Opera Hotel Suite

Opera Property Management Systems Post Implementation Review Version 5.0

June 2009

OPERA HOTEL EDITION PMS POST IMPLEMENTATION REVIEW

Copyright
2009 MICROS Systems, Inc. All rights reserved. No part of this publication may be reproduced, photocopied, stored on a retrieval system, or transmitted without the express prior written consent of the publisher. MICROS Systems, Inc. retains the right to update or change the contents of this document without prior notice. MICROS Systems, Inc. assumes no responsibility for the contents of this document. OPERA is a trademark of MICROS Systems, Inc. On Oracle and the On Oracle logo are trademarks of Oracle Corporation. Information in this document is subject to change without notice. MICROS Systems, Inc. makes no warranty of any kind with regard to this material, including but not limited to the implied warranties of marketability and fitness for a particular purpose. MICROS Systems, Inc. shall not be liable for errors contained herein or for incidental or consequential damages in connection with the furnishing, performance, or use of this material.

Marc-Oliver Ohle Opera Product Manager Micros-Fidelio Australia Suite 7, Level 1 13a Narabang Way Belrose NSW 2085 Voice: (+612) 9485 1242 / Fax: (+612) 9485 1399

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Table of Contents
1 1.1 1.2 2 3 3.1. 3.2. 3.3. 3.4. 3.5. 3.6. 3.7. 3.8. 3.9. Introduction ................................................................................................................ 4 Sample Post Implementation Review Schedule ......................................................... 6 Sample Pre-Review meeting Agenda........................................................................ 6 Pre-Review Meeting ................................................................................................... 7 Observation and Review ............................................................................................. 7 Reservations .......................................................................................................... 8 Check in a guest ..................................................................................................... 9 Check out a guest ................................................................................................. 10 Finance................................................................................................................ 11 Commission Handling ........................................................................................... 12 Night Audit............................................................................................................ 13 Housekeeping ...................................................................................................... 14 Call Centre ........................................................................................................... 15 Technical Audit ..................................................................................................... 16

3.10. Statistical Reporting............................................................................................... 17 3.11. Preparation of Recommendations........................................................................... 18 4 Sample Recommendations Report Extract.................................................................. 19

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1 Introduction
Why: The IT professional has a responsibility to ensure optimum returns are being received in regard to the investment made in technology and in particular the Opera Property Management System, Oracle RDBMS and the operating system and its tools. The configuration of the Hotel System upon installation and the policies and procedures implemented at that time require periodic review by way of a systems audit and evaluation. This is due to the changing environment in which we work; redirection of management goals and philosophies; software developments and staff turn-over. How: This paper describes the Micros standard methodology to the audit or review exercise and the process of evaluating the over-all real life flow within the Property Management System. The objective is to determine the level of understanding users have of the individual system modules, their departmental dependencies and to assess the accurate, efficient delivery of information between these departments. The usage and understanding of Opera Reporting is reviewed as an integral part of the information delivery. What: We will discuss at a departmental level the options available with the Opera Property Management System and consider their utilisation in regard to the Hotels policy and procedure, with a view to monitoring performance based on observation and reporting. The implementation of the Opera Hotel Edition suite of products is by no means static within any business environment, the configuration options, application features and settings make it a very dynamic product; with the ability to grow and change with you as needed. This system element will certainly form a substantive part of the review. When: Allocating review or system audit time is dependant on the size of the property and it is important that enough time is given to the review to allow for observation of the system being utilised in: Normal daily operation To receive comments from users To test understanding of the system through end-user questioning. As a reference point a sample schedule, based on 5 man-days for a 400 room property, is available under section 5.0 of this document. The cycle of the post implementation review consists of three components: 1 Pre-review meeting with key management stakeholders and business unit owners 2 Operational and business practice review in the context of Opera products by key department 3 Technical system review and health check considerations with the IT Systems department 4 Documentation and presentation of recommendations and findings during the audit exercise 5 Note that the review is not intended as a training and education exercise, any such needs found during the exercise will be reported

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Review Objectives To review system usage by operators in general across key departmental areas; in conjunction with their defined hotel policy and procedures (to be made available in writing during the review) Evaluate areas of efficiency and otherwise in all components of the Opera Suite. To highlight areas where additional training may be required. To ensure the lines of communication between Micros-Fidelio and the client are well defined. To highlight components of the system that may not be in use.

Preparation Ensure the proposed schedule and pre-review meeting agenda are sent to business owners and users at least two weeks prior to visit. This will ensure they have time to prepare for the review, and ensure that all participants are available for the pre review meeting. Assess open issues at the point of implementation completion prior to confirming the review. Ensure that the site has been upgraded to the latest approved version prior to arriving on site.

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1.1

Sample Post Implementation Review Schedule

Day One Pre- Review meeting with client Observation Reservations Day Two Observation Check Out a Guest Observation Check In a Guest Day Three Observation Finance Observation Commission Handling Observation Night Audit Day Four Analysis Technical Audit Observation Telephone Department Observation Statistical Reporting Day Five Preparation of recommendations Presentation of recommendations to client

1.2

Sample Pre-Review meeting Agenda

: : :

Hotel Name Date of Meeting Time of Meeting

AGENDA
1. Welcome 2. Explanation of review methodology and the recommendation outcomes. 3. Areas of Concern Procedures 4. Areas of Concern Application/ Software 5. System Issues 6. Other business 7. Setting of time for presentation of recommendations

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2 Pre-Review Meeting
Prior to auditing how the system is currently being used, it is important that all major stakeholders understand the purpose and the outcomes of the post-implementation review. A meeting will be scheduled at the beginning of the review, and should be used as a forum to table all areas concern. It also allows the observation and review method to be explained to the users and understand that they will be provided with a set of recommendations at the completion of the review. A sample pre-review meeting agenda is available in section 4.0 of this document. Attendees for this meeting should include IT Manager Reservations Manager Reservations Agent Front Office Manager Front Office Supervisor(s) Financial Controller General Manager A mix of management, system and business operatives will give the necessary human dynamics for a balanced post implementation review.

3 Observation and Review

The following section indicates the areas that will be focused on during the review. It is broken into three sections: Questions, Observations and Recommendations The Questions section provides is a guide to determine the depth in which the system is being used. The Observations are particular areas prone to misuse or inefficiencies, and users will be observed performing these tasks, and any areas of concern noted. The Recommendations are the areas, following the pointed questions and observations, in which feedback will be given to the client.

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3.1.

Reservations

The most important thing to look for when auditing the reservation process is to look at the cycle used to make the reservation. Questions What information is being entered in the Rate Query Screen? What other information, external to Opera, are the Reservationists using to perform their tasks, i.e. notice boards showing close out dates, etc. Are the users searching for existing profiles before making new ones? (parameter setting for existing reservation check) Are source profiles being used? Are reservation contact profiles being used? Is correct company and AR linkage taking place? What is the confirmation policy? What is the deposit policy? Observations Observe creation methodology and duration of individual reservation creation. Look at the complete cycle of making an FIT reservation, including manual processes. Assess handling of Hotel specific membership and loyalty tracking programs. Observe the creation of Group Business Block and connectivity with external group sales products with or without interfaces and associated business processes and inventory management/forecasting implications. Observe the entering of a group rooming list. Look at room type and rate statistics to see what is sold the most. Compare this to the sequencing on room types and rates in Rate Query. Assess appropriateness of Room Class configuration in relation to above point. Which reports are being used for checking reservations, i.e. detailed arrivals report and ownership of this task departmentally. Look at the accuracy of data. Do the users know the different between market codes and source codes? Is information entered in the correct format, i.e. sentence case? Which reports are being used for forecasting and are they well understood? Look at which reports are used by the site daily/weekly/monthly. Are they using the most efficient reports? Does reservations output reflect the sales and marketing initiatives accurately? Recommendations Give recommendations on: Improving efficiencies, accuracy and productivity in the reservation cycle Use of system components, such as sell limits, rate strategy, to control yield rather than external information (memos, paper on walls, etc.)

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3.2.

Check in a guest

Look at the speed and efficiency of the check in process. This can begin when you yourself are checked in to the hotel. Ensure, however, you observe from a distance, as nerves associated with close observation may skew the results of the exercise. Questions Does the user know the difference between market, source and origin codes? How do they deal with an upgraded guest? How are routing instructions being used? When are profile and reservation information (addresses, etc.) updated? When and how are rooms allocated for guests? Who looks after the A/R Billing cycle? Are there special group and convention needs and are they handled adequately? Observations Use of registration card (is it pre-printed or printed at time of check in?) Finding an available room simplicity and duration? Accuracy of data entered score sampled data set. Look at the deposit handling on arrival is a receipt given to the guest? How well are specials used? Do they use specials and/or room features? How well are they using guest recognition programs, such as club member or membership? It is good to collect some statistics on how long it takes to check in different guests, i.e. FIT, Corporate, Air Crew, standard group member, etc. This can be used by the client to benchmark to other hotels. Look at the credit limit report are they adhering to the credit policy defined at initial installation? Are the configured credit limits suitable? Recommendations Give recommendations on: Rate the last six feet of the guests journey Qualify the time at the desk Preparation of registration cards Efficiency of blocking rooms Guest preference/specials fulfillment Adherence to credit policy Other surrounding items which interface with Concierge and requests for external hotel information and data

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3.3.

Check out a guest

Speed and accuracy are the key to an efficient check out process. Again, you should observe from a distance to ensure the quality and authenticity of observation. Questions Are they printing an information copy prior to settling the bill? Are express check-out options in place and how effective are they? How do they deal with group routing? What do they do with direct bill folios? Are there ever direct bill accounts with no A/R? Are arrangement codes being used? Have expense folios been configured? Does the guest want to see the supplement and/or reference field on the folio? Is there an awareness of the Folio Styles available? Observations How are disputes dealt with? How are Psuedo rooms used, i.e. are check out with balance accounts being transferred to PM rooms? Look at the open balance for PM rooms and comment on usage and liability. Look at how many rebates are made using the attached script. Recommendations Give recommendations on: Rate the process in terms of time and quality Use of billing instructions Comment on understanding of AR Use of permanent folios Potential areas for improved efficiency and accuracy

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3.4.

Finance

Ensure the finance department has a good understanding of Operas reporting. Often dissatisfaction with the system will arise from belief that two reports should match, when by design they do not. Ensure that finance has a full understanding of the life cycle of a guest account. Questions When do they receive direct bill information from the front desk, i.e. part of night audit, the next day, etc.? Do they audit paperwork to the postings in Opera? What is the paperwork flow? What reports do they use to balance the Opera Ledgers? How are adjustments to invoices made? Is income audit parameter turned on? Are they using reminder letters? How do they issue their statements? Balance Forward? Batch Statements? Are they using the Back Office Interface? How do they balance Opera with their General Ledger? How do they deal with Package Profit and Loss? Do they adjust Daily/Weekly/Monthly/Never? Observations How many changes do the accounts department need to make to direct bill folios after check out. Review the FO Transfer function first hand. The method used to answer queries on invoices, payments, etc. The method used to pay off invoices, i.e. unallocated payments or application to invoices. Look at whether there are any TEMP A/R accounts setup. Look at aging and size of A/R Ledger. Recommendations Give recommendations on: Reports to use for balancing The adjustment process The use of package profit and loss The use of back office/export files

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3.5.

Commission Handling

This is often an area which the site will use for the 1st few weeks or months of operation, but due to misunderstanding, will often leave it as being too difficult. It is important that this useful and powerful module of the system is referred to the client. Questions How often are commissions processed? On what level (Rate Code, profile, default) are commissions being set? Are commissions codes set at the negotiated rate level for promotional or incentive programs? Do they understand the effect that holding for A/R in T/A commissions has on the A/R module? How many inquiries do they have from T/As regarding commissions? Observations Check for areas of non-calculation, i.e. if commission is set on profile level, ensure all profiles have a commission code and bank account. How many different bank accounts do they use? Do they have the ability for GST and Non-GST commission for O/S travel agents? Are the T/A codes accurate, i.e. are they on non-commissionable revenue? Look at tasummary.rep to get a high level overview of TA commission activity, this will assist in the assessment. Recommendations Give recommendations on: On what level (rate code, profile or default level) commissions should be set The hold process of commissions The clearing of unpaid commissions

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3.6.

Night Audit

Night audit can often hold in-efficiencies and entrenched habits from past years and systems. It is important that time is set aside to look at the hotels night audit process flow to determine whether time and efficiency savings can be made. As a point of final statistical calculation and update for the day, suitable checks and balances should be in place to ensure accuracy of the daily data prior to night audit being performed. Questions What pre-audit checklist is in use and who is the owner? What auditing is being completed? Where is the information going following night audit? When is night audit run? Who performs night audit? Do they balance with 3rd party systems, i.e. POS, Video, Telephone? Observations What auditing is done prior to the roll of business day? What reports are printed as part of night audit? Can the correct users access the spooled reports? Extract timings of night audit from NIGHT_AUDIT_JURNAL table to view problem areas. Is the night audit sequence accurate and containing the required updates only Are export definitions understand, running correctly and utilized? List the export definitions used. Recommendations Give recommendations on: Additional Reports to use. Whether to print reports or store in file. Ensure the backup of night audit reports (export directory)

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3.7.

Housekeeping

The efficient use of the Housekeeping module depends on the attitude to use technology for tasks which were traditionally performed manually. The Housekeeping Department also depends to a certain degree on the correct input of data by the Front Desk and the Reservation Department. Questions Is the initial configuration still valid? e.g. Rooms, Room Sections, Room Points, etc. Is the user fully aware of the difference between General Assignment and Housekeeping Assignment? Does the user understand what implication OOO & OOS has for the rest of the hotel? Are the task sheets created manually or through auto assign? (And why). Is the Maintenance screen used and to what extent? Do they work with interface (PBX) HK room status change? If so which interface? Is it correctly interfaced and integrated with Opera? What reports are used regularly? How prevalent are skips and sleeps? Observations Observe the creation of the task sheet and which features are used. Look if the HK and Maintenance Department work effectively together through the Maintenance screen. Observe the procedure of updating the HK status. When by whom discrepant rooms. Check if discrepant rooms are correctly identified and dealt with. Observe if the House assignment function is used. If yes, is it used with the Front Desk and Reservation Department in mind? How is the House Status screen used with the Housekeeping Department? Recommendations Give recommendations on: Use of Auto Task and the relevant features. Emphasize the importance of a good working relationship between Housekeeping and Maintenance through the Maintenance screen. Timeliness of Housekeeping status updates within the system. Effective and prompt OOO & OOS management. Discrepant Room checks. Regular revision of HK Sections, Attendants and Attendant point system. Effective use of House Assignment.

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3.8.

Call Centre

As the first point of contact for many guests, and the time and volume pressures faced in this environment, it is important that any inefficiency is reduced. Questions How do they search for guests in the system? Where do they enter messages from? Do they print all messages? Do they have any issues with message lights, incorrect display of guest names, etc. Do they use virtual numbers? How are wake-up calls handled? Observations How are users entering messages? How are they dealing with silent guests? What reporting are they using? Recommendations Give recommendations on: Use of traces/locators/message text/wake up calls Ability to service hotel in system down without notification Preparation of downtime/emergency reports

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3.9.

Technical Audit

The technical component of the audit is to ensure both the system and the IT managers knowledge of the system are sound. Questions How often are they taking hot and cold backups of the database? Have they tested their restore process? Where are they storing the backup media? Are they checking the healthiness of the database? Are they backing up other important files other than the database, such as night audit reports? How often is the database shutdown? Monthly/Quarterly/Half-Yearly/Never? Do they ever clean our c:\temp on the clients? Observations How are they adding new workstations to the network? i.e. using a ghosted image, a SOE document, manually, etc. Gather statistics on Hard Disk size and run the DB health check. Recommendations Give recommendations on: Hot and Cold Backup frequency Database health checking o Attach details of standard health check script results o Future DB growth potential versus size

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3.10. Statistical Reporting

Often management will not use the system directly, but will rely upon reports for their information requirements. It is important they are aware of all key statistical reports in Opera, and how to access them. Questions What statistical reports are currently used by management? Are they taking information from Opera and processing into another format, i.e. Microsoft Excel, Access, etc.? Do they have a copy of the V2 reports manual? Do they find all information to be accurate? Do they use the Opera Simple Report Writer? Observations Look at what other statistical reporting needs exist in the property. Are there any Opera reports which can satisfy these needs? Recommendations Give recommendations on: Additional Report requirements Verify and report any quality of data concerns.

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3.11. Preparation of Recommendations

Following the observation, gathering of comments and questioning of users, recommendations need to be prepared and provided to the client. This is the tangible result of the review, and needs to be concise and thorough. These recommendations should be presented and discussed PRIOR to leaving the site. They should be presented in a meeting with all key stakeholders, preferably all those present at the pre-review meeting. The recommendations should also be linked back to the concerns raised during the pre-review session. For each area explained above, the report should include the findings of the observation and recommendations. A sample of this is shown in section 6.0.

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4 Sample Recommendations Report Extract

Area of Observation: Check In Process Observation Method: 4 hours were spent on Monday afternoon monitoring the check in process. This included observation from the lobby itself, and from behind the desk. During this time, users were given an opportunity to give comments on their likes and dislikes of the system. Mon 09-Sep 2002 17:00 21:00 Process: Check-in Focus group findings from session at shift change with a.m. and p.m. shift 1. System is slow general 2. Printing gets lost sometimes 3. Hard to find a clean room 4. xxxxxxxxxxxxxxxxxxxxxxxx FIT:Group ratio = 3:1 Check-in time 1. Average = 2 minutes 2. Best = 30 seconds 3. Worst = 10 minutes

Findings: The check-in process seems to be quite slow in comparison to similar hotels. Guests seemed to often have to wait whilst users found the reservation, and then print the registration card. As only one printer exists for two terminals, often one user will need to wait if both terminals are printing at the same time. There were also a number of instances where guests queried their charge back details on check-in, yet there was no record of these on the reservation. This then meant the GSO had to chase down the information, often whilst the guest was still at the desk. This led to some queues during peak periods. Recommendations: The front desk printer is used for both operational (reg. Card, messages, etc.) and report printing. Users often have to wait for a large report to print before they can print their own jobs. This leads to a longer check in time. I would also recommend pre-printing registration cards as part of night audit, as the front desk printer is quite slow. This also leaves an uncomfortable gap between the guest arriving and being given their registration card. Jane and Edward would benefit from additional training in the more advanced options of reservations. They seem to have only a rudimentary understanding of routing and billing instructions. This has lead to a number of guests having no record of charge back details on their reservations. The use of cashiering comments on the reservation to highlight any charge back details should also be laid down as a procedure.

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