The European Needs Analysis 3rd Transnational Meeting 6-7 July 2010 Brussels, Belgium

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The European Needs Analysis

3rd Transnational Meeting6-7 July 2010

Brussels, Belgium

www.auxilium.co.at

European Needs Analysis (ENA)

a) Content

• The European Desk Research Report• The Country Desk Research Reports• Field Research Report• Online Survey• Best Practice Examples• Overall Conclusions• Bibliography

European Needs Analysis

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b) Objectives

• To visualize the requirements of a project management methodology tailored to the culture and tourism sector

• To provide all relevant information for the adaptation, testing and exploitation phase of the PRINCE2 project management methodology for the tourism and cultural sector

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c) Employed methodology

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1) The European Desk Research

Collected information about the 3 main fields of the European Needs Analysis: culture and tourism sector, VET System, application of project

management methodologies in Europe

a) General overview • Consumers of tourism want a greater variety of destinations• Desire for a clean environment, nature tourism, adventurous activities, more

culture, heritage, history, arts and rural settings (EDGELL, 2006: xiii)• Destinations are interested in developing higher-quality tourism products• Positive sustainable tourism development is dependent on forward-looking

policies and harmonious relations between local communities, the private sector, academic institutions, Non-profit organizations and governments at all levels

• Properly managed tourism can improve social, cultural, economic, political and ecological dimensions of future lifestyles (EDGELL, 2006: xiii)

European Desk Research

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b) The European culture and tourism sector• Tourism is the world´s largest industry

• Europe is the most important tourism region worldwide– 1.8 million enterprises– 5 % of the GDP of the EU

• With the release of the Agenda 21 during the 1992 Earth Summit in Rio de Janeiro, the significance of sustainable tourism has been recognized as the way forward

• 3 dimensions of sustainability: environmental, socio-cultural and economic sustainability

c) The European VET System • Difference between higher education institutions (most of the colleges,

universities), which provide education for tourism sector and higher education institutions, which are specialized in tourism education (mainly universities of applied studies)

European Desk Research

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European Desk Research• The number of institutions specialized in tourism education is very low

• The HORECA (Hotel Restaurant and Catering) sector is of importance for youth employment

• There is a lack of career perspective in the HORECA sector due to an absence of advanced training

• The deficit of advanced training is a reason for a lack of knowledge and skills in other fields of tourism such as sustainable tourism management or destination marketing (EUROPEAN COMMISSION,2010a:38)

d) Project Management in Europe

• Project management methodologies like TenStep, Six Sigma and PRINCE2 are widespread in Europe

• It is not common to use specific project management methodologies in the tourism industry

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Country Desk Research - Austria

2) The Country Desk Research Reports

a) Results of the Desk Research Report of Austria I

• Summer and winter tourism are both the most important tourism sectors

• Tourism falls within the legislative and executive competencies of the nine federal provinces (Bundeslaender)

• The federal provinces are also partly responsible for environmental related laws and regulations concerning regional planning, construction ordinances. The Austrian National Tourist Office is the most important tourism organization in Austria.

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Country Desk Research - Austria

a) Results of the Desk Research Report of Austria II• Tourism VET system is based on combination of secondary education

and job training

• Apprentices receive their practical training mainly at work, theoretical aspects of their profession are taught at vocational schools (apprenticeship takes 3-4 years)

• Universities of applied sciences are specialized in tourism education (important role)

• Project management methodologies taught in the VET system: PMBOK (Project Management Body of Knowledge) and Six Sigma

• Application of project management methodologies is not common for tourism and culture projects, the focus is on project management elements like planning and risk, stakeholder as well as quality management

• After finishing a project management course, participants are able to manage a project with assistance of an experienced project manager

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Country Desk Research - Italy

b) Results of the Desk Research Report of Italy I

• Culture and art sector is the most important tourism sector in Italy followed by leisure

• Tourism in Italy is managed on national and regional level. The Ministry of Tourism is in charge of the tourism related tasks concerning Italy and on regional level, tourism is controlled by municipalities

• Government expenditure encompasses all activities aimed at the promotion of tourism

• Regional expenditures include: contributions for construction, modernization and many more

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Country Desk Research - Italy

b) Results of the Desk Research Report of Italy II

• Public authorities as well as private organizations such as Bank Foundations are important for the supporting of the tourism sector in Italy

• Tourism VET system is based on secondary education, job training and a combination of both

• Number of high education institutions in the tourism sector is very low

• No specific project management methodologies taught in VET system

• Application of project management methodologies are not common for tourism and culture projects, the focus is on project management elements

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Country Desk Research - Poland

c) Results of the Desk Research Report of Poland I

• Polish government created a modern strategy for the following categories of tourism products: business, city and cultural, rural and transit tourism

• The tourism sector is one of the most developing in the Polish economy

• On national level, the Ministry of Sport and Tourism is responsible for creating a strategy for tourism development

• Priorities are: creating high quality touristic products, human resource development, marketing support and creation of touristic areas.

• In general, tourism and cultural projects are funded by public administrations and often managed by multiplayer partnership

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Country Desk Research - Poland

c) Results of the Desk Research Report of Poland II

• Tourism VET system is based on combination of secondary education and job training

• Universities of applied sciences are not common in Poland

• Tourism education is rather focused on theoretical knowledge

• Project management methodologies taught in the VET system: PMBOK (Project Management Body of Knowledge) and PRINCE2

• Application of project management methodologies are not common for tourism and culture projects

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Country Desk Research - Scotland

d) Results of the Desk Research Report of Scotland

• Cultural and city tourism are most important tourism sectors

• The Scottish Government is responsible for the tourism framework

• Local authorities such as the City of Edinburgh Council are committed to support tourism as a key driver of Edinburgh’s economy

• Most of the tourism and cultural projects are funded by public administrations (e.g. Edinburgh Tourism Action Group - ETAG)

• Tourism VET system is based on secondary education, job training and a combination of both

• Project management methodologies taught in the VET system: PRINCE2 and Six Sigma

• Application of project management methodologies are not common for tourism and culture projects

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Country Desk Research - Turkey

e) Results of the Desk Research Report of Turkey I

• Summer tourism is the most important tourism sectors, followed by winter tourism (20 ski resorts)

• Tourism is managed on national level by the Ministry of Culture and Tourism, which is also responsible for legal regulations of the culture and tourism sector.

• The Ministry of Culture and Tourism as well as Regional Development Agencies are responsible for funding and supporting tourism and cultural projects

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Country Desk Research - Turkey

e) Results of the Desk Research Report of Turkey II

• Tourism VET system is based on a combination of schooling, job training and practical training courses

• No specific project management methodologies taught in VET system, focus is on teaching project management elements such as planning, business case development and quality management

• Project management methodologies used for tourism and culture projects: PCM (Project Cycle Management), Triple-Helix Methodology

• The Ministry of Culture and Tourism provides technical and administrative specifications for the proper implementation of culture and tourism projects

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Main findings

Main findings of the Country Desk Research

a) Culture and Tourism sector• Tourism is a very important business sector in each of the

five partner countries• Tourism is mainly managed on national, regional and local

level and is a very complex issue• According to the results of the country desk research

reports, sustainable culture and tourism projects are funded by public administrations. In addition to ministries and associations, there are also several tourism boards, agencies and banking institutions responsible for funding

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b) VET System in the field of tourism• The VET system in the field of tourism is mainly based on a

combination of schooling and job training• Most of the universities and higher education institutions

provide only basic knowledge regarding tourism• In terms of project management, the VET system focuses

rather on teaching project management elements than on specific project management methodologies

• Mentioned methodologies: PMBOK (Project Management Body of Knowledge), Six Sigma, PRINCE2

Main findings

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c) Project Management in the culture and tourism sector

• Using project management methodologies for sustainable tourism and culture projects is not common

• Generally mentioned methodologies for project management: PCM (Project Cycle Management), Triple-Helix, Six Sigma, PMBOK (Project Management Body of Knowledge)

• Project management elements are applied• With exception of Turkey, it is not common that public

authorities provide guidelines for project management in the field of tourism and culture

• Official qualifications for project managers are not widespread in the tourism and culture sector

Main findings

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Field Research Report

3) The Field Research Report

Explanations for evaluation and interpretation

• Weighing the importance of several aspects (e.g. project management elements):

very important: 8

important: 6

of less importance: 2

not important at all: 0

• Current data set: ~ 80%

different number of conducted interviews per partner countries

currently no data from Poland available, number of Turkish interviews reduced

Difficulties with the comparability of current data available, only trends are visible

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• Austria

Information about the interviewees

Training organizations

n = 5

Public authorities

n = 6

Tourism organizations

n = 4

•Austrian Assoziation of

Tourism Managers

•International Management Center Graz

•Next Level Consulting

•Danube University Krems

•WIFI Styria

•Regional Development

Styria

•Regional Managements :

o Graz & surroundings

oObersteiermark

oOststeiermark

oSüd-West Steiermark

•Tourism Assoziation

Ausseerland

•Nature Park Gesäuse

•Thermenland Styria

•Assoziation Farm Holidays

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• ItalyTraining

organizationsn = 4

Public authorities

n = 7


n = 4

•University of Calabria

•Centre for Higher Studies on

Tourism and Tourism

Promotion

•Universities and Enterprises for

Training

•University of Calabria, Center

of History

•Cultural Heritage Department of

Avellino

•Municipality of Rende

• Municipality of Cosenza

•Calabria Region

•Local Institutional Table

•Sila Development

•Municiplaity of Altomonte

•Confindustria

•Legambiente

•Sila National Park

•Touring Club


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• Scotland


n = 5

Public authorities

n = 5


n = 5

•Quality Scotland

•Carnegie Enterprise

•Heriot Watt University

•Chamber Business Solutions

•Napier University

•Scottish Development International

•City of Edinburgh Council

•Scottish Enterprise

•Visit Scotland

•HIT Scotland

•Royal Botanic Gardens Edinburgh

•The Townhouse Group

•Mercat Tours

•Tour Guide

•Rabbie's Trail Burners Ltd


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• Turkey


n = 0

Public authorities

n = 4


n = 1

-- •Çukurova Development

Agency

•Municipality of Trabzon

•General Directorate for

Trade and Tourism

Education

•Local Authority Of Education

•AKTOB Mediterranean Association of

Touristic Hoteliers


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Provided project management methodologies

Results - Training organizationsPRINCE2 is well-known and common in Scotland but not in Austria and Italy

Other: Methodologies from PMI (Project Management Institute) and IPMA (International Project Management Association) or no specific methodology

None of the interviewed experts from Italy provided project management methodologies

Austrian and Italian universities focus on project management elements not on specific methodologies

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Importance the following project management elements

Results - Training organizations

Implemented weighing:

8 – 6 – 2 - 0

Project planning and stakeholder management are considered the most important elements

Risk management is the least important element

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Certifications for project management trainers

Main skills required for project management trainers:


Austria n =5 Italy n =4 Scotland n = 5 Turkey n = 0

75% 25% 100% -

Mentioned certifications PRINCE2 and Six Sigma among others

Most frequently mentioned certification: PRINCE2mainly mentioned by Scottish training organizations

Coordination and communication are main skills required to project managers

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Are “soft skills” part of the project management education at your training

organisation?

Provided soft skills in project management education


Austria n = 5 Italy n = 4 Scotland n = 5 Turkey n = 0

100% 75% 40% -

Soft skills are an important factor of the project management education in Austria and Italy

Most provided soft skill: Communication

Other skills were not specified

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Provided project management methodologies tailored for sustainable tourism

and culture projects

Importance of project management elements for conducting sustainable tourism and

culture projects


Austria n =5 Italy n = 4 Scotland n = 5 Turkey n = 0

0% 0% 0% -

Most important project management element for sustainable tourism and culture projects: Project planning and stakeholder management

Project planning and stakeholder management are the most important elements for projects in general as well as for sustainable tourism and culture projects

There could be a market for such methodologies

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Use of project management methodologies for sustainable tourism


Employed project management methodologies

Results - Public authorities


33% 0% 80% 50%

Use of methodologies is rather not common in Austria, Italy and Turkey

PRINCE2 is common in Scotland

Other methodologies mentioned: MS Project (software)

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Use of project management elements

Results - Public authoritiesThe use of project management elements is common but rather limited to basics in Austria, Italy and Turkey

Most frequently used element: project planning

Stakeholder management is less employed by public authorities but considered as very important by training organizations

Other elements mentioned: definition of roles and objectives, SWAT Analysis, involvement of local population

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Publicity of the project management methodology PRINCE2?

Identified trends regarding the allocation of public funds for sustainable tourism


• Project management elements and sustainability become more and more important

• The amount of money for sustainable tourism projects has been reduced and so the number of such projects is decreasing

Results - Public authorities


17% 0% 100% 25%

PRINCE2 is well-known in Scotland but not in Austria, Turkey and Italy

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Use of project management elements for sustainable tourism and culture projects?

Employed project management elements for sustainable tourism and culture projects

Results - Tourism organizatons


75% 50% 60% 100%

Use of project management elements is less common for tourism organizations than for public authorities

Most employed element: project planning

Least employed: Risk management

Stakeholder management is less employed by tourism organizations but considered as very important by training organizations

Other elements were not specified

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Project management certifications for project managers in tourism organizations

Main skills required to project managers from tourism organizations



25% 0% 0% 0%

Certifications are not common in tourism organizations

Main skill required to project managers: planning, coordination and communication

Least important skill: Risk management

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Requested support for managing sustainable tourism and culture projects



50% 100% 100% 100%

Most of interviewed tourism organizations would like to have support for managing their projects

Support is requested the most in project planning

Other mentioned field: funding

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Importance of project management elements for sustainable tourism and culture

projects


Nearly all mentioned elements are considered as very important especially communication with partners

Interviewees consider project management as a key factor in order to guarantee a sustainable impact on projects

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• PRINCE2 methodology is well-known and common in Scotland but rather unknown in Austria and Italy

o Other mentioned methodologies: P2M2, Six Sigma, MPMM, methodologies from PMI (Project Management Institute) and IPMA (International Project Management Association)

• Austrian and Italian universities focus rather on project management elements than on specific methodologies

• Project planning and stakeholder management are considered as the most important project management elements - Risk management as the least important

• Certifications for project managers from training organizations are common in Scotland and Austria

o Mentioned certifications among others: PRINCE2 and Six Sigma, certifications from PMI, IPMA and PMA (Project Management Austria, member of IPMA)

o Most frequently mentioned certification: PRINCE2 (only mentioned by Scottish training organizations)

• Coordination and communication are main skills required to project managers

Main findings of the Field Research

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Public authorites

• The use of project management methodologies is not common in Austria, Italy and Turkey

o Use of the PRINCE2 methodology is common in public authorities from Scotland

o Other mentioned methodologies: MS Project (software) among others

• The use of project management elements is common in all involved countries but rather limited to basics in Austria, Italy and Turkey

o Most frequently used element: project planning

o Other elements mentioned: definition of roles and objectives, SWAT Analysis, involvement of local population

• Stakeholder management is less employed by public authorities but considered very important by training organizations

• PRINCE2 is well-known in Scotland but not in Austria, Turkey and Italy


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Tourism organizations I

• Using project management elements is common for managing sustainable tourism and culture projects but the use of such elements is less common for tourism organizations than for public authorities

o Most employed element: project planning

o Least employed element: Risk management

• Stakeholder management is less employed by tourism organizations but considered very important by training organizations

• Project management certifications for project managers are not common in tourism organizations

o One mentioned certification: certification from PMA (Project Management Austria)

• Main skills required for project managers: planning, coordination and communication

o Least important skill: Risk management


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Tourism organizations II

• Most of the interviewees would like to have support for managing sustainable tourism and culture projects

o Most support is requested for project planning

o Other mentioned field: funding

• Most important project management element for sustainable tourism and culture projects: communication with partners

• Interviewees consider project management as a key factor in order to guarantee a sustainable impact on projects


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Identified trends regarding the allocation of public funds for

sustainable tourism and culture projects

• Project management elements and sustainability have become more and more important

• The amount of money for sustainable tourism projects has been reduced and so the number of such projects is decreasing

Provided guidelines for assuring a relevant approach on sustainable

tourism and culture projects

• In contrast to the results of the country desk research, most interviewees stated that there are guidelines provided by funding agencies, the LEADER program, the Austrian Hotel and Tourism Bank and the ROP (Regional Operational Program for 2007 – 2013 of the Campania Region)


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Criteria for good practice examples

• Most projects are funded by public authorities

• Reasons for success:

o Involvement of stakeholders, definition of roles and objectives, project organization and planning, budget control, high acceptance in the local population, good external and internal communication, analysis of actual needs and potentials of the territory

• Mainly no cost overruns, delays or political problems

• Mentioned difficulties:

o Tight schedule, cost pressure and timing, definition of roles, low acceptance of the projects by the local population

Criteria for bad practice projects

• Most projects are funded by public authorities

• Reasons for failure:

o Cost overrun, massive delays, lack of project management elements especially time management, project planning and coordination, definition of roles and objectives, financial control, risk management, difficulties regarding the cooperation with project partners


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Further steps of the ENA

Online Survey and Best Practice Examples

• Development of an online questionnaire

• Online survey addressed to ~1000 representatives of target group

Scope to get a representative sample and to get detailed information for the adaptation of PRINCE2 project management method for the culture and tourism sector

• Set of items based on the current main findings

• The results will contribute to the identification of best practice examples

• Identification and description leads to case studies

• Description of 1 best practice example per partner country

Preview: Online Survey – Best practice

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Thank you very much Thank you very much

for your attention!for your attention!

The European Needs Analysis 3rd Transnational Meeting 6-7 July 2010 Brussels, Belgium

Documents

Transcript of The European Needs Analysis 3rd Transnational Meeting 6-7 July 2010 Brussels, Belgium