Hotel design planning and development pdf download

It was economically viable since the family who lived there worked to serve their guests. The next development of these household buildings led to a total reconfiguration in its design. Bedrooms were placed side-by- side in the upper floor with much larger parlors, kitchen and dining rooms at the ground level to better accommodate groups of people at a time. As demand grew, public houses had to become institutionalized and new architecture had to be invented.

In the early nineteenth century, architects experimented with the hotel architecture, discarding what isn't needed and expanding what functioned well. It later led to development of the double loaded corridor system; it was a leap in design that functioned better than opening one room onto another. Evidently, the design evolution of hotel was driven by cultural shifts and changes to our social behaviors. As mentioned before, in the early days, each room had a very specific function.

Then design changes had to be made to accommodate multiple rooms to deliberately separate different people of different social classes. There is a cultural shift towards a more transparent environment, such as our desire for open concept interiors.

The design of public spaces will need to stimulate the minds of those who occupy it. The following architectural design elements define the creation of successful hotel design, this demands the understanding of different important elements by the hotel architect or hotel designer.

This article provides a summary of a process that, while it varies from project to project and the actual 'creative' part is very difficult to describe, nonetheless tends to follow a series of well-established stages.

The growth of the design team Whilst historically, Hotel buildings tended to follow set patterns that could be repeated without a great deal of consideration or instruction, as buildings became more complex, so specialist designers emerged, and increasingly, building design has proved too complex for any one individual to undertake alone, other than on very straight-forward projects.

Today a project may sometimes begin with just one designer, but as the design develops and the level of detail increases, so the design team will tend to grow. Increasingly, contributions are also made by contractors and suppliers, and the design team is supported by experts in health and safety cost, programme, planning, sustainability, accessibility so on. Partnering: Designing Hotels is partnering with clients -becoming a part of their development team- to understand their vision, business objectives, and market opportunities.

Successful Hotel designers combine the broad experience and technical depth of a large international firm with the kind of direct, active, personal service usually found only in smaller firms and, to stay with a project from conceptualization to completion and beyond, while a new environment develops and a new community takes shape.

Establishing the need The most important question on any project is whether a building is needed at all. Building is an expensive and disruptive undertaking. The client's needs may be met by different solutions which may be less expensive and less risky. Establishing whether a building is needed, and if so, what sort of building, Many Hotels come up on existing properties such as the great Palace Hotels in India and abroad.

What budget to set and what site to build is a significant piece of work that should not be underestimated or under-resourced. In some cases it can take longer than the design and construction processes, requiring detailed analysis of business needs, staff requirements, client relationships and so on. Even where the question as to whether a building s is needed or not can be easily answered such in a house building project , effort will need to go into clearly articulating the clients project objectives and success criteria, and agreeing any client-set constraints.

Establishing the client's requirements should focus on the functions they need to perform rather than leaping to conclusions by looking at possible solutions. For example, whilst the need to facilitate better communication within a Hotel could be addressed by creating new common spaces where the guests can interact, it might be better achieved by regular Cafeterias Building is not always the right answer, and even if it is, the type of building that best satisfies client's needs might not be the one that initially springs to mind.

Leaping to conclusions results in missed opportunities and stifles innovation see output-based specification for more information. There can also be conflicting needs, and different stakeholders in the project may have different requirements or expectations. In order to run a successful project it is important to address the needs of the projects stakeholders, effectively predicting how the project will affect them and how they can affect the project.

The concept hotel development is often used generically to refer to either hotel property development or hotel business development, even to both simultaneously. However, the two concepts should not be confused, as there is a clear distinction between them. Hotel business expansion could be achieved by means of a wide variety of possibilities, such as organizational mergers, existing hotel property purchases, marketing, hotel facility renovations, hotel extensions and new-builds, marketing, branding and business repositioning.

It must be noted, however, that, when a hotel business is expanded by means of facilities renovation, extensions or new-builds, organizations venture into hotel property development. Typical investigations will include: 1. The output of this work will either be a decision that the scheme does not look do-able, and it should therefore be aborted, or a Business Case that outlines the justification for pursuing the scheme.

Feasibility studies and options appraisals may include diagrams used to assess whether a potential site or building type is possible, but they are not designs. This stage is about identifying the client's requirements, establishing that these requirements are feasible agreeing that the project should proceed in a particular direction.

Depending on the complexity of the project and how experienced the client is, they may need the advice of consultants during this process. A very experienced client, such as a retailer developing a new outlet may have all the expertise they need in-house, whereas a an inexperienced client developing a complex project for the first time may need independent client advisers to help them from the outset and may need progressively to appoint more consultants as it becomes certain that the project will progress.

Designers may be appointed to help assess options for feasibility studies, and to develop the project brief, but no actual design work is involved. This is one of the first steps in the development process. While the developer may work with an architect in developing the program, the developer is responsible for creating the program and for ensuring that the building is designed to accomplish the goals set out in the program. In addition to detailing the activities, space allocations, and relationships within the building, a successful program helps to establish the way the building or buildings are situated on a site, the onsite automobile and pedestrian flows, and connections to the external world.

In almost all cases, the activities are the starting point. Once the activities are defined, relationships among them are established. Early in the programming process, you can use schematic bubble diagrams to convey both activities and relationships. Figure 1. Note the role of the lobby as a central gathering Point serving both. These may be different to the consultants appointed to assist the client in the preparation of feasibility studies, options appraisals or brief development.

Concept design Concept design is the first true design stage. It is the creative response to the project brief for the preferred option. Input from other members of the team will be required on cost, safety, build ability, program, health and safety and so on, as well as consultation with third parties such as the local planning authority. Specialist input may be needed as the concept develops and and so the design team may grow. The creative process itself is an elusive one, and despite attempts to systematise it, it tends not to follow fixed rules.

A very broad description of the design process is one of divergence, assessment and then convergence. A single thought expands into a myriad of possibilities that are developed, assessed and compared, before they are progressively rejected leaving only the optimal solution remaining. This means that much of the work that is undertaken is aborted and it can sometimes seem to clients as if there has been little result for significant expenditure of fees.

This feeling can be exacerbated by the fact that creative design tends to be an internal thought process that designers find difficult to express. Design involves attempting to solve problems that may be only loosely understood at the outset, and solutions are not necessarily been reached by a purely logical process. This can make it difficult for clients to assess proposals objectively, other than by comparing them to the requirements set out in the brief, verifying that designers have considered appropriate issues see concept architectural design checklist and design quality and assessing value for money.

On large projects this may involve identifying a number client 'champions' given responsibility for monitoring the brief and design quality within a specific area of the project. Value management exercises may be necessary where the cost of the evolving design begins to exceed the budget. At the end of the stage, the consultant team will prepare a concept design report for the client which records the basic design concepts for the preferred option.

The concept design report will also identify any instructions required from the client. The project brief should be frozen on approval of the concept design and change control procedures introduced. An application for planning permission might be made during the concept design stage. This is likely to be an outline planning application if made at the beginning of the stage or a detailed planning application if made once the concept design is complete.

Detailed design Detailed design sometimes referred to as design development or detailed design and technical design takes on and develops the approved concept design.

By the end of this stage the design should describe all the main components of the buildingand how they fit together, but the design will not have been packaged for tender obtaining prices from contractors.

A detailed design should provide sufficient information for applications for statutory approvals, such as building regulations approval, and may include an application for detailed planning permission if this has not already been done. This is likely to require a process of consultation and negotiation with the local authority and other stakeholders and third parties see third part dependencies. Increasingly, detailed design involves input from specialist designers.

These may; be contractors or suppliers appointed in the first instance to carry out design and subsequently to carry out the works on site or to supply goods or services, or appointed by the client to carry out design and then perhaps to monitor works on site, or sub-consultants to a member of the consultant team.

A design co-coordinator might be appointed to ensure proper integration and co-ordination of specialist designs into the overall design. As with the concept design stage, value management exercises may be necessary where the cost of the evolving design begins to exceed the budget. A detailed design report should be prepared for approval by the client before proceeding to the next stage. It should also include the completion of applications for statutory approvals such as building regulations approval.

The quality of production information is extremely important. Unless it is prepared and co- ordinate properly, there will be disputes and delays on site, and unnecessary costs will be incurred. Increasingly software is used to prepare elements of production information such as computer aided design CAD to prepare drawings and proprietary systems for the preparation of specifications.

Recently, building information modeling BIM has begun to allow the automatic generation of all elements of production information from a single co-ordinate model, resulting in a reduction in errors and so costs. At the end of this stage, a production information report should be prepared for the client's approval.

This is the last opportunity for the client to consider issues to do with the design of the development before the tender process begins. It may also be the first time that the client has seen drawings describing key components such as door handles assemblies and specialist items. As a result, the client may wish to issue the production information report or parts of it for consideration to key users and perhaps to their lawyer or other independent client advisers.

Once the main contractor has been appointed, subsequent changes can become very expensive. Ongoing design development When production information is complete, the project can be tendered and a contractor appointed to complete the works.

There may also need to be solutions developed to problems that emerge on site. On different procurement routes, such as construction management, the construction of below ground works such as foundations may begin before the design of the above ground works is complete. However this are inherently risky and may leave the client exposed to additional costs.

Design work also be carried out by the contractor , suppliers and sub-contractors, but this should fall outside of the responsibility of the main design team, unless co-ordination or approval is required. Although there are similarities between hotel and other commercial property developments, hotel development has unique characteristics and requires specific management expertise.

They have a market value directly related to their ability to generate future net income by means of their operations. The essence of successful hotel property development lies in understanding these unique characteristics. In summary, Hotel design tends to follow a relatively consistent process of project definition followed by the development of an increasingly detailed solution. Throughout this process, it is vital to be clear who the stakeholders for the new building are and what it is they need, and then to keep focused on satisfying that need.

Design itself is then a complex balance of maintaining close control whilst not closing off options too early. Changes tend to cost more and cause more disruption as design progresses, and there is a tendency for budgets and designs to diverge unless strong management is in place. Specific programming of the hotel includes the type of hotel design and the type of clients, whether they are guests for business, pleasure, or both.

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