TZL 1301

BUSINESS NEWS MELCO’S MORPHEUS WINS 2019 BUILDING OF THE YEAR AWARD Melco Resorts & Entertainment Limited is excited to announce Morpheus as winner of 2019 Building of the Year Awards, Hospitality Architecture Category. The $1 billion project is the world’s first free- form exoskeleton high-rise designed by the late Dame Zaha Hadid. Morpheus is one of the awards’ 15 cross-category winners shortlisted from more than 4,000 global architectural projects, as voted by readers of ArchDaily , the world’s most visited architecture website. Celebrating its 10th edition, this year’s awards received more than 80,000 votes from the platform’s readership comprising global professionals; recognizing architectural excellence for its beauty, intelligence, creativity and contribution to society. Named after the god of dreams in Greek Mythology, Morpheus is the latest addition to the Phase III development of City of Dreams Macau, and exemplifies Melco’s position as a pioneer and innovator in premium travel, leisure and entertainment. This achievement follows being named one of TIME Magazine ’s “World’s Greatest Places 2018” last year, just two months after its opening. Lawrence Ho, chairman and CEO of Melco Resorts & Entertainment, said, “Melco and Zaha Hadid Architects shared the same vision and determination from the very beginning to push boundaries. Morpheus offers a journey of the imagination, offering sophisticated travelers the most remarkable experiences that go beyond gaming and raise the bar in global

luxury hospitality. We are excited to receive this global accolade and wish to thank the award organizers and its voters, and of course ZHA for making this achievement possible. Melco will continue to aspire to the creation of iconic world-firsts for both Macau and beyond.” Viviana Muscettola, associate director of Zaha Hadid Architects, said: “Macau’s buildings have previously referenced architecture styles from around the world. Morpheus has evolved from its unique environment and site conditions as a new architecture expressly of this city. The comprehensive parametric model combined all of the hotel’s aesthetic, structural and fabrication requirements and will radically change how our built environment is planned and constructed.” Morpheus represents another stunning world first contribution Melco has created in Macau, characterized by an unprecedented level of attention to detail and designed with the premium guest experience in mind. Morpheus represents several architectural and technological breakthroughs. The monolithic block is intriguing in its unconventional architectural construction. A series of voids offers complexity and volume; the building’s two towers are connected at the podium levels and at the roof, with two additional bridges for guests to experience the external voids within the building. Located in City of Dreams, an integrated entertainment resort that has established itself as a premier leisure and entertainment

destination in Macau, Morpheus houses more than 770 guest rooms, suites and villas, an executive lounge, a sky pool situated 130 meters above ground, the world’s most fashion-forward brands and retail options, an in-house Spa Butler concept, in addition to VIP gaming and VIP villas on the top floors. Morpheus offers guests world-class experiences exceeding five-star hotel standards. Dining options include Alain Ducasse at Morpheus, awarded two Michelin- stars less than six months into its opening, and Voyages, the legendary French chef’s restaurant inspired by his travels. Yí offers regional Chinese cuisine served omakase- style, while the king of modern patisserie, Pierre Hermé, has created a sleek lounge serving the finest delicacies never seen before in Asia. The hotel also serves as a living gallery featuring original contemporary art by globally renowned artists KAWS, Jean-Michel Othoniel and Thilo Heinzmann. Dame Zaha Mohammad Hadid was the first woman to receive the Pritzker Architecture Prize, in 2004. She received the U.K.’s most prestigious architectural award, the Stirling Prize, in 2010 and 2011. In 2012, she was made a Dame by Elizabeth II for services to architecture, and in 2015 she became the first and only woman to be awarded the Royal Gold Medal from the Royal Institute of British Architects.

importance of plans being specific, realistic, and quantifiable. If it doesn’t improve client satisfaction, it’s probably not a good initiative for a PMIP. While the process has been used by PMs for years, it has not changed. Today, roughly half of our PMs engage in the PMIP process annually. Many kick off the PMIP process in the fall so they can have their plan developed for the coming year. Engaging in such a process has encouraged our PMs not only to identify but also combat potential weaknesses. Participants say they are more organized and focused, ultimately experiencing improved client satisfaction. AARON RICHARDSON, PMP is the director of project management with Gateway Engineers headquartered in Pittsburgh, Pennsylvania. Contact him at arichardson@gatewayengineers.com. “Engaging in such a process has encouraged our PMs not only to identify but also combat potential weaknesses. This has led those participating claiming to be more organized and focused, ultimately experiencing improved client satisfaction.”

AARON RICHARDSON, from page 11

4)The what. Now that there is a list of opportunities for im- provement, this is the step where we create initiatives. Refer- ence the work completed during the “Research” and “Core Dump” steps to develop themes and prioritize. What should the focus be? For example, after going through the first three steps, a PM could see themes develop around possible short- comings within the planning and delegation of tasks. The objective here is to get the list of initiatives down to just one or two, spending the appropriate amount of time developing initiatives that will yield the most significant impact. 5)The why. Once the PM decides on the initiative(s), this step attempts to capture a few sentences explaining exactly why those initiatives were selected. This may help bring clarity to the plan ensuring the PM is focusing on the right thing. It’s a back or sanity check to reaffirm the appropriateness. 6)The how. This is the plan of action. Everything up to this point can be correct, but if there is not a solid “how” devel- oped, then the plan has little chance of success. Within this step of the PMIP, the PM attempts to create a plan that is as specific, realistic, and quantifiable as possible. In other words, whatever the individual plan details, it should be achievable. 7)Impact. The final step of the process, here we suggest calcu- lating the positive impact each initiative can have to overall client satisfaction. This is one of the reasons we stress the

THE ZWEIG LETTER June 17, 2019, ISSUE 1301

Made with FlippingBook Annual report