Aplication Form Lefter Mocanu Raducu Stoian (1)

Project Application Form

Project title: Rehabilitation of the Vraja Mării Hotel

Team members:Lefter IoanaMocanu FlorinelaRăducu RobertaStoian Andreea - Ștefania

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A. PROJECT OUTLINEA.1 GENERAL INFORMATION

Duration of the project: 2 years

Title: Rehabilitation of the Vraja Mării Hotel

Acronym/short title (max. 25 characters):

VRM122015

Overall objectives: The revenue of Mangalia City Hall increases with 20% by 2020.

Project goal: The Vraja Mării hotel’s profit increases with 30% by 2020.

Coordinating institution Mangalia Town HallName and position of contact person:

Florinela Mocanu – Project manager

Address: 27, FrunzelorMangalia, Constanţa

Telephone/Fax: 0727.938.683E-mail: [email protected]

Other participating institutions:

Mangalia City HallRadu Cristian – Mayor


PerfectPRDiana Macare – PR Executive


Hotel Vraja MăriiMihai Codreanu – Director of Management and Marketing

Total budget: 108.380.000 RONGrant requested from the World Bank:

75.866.000 RON

% of total budget: 70%

Target sector(s) Tourism

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A.2 SUMMARY

1. Justification of the proposalDuring the period 1960-1989 there were built 200 vacation hotels by the Communist Party in different regions of Romania. These hotels were fully booked each season, as they were the only available vacation hotels at that time.Vraja Mării hotel is one of these hotels. It was open in 1976 in Neptun seaside vacation resort and had the capacity of receiving 200 families at once. As it was the most popular hotel of Neptun resort, it was booked to full capacity each season.After the fall of the communist regime, the private sector developed and numerous hotels were open in Neptun resort. These new hotels had innovative ideas of entertainment and offered modern, contemporary services. Meanwhile, the management of Vraja Mării hotel didn’t invest in the modernization of the hotel or in the promotion of it. These two factors, the growing number of private hotels and the conservative management of Vraja Mării hotel, led to the present state of the hotel: the quality of the hotel’s services declined, the number of tourists significantly decreased and the number of employees was reduced.Vraja Mării hotel is one of the main revenue sources for Managalia City Hall and its economic collapse also represents the decrease of the City Hall’s revenue. This led to the decision of the Mangalia City Hall to collaborate with the management of Vraja Mării hotel for the rehabilitation of the hotel. The project is aiming to rehabilitate the structure of the hotel and the design of the rooms, to improve its present services and to also provide new facilities. The project also includes a communication plan that will be developed by a PR agency. The project pursues to increase the number of tourist of the Vraja Mării hotel and to increase the number of employees from the local community. Therefore, the overall objective of the project is to increase the revenue of Mangalia City Hall by increasing the profit of Vraja Mării hotel.

2. Results 1.1 The number of tourists increases by 20% during the first year.1.2 The number of tourists increases by 20% during the next 2 years.1.3 The number of tourists increases with another 10% by 2020.2.1 The number of bad reviews will decrease by 60% during the first year.2.2 The number of bad reviews will decrease by another 20% by 2020.

3. Dissemination methodsPromotion strategy development and implementation that will include:Partnerships with travel agencies, the Education Ministry and travel bloggers.Online campaign both on social media and travel site.TV campaign.Promotional packages for tourist groups.

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4. Participating institutionsPR AGENCY – it will develop the communication plan and it will implement it. It will assure the presence in media of the hotel, it will organize press conferences and events when needed and it will organize the training sessions for the employees.MANAGEMENT TEAM – it will collaborate with the PR agency for developing the communication plan and it will also decide/ estimate the budget of the project.DESIGN TEAM – it will be responsible for the visual appeal of the hotel and also for the efficiency of the available space.CONSTRUCTION TEAM – it will execute the rehabilitation plan developed by the design team.

5. Project Management and operational timetableWe will follow the logical track of the activities of the project to get to the final purpose: transforming Vraja Mării into one of the most interesting recreational hotel of the Romanian seaside.For this aim, the activities needed are:STRATEGIC MARKETING. We will do a Market Research to find out the needs of the potential customer, so that we offer the needed services and the wanted quality.FESABILITY. We will develop a Feasibility Study and a Business Plan to gather the main important information and also a Task Book to distinguish the required needs and the persons in charge.APPROVALS. We will require the necessary approvals to fulfill the legal part of the project.PROJECTION. The projection is needed in order to point out the needed changes and also to be able to note the evolution of the hotel after the changes are implementedEXECUTION. The most complex part of the project and it involve the implementation of the projection. It implies:

Construction building Design developing Backyard arrangement

TESTING. We will test the improvement ideas for the hotel after the execution is done.DISSEMINATION. After the testing we will communicate the project so we will need to disseminate the information through marketing activities:

Promotion strategy development Promotion strategy implementation

RELEASE. The hotel is ready to be reopened. PROJECT MANAGEMENT. Every activity is constantly managed by the person in charge of that exact activity.

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Activity chart 2016 2017Activity Person in charge 1 2 3 4 5 6 7 8 9 10 11 12 13 1

415 16 17 18

1. STRATEGIC MARKETING

Florinela Mocanu

1.1. Market Research Florinela Mocanu2. FESABILITY Andreea Ștefania

Stoian2.1. Feasibility Study Andreea Ștefania

Stoian2.2. Business Plan Andreea Ștefania

Stoian2.3. Task Book Andreea Ștefania

Stoian3. APPROVALS Ioana Lefter4. PROJECTION Ioana Lefter5. EXECUTION Ioana Lefter5.1. Construction

buildingRoberta Răducu

5.2. Design developing Roberta Răducu5.3. Backyard

arrangementRoberta Răducu

6. TESTING Roberta Răducu7. DISSEMINATION Roberta Răducu7.1. Promotion strategy

developmentFlorinela Mocanu

7.2. Promotion strategy implementation

Florinela Mocanu

8. RELEASE Florinela Mocanu

9. PROJECT MANAGEMENT

Ioana Lefter

9.1. 1st Activity management

Ioana Lefter

9.2. 2nd Activity management

Ioana Lefter

9.3. 3rd Activity management

Ioana Lefter

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9.4. 4th Activity management

Ioana Lefter


Ioana Lefter


Ioana Lefter


Ioana Lefter

9.8 8th Activity management

Ioana Lefter

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B. PROJECT GOAL

B.1. JUSTIFICATION OF THE PROPOSAL

1. BackgroundBetween 1960 and 1989 there were built, in various Romanian vacation resorts, 200 hotels that were managed by the state. As private hotels were practically inexistent, these hotels were booked at full capacity each season. In the Neptun resort there were built 7 such national hotels and all 7 hotels could receive 2000 guests at once. One of these hotels is Vraja Mării, the hotel we want to rehabilitate. The hotel has 200 rooms that have the capacity to receive 200 families (approximately 400 adults plus children).After the fall of the communist regime, the management of the hotel was changed and the hotel begun to be administrated by THR (Tourism, Hotels and Restaurants). The new management that didn’t invest in the renovation or the promotion of the hotel and also the high number of private hotels what were open in Neptun resort led to a gradually decrease in the number of tourists of Vraja Mării hotel. The consequences of the decrease number of tourists are: a high number of layoffs and a significant decrease in the hotel’s profit.The Vraja Mării hotel has economic potential as it is the largest hotel in Neptun resort, it is the hotel that needs the least structural changes compared to the other existing ones and it is the only hotel from Neptun resort that has its own restaurant. Vraja Mării hotel is also one of the few remaining hotels that is still open, as in 2014 the National Institute of Statistics revealed that 4 out of the 7 hotels of Neptun resort are closed.

2. The problems addressed by the project and the means of identifying them

The revenue of Mangalia City Hall used to receive 15% from the Vraja Mării hotel, which made the hotel one of the main revenue resources for the City Hall. The decrease number of revenue from the hotel is revealed by the City Hall Annual Revenue Registers. Starting with the year 2005, the revenue amount decreased by 1% each year, the 2014 Mangalia City Hall Annual Revenue Register revealing that the revenue received from the Vraja Mării hotel was only 5%.The hotel’s Annual Bookkeeping Reports indicate the decrease of the profit. In 2004 the hotel’s profit was 80.000.000 lei and it gradually dropped each year. In 2014 the profit of the hotel was 30.000.000 lei. At the same time, the decreased number of tourists can be observed by analyzing the hotel’s Annual Check-In Reports. The last time when Vraja Mării hotel was fully booked was August 2004. The following years only half of the hotel’s rooms were booked and in 2013 only 30% of the rooms were booked. In 2014 there was registered the lowest number of booked rooms – only 20%.In order to identify the causes of the hotel’s decrease number of tourists and profit, the hotel’s management initiated both a qualitative and a quantitative research. There were analyzed the online travelling forums, the online tourism blogs, the social media reviews of the hotel, the hotel’s impressions book and the media coverage of the hotel from the last 10 years. The results showed that the number of tourists reduced because of the limited services the hotel offers, the poor quality of those services, the lack of qualified employees and the lack of promotion of the hotel.

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3. The specific activities of the project1. Strategic marketing2. Feasibility3. Approvals4. Projection5. Execution6. Testing7. Dissemination8. Release9. Project Management

4. The target population and eligibility criteria for participantsTarget group: tourists, suppliers, consultants, key opinion leaders, utilities providers, bloggers, tourism agenciesDirect beneficiaries: the hotel’s management and its employees, the local communityIndirect beneficiaries: the Mangalia City Hall, the local businesses

The hotel’s management and employees – the hotel’s management is one of the first direct beneficiaries of the project, as the aim of the project is to increase the profit of the hotel. By the end of the project, it is estimated that the profit will increase with 30%, saving the hotel from insolvency. At the same time, the 50 employees that the hotel already has will benefit from the project, as they will continue to have a job and provide for their families.The local community that our project involves is formed out of inhabitants from Neptun resort and from Mangalia city. Neptun resort has 999 permanent inhabitants, out of which 300 are out of job, 150 are retired and 200 are children. Mangalia city has a population of 36.364 inhabitants, out of which 2.000 are unemployed, 3.000 are retired and 2.500 are children. As the hotel will need to hire 90 more employees, the project will directly influence the local community. Also, the local community will benefit indirectly from the project, as the revenue given to the City Hall can be invested in local development.The Mangalia City Hall – is the primary indirect beneficiary of the project, as the increase of the hotel’s profit will lead to the increase of the City Hall’s revenue. It is estimated that, by the end of the project, the revenue received from the Vraja Mării hotel will increase by 20%. Therefore, the City Hall can finance other local projects in order to develop the region, such as the local infrastructure or the rehabilitation of the local harbor.The local businesses – are mostly formed from souvenir boutiques, clothes boutiques, food shops and restaurants. In Neptun resort there are 7 souvenir boutiques, 5 clothes boutiques, 10 food shops and 10 restaurants. In Mangalia city the number of local businesses is larger: 20 souvenir boutiques, 70 clothes boutiques, 120 food shops and 50 restaurants. The increased number of tourists is an indirect benefit for local businesses, which can save their business from insolvency or can further develop their business.

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5. Incentives for completing the training program and participant obligations Date/ Period Participants Information ModeratorMonth 15 of the Project

Housekeeping Staff Customer care standards, cleaning and maintenance standards, customer communication, employees’ responsibilities.

Maria Valentin, PerfectPR member

Month 15 of the Project

Restaurant Staff: waiters, kitchen help, chef help, chefs

Customer care standards, kitchen cleaning standards, customer communication, conflict resolution strategies, food quality standards, employees’ responsibilities.



Reception Staff Customer care standards, customer communication, conflict resolution strategies, employees’ responsibilities.



Entertainment Staff Customer care standards, entertainment program, customer communication, customer engagement, employees’ responsibilities.



Others: gardener, bus drivers, janitors,lifeguards

Customer care standards, maintenance standards, employees’ responsibilities.


B.2. BREAKDOWN OF RESULTS

1. General description of resultsThe aim of the project is to increase the profitability of the Vraja Mării hotel. That will be possible by providing better services and developing a marketing campaign. This way, the hotel will attract more tourists and, most importantly, they will be better satisfied by the hotel’s facilities than at the present time. By the end of the project, the hotel will accommodate an additional 7000 tourists per year and the number of bad reviews will be highly reduced.

2. Breakdown of results

1. Increase the number of tourists at Vraja Mării hotel.1.1 The number of tourists increases by 20% during the first year.1.2 The number of tourists increases by 20% during the next 2 years.1.3 The number of tourists increases with another 10% by 2020.2. The tourists staying at Vraja Mării hotel will be satisfied with the services provided.2.1 The number of bad reviews will decrease by 60% during the first year.2.2 The number of bad reviews will decrease by another 20% by 2020.

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3. Detailed description of results At the moment, Vraja Mării hotel accommodates approximately 10.000 tourists every year. In the first year, as a result of our project’s approach, this number will be supplemented by another 2.000. During the next two years, the hotel will be serving an additional 6.000 compared to the present time. By 2020, the number of tourists accommodated by the hotel will have surpassed 17.000 and it would have served a total of over 70.000 tourists since the beginning of the project. Also, the quality of the services will change the perception of the tourists, making the hotel a desirable place for a vacation and a good environment to work for employees. The good reviews, in addition to the marketing campaign, will make the hotel even more popular and bring more tourists to its chambers, creating a highly profitable and sustainable business.These variables, both qualitative and quantitative, will insure our project with a high impact on the population, by bringing tourists from different parts of Romania, even Europe, creating a good image and communication throughout the country and the EU.

4. Delivery system For the hotel’s management, the project will offer assistance in human resources management and in designing and renovating the building and the surrounding area. Furthermore, it will develop and implement a promotion strategy that will consist of: partnership with travel agencies, travel bloggers, and the Ministry of Education, in order provide some special packages for students, an online campaign and a TV campaign, as well as developing some attractive promotional packages for tourists and tourists groups. For the hotel’s employees, the delivery system includes two months of trainings for the staff: customer care standards, kitchen cleaning standards, customer communication, conflict resolution strategies, food quality standards, employees’ responsibilities, cleaning and maintenance standards, customer engagement, entertainment program, maintenance standards, with a total number of 22 trainings, grouped for each staff category.For the local community, our project will provide 90 permanent jobs at the hotel and another approximately 100 temporary jobs, necessary during the development of the project itself.The Mangalia City Hall will benefit of a better image for the city, as having in its jurisdiction of a renewed hotel, with innovative services and will receive higher revenue, according to the hotel’s profit.The local businesses will flourish, since they consist mostly of souvenir shops, clothes shops and restaurants or food sellers. The increased number of tourists will mean more customers, therefore higher profit.

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B.3. IMPACT

1. Impact on the primary target populationThe hotel’s management – aside the increased profit, the management of the hotel will have the opportunity to innovate its operational system. Furthermore, the hotel’s management will be able to continue the communication on social media and also to support the media coverage of the hotel.The local Community – a part of the rehabilitation process of the hotel implies the need for new workforce from the local community. Therefore, the hotel will need to hire 90 more employees: 20 waitress, 5 room chiefs, 2 chefs, 10 chef helpers, 30 housekeepers, 2 pool janitors, 6 lifeguards, 1 bus driver, 2 accountants, 2 medical assistants, 6 masseurs, 1 travel guide, 1 PR expert, 2 junior PR. The number of employees might increase, depending on the hotel’s further demands. The employees from the local community will be able to sustain their families. Furthermore, after completing the training program, the employees will receive a competence certificate than can help them to obtain another job. The Mangalia City Hall – the revenue collected from the Vraja Mării hotel will be distributed to other projects that the City Hall initiated, such as the development of the local infrastructure and the rehabilitation of the local harbor.The local businesses – the increased number of tourists that will be accommodated by the Vraja Mării hotel will also help small local businesses to save their business from insolvency or can further develop their business.The tourists will benefit from new, improved facilities that will make their vacation more enjoyable and relaxed.The project Management will be able to improve their skills, to understand better the character of such projects and to have a more experienced expertise in similar projects.

2. Project's potential transferability to other sectors and usersa. Community outreach

The revenue of Mangalia City Hall will increase by 20% by 2020.The profit of Vraja Mării hotel will increase with 30% by 2020. There will be employed al least 90 persons from the local community each season.

b. Systemic impactThe project will respect all legal norms in order to be able to protect the environment. The hotel will have a recycle policy for paper, plastic and metal trash.The food that is close to its expiration date will be given away to charity. The hotel will plant within its garden trees that are resistant and will absorb well the CO2.The hotel’s beach will be periodically cleaned. There will be a created a special area for smoker clients.Each room will have a fire extinguisher.

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c. PermanenceThe management of the hotel will be advised to support the development of a welcoming website. The online tourism websites that will partner with the hotel will be constantly monitored for assuring that they respect the protocol decided by the PR and Marketing teams of the project. Both online and offline tourism agencies will be updated each second month regarding the promotional packages that the hotel offers. The hotel management will organize periodical surveys to identify the changes that need to be made so that the tourists will be satisfied by the facilities the hotel offers.

B.4. DISSEMINATION

1. Strategies and initiatives to ensure that the project has the desired impactCreate promotional packages for tourist groups.Establish a partnership with the Education Ministry which will conclude that the hotel will offer free accommodation for one month for 40 students each season.Create partnerships with well known travel agencies, such as ChristianTour and Portvoyage.Online campaign both on social media and travelling forums. TV campaign

2. Dissemination during the projectA teasing online campaign that will rise the interest of the potential customers about the transformation of the hotel.

3. Dissemination at the end of the projectOnline campaign including an official website of the hotel, an official Facebook page of the hotel with daily posts, Facebook Ads, Google Ads.Endorsement projects with travel bloggers that will be invited to visit the hotel and to give a feedback on their stay.TV campaign that will increase brand awareness among potential customers.Nation and international travel sites presence.Presence on brochures, catalogs and flyers of the partner travel agencies (POSM).Presence at national tourism fairs.

C. ORGANISATION AND MANAGEMENT OF THE PROJECT

C.1. WORK PACKAGES

WP1: Strategic MarketingDescription – identification of market opportunities, development and implementation of the campaign’s strategies, evaluation of external mediumPeriod – first month of the projectActivities – Market Research

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WP leader – Florinela MocanuWP2: Feasibility Description - identification of the duration of the project, the feasibility study, identification of the costsPeriod – first month of the projectActivities – Feasibility Study, Business Plan, Task BookWP leader – Andreea Ștefania StoianWP3: ApprovalsDescription – risk evaluation, construction rapport, impact studyPeriod – months 2, 3, 4, 5, 6 and 7 of the projectActivities – Construction Legal Advice, Rehabilitation Legal AdviceWP leader – Ioana LefterWP4: ProjectionDescription – developing the building’s rehabilitation, developing the interior design, developing the exterior designPeriod – months 8 and 9 of the projectActivities – Geotechnical Studies, Fire Safety Study, Evaluation of the Building’s Structure WP leader – Ioana LefterWP5: ExecutionDescription – employment of a constructor team, acquisition of the necessary materials, rehabilitation of the building’s structure (walls, water pipes, electricity system) and implementation of the developed design (paint colors, furniture, kitchen equipment, bathroom furnish, design pieces such as paintings, flower vases)Period – months 10, 11, 12, 13, 14, 15 and 16 of the projectActivities – Construction Building, Design Implementation, Backyard ArrangementWP leader – Ioana LefterWP6: TestingDescription – testing the improvement ideas for the hotel after the execution is donePeriod – month 17 of the projectActivities – invite a number of 20 persons to stay at the hotel for 3 days and require feedback from them regarding the quality of the hotel’s servicesWP leader – Roberta RăducuWP7: DisseminationDescription – raising awareness, informing the community, involving the communication team, online communication, media communication Period – month 18 of the projectActivities – Promotion strategy development, Promotion strategy implementationWP leader – Roberta RăducuWP8: ReleaseDescription – the official opening of the hotel for touristsPeriod – month 18 of the projectActivities – Opening EventWP leader – Florinela MocanuWP9: Project ManagementDescription – the organization of each activity and the distribution of team leaders for those activities

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Period – all 18 months of the projectActivities – Management of the Contractor Team, Project Management Structure, Technical Resources sstimation, Decision Committee implementation, Conflict Resolution Team, Evaluation of all activities, Rapports, Team Work Management, Final Results Evaluation, Quality Management of the Project, Communication Management of the Project, SWOT analysis of the ProjectWP leader – Ioana Lefter

C.2. PROJECT MANAGEMENT

1. Steering CommitteeThe Steering Committee is formed by experienced and capable management experts who will guide the whole process so that will lead to a real success.The Steering Committee has in its structure four managers:

Diana Pietreanu, vice-mayor of Mangalia. Paul Dobrinescu, manager at Vraja Mării hotel. Mariana Coman, financial manager at Vraja Mării hotel. Adrian Marin, operational manager at Pro Team.

2. Organization and management structureThe structure will determine the percentage of responsibility of partners throughout the project, with progressive changes that are necessary in order to avoid sudden changes in the overall objective of the project. It will be developed the estimation of the necessary human resources for the project, the analysis of quantitative and qualitative availability of personnel, the analysis of the possibilities of providing human resources, establishing their insurance sources and the development and implementation of the plan.

3. Approach and methodologyGANTT, PERT

Sponsor

Project ManagementFlorinela Mocanu

Quality managerRoberta Răducu

Crisis/financial manager

Ioana Lefter

HR managerAndreea Ștefania

Stoian

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4. Conflict resolutionPossible conflicts between the project staff will be resolved impartially, allowing parties to argue in writing and signed logical development of actions that conflict. In light of these records it will reveal the cause and the culprit conflict, if there is one and try to remedy them amicably. Conflict Negotiation is an important event in the development of a risk management project. Conflict Negotiation allows improvement, but not fully solves the situation, because it is impossible to solve a conflict in a sustainable manner if the two opposition parties do not want this and are determined to take concessions to solve conflicts.The stages of negotiation to be adopted are calming conflict and easing his defining framework for discussing the conflict, re-discuss issues objectively without final judgment or opinion preconceived searching and highlighting common problems, looking for common interests, reformulation in writing of the claims of each party searching together for the parties involved to some amicable solution to reformulate their solutions and important assessment, the conclusion by choosing a solution eventually declared provisional. Between subordinate and leader there consultative type of resolving conflicts, the conflict must be resolved by convincing subordinate that is not right, but existing still a discussion. If conflicts between subordinates, participatory type, are adopted, the superior arbitrates disputes and facilitate negotiations.

5. Work package leadersThe project manager Florinela Mocanu is the results exploitation Manager, her job is to make sure the results are accomplished Roberta Răducu is an expert in quality management, her job is to make sure the project achieves the results needed, but at the best quality possible, of the material resources.Ioana Lefter is a crisis management expert and financial Manager, and her job is to make sure the budget is not surpassed, the resources are allocated correctly and every activity has an right financial effort.Andreea Ștefania Stoian is an expert in handling human resource, her job is to make sure the employed people have good qualification and can bring a plus to the whole activity.

6. Schedule Approvals. First milestone is to get the approvals in the first 7 months so that we can begin the projection in the 8th month.Execution. We need to start the execution in month 10 so that the project will be finished on time.Release. The release should begin no later month 18th to declare the project a success.

7. EvaluationThe final assessment includes the evaluation of the contractor’s duties, identify the best solutions for future projects based on the experience gained, identifying resources for the future, taking into account the correct assessment of those based on sufficient or insufficient means the project conducted and identify needs for future projects.

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8. Criteria for evaluating the success of the projectScheduling and tracking project activities is graphs GANTT using software project management, such as Microsoft Project Management, use of graphics resources, PERT (The program (or project) evaluation and review technique), breakdown structure of the project, the table of indicators for measuring the impact table project budget, table cost allocation, risk breakdown structure of the project risk register using expert systems procedures.

9. Methods for monitoring and reporting progress

Monitoring and reporting is envisaged to mobilize resources for each task, project marketing, expectations for the project and solution during project implementation, providing information about the project development throughout its deployment. Take into account also adapt the design and implementation of the project according to the expectations of potential beneficiaries, permanent monitoring and reporting forms, identify problems, identify failures and solutions that lead to their elimination and modification of planned results and objectives project some achievable

10. Projects assumptions and project risks 10.1 Project assumptions

The renovation process will develop as planned The tourism agencies will promote the hotel People will be interested on social media The employees will be involved and the trainings will be effective Public figures will visit and appreciate the hotel The outdoor activities will be appealing The new chef will have good cooking skills

10.2 Project risks Engineer risk: large complex constructions and rarely executed; unsatisfactory quality of

the materials Execution risk: insufficient well qualified personal regarding the projects requests which

appear at the execution of the project; the random breakdown of the machineries; new elements which appear in the execution of the project; the execution of the project in different terms as the contracts.

Judiciary risk: getting the needed approvals, quality certificates and approvals from the responsible institutions

Financial risk: unforeseen expenses, the price risk

10.3 Measures for risk managementRisk Breakdown Structure (RBS) - A hierarchically organized depiction of the identified project risks arranged by category. The RBS helps the project manager, the risk manager, and almost any stakeholder to understand, and therefore be able to identify and assess risk.

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Aplication Form Lefter Mocanu Raducu Stoian (1)

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