A capital approval pack should explain how a project depends on other work, decisions, suppliers and operating conditions. Without that view, an apparently small approval can create delays or costs elsewhere. The pack should help the owner see what must happen first, what can run in parallel, what could block completion and which choices require further authority. This topic connects the decisions of hotel owners; hotel operations; the Feathers Hospitality approach.
The approval decision is only as reliable as the assumptions, owners and dependencies recorded.
At a glance
- Show scope, dependencies and critical decisions on one page.
- Explain schedule, cost and operational effects of each dependency.
- Name owners and fallback options for unresolved items.
State the decision and boundary
Begin with the approval being requested, amount or range, deadline and what the decision includes. Define scope, exclusions and assumptions. A request to approve design development is different from authority to place orders or begin works; label the stage clearly.
Identify the accountable sponsor, project lead and approver. Include the latest estimate date and version. If any scope is provisional, show it separately from confirmed cost.
Map technical and commercial dependencies
List prerequisites such as surveys, permits, design, utilities, equipment lead times, supplier access, system integration and shutdown windows. Show which items must finish before another can start. Use a simple dependency diagram or table with responsible party and current status.
Distinguish a firm commitment from an assumption. If the project depends on an external decision or supplier, record the contact, expected date and consequence of delay. Do not bury an unresolved dependency in a general risk paragraph.
Connect dependencies to cost and schedule
For each major dependency, describe what happens if it arrives late, changes or fails. Include possible rework, additional mobilisation, temporary operation, room closures and contingency. A schedule with no allowances can make the requested completion date appear more certain than it is.
Show base and plausible delay scenarios. Explain which costs are confirmed, estimated or excluded. If a technical survey could materially change scope, make the approval conditional or seek a staged decision rather than representing the current estimate as final.
Explain operational and guest impacts
Identify areas, systems or services affected during construction, testing and commissioning. Show how the hotel will handle access, noise, inventory, staff training, cleaning and guest communication. Include decision dates for sales restrictions so the project plan and booking systems remain aligned.
Ask the operator and technical team to confirm assumptions about hours and service continuity. If a workaround is proposed, state its limits and who activates it. Owners need to see operational consequences as well as contractor activity.
Assign owners and fallback options
Name who supplies each prerequisite, approves changes and decides when a risk crosses a threshold. Provide a fallback where practical, such as alternative access, supplier, sequence or temporary system. A contingency without an owner is not an actionable plan.
Define what requires returning to the owner for approval. Record dependencies that cannot be mitigated and the acceptable delay or cost range. Keep escalation contacts current throughout procurement and execution.
Use the pack after approval
Track dependencies at project reviews and update status when evidence changes. Reconcile actual cost and dates against the approved scenario. If scope or risk changes materially, use the agreed change-control route rather than silently absorbing the difference.
Retain the approved pack and revisions with project records. GOV.UK sourcing guidance discusses business cases and risk allocation in public procurement; treat it as a general planning reference, not a rule for a private Portuguese hotel project.
Frequently asked questions
Do small projects need a dependency map?
Use a proportionate format; even a short list helps when one approval, shutdown or supplier can block delivery.
Should an owner approve an estimate with unresolved dependencies?
Show the uncertainty and stage the decision or conditions so approval does not imply certainty that the evidence cannot support.