| Abstract | This thesis analyzes the complicacy of overseeing development projects for master plans within the burgeoning wellness and resort real estate industry, utilizing the Chitta Wellness project in Hoa Binh Vietnam as a case study. This 85-hectare development project in Luong Son, Hoa Binh Province, exemplifies a pioneering initiative to amalgamate wellness, sustainability (ESG), and regenerative tourism within a substantial, nature-oriented resort. This study examines the dependence of innovative projects' success on vision, strategic planning, design coordination, and finance mobilization. The thesis employs a qualitative case study methodology, integrating theoretical frameworks to evaluate the correlation between design management and project governance. A literature analysis on project lifecycle, change management, and design quality systems culminated in the suggestion of a Design Quality Management System (DQMS). This system incorporates tools such as a stakeholder requirements matrix, a design review procedure, and lean collaborative methodologies. This case research indicated that the original developer, Unik Green, was deficient in a unified operational plan and financial preparedness. Notwithstanding its lofty objectives and advantageous market positioning, the project had conceptual overload and disjointed strategic documentation.The appointment of MDL (Singapore) and AJT Wellity Asia (Thailand) represented a pivotal moment, since design and operations were harmonized via a concurrent implementation plan. Notwithstanding internal resource limitations, the team obtained planning approval in June 2025 and redefined the project as Vietnam's inaugural ESG-aligned wellness resort. A comprehensive SWOT analysis revealed strengths (innovative design, adaptability, consultant integration) and weaknesses (restricted internal capacity, absence of change control). Strategic recommendations encompassed the establishment of an internal Design Management Unit (DMU), enhancement of document control systems, alignment of design results with financial modeling, and investigation of WELL/Earth Check certification alternatives. A capital plan was established, integrating financial modeling assumptions for IRR objectives, staged investments, and investor exit options. This study posits that in innovative, high-risk initiatives, design should function as both a catalyst for innovation and a facilitator of financial sustainability. By instituting explicit quality standards and orchestrating interdisciplinary collaboration, project leaders may mitigate initial ambiguities and guarantee enduring sustainability. The Chitta instance offers significant insights for forthcoming hospitality and wellness initiatives throughout Southeast Asia, especially in harmonizing spatial planning with ESG criteria and investment anticipations within feasible limitations. |