Title Quinta do Burgo Gold over green

Student Bruno Miguel Machado Martins

Course International Business Management

Supervisor Gabija College College of Social Sciences

Knowledge Area International Project Management Vilnius December 2006

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PART I 1. INTRODUTION
1.1. WHAT IS PROJECT MANAGEMENT? A typical project starts with someone having an idea, which then gains acceptance from a wider group: probably informally through discussion with colleagues and then through a more formal process involving senior management, the management committee or board. This leads to a fund-raising process, which usually causes significant delay, and then if the funding bid is successful the project can start, staff can be appointed and work can begin. This work has to be planned and managed, problems dealt with, until the project concludes, hopefully successfully, and is wound up. Formal methods of project management offer a framework to manage this process, providing a series of elements templates and procedures to manage the project through its life cycle. The key elements consist of: Defining the project accurately, systematically clarifying objectives. Dividing the project up into manageable tasks and stages. Controlling the project through its stages using the project definition as a baseline. Highlighting risks and developing specific procedures to deal with them. Providing mechanisms to deal with quality issues. Clarifying roles to provide the basis for effective teamwork. The need to provide accountability and effective communication is implicit throughout.

1.2. WHAT IS A PROJECT? A project involves a group of inter-related activities that are planned and then executed in a certain sequence to create a unique product or service within a specific timeframe, in order to achieve outcomes/benefits. Projects are often critical components of an organisations business strategy, or relate directly to policies and initiatives of the Government. Projects vary in size or complexity. For example, they may: Involve changes to existing systems, policies, legislation and/or procedures Entail organisational change Involve a single person or many people
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Involve a single unit of one Agency/organisation, or may cross Agency/organisational boundaries Involve engagement and management of external resources Cost anywhere from $10,000 to more than a $1 million Require less than 100 hours, or take several years

1.3. PROJECT SIZING Why is it important to determine project size? One of the major problems facing any project is the extent to which the Key Elements of the project management methodology should be addressed, and the level of detail in any of those elements. It is not appropriate for all projects to do all project management activities to the same level of detail and with the same level of discipline. The Project Sponsor or Project Officer preparing the Project Proposal and/or the Business Case makes an initial determination of the project size. Once a project has been approved and funded, and a Project Manager appointed, the size of the project should be determined formally. One of the first tasks for a Project Manager is to determine the size of the project. As the size of the project will determine the level of detail and discipline of project management activity to be applied, it is important that the project size is approved.

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2. THE LIFE OF A PROJECT

A high-level project management approach that fits most projects at a macro level is presented in Figure 1.

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

2.1. INITIATE Projects are usually justified in terms of corporate objectives and should be closely aligned to them. This alignment is explored through initial scoping and planning documents, such as the Feasibility Report, the Project Proposal or the Business Case. In the case of large and/or complex projects and programs of projects, it should be noted that considerable time is spent in this INITIATION or Business Case development phase. This phase can be a separate project in its own right where large and/or complex issues are involved, particularly in the area of major business changes involving new or enhanced IT systems. Experience has taught us that in this situation, a Project Brief or Project Business Plan should be developed and endorsed by the Project Sponsor/Steering Committee, particularly as a great deal of resources and time can be committed at this early stage. Clear understandings of why the Business Case is being undertaken should be established in the INITIATION Phase. It is not unusual for this phase in the project life to be revisited after the approval of the Business Case in the light of more detailed planning activities, including business process mapping.
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2.2. SET-UP Once a project is approved and funded, there is an initial SET-UP period involving the appointment of the Project Manager and Team, planning and documentation activities (including the development of the initial Project Business Plan), and the organisation of the resources required to produce the outputs. This period must be allowed for in any initial planning. If the project is not approved obviously it will not continue to the other phases, but in the case of large and/or more complex projects the SET-UP can take a great deal of time.

2.3. MANAGE Viewed as the most productive (and hectic) phase, it involves the production of the project outputs. Ongoing management of the stakeholders, risks, quality, resources, issues and work of the project is indicative of this period in the life of the project. The main management documents are the Project Business Plan and the Project Execution Plan. At the same time, the Business Unit(s) is preparing to make the changes necessary to utilise and manage the outputs, which is documented in the Outcome/Benefits Realisation Plan.

2.4. FINALISE Closing a project involves the handover of the project outputs to the Project Business Owner(s) for utilisation by the Project Customers, in order to realise the project outcomes/benefits. The strategies to support the change management process, and appropriate methods of measuring and reporting the progress toward achieving these benefits, are documented in the Outcome/Benefits Realisation Plan. After the projects success has been evaluated, the Steering Committee formally closes the project and celebrations can commence. This phase involves moving from the project (operational) activities to the ongoing business (transactional) activities.

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3. Key Elements in the Project Life

Many of these Key Elements exist in an embryonic state in the INITIATION Phase, and are further developed if the project progresses through the other two phases. The Key Elements, or lack of application of, are often referred to in reports regarding reasons why projects fail.

3.1. PLANNING AND SCOPING No matter how small the project, a clear definition and statement of the areas of impact and boundaries of the project should be established. The scope of the project includes the outcomes, customers, outputs, work and resources (both human and financial). For large and/or complex projects the scope should be detailed fully in the Project Business Plan. For smaller projects, a Project Plan, with a brief description of each of these elements and a timeframe for implementation, may be all that is required.

3.2. GOVERNANCE It is important to establish the management structure for the project that identifies the specific players, their roles and responsibilities and the interaction between them for the life of the project. For small projects, it may be only the Project Manager and a Senior or Line Manager. For larger and/or more complex projects it will be necessary to establish a more formalised governance structure

3.3. ORGANISATIONAL CHANGE MANAGEMENT/OUTCOME REALISATION Organisational Change Management is the management of realigning an organisation to meet the changing demands of its business environment, including improving service delivery and capitalising on business opportunities, underpinned by business process improvement and technologies. Any project planning activities must consider the amount of organisational change required to deliver the project outputs and realise the project outcomes/benefits. Once a project delivers its outputs to the Business Owner(s), these outputs must be utilised by the Project Customers to enable the projects outcomes/benefits to be realised. This stage of the project is therefore referred to as outcome/benefits realisation. For small projects, it may not be documented formally except in any implementation plans developed. For large and/or more complex projects, planning for this change is closely linked

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with Stakeholder Management, Communication Strategy and Outcome/Benefits Realisation Planning.

3.4. STAKEHOLDER MANAGEMENT Stakeholder Management involves the identification of people or organisations that have an interest in the project processes, outputs or outcomes/benefits, and planning for how their involvement will be managed on an ongoing basis. It may be done very quickly for a small project, whereas a large and/or more complex project will require a formal stakeholder analysis, a Stakeholder Management Plan as part of the Project Business Plan and ongoing monitoring and review of progress. Stakeholder Management is closely related to Communication Strategy and Planning.

3.5. RISK MANAGEMENT Risk Management describes the processes concerned with identifying, analysing and responding to project risk. It consists of risk identification, risk analysis, risk evaluation and risk treatment. The processes are iterative throughout the life of the project and should be built into the project management planning and activities. For small projects, a brief scan and ongoing monitoring may be all that is required. For large and/or more complex projects, a formalised system for analysing, managing and reporting should be established, including the use of a Risk Register.

3.6. ISSUES MANAGEMENT Issues Management involves monitoring, reviewing and addressing issues or concerns as they arise through the life of a project. If issues are not addressed they may become a risk to the project. For small projects, a brief scan and ongoing monitoring may be all that is required. In large and/or more complex projects, it is advisable to maintain an Issues Register that should be reported on regularly to the Steering Committee.

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3.7. RESOURCE MANAGEMENT Planning for managing the people, finances, and physical and information resources required to perform the project activities is vital, no matter what the project size or complexity. For small projects, this planning may not be documented, but for large and/or more complex

projects, detailed documentation will enable better management of the resources, as well as transparency for the Key Stakeholders. Formalised monitoring and reporting on progress against budget is an important element in reporting to the Steering Committee in large and/or more complex projects.

3.8. QUALITY MANAGEMENT The purpose of Quality Management in projects is to ensure that the project outputs are delivered fit-for-purpose. If outputs are not fit-for-purpose there is every likelihood that planned project outcomes/benefits will not be realised, or realised to a much lesser extent. It can be achieved by developing quality criteria for the outputs themselves and by ensuring that all project management processes are conducted in a quality manner. Quality Management involves a process for the management of changes, problems, issues and incidents that emerge during the production of the outputs. These quality management procedures need to be planned for by the Project Manager just as thoroughly as the actual work of the project. For small projects, these procedures may not be formalised, but should be scanned for during the life of the project.

3.9. STATUS REPORTING Formalised regular reporting on the status of the project, with regard to project performance, milestones, budget, issues and risks is a major requirement for large and/or complex projects. Reporting is usually to the Business Owner(s), Project Sponsor and Steering Committee. The frequency of this reporting varies. With very small projects it may consist of fortnightly consideration of any issues that could affect progress and a regular meeting with the Senior Manager/Project Sponsor. For large and/or more complex projects, it forms an integral part of the quality management of the project.

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3.10. EVALUATION No matter what the size or complexity of the project, the measurement of project success against well-defined criteria is necessary. Established criteria will help to determine whether the project is under control, the level of adherence to documented plans, methodologies and standards, and achievement of outcomes/benefits. For small projects, evaluation might consist of ongoing monitoring through discussions with the Line Manager and affected staff,

with a debriefing at the end. For large and/or more complex projects, formalised reviews are highly recommended, both during the project, at the end of major phases and post completion.

3.11. CLOSURE Planning for the closure of a project is important. Essentially, successful project finalisation involves formal acceptance of project outputs by the Business Owner(s), an internal review of project outputs and outcomes/benefits against the Project Business Plan, disbanding the team and tying up loose ends. In a large and/or complex project, an external post-completion review/audit, before formal closure by the Steering Committee, often occurs. The extent to which procedures for closure are formalised depends on the nature and size of the project.

3.12. DOCUMENTATION Project management documentation provides both a record of decisions and a means of documenting assumptions on which these decisions are based. Creating the documents also can help the Project Team focus on the tasks required at a particular stage in a project and should not be viewed as superfluous to the project. Such documentation is usually generated by the Project Manager and Team, and approved by the Project Steering Committee. It is important to remember that it is the project processes that are the focus - documentation is not an end in itself.

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PART II 1. Summary
This work will be related with the creation and implementation of a project of rural Tourism, from the planning, restoration and creation of activities of tourism in a Quinta (Country House) in the village of Amares that has all the norms and traditions of Rural Tourism. Tourism has been pointed as a development factor, above all for countries or areas where the economic group and productive is less competitive, coming to this activities as a sector-key for development. Effectively, tourism became a phenomenon of the everyday life for hundreds of millions of people, being today considered a measure of life quality in the contemporary societies. This fact is also verified in Rural Tourism, tends like this has more and more a larger number of followers, maybe for a change of mentalities or then of desires. Being introduced like this Quinta do Burgo as for objective to be one of the best Quintas (Country Houses) of Rural Tourism of the North area. We will present the underlying characteristics, such as the activities developed by the promoters of Quinta do Burgo, the expected success, taking advantage of the involving area and also for the quality of products and rendered services it will provide.

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2. BACKGROUND
A brief historical research to recount the place where is placed Quinta do Burgo was an interesting challenge. According to the documents that we had access, they refer the following evolution: Century XVIII: property integrated in the feudal landlord guided by the different (descending) family Azevedo and Vasconcelos in that each odd property possessed a habitation group, driven by a wealthy caretaker, in the case of Quinta do Burgo. Quinta do Burgo becomes inserted in the properties of Quinta da Levada with the Coat of arms and Weapons of Belchior of Azevedo and Vasconcelos who was recognized their gentlemen's importance and respective lineages by King D. Joo V. The use of the agricultural lands and of the casario implicated a payment to the Mister of the "pono", translated in Wine, cereals, olives. This practice already remounted to the previous centuries. Century XX: Saint Marries of the Mercy of Amares was favoured with the donation of Miss D. Filomena do Rosrio Pereira da Silva Almeida, last landlady of the vast estate with intentions to create a Hospital, however inaugurated but with brief existence. Quinta do Burgo locates in the area between High Cvado and Homen. Nowadays is a property with eighteen hectares, constituted by habitation houses, vineyard (there is an existence of fruit trees, for instance orange trees, olive trees, peach trees, chestnut trees, potato plantation and cereals) cultivation. Of this vast patrimony it is recorded a recovered granary from the XIX century (1863), oven, azenha (olive oil production place). The entrance on Quinta do Burgo takes us to a yard (old quenteiro). From this it is recorded the caretakers typical house, with a beautiful main facade constituted by a staircase that gives access the a balcony with the particularity of receiving a prolongation of the roof, supported by wood columns; the existence of a niche was emphasized with an image (in stone) of S.Tiago. The niche was inculcated at the entrance hall. The contemplation of the vast nature is propitiated, with incidence for Rio Cvado's hillsides, making possible the accomplishment of pedestrian and equestrian walks of leisure, because horses and carts exist. In juridical terms, TER (Tourism in Rural Space) is defined as The activities group, lodging services and animation to tourists, in enterprises of family nature, accomplished and rendered
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() in rural areas (Law N. 54/2002)." In the extent of this project, however, we will use the term TER to designate the group of lodging modalities in rural areas, guided for the exploration of natural and cultural resources. In Portugal, TER includes lodging services in solares and apalaadas houses, in the Quintas where agricultural activities grow, rustic homes, sockets as copies of the traditional popular architecture, and still in rural hotels and parks of rural camping. These lodging services are distributed by seven categories legally defined - Tourism of House, Rural Tourism, Tourism of Village, AgroTourism, Country houses, Rural Hotels and Parks of Rural Camping (Law N. 54/2002). It is interesting to observe that, the Tourism of House provides the permanence in an elegant house and the conviviality with representatives of the old province nobility. AgroTurismo provides the contact with the everyday life of a Quinta of farming. The Tourism of Village, the Rural Tourism and the Country houses provide the permanence in a typical village house, living the difference among these modalities in the way as the units are managed and in the existence or not of cohabitation between guests and hosts. Table 1 contains a review of the modalities of lodging in 2003, putting in evidence the prevalence of the Rural Tourism in what concerns to the number of establishments, rooms and beds, being the Tourism of Village the modality that records the lowest values in these table.
Modalities Number of establishments 391 Number of Bedrooms 1874 Ratio Bedrooms / Establish. 4,8 Number of Beds 3676 Ratio Beds/ Estabelish. 9,4

Rural Tourism Habitational Tourism Country Houses AgroTourism Village Tourism Total

246

1378

5,6

2733

11,1

148 147 4 936

502 914 64 4732

3,4 6,2 16,0

988 1813 127 9337

6,7 12,3 31,8

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

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Quinta do Burgo will be included in the Rural tourism modality. "Tourism in the Rural Space" presents characteristics of its own; little tends in common with the other modalities of tourism. With effect, this activity has as fundamental objective, to offer to tourists the opportunity to relive the practices, the values and the cultural traditions and gastronomy of the rural societies, benefiting of its lodging and a personalized reception.

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3. TARGET GROUP
95% of the visitors of Quinta do Burgo will be from a young layer. Most of these will come here because it is a place close to local Gers, excellence place chosen to practice sports linked to the mountain, and also for being a place that inspires them to adventure. The other 5% belong to a more senior class, and these also move for the passion of nature, but also for resting. These are in majority absorbed people for the culture and they are the ones that explore more the monuments of the area. They will also make this dislocation to treat their health in Termas de Caldelas for the cure of some evils in their natural sparkling waters. Most of these tourists will be regular ones, they will come to Quinta do Burgo and will want to repeat the experience, and per times they will bring friends and family. Quinta do Burgo will attract tourist trough known friends or by travel agencies, Internet, fairs, books on houses of rural tourism, etc. The largest nationality percentage we will expect to compete to the Portuguese (80%), what suggests us a reason of joy. It will be in the summer that these seek more Quinta do Burgo, because it is usually when people have vacations, and also because it is in this period of the year that Amares has more animation in level of parties and pilgrimages. Being this the reasons that drag so many people for this area. They are countless and all full of traditions that fill the onlookers eyes.

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4. AIMS AND OBJECTIVES

Tourism in rural space is one of the activities better put to assure the revitalization of rural life, the resources, the history, the traditions and the culture of each area. It is not only a factor of diversification of the agricultural activities, as a "plural-activity" factor, through the increase of effectiveness of a group of other economic activities that flows to it and with him interact. It is the case of the craft, of the production and sale in the exploration of traditional products, of which stand out the agricultural products, the transport services, the animation, the guides, etc. He matters, therefore, to promote it in a proportionate way and sustained, in the respect for the differences that characterize each area and for the quality requirements and of wellbeing demanded by the clientele that seeks it. It was with base in these presuppositions that the Government adopted a concept of tourism in the rural space, as a complete product and diversified that integrates the lodging components, restoration, animation and leisure, based on the hospitable reception and personalized and in the most genuine traditions of the gastronomy, the craft, the popular culture, the architecture, the folklore, and the history. Quinta do Burgo is placed in a strategic place that allows discovering all the reference places that tourists usually try to visit during vacations in the North of Portugal. An example of these is the Peneda Gers National Park, a place very requested by visitors, which is just 30km from Quinta do Burgo. This is a place very visited by tourists that like mountain, they can do activities like escalade, pedestrian walks, etc. For the visitors who are more interested in discovering the Portuguese architectonic culture they will have the monasteries that are located 7km from Quinta do Burgo and the Castle of Pvoa de Lanhoso that is just 12km from Quinta do Brugo. In another slope who wants to rest and together enjoy the nature Quinta do Burgo is located just 200 meters from the fluvial river (Rio Cvado) beach, also theres the possibility of having boat trips and sport fishing activities. Its with this vast patrimony that we conduct a vast reconstruction and restoration plan for Quinta do Burgo, as we cannot let this heritage be forgotten. All the plans we will follow will implement the original construction materials and all of the typical tools and traditions from the ancient Quinta. Maintaining this initial aspect, we will prevail the typically rural house.
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Quinta do Burgo takes advantage of all of the involving resources of the area, from parties and pilgrimages, the gastronomy, the cultural patrimony, the production of green wine, etc. This gives visitors the typical cultural atmosphere of this area, contributing to the development of this area. Has a differentiation we refer the quality, strong point that will be aimed with Quinta do Burgo. Quinta do Burgo will possess a particularity, all of the employees will belong to the family Campos, and this will allow the family atmosphere. Important to point out is also the contribution to the development of the Amares region areas related with the tourism, such as the restoration services and bars. We will look for support in the City Hall of Amares for bringing tourists to this region. The great success that we expect to get will be due to the rendered exemplary service of quality, reconciling the local culture, taking advantage of the cultural patrimony, the parties and pilgrimages and also the gastronomy of the area not forgetting the leisure and relaxation of the visitors.

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5. RESULTS
This project intends to serve as a thruster of important initiatives in the rural communities development and consequent improvement of the quality of life of their populations, it is also example that proves that the Area has optimum conditions for a quality tourist offer, that we should take advantage and explore, making tourism an important development factor and economical growth factor. Among several activities, Quinta do Burgo will propose to visitors, a presentation of the patrimony of the Town of Amares. There will be organized visits, with a varied array of historical monuments among these Monastery of Santa Maria of Bouro; Monastery of Santo Andr de Rendufe; Tower of Castro; Solar de Vasconcelos; Quinta do Coberto; Ponte do Porto; Termas de Caldelas, etc. For the lovers of culture of Amares and also of the ancestors that lived in these lands, they can visit the Museum of the Votive offerings of N. S. of Abadia. And for the visitors who want to observe the Town of Amares, Quinta do Burgo takes them to the several dispersed viewpoints for this area. Among many they stand out the viewpoints of Rock of Rebolo, Mount of Saint, Mount S. Miguel-the-angel, Mount of S. Pedro Fins, etc. Now gone back to a side completely different, Quinta do Burgo will propose to visitors trips to the river that is sensibly 200 m from Q.B. In this the people could choose among several activities like the boat trip, the sport fishing, or then for who prefers to rest, to take advantage of some sunbathings ideal for who has children. For the more adventurers and radicals Quinta do Burgo will have group activities. There are example of these bicycle walks, equestrian walks (Quinta do Burgo as a horse stable with two horses) or then pedestrian walks. But for those who wont want to leave Quinta do Burgo they will have available the swimming pool, for who wants to refresh and to pick sunbathings; tennis field to practice this modality. Up to now it was spoken in activities more related with the hot time, but Quinta do Burgo will also be prepared to welcome their visitors in fresher time. Q.B will possess central heating. It will also make available to the tourists a room of games with snooker, or then for the more intellectuals a reading room will exist. And for the lovers of technologies this will possess a room with television, video and also Internet.

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We cannot forget the gym, the sauna and jacuzzi entirely to the disposal of the guests. Quinta do Burgo will also be prepared to receive colloquies, Congresses, conferences, etc, because Q.B will contain a conference room, prepared to welcome these types of events. The slogan on Quinta do Burgo will be the quality, we will verify this in the rooms or in the apartments that the visitors can chose. In conclusion way, it is verified that Quinta do Burgo will propose a group of activities directed for several types of personalities, and also for the several states of time. Here also the concern is verified with the quality and the people's well-being that visit it. Its also important to refer that inside of the facilities of Quinta do Burgo the promoters will be always ready to give information on the house and on the area, they even could consult bibliography and pamphlets made available by this. One of the most famous products of the area, the Green Wine, will also be a point of reference of Quinta do Burgo a beautiful plantation with a vast extension of 14 acres of white and red grapes. All this factors will increase the attractiveness of the surrounding locations to Quinta do Burgo and hopefully will bring more tourists to the town of Amares, developing the economy and way of life of this small rural town. Quinta do Burgo will aim to be the best rural tourism house on the northern area of Portugal, with the constant development of this always in mind.

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6. ACTIVITY PLAN
Activities 1 1 1.1 1.2. 1.3. Preparation Coordinator selection Restoration plan creation Public bid for the construction and decoration Companies 1.4. Companies selection 2 3 Months 4 5 6 7 8 Owner of Q.B. Owner of Q.B. Coordinator Coordinator Owner of Q.B. and Coordinator Contracted Company Contracted Company Contracted Company Contracted Company Contracted Company Coordinator Coordinator Contracted Company Contracted Company Contracted Company Owner of Q.B. and Coordinator Responsible

2.

Restoration Process

2.1.

Work Initiation

2.2.

Work Termination

2.3.

Decoration Initiation

2.4.

Decoration Termination Activities Planning Cultural and recreational activities planning

3. 3.1

4.

Promotion Creation of the Marketing strategy

4.1.

4.2.

Implementation and development of the marketing promotion campaign

5.

Evaluation

Table 2 Activity Plan

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1. Preparation This project will be initiated with the coordinator selection by the owner of Quinta do Burgo. The restoration plan will be contracted to an architect and interior decorator that are going to rearrange all the possible infrastructures for the accommodation of guest in Quinta do Burgo, all the original materials and all of the typical tools and traditions from the ancient Quinta will prevail in the final draft of the project, not forgetting modern comforts like recreational materials and facilities like pool table, Jacuzzi, sauna, Gym, pool, tennis court and a breakfast room. All of this work will be done on the first month of the project. On the second month we will open a Public bid for the construction and decoration Companies in order to chose the most cost effective and cheap companies.

2. Restoration Process After the companies are chose, we will initiate the restoration process on the third month, this will be prolonged until the seventh month. The restoration process will involve the rearrangement of all the infrastructures in order to be possible guest accommodations and the renewal of the decoration on every single spaces of Quinta do Burgo.

3. Activities Planning Before the restoration process is over the activities planning of Quinta do Burgo will initiate on the fifth month until the ending of the eighth month, this will consist in the planning of a diverse and rich chart of activities enabling the guests to appreciate the vast patrimony of the town of Amares.

4. Promotion The promotion of Quinta do Burgo will start on the seventh month and will prolong until the end of the eighth month. For the promotion of Q.B. we will contract a marketing company that will do us a marketing strategy to effectively promote our product this will be Quinta do Burgo Gold over Green a traditional and cosy rural house from the north of Portugal. This strategy will evoque the marketing mix, which is Product, Price, Promotion and Placement, this are the variables that will determine the market segmentation and marketing strategy that will be adopted. The branding of Quinta do Burgo will be studied and several market studies will be conducted to access the valorisation of Quinta do Burgo as well as
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brochures, pamphlets, flyers and a website development. The intensification of contacts with tourism operators and with the local and international media and press will be another point not to forget.

5. Evaluation Relatively to the evaluation of the project, this will be done on the beginning of every stage that is, on the third month when the restoration process begins, on the fifth month when the activities planning begins, on the seventh month when the promotion begins and on the eighth month an exhaustive evaluation process will be made. The evaluation process will be made on the beginning of every stage because this way it will be possible to evaluate all the work done until that point, because most of the stages dont end on a linear way, this is the best option to correctly be on track of the evaluation process. The evaluation will consist on meetings by the owner of Quinta do Burgo and the project coordinator, inquires and online forms will has well be done to the prospective guests of Quinta do Burgo accessing the impacts that this has been taking during its development.

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7. IMPACT
Rural tourism in Amares is constituted in a form of valorisation of the territory, because at the same time in that it depends on the administration of the rural space for his success, it contributes to the protection of the environment and for the conservation of the natural, historical and cultural patrimony of the rural way. It is constituted, therefore, in an incentive instrument to the administration and the maintainable use of the local space that should benefit the population priory of Amares directly and indirectly involved with the tourist activities. Rural tourism can create jobs and diversify the economical activities of Amares. The important is to get through these activities to obtain effects such indirect as the improvement of infrastructures and telecommunications, development of the small and averages existent industries in Amares as a consequence of the growth of the demand for craft and nutrition products, development of the leisure industry and indirect improvement of the agricultural sector, through the increase of typical quality products of each area, as it is the case of the honey, cheese, wine, etc. Quinta do Burgo will as well improve the quality of the service provided to their guests, implementing in the near future the Enotourism (wine tasting tourism), and this kind of tourism brings a completely different array of tourists to Amares, a segment aimed to visit the vineyards and to feast with traditional food and wines from the region. This will be a very entrepreneur assignment that certainly will attract more tourists to Quinta do Burgo in the future and will give more means of subsistence to this Quinta.

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8. MANAGEMENT OF THE PROJECT

Owner of Quinta do Burgo

Project Coordinator

Architect

Construction Company

Decoration Company

Scheme 1 Tree view of the project framework

On scheme 1 we can see the persons involved in the project framework the owner of Quinta do Burgo will be the most important person of the framework, everything has to pass by him, every decision that are related to is Quinta needs is approval, the second person on the framework will be the project coordinator, his job will be related to everything that needs to be done on this project, he is the person that will make the contacts, communication and overview with the selected companies for this project, is role is to maintain everything in order and maintain the ongoing deliverables goals. The architect will perform the restoration plan to the infrastructures and perform the necessary adaptations for a modern and pleasant stay of the future guests. The construction company will do all the necessary work involved in the restoration of Quinta do Burgo and will construct the necessary infrastructures for the recreational activities, like the swimming pool, Jacuzzi, sauna and gym. The Decoration Company will perform all the decoration of the premises, refurbishing all of the furniture and objects of Quinta do Burgo maintaining all of the natural and traditional folklore aspect of it. Because this are contracted companies the number of employs will vary dependently on the chosen company.

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Project Coordinator

Marketing Company

Design Company

Print Company

Scheme 2 Tree view of the project promotion

In scheme 2 we can see the tree view for the project promotion, the project coordinator will be the head of the development of the promotion activities for Quinta do Burgo. The project promotion will involve the marketing company for defining the marketing strategy and the field studies on the rural tourism subject. The design company will design all the elements needed for the promotion, this can be pamphlets, flyers, billboards, brochures and a website. Finally the Print company will print all the material necessary for the promotion of Quinta do Burgo, as well as all the branded letters and papers necessary for the correspondence of Q.B..

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Owner of Quinta do Burgo

Accountant

Receptionist

Head Janitor

Farm Caretaker

Activities Monitor

Steward

Steward

Horses Caretaker Vine Caretaker Field Caretaker Field Caretaker Sauna, Jacuzzi, Pool Caretaker

Scheme 3 Tree view of Quinta do Burgo maintenance

For the work that will be done on Quinta do Burgo there will be contracted some persons for this jobs. Their role will be to maintain the normal functioning of the farm and all that is related to it. The accountant will do all the burocratic financial work of Quinta do Burgo, the receptionist will not be a contracted person as this is a family run business it will be the spouse of the owner, the head janitor will be the daughter of the owner, she will need two stewards for all the work involved in preparing the beds and rooms for accommodation and the cleaning of the premises. The farm caretaker will be the owner, he will need three persons to assist him, they will be a vine caretaker who will take care of the vineyard and two field caretakers that will take care of the agriculture. The activities monitor will be as well the daughter of the owner she will have two persons to assist her, it will be a horse caretaker that will be responsible for the stables and the horses treatments and a sauna, Jacuzzi and pool caretaker that will take car of these three areas including its cleansing. Without these the farm would not function properly being them indispensable for the good image of Quinta do Burgo.

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9. EVALUATION
The evaluation of the project will be done on the beginning of every stage that is, on the third month when the restoration process begins, on the fifth month when the activities planning begins, on the seventh month when the promotion begins and on the eighth month an exhaustive evaluation process will be made. The evaluation process will consist on meetings by the owner of Quinta do Burgo and the project coordinator, in these meetings it will be discussed all the key points in the development of the project, what is wrong and what can be done to correct the problems in a sustained manner. These meetings will allow us to equally access if the project is going accordingly to what was planned and if everything is going according to the proposed budget. There are going to be at the same time inquires and online forms to the prospective guests of Quinta do Burgo that are going to visit the website and location during development, this will serve to access the impacts that this has been taking during its development, if its going on the right way or if something can be changed in order to a more pleasant stay on Q. B.. The final meeting will gather all the information from the previous meetings and from the prospective guests that filled the forms and inquiries, and will access in a final stage an evaluation of the process of development of this project, derogating if all the goals were complied and what still can be done to improve the quality of the future service that is going to be offered. The evaluation of Quinta do Burgo will continue in the future with inquiries and online forms for the guests to fill in, in order to access and maintain the quality of the Quinta.

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10. SUSTAINABILITY
Sustainable development is the development that meets the needs of the present without compromising the ability of future generations to meet their own needs. The volume and significance of tourism clearly shows that it is not enough to develop new forms of "alternative" tourism in order to minimise the negative and maximise the positive impacts of tourism development. The whole sector must be developed and managed in a way that it does not damage the natural and socio-cultural environment. So sustainability in rural tourism is: all forms of tourism development, management and activity that maintain the environmental, social and economic integrity and well-being of natural, built and cultural resources in perpetuity. Rural tourism is often considered to be intrinsically sustainable, for it attracts small number of visitors, there is no need for extensive infrastructural development, tourists are usually genuinely interested in the local culture and traditions. One of the main attractions of rural holidays is the personal interaction with local residents, so hosts and guests are able to share ideas and knowledge, and consequently tourism can fulfil its role as the "industry of peace", as a tool of mutual understanding. Since the demand is often seasonal, the occupancy rates are low and the investment required for creating or improving facilities for tourists is often high. In most rural tourist destinations it is quite unlikely that tourism can be viable as a sole source of income. Rural tourism can usually be only one of the income-generating alternatives in a region, so its role in sustainable development is highly influenced by the performances of other economic sectors (especially agriculture and wine production), which will be the case of Quinta do Burgo that as a vast extension of 14 acres of white and red grapes.. Tourism development also influences the socio-cultural characteristics of rural destinations, both in positive and negative way. As positive impacts, the following can be mentioned: rural tourism usually encourages better use of the available resources (like land, labour, capital, natural and cultural attractions), brings about socio-economic change, contributes to heritage protection and the conservation of the rural environment, provides more social contact for local people and increases their chance to learn about other cultures. As negative impacts, tourism in rural areas changes or damages the rural landscape and the natural and cultural values of a given region, rearranges social stratification (this can also be interpreted as a
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positive change in certain cases), puts additional pressure on the local community, changes their rhythm of life, threatens their privacy or results in the inauthentic presentation of local customs and traditions, adapted to the tourists wishes. Rural tourism mainly provides additional income for rural families and contributes to the development of pluriactivity (i.e. when a family or an individual carries out more than one type of job). The supplementary income generated by rural communities can help the development of the infrastructure or social services as well, and the perceived potential of economic development can make an area more attractive, thus more viable in the long term.

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11. BUDGET AND JUSTIFICATION OF THE BUDGET

Budget for the restoration and promotion of Quinta do Burgo

Description

Unit

N Units

Cost

Total

1. Restoration 1.1. Project Coordinator 1.2. Restoration plan 1.2.1. Architect 1.3 Contracted Companies 1.3.1. Construction Company 1.3.2. Decoration Company 2. Items used in project activities 2.1. Staff training 2.1.1. Books and Manuals 2.1.2. Conferences and Workshops 3. Promotion 3.1. Marketing Company 3.2. Design Company 3.3. Print Company Per job Per job Per job 1 1 1 1000 800 850 1000 800 850 Per month Per job Per job Per job 7 1 1 1 1300 1200 40000 20000 9100 1200 40000 20000

Per item Per unit

15 4

15 100

225 400

Total

73575

This initial phase will englobe all the necesasary items for the restoration, promotion and activities planning of the project. Firstly we will have the restoration phase that will demand a project coordinator, during the seven months of the project; he will be responsible for coordinating all the activities taken during this period. In this point there is the need to contract an architect that will do the restoration plan of Quinta do Burgo. After the project of the architect is approved we will chose the construction and decoration companies. The choice will be granted to the companies that have the best work portfolio has well as the best prices. From the two chosen companies their assessment of the restoration costs are here on the budget, these values are relative to the workers and materials. On the second item we will present the values for the training of the staff, this item will be necessary because of the high demand of quality services on rural tourism, so these persons will have to learn the best practices to do on there rural tourism farm. In this item we will include expenses with books, manual as well as conferences and workshops related to rural tourism. The third and last item will be the promotion, this item is very important for the development of Quinta do Burgo. For this item it will be necessary to contract a marketing company to do a
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marketing strategy for the farm as well as a market study to access the kind of persons that look for these tourist facilities and there needs and wants. This way Quinta do Burgo can fulfil the requirements of the tourists. The design company will do the graphical image of Quinta do Burgo as well as all of the related materials involved in its promotion, the print company will print all the necessary material for the promotion of Quinta do Burgo.

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

Description

Unit

N Units

Cost

Total

1. Employees 1.1. Accountant 1.2. Recepcionist 1.3. Head Janitor 1.3.1. Stewards 1.4. Public Relations 1.5. Farm Caretaker 1.5.1. Vine Caretaker 1.5.2. Field Caretaker 1.6. Activities Monitor 1.6.1. Horses Caretaker 1.6.2. Jacuzzi, Sauna, Pool Caretaker 2. Fixed Costs 2.1. Horse Food 2.2. Horse Treatment 2.3. Cleaning Products 2.4. Pesticides 2.5. Fertilizers 2.6. Pool Maintenance 2.7. Sauna Maintenance 2.8. Jacuzzi Maintenance 3. Variable Costs 3.1. Water, electricity, etc 3.2. Fax 3.3. Telecommunications 3.4. Extras Per month Per month Per month Per month 12 12 12 12 250 20 150 200 3000 240 1800 2400 Per month Per month Per month Per month Per month Per month Per month Per month 12 6 12 12 12 7 12 12 100 150 150 100 100 150 100 100 1200 900 1800 1200 1200 1050 1200 1200 Per month --------------------------Per month --------------------------Per month Per month ------------Per month Per month 12 ------------12 ------------12 12 ------12 12 50 ------------ 180 ------------ 100 240 ------ 120 140 600 ------------ 2160 ------------ 1200 2880 ------ 1440 1680

Total

27150

The budget for the maintenance of Quinta do Burgo is very important for the overall project. In this budget we will have all the necessary staff for the normal functioning of the farm and all that is related to it. The accountant will do all the burocratic financial work of Quinta do Burgo, the receptionist will not be a contracted person as this is a family run business it will be the spouse of the owner, the head janitor will be the daughter of the owner, she will need two stewards for all the work involved in preparing the beds and rooms for accommodation and the cleaning of the premises. The public relation will be the daughter of the owner, and will here function will be the face of Quinta do Burgo, that is, it will be here that is going to speak with the media and newspapers as well as the link between Quinta do Burgo and the local authorities.
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The farm caretaker will be the owner, he will need three persons to assist him, they will be a vine caretaker who will take care of the vineyard and two field caretakers that will take care of the agriculture. The activities monitor will be as well the daughter of the owner she will have two persons to assist her, it will be a horse caretaker that will be responsible for the stables and the horses treatments and a sauna, Jacuzzi and pool caretaker that will take car of these three areas including its cleansing. Without these the farm would not function properly being them indispensable for the good image of Quinta do Burgo. Has fixed cost we will have the horses food cost, horses treatment costs, cleaning products, pesticides and fertilizers for agriculture, the pool maintenance, the sauna maintenance and the jacuzzi maintenance. The variable costs will be the ones corresponding to water expenses, electricity expenses, Fax, telecommunications as well as extras that can be for transportation purposes, or for the substitution of any damaged material on Quinta do Burgo.

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APPENDIXX

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

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

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

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

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