12 Decision Gates / Concept to Stabilisation

Sequence the evidence.
Protect the decision.

A practical hospitality development path with required inputs, tangible outputs, an owner gate and a visible risk at every stage.

View all 12 stages Assess readiness

The sequence is a governance framework. Actual approvals, advisers, procurement and timing depend on the project, site and current Nepal requirements.

Discover01

Owner mandate

Define why the project should exist, who decides and what cannot be assumed.

Required inputs
  • Owner objectives
  • Decision authority
  • Known constraints
Tangible outputs
  • Written mandate
  • Responsibility map
  • Assumption register
Owner gateNamed sponsor approves the discovery scope.
Risk if skippedUnclear objectives create conflicting design instructions.
Discover02

Land control & legal screen

Establish whether the site can responsibly enter investigation.

Required inputs
  • Title/control records
  • Cadastral references
  • Legal questions
Tangible outputs
  • Independent legal note
  • Boundary issues list
  • Proceed/pause recommendation
Owner gateNo irreversible spend before material control risks are understood.
Risk if skippedDesign advances on land that cannot support the intended use.
Evidence03

Site due diligence

Convert the parcel into surveyed technical and access evidence.

Required inputs
  • Topographic brief
  • Hazard scope
  • Utilities questions
Tangible outputs
  • Survey package
  • Constraints plan
  • Utilities/access brief
Owner gateSite capacity can be described without hiding constraints.
Risk if skippedKey count is fixed before slope, water or access is known.
Evidence04

Market & guest study

Test who may stay, why, when and through which channels.

Required inputs
  • Destination context
  • Competitor set
  • Stakeholder interviews
Tangible outputs
  • Segment hypothesis
  • Seasonality view
  • Rate/occupancy cases
Owner gateDemand evidence supports a differentiated use case.
Risk if skippedAspirational guest labels replace current primary research.
Feasibility05

Programme test fit

Reconcile site capacity, guest needs and operations.

Required inputs
  • Survey constraints
  • Demand evidence
  • Operating adjacencies
Tangible outputs
  • Key/room mix
  • Area schedule
  • Concept options
Owner gateAt least one option fits site, programme and service circulation.
Risk if skippedGuest areas are designed while back-of-house is postponed.
Feasibility06

Commercial feasibility

Test total cost, operating logic and downside cases.

Required inputs
  • Area schedule
  • Current cost basis
  • Operating assumptions
Tangible outputs
  • Cost range
  • Operating model
  • Sensitivity cases
Owner gateOwner understands evidence gaps and decision thresholds.
Risk if skippedA single return number is presented as certainty.
Define07

Concept design

Translate the approved brief into coordinated architecture and experience.

Required inputs
  • Approved test fit
  • Performance brief
  • Budget gate
Tangible outputs
  • Concept package
  • Updated estimate
  • Approval strategy
Owner gateConcept, cost and operation remain aligned.
Risk if skippedVisual design advances without cost and technical coordination.
Define08

Design development

Coordinate structure, services, interiors, landscape and operations.

Required inputs
  • Concept freeze
  • Engineering criteria
  • Operator requirements
Tangible outputs
  • Coordinated design
  • Room prototypes
  • Updated risk/cost plan
Owner gateInterfaces and performance requirements are documented.
Risk if skippedLate systems or operator changes trigger redesign.
Commit09

Approvals & procurement

Secure required permissions and contract only defined work.

Required inputs
  • Submission packages
  • Procurement strategy
  • Tender documents
Tangible outputs
  • Approval register
  • Evaluated bids
  • Contract packages
Owner gateAuthority and commercial conditions are recorded before award.
Risk if skippedLow bids hide scope gaps, exclusions or weak capability.
Deliver10

Construction & controls

Build with measurable quality, cost, schedule and safety governance.

Required inputs
  • Contract baseline
  • Submittal schedule
  • Inspection plans
Tangible outputs
  • Progress evidence
  • Approved changes
  • Quality/safety records
Owner gateWork is accepted against documented requirements.
Risk if skippedUnrecorded site decisions become cost and quality disputes.
Open11

Pre-opening & commissioning

Prepare people, systems, sales and the building together.

Required inputs
  • Opening critical path
  • Commissioning plans
  • Staffing/market plans
Tangible outputs
  • Trained team
  • Tested systems
  • Soft-opening readiness
Owner gateLife safety, systems and operating teams pass defined acceptance tests.
Risk if skippedMarketing date drives opening before the asset is ready.
Stabilise12

Handover & performance review

Close defects, protect warranties and learn from real operation.

Required inputs
  • As-builts/manuals
  • Warranty register
  • Early operating evidence
Tangible outputs
  • Defect close-out
  • Asset information
  • 90/180-day review
Owner gateOwner accepts complete records and assigns ongoing accountability.
Risk if skippedIncomplete handover weakens maintenance and warranty recovery.
Use the Roadmap

Turn every stage
into accountable evidence.

Sequence & Governance

Development roadmap FAQs

What is the project development roadmap?

It is a 12-stage decision framework covering the path from owner mandate and land screen through handover and performance review. It is not professional certification or approval.

Does it prove that a Nepal resort project is feasible?

No. Feasibility requires site-specific legal, survey, technical, environmental, market, cost, finance and operating evidence reviewed by qualified advisers.

Does it calculate investment return or valuation?

No. It does not produce return, valuation, lending, rate or occupancy conclusions and makes no commercial guarantee.

Can it replace legal or technical advice?

No. It helps organise questions and evidence; the responsible Nepal professionals must define, verify and sign their work.

Where is progress information stored?

Interactive selections stay in this browser's local storage unless the user deliberately submits an enquiry.

Is any personal information included in shared results?

No personal contact data is placed in a share link. A copied summary contains only the user's project-status selections.

Can an early idea use this tool?

Yes. Choosing not started or not available is useful because it identifies what the next discovery scope should address.

Can an existing hotel use it?

Yes. The evidence categories also support repositioning, renovation or operating review, but existing asset condition and live performance must be added.

Who should own each action?

The project sponsor should assign a named accountable party, qualified adviser where required, due date and evidence reference.

How often should the result be updated?

Update it whenever land status, programme, approvals, cost, procurement, operator or opening assumptions materially change.

What should happen before major spending?

The owner should define the decision gate, required evidence, independent reviews, downside conditions and authority to proceed.

What happens after an enquiry is submitted?

The structured context is saved for human review through the existing Development enquiry flow. It creates no contract, approval, quotation or payment.