatt International to achieve a product which
will be an asset to the reputation of the company.
11.3.1.
To establish a system that will enable the Technical Services Department to monitor the progress
of an individual, identify reoccurring deficiencies in our procedures or specifications, and
establish a monitoring process of recommended solutions and follow-up.
11.3.2.
To promote the exchange of technical, managerial, and other information of specific nature to
Project Management between field personnel and corporate/divisional offices.
11.4. Implementation
11.4.1.
The program shall be implemented for all projects under the scope of the Technical Services
Department, regardless of the presence of a permanent Project Manager on site.
11.4.2.
The M.O.R. will take place over a 3-4 day period organized by the corporate office 3-4 months
prior to its scheduled date. The Vice President of Technical Services, Divisional Director of
Technical Services, or Director of Operational Planning will nominate the M.O.R. leader at the
inception of each project. The M.O.R. leaders own project will be reviewed by corporate or
divisional personnel.
05/90 11-1 11operat.doc


11.4.3.
The M.O.R. leader will also be available for the duration of the project as a resource for
assistance in problem solving or technical advice pertaining to Project Management. In order to
facilitate this function, the M.O.R. leader will be copied on all monthly reports.
11.5. Project Audits
11.5.1.
The M.O.R. leader will be scheduled to visit the hotel on an annual basis with a follow-up visit
by corporate or divisional personnel 3-4 months thereafter, or vice versa.
11.5.2.
Follow up visit dates will be recommended by the M.O.R. leader based on his audit, and may
coincide with scheduled site visits of corporate or divisional personnel. This will allow the
Project Manager sufficient time to correct any apparent deficiencies.
11.5.3.
It will be important to the success of this review to emphasize and instill a positive perception in
field personnel to the procedures of this audit and thereby assist in overcoming the possible
feelings of discontent. This program is a management tool to assist the Technical Services
Department to improve its standards and efficiency, rather than to point out imperfections or lay
blame on someone.
11.6. Execution
11.6.1. Self Audit

One month prior to the scheduled M.O.R., the Project Manager will perform a self audit based
on the M.O.R. format. This is to familiarize himself with the upcoming audit and to give him the
opportunity to rectify possible shortcomings. This self audit is to be distributed to:
- M.O.R. Leader
- Director of Technical Services - Division
- Director of Operational Planning
11.6.2. The Audit (M.O.R.)

The M.O.R. leader, when performing the audit, will not limit his activity to asking questions, but
due to the particular nature of Project Management will interview owners representatives,
architects, designers, contractors, and operators, as well as perform a thorough physical
examination of all areas of the project and supporting drawings and other documentation.
Upon completion of the audit, the M.O.R. leader will hold a review meeting with the Project
Manager where both will discuss and agree on the following points:
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11.6.2.1.
A listing of relevant follow up action items with target completion dates by the Project Manager.
11.6.2.2.
A listing of relevant action items with target completion dates by either owner, architect,
designers, contractors, or others.
11.6.2.3.
A listing of relevant action items with target completion dates by the Corporate or Divisional
Technical Services Department.
11.6.2.4.
A listing of relevant action items with target completion dates pertaining to the hotels Operating
Team.
11.6.3. Distribution
Based on the above information, and in conjunction with the M.O.R. Questionnaire, the audit
will be issued to the following offices:
- M.O.R. Leader - complete

- Director of Technical Services/Division - Executive Summary/Action Plan
- Director of Operational Planning - Complete
- Vice President Technical Services - Executive Summary/Action Plan
This should be done on the last day of the audit or, if not possible, no later than 10 days post
audit.
11.6.4. Follow-Up
Having established the above listings, the M.O.R. leader in the presence of the Project Manager
will discuss the items listed under 11.6.2.2. with all concerned parties and establish confirmed
target dates.
Items listed under 11.6.2.4. will be discussed with the General Manager if he is already located
on site, or will be used as a guideline for action after his arrival.
Listings under 11.6.2.3. will be followed up by the M.O.R. leader according to the set target
dates.
All follow up points listed under 11.6.2.1. must be actioned by the Project Manager and
completed prior to the M.O.R. follow-up visit.
The entire success of this program hinges upon implementation of the recommendations made
during the audit. All parties involved must endeavor to achieve all set targets without exceptions,
and should monitor reoccurring problem areas.
11.6.5. Follow-Up Visit

Within a three month period following the audit, a follow-up visit will be scheduled, probably in
conjunction with a regular on-site inspection of Corporate/Divisional Technical Services
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personnel. This post M.O.R. audit will determine the evaluation of the Project Manager's
performance.
11.7. M.O.R. Format
11.7.1.
The checklist is divided into the following sections:
1. Communication
2. Administration
3. Project Design
4. FF&
5. Mock-Up/Prototype Room
6. Pre-Opening Office/Team
7. Handover
8. Signage, Graphics, Uniforms
9. Budget Control
10. Site Condition
11. MOR Analysis
12. Project Manager Summary
Questions related to the above is based on information and instructions given through the Project
Managers Manual. Compliance with these instructions will achieve the highest score.
11.7.2. Evaluation
In order to apply a fair and equitable yardstick in evaluating each individual performance, and
since each project requires a different amount of involvement on behalf of the Project Manager.
A summary of follow-up visit findings will be prepared by the corporate/divisional personnel.
This will consider the overall findings of both visits and should give help for areas requireing
improvement. This will give flexibility for allowances of special circumstances as evaluated by
the M.O.R. leader in his report.
The results of this audit may reflect in the year end evaluation conducted by the Vice President
of Technical Services/Director of Operational Planning.
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11.8 Project Audit

PROJECT:
DATE:
PROJECT MANAGER:
CONDUCTED BY:
FOLLOW UP VISIT BY:
DATE:
DISTRIBUTION:
Vice President Technical Services Summary/Action Plan (11.8. only)
Director Technical Services Divisional Summary/Action Plan (11.8. only)
MOR Leader Complete (11.8. and 11.9.)
Director of Operational Planning Complete (11.8. and 11.9.)
11.8.1 M.O.R. Leader Executive Summary
Please give an overview of your findings during this audit (using additional pages, if necessary).
11.8.1.1 M.O.R. Follow-Up
11.8.1.2 By Project Manager
Reference Subject Completed By
11.8.1.3 By Project Team
11.8.1.4 By Corporate/Divisional Offices
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11.8.1.5 By Operating Team
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11.9 MOR Check List

Remarks
11.9.1 Communication
11.9.1.1 Office Stationery, Business Cards __________________
11.9.1.2 Weekly Update __________________
11.9.1.3 Monthly Report __________________
11.9.1.4 Site Meeting Minutes __________________
11.9.1.5 Photographic Record __________________
Toll Free Technical Services Phone Number __________________
11.9.1.6 Executive Committee Meetings __________________
11.9.1.7 Owners Relations __________________
11.9.1.8 Design Team Relations __________________
11.9.1.9 Operating Team Relations __________________
11.9.1.10 Contractors Relations __________________
11.9.1.11 Corporate/Divisional/Area Office Relations __________________
11.9.1.12 Awareness of Policies & Procedures __________________
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11.9.2 Administration
Remarks
11.9.2.1 Project Managers Manual Volume I __________________
11.9.2.2 Project Managers Manual Volume II __________________
11.9.2.3 HESB Volume I __________________
11.9.2.4 HESB Volume II __________________
11.9.2.5 HESB Volume III __________________
11.9.2.6 DS&C - Graphic, Signage, Uniforms __________________
11.9.2.7 H.I. Prototypes __________________
11.9.2.8 Construction Schedules __________________
11.9.2.9 Filing System __________________
11.9.2.10 Secretarial Support/Efficiency __________________
11.9.2.11 Telephone/Fax/Copier __________________
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11.9.3 Project Design

Remarks
11.9.3.1 Drawing Register __________________
11.9.3.2 Drawing Filing __________________
11.9.3.3 Architectural Drawings __________________
11.9.3.4 Interior Drawings __________________
11.9.3.5 MEP Drawings __________________
11.9.3.6 Kitchen/Laundry Drawings __________________
11.9.3.7 Millwork Drawings __________________
11.9.3.8 Interior Design Specifications __________________
11.9.3.9 Kitchen/Laundry Specifications __________________
11.9.3.10 Audio/Visual Specifications __________________
11.9.3.11 PABX/Telephone/Paging System __________________
11.9.3.12 Guest Information/TV System Specifications __________________
11.9.3.13 Security System Specifications __________________
11.9.3.14 Coordination Architectural BOH __________________
11.9.3.15 Coordination Architectural Millwork __________________
11.9.3.16 Coordination Architectural Kitchen/Laundry __________________
11.9.3.17. Coordination Architectural MEP __________________
11.9.3.18. Coordination Architectural Interior __________________
11.9.3.19 Coordination Interior MEP __________________
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11.9.3.20 Coordination Interior Kitchen/Bars __________________
11.9.3.21 Coordination Interior Millwork __________________
11.9.3.22 Coordination Interior BOH __________________
11.9.3.23 Coordination Interior Audio/Visual __________________
11.9.3.24 Coordination Interior HESB __________________
11.9.3.25 Coordination BOH HESB __________________
11.9.3.26 Coordination Hardware Key/Door Schedule __________________
11.9.3.27 Coordination Keying System F.O.H./BOH __________________
11.9.3.28 Coordination Computer Schedule - BOH/Interior __________________
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11.9.4 FF&E
Remarks
11.9.4.1 FF&E Budget Guidelines __________________
11.9.4.2 Table Top Presentation __________________
11.9.4.3 HESB Coordination __________________
11.9.4.4 Computer Schedule/ Specifications __________________
11.9.4.5 Uniform Tender Specifications __________________
11.9.4.6 HESB Volume I Second Updated Issue __________________
11.9.4.7 P.C. Hardware/Software/Printer __________________
11.9.4.8 Tender Documentation __________________
11.9.4.9 Tender Comparison/Evaluation __________________
11.9.4.10 Tender Selection __________________
11.9.4.11 Purchase Orders __________________
11.9.4.12 Purchase Orders/Filing __________________
11.9.4.13 Approval System/P.O.'s __________________
11.9.4.14 Payments/Letter of Credit __________________
11.9.4.15 Delivery Schedule __________________
11.9.4.16 Storage Preparation __________________
11.9.4.17 Receiving System/Documentation __________________
11.9.4.18 Distribution/Installation __________________
11.9.4.19 Commissioning/Testing __________________
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11.9.4 FF&E (contd)

Remarks
11.9.4.20 Inventory __________________
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11.9.5 Mock-Up/Prototype Room Review

Remarks
11.9.5.1 Mock-Up Room Review Format __________________
11.9.5.2 In-Room Amenities/Supplies __________________
11.9.5.3 Mock-Up Room Review Report __________________
11.9.5.4. Mock-Up Room Review Follow-Up __________________
11.9.6 Prototype Room Review Report __________________
11.9.6.1. Prototype Room Review Follow-Up __________________
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11.9.7 Pre-Opening Office/Team

Remarks
11.9.7.1 Pre-Opening Office Layout __________________
11.9.7.2 Pre-Opening Office Equipment __________________
11.9.7.3 HESB/BOH Coordination For 8.6.2 __________________
11.9.7.4 Telephone Number ____-1234 __________________
11.9.7.5 Telex/Telefax Numbers __________________
11.9.7.6 G.M. Briefing As Per Project Managers Manual __________________
11.9.7.7 Site Signage __________________
11.9.7.8 Staff Recruitment Schedule __________________
11.9.7.9 Staff Training Schedule __________________
11.9.7.10 Pre-Opening Team Induction __________________
11.9.7.11 Weekly Update Meeting __________________
11.9.7.12 Hotel Soft Opening Date __________________
11.9.7.13 Hotel Grand Opening Date __________________
11.9.7.14 Hotel Operating Licenses __________________
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11.9.8 Handover
Remarks
11.9.8.1 Handover Schedule - Updated __________________
11.9.9 Handover Organization Timing __________________
11.9.10 Handover Organization Manpower __________________
11.9.11 Handover Organization Administration __________________
11.9.11.1 Handover Organization Training __________________
11.9.11.2 Handover Punch Lists Preparation __________________
11.9.11.3 Handover Punchlist Qualification Advice __________________
11.9.11.4 MEP Commissioning/Testing Schedule __________________
11.9.11.5 Area Engineer Advice On 8.7.8 __________________
11.9.11.6 Key Handover Organization __________________
11.9.11.7 Punchlist Follow Up Procedures __________________
11.9.11.8 Staff Training/Introduction Schedule __________________
11.9.11.9 Project Completion Report __________________
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11.9.12 Signage, Graphics, & Uniforms

Remarks
11.9.12.1 Signage
11.9.12.1.1 Designers Approved Scope of Work __________________
11.9.12.1.2 Location Plan __________________
11.9.12.1.3 Finishing/Installation Specifications __________________
11.9.12.1.4 BOH/Engineering Sign Scope __________________
11.9.12.1.5 Interior Designers Coordination __________________
11.9.12.1.6 Architectural Coordination __________________
11.9.12.1.7 Landscape Coordination __________________
11.9.12.1.8 H.I. Approval __________________
11.9.12.1.9 Tender Documentation __________________
11.9.12.1.10. Samples __________________
11.9.12.1.11. Installation Schedule __________________
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11.9.12.2 Graphics
Remarks
11.9.12.2.1 Designer Approved Scope Of Work __________________
11.9.12.2.2 Operating Team Coordination __________________
11.9.12.2.3 Interior Designers Coordination __________________
11.9.12.2.4 Area F&B Director Coordination __________________
11.9.12.2.5 Presentation To H.I.C. __________________
11.9.12.2.6 H.I.C. Approval __________________
11.9.12.2.7 Finishing Schedule __________________
11.9.12.2.8 Handover To Operation __________________
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11.9.12.3 Uniforms
Remarks
11.9.12.3.1 Revised Manning Guide __________________
11.9.12.3.2 Approved Scope of Work __________________
11.9.12.3.3 H.I./Interior Design Briefing __________________
11.9.12.3.4 Design Development Presentation __________________
11.9.12.3.5 Color Sketches/Fabric Samples __________________
11.9.12.3.6 Final Design Approval __________________
11.9.12.3.7 Fashion Show/Sample Approval __________________
11.9.12.3.8 Uniform Manufacturing Specifications __________________
11.9.12.3.9 Tender Documentation __________________
11.9.12.3.10. Tender Evaluation/Selection __________________
11.9.12.3.11. Budget Analysis __________________
11.9.12.3.12. Delivery Schedule __________________
11.9.12.3.13. Uniform Sizing/Alterations __________________
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11.9.13 Budget Control

Remarks
11.9.13.1 Approved FF&E Budget __________________
11.9.13.2 Interior Designers Scope Of Work __________________
11.9.13.3 Kitchen/Laundry Budget __________________
11.9.13.4 Signage Budget __________________
11.9.13.5 HESB Actual/Budget Comparison __________________
11.9.13.6 Owners/H.I. Approval __________________
11.9.13.7 Budget-Savings/Over __________________
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11.9.14 Site Condition

Remarks
11.9.14.1 Perimeter Fencing __________________
11.9.14.2 Cleanliness __________________
11.9.14.3 Pest Control __________________
11.9.14.4 Safety __________________
11.9.14.5 Site Access Control __________________
11.9.14.6 Compliance With Architectural Drawings __________________
11.9.14.7 Compliance With Interior Drawings __________________
11.9.14.8 Compliance With BOH Drawings __________________
11.9.14.9 Compliance With MEP Drawings __________________
11.9.14.10 HESB Integration/Coordination __________________
11.9.14.11 Quality Of Workmanship __________________
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11.9.15 MOR Analysis
11.9.15.1 Executive Summary of Follow Up Visit
11.9.15.1.1
Please give an overview of your findings during this visit on all follow up points as noted under
7.2.1.
11.9.15.1.2
7.2.3.
11.9.15.1.3
7.2.4.
11.9.15.2 Overall M.O.R. Evaluation

Please give an overview on the entire M.O.R., considering all conditions.
11.9.15.3 Recommendation For Improvements
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05/90 11-22 11operat.doc


11.9.16 Project Manager Summary

Please give an overview of your evaluation of this audit, or give comments/explanation on the
results.
11.9.16.1 Audit Comments
11.9.16.2 Follow Up Visit Comments
11.9.16.3 Overall M.O.R. Comments
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SECTION 12 - EPILOGUE
Now that the Project Managers Manual has been read and digested, you are more familiar with
the technical information, systems, sequences and step by step expectations on a typical project.
Armed with this document, heavily supported by Technical Services, and full of self confidence,
you the Project Manager, are ready to confront and tackle your assignment, monitor the
development and progress, and open the hotel by the book.
This is not always the case. The book you have in your possession acts as an excellent guideline
to assist you in all phases of the project. Needless to say, the idealistic sequencing, programming
and occurrences of events may prove to be quite remote from what the book, and you, would
desire. If this is the case, no amount of literature pushed at the contractor or project manager will
help you get the hotel open the way your expectations flourish.
This is where the two qualities of the successful project manager need to reign, two qualities that
are not part of the vast amount of theory covered in your book. Amidst the disorganization, or
sometimes chaos prevailing in a project, where sub contractors, importers, suppliers,
manufacturers and even Nature have not been able to follow the written sequences, and have
toppled the predetermined priorities, then the qualities of diplomacy and sound common sense
need to take the vanguard of Hyatt Internationals Project Mangers list of strengths, and be
applied in safeguarding the best final product under certain adverse circumstances. Diplomacy in
dealing with all the strained and stressed human relations reigning in the fog of concern and
frustration, diplomacy at spreading optimism and encouragement in a most needed period, and
diplomacy at leading the scene at proving that all will end well with persistence and
determination while maintaining cordial and professional relationships.
Common sense and sound judgment will be your strongest tools at dealing with the unforeseen,
the unanticipated, and the unexpected, where only a perfect harmony of the technical knowledge
provided to you, spliced with the rationale and sensibility of sound common sense will enable
you to confront the adversities of reality.
In some cases, these two qualities, well applied, will hold an equivalent value of all the literature
that has been placed before you. You should apply both the assistance of the guidelines as
supplied in this manual, and your operational common sense. Combined, you will see the project
developing into a life experience cumulated by the opening of a Hyatt Hotel which for many
years to come will be there for all to see and for you to be proud of. We here in Chicago wish
you well, and have provided you with the basic ingredients. Use them well.
05/90 11-1 12epilog.doc

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PROJECT MANAGERS MANUAL

4. HOTEL PROJECT MANAGEMENT ..............................................................................1

5. THE PROJECT MANAGER.............................................................................................1

6. DESIGN STANDARDS AND CRITERIA........................................................................1

8. FF&E PROCUREMENT ORGANIZATION ..................................................................1

10. PROJECT COMPLETION AND HANDOVER..............................................................1

11. PROJECT MANAGEMENT OPERATIONS REVIEW ................................................1

05/90 1-1 01intro.doc

2.1. CORPORATE MISSION STATEMENT ..........................................................................................1

04/10/92 2-1 02corpst.doc

2.1. Corporate Mission Statement

2.2. Corporate Project Management Philosophy

04/10/92 2-1 02corpst.doc

04/10/92 2-2 02corpst.doc

04/10/92 2-3 02corpst.doc

2.3. Operating Concepts

04/10/92 2-4 02corpst.doc

Finance & Accounting Management Module

Policies and Procedures Manuals

2.4. Organization Charts

04/10/92 2-5 02corpst.doc

Insert Organization Charts

04/10/92 2-6 02corpst.doc

2.5. Corporate Policies And Procedures

04/10/92 2-7 02corpst.doc

Corporate Policies And Procedures

04/10/92 2-8 02corpst.doc

3.1. TECHNICAL SERVICES MISSION STATEMENT ...........................................................................2

05/90 3-1 03tchsrv.doc

3.1. Technical Services Mission Statement

05/90 3-2 03tchsrv.doc

The introduction of an Engineering Management Module in response to the companys new

3.3. Scope of Services

05/90 3-3 03tchsrv.doc

3.4. Organization Chart

05/90 3-4 03tchsrv.doc

3.5. Job Descriptions

3.5.1. Construction Project Manager

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3.5.1. Construction Project Manager (contd)

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3.5.2. Director of Construction

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3.5.2. Director of Construction (contd)

7. To act as technical controller of Construction Project Manager.

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3.5.3. Director of Operational Planning

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3.5.3. Director of Operational Planning (contd)

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3.5.3. Director of Operational Planning (contd)

7. To coordinate project familiarization programs for newly appointed General Managers in

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3.5.4. Project Manager

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3.5.4. Project Manager (contd)

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3.5.4. Project Manager (contd)

3.0 Mock-Up Room and Prototype Room

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3.5.4. Project Manager (contd)

To assist hotel management in finalizing all text required to produce graphic

05/90 3-15 03tchsrv.doc

3.5.4. Project Manager (cont'd)