It must include details and facts from the case that contribute to the organizational problem of the company.

SSTI BM2307 CASE STUDY Instruction: Save the file as Surname Case 3 and place it on the network drive. Project Management at the Lafayette The Lafayette in Naga, Camarines Sur, is part of Starwood's Luxury Collection and is the only AAA Five Diamond Award resort in the Philippines. Sophistication, elegance, and excellence only begin to describe the guest experience at the hotel. Guests can dine in one (1) of nine (9) restaurants, relax poolside, play tennis, take in 27 holes of golf on three (3) 9-hole courses, or relax with a variety of soothing spa treatments at the 22,000-square-foot Centre for Well-Being. Lafayette recently embarked on an ambitious Php 38 million spa and golf renovation program. The resort's golf and spa programs historically earned high marks from surveys in their industries over the years, but the environment was changing. Evidence of this change was seen in the explosive growth of new golf courses and spas in the Southwest region. CAMSUR alone has over 275 golf courses, and the Southwest boasts the largest concentration of new luxury spas anywhere. The Lafayette facilities, while world-class and highly rated, were more than 15 years old. The hotel has recently been awarded Five Diamond status renewed emphasis on bringing every process and service at the property up to Five Diamond level. The decision to renovate the golf course and existing spa became not a question of whether to undertake the projects but to what degree they needed to be pursued. Key considerations centered on (1) Whether to build basic facilities or commit to the grandiose luxury level, (2) Having a domestic versus international reputation, and (3) Developing creative packaging of the new facilities to attract loyal guests, such as a spa and golf \"country club-like\" membership program. Such a program would be limited to about 600 spa/golf memberships, with a one-time fee of Php 65,000 each. The company's senior management considered three (3) options for the Centre for Well-Being Spa. First, the existing space in the heart of the resort could be renovated. This option would require relocating the $pa to another part of the resort and offering limited treatments during this time, reducing spa revenues significantly. With option 2, hilly terrain directly behind the resort could be carved out to create a new mountainside facility with sweeping vistas. This option meant closing one of the hotel's buildings housing 60 guest rooms and suites during construction. The existing spa could remain open, however. Under option 3, a parking structure on existing hotel property could be used, having the least impact on revenues. The first option was seen as a short-term fix, while the remaining two (2) were viewed as having longer-term potential. Additional discussion centered on the type of spa to be built. A recent acquisition of the Bliss spa brand for Starwood's W Hotels was an option, offering day spa amenities and an indulgent atmosphere. The second option was to remain a holistic resort spa emphasizing health and restoration. The third option was to become a destination spa with dedicated guest stays by offering week-long programs. Day spas are the fastest-growing category, with few destination spas. With assistance from Starwood Field Operations and Corporate offices, the Lafayette management team prepared an extensive analysis of strengths, weaknesses, opportunities, and threats to understand the 10 Laboratory Exercise 1 \"Property of STI Page 1 of 4 SSTI M2307 environment better. The team used the result of this analysis to identify the set of activities necessary for each option. The Corporate Design and Construction group developed architectural and engineering plans, the work breakdown structure, and diagrams showing the critical path for the possible project options. The table on the previous page shows the work breakdown structure, activity times, and activity precedence relationships