. Productivity of over water wedding package

As shown in appendix 3 revenue breakdown analysis of the over water wedding package, revenue has calculated under two seasons. It is important that sales are tracked often. As an example daily, monthly, yearly revenue forecast plans can be made by the management and it has to be monitored regular basis. Further regular updates and discussions on revenue, review customer suggestions, schedule staff according to seasonal and off seasons will make an impact on achieving higher revenue.

b. Project evaluation:

Should be assessed on set goals, timelines and required criteria of stake holder expectations. Project evaluation is necessary before the closure of the project and handing over the project to the management. At the end of the evaluation, evaluator has to present it with brief description of the evolution to the key stakeholders which include process issues, identified mistakes, suggestions on how the evaluation can be improved.

c. Closure of the Project

Project closure essentially combines two processes \’first the commissioning of the project deliverables and their acceptance by the sponsor, and second to document all experiences in the project.\’ (lPMA, 1999: 40)

Successful completion of the “sea bubble wedding package” would be ,

 Close down technical and financial elements of the project.

 Conduct project enclosure meeting with management and reconciling the management reviews with the final product about wedding package.

 Reward all the staff who involved in the project in various ways.

11. CONCLUSION AND RECOMMENDATIONS

The main purpose of this project to introduce an overwater wedding package in Adaaran prestige Vadoo, catering to the requirement of the customers. , specially targeting the European and Chinese customers. Uniqueness of this concept will take the typical beach weddings to a whole new level. It is therefore considered that attention to detail is an important component when developing a concept like this.

“A project will not necessarily be a success even if it was implemented successfully by the operator and user. There are many projects that failed in its implementation phase which have later proven successful. Further we cannot assume that a project with major failures in terms of time, cost and quality flaws will turnout as failures. For example the Sydney Opera house , was initially to be completed in six years , with a budget of 7.2 Million Australian Dollars. In reality it took nearly sixteen years with 102 million Australian Dollars spent to complete. Today it’s got international recognition and has bought in financial gains and has placed Sydney on the international map”.(Dr. Knut Samset-2004)