OFFICE RELOCATION MANAGEMENT PLAN

OFFICE RELOCATION MANAGEMENT PLAN 10

OFFICERELOCATION MANAGEMENT PLAN

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Question1

Aproject charter provides a detailed account of a project.Specifically, it provides the guidelines for an assignment and theconcerned parties constantly refers it during the execution of theproject. First, the charter defines the reasons for the assignment(Covey 2014, p.28). Second, it identifies the stakeholders and theauthority of the involved individuals. Third, it outlines the scopeof the project, the objectives and the participants to be involved inthe execution. Fourth, the charter specifies the actual activities tobe undertaken and assigns the duties to all the involved individuals.Finally, the charter provides the risks involved in the project aswell as the procedures for risk management (Covey 2014, p.29).

Question 2

PROJECT DURATION DAYS

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Scopechange control is a subsection within scope management. It entailsdefining the concrete achievements of a project by examining what theproject is expected to deliver as well as the set timelines. It isimportant to obtain variances in performance to manage the scopechange control process (Covey 2014, p.95). The variations areobtained by assessing the actual performance and consistently createcomparisons with the scope statement. During scope control, themanager evaluates whether the actual performance achieves thespecification of the project. Besides, it is also imperative toanalyze the variances to determine the impact of the scope and thequality of the project. Scope management also entails the productionof reports that detail situations where a project is meeting as wellfailing to meet the specifications. Finally, the manager takesimmediate action on the deviations to get the project execution backto the track (Covey 2014, p.98).

Question3

Thecritical path for the project is A-C-F-G-H-I. The project takes 26days from start to completion. The principal advantage of using Ganttchart is the ability to provide an easy way to view the projectactivities. Gantt charts provide a clear view of the relationshipbetween the project activities and time. Second, Gantt charts enhancethe communication processes between the various stakeholders involvedin a project. The members use the charts to understand the taskprogress. Third, the charts provide motivation to the team members(Covey 2014, p.34). The members can view the upcoming activities andconsequently, they are motivated to achieve the current processesthat further contribute to the overall execution of the project.Fourth is the ability to create team coordination. Project managersuse Gant charts to create a logical sequence of events. Consequently,the managers can avoid overburdening the team members. The use ofchart breakdowns enhances the ability to manage the projects bydistributing the tasks evenly among the members (Covey 2014, p.41).Gant charts enhance manager’s creativity. The managers can identifypossible resource shortages and consequently, they can develop newways of executing the activities of the project. Finally, the chartsenhance time management in the execution of a project. The managerscan forecast possible consequences from the delay of certainactivities (Covey 2014, p.42).

Question4

Aproject close out report serves as a conclusion of a project it isused to tie the loose ends in a project that can cause confusionamong the involved stakeholders. The key importance is to notify thevarious sources of resources that they shall not be required anymore.Besides, it informs the stakeholders that the business operationsshall resume to normal. The project serves as a notification to thework force that they can return to their departments. Besides, itserves as a warning to the suppliers that their contract has beenterminated (Covey 2014, p.77).

Question5

Thereare four approaches to managing projects risks. They entail riskavoidance, acceptance, reduction, and transfer. Risk avoidanceinvolves eliminating possible causes of uncertainty. Risk reductionrequires reducing the element of risk by evaluating theappropriateness of various resources as well as the stakeholders tobe involved in a project. Risk transfer is an approach used to reducethe impact of risks by entrusting the conduct of specific activitiesto definite stakeholders. Risk acceptance entails acknowledging andtaking the necessary actions on expected risks. The risks could betoo high to manage in another convenient way or due to the lack ofsufficient time (Covey 2014, p.62).

Question6

Anindependent party to determine the adherence and conformance tostandards conducts quality audits. The audits may be conducted todetermine the project teams knowledge on the standards behind theproject. Besides, a quality audit is conducted to establish whetherthe outputs conform to the standards of the project as well asevaluating the procedures (Covey 2014, p.118).

Words-790

Task2

A report outlining the activities required to relocate to newpremises for Thompson Ltd.

Projectduration – 6 months

Budget-100,000 pounds.

ProjectManager- lindjal pundale

Writtento the CEO- kamal lampur

ProjectObjective

Theprincipal objective is to ensure a safe and economical relocation ofThomson Limited head office to a more spacious office. The currentoffice space is 3,300 square meters. The size of the proposed officespace is 5,500 square meters. The current staff population is 57,composed of 9 administration staff and 48 operational employees. Theproposed employee population for the new office shall be 71 andconsisting of 15 administration staff, 48 operational employees, and8 business consultants (John stone, &amp Meed, 1992 p.86).

Theproject manager shall assemble a team to ensure a successfulrelocation. The proper allocation of tasks ensures a smoothtransaction of the process despite the overlying natures of varioustasks (Johnstone &amp Meed 1992, p.92).

Allocationof tasks

Teammember’s contribution and collaboration enhance the execution ofthe project. The team members assist in the identification of tasksand the allocation of responsibilities to handle administrativeresponsibilities (Brown &amp Hyer, 2010 p.58).

Teammember consultation and coordination are essential at every stage ofthe project (Brown&amp Hyer 2010, p.57).

ProjectManager:

Iwill be the project manager to ensure the successful completion ofthe project. I will be in charge of the day to day tasks to ensurethere is an adequate plan for relocation. I will delegate and assignduties and responsibilities to the office coordinators since theproject requires cooperation and coordination. The execution willrequire four office staff to assist in the management of the project.The team will be responsible for the respective tasks as assigned.Before the beginning of the project, the staff will be provided witha handout containing a detailed timeline, the relocation plan as wellas a definition of their specific roles. The same handout will beprovided to all the team members (Brown &amp Hyer 2010, p.57).

Asa project manager, I will be in charge of managing the daily tasksand in the execution of an efficient relocation plan. I willintegrate and delegate the responsibilities of the officecoordinators. The project at hand demands team collaboration. I willassign the office staff to the specific categories of duties requiredto accomplish the project. Besides, the administrative staff will beresponsible for their respective tasks. The staff will be providedwith a handout containing a detailed relocation plan as well as atimeline. The relocation plan shall provide the definitions of thespecific roles and responsibilities of the team members. The projectmanager shall devise a 6-month period for the relocation project(Carroll 2009, p. 47).

Besides,there is need to evaluate the relocation project charter and finally,provide a cost evaluation report. I find the need to determine themiles stones as well as propose the key dates for various activities.I shall also use the information at hand to estimate the timerequired to complete the specific tasks of the project (Carroll 2009,p.53).

AdministrativeStaff:

Theresponsibilities for the office relocation project shall be delegatedto the office administration. Consequently, the office staff shall berequired to deliver within their areas of competence as well asmaintain the integrity of the process. The various coordinators shallbe responsible for:

  • Ensuring a complete understanding of their responsibilities during the process and execute the tasks

  • Ensuring there is a smooth move by representing the real ideas and feasibility

  • Providing assistance to the project manager

  • Coordinating the various activities with other employees and reporting to the project manager and

  • Staying updated about the developments in the process (Carroll 2009, p.65).

Projectsjustification

Theaim of the new office is to accommodate a new consultancy divisionthat shall consist of 6 administration staff and 8 businessconsultants. The purpose of the new department is to win consultancyservices contracts to new and the existing businesses. It isimperative to reduce the impact of the relocation processes on thebusiness operations of Thompsons Limited. Specifically, the projectshall be managed in a way that maintains the speed of business, theregulations, and overall operations (Chalmers 1997, p. 35).

Roledefinition for the project manager

Theproject manager shall be in charge of supervising the activities ofthe company. He shall be responsible for all the activities thatinclude but are not limited to: strategic and succession planning andthe overall organizational design. Besides, the manager shall berequired to function as the overall facilitator of the relocationproject by guiding other members of the team (Chalmers 1997, p. 35).

Theproject manager shall ensure:

  1. Collaboration with all the staff during the relocation project

  2. Identification and notification of the various impacts caused by changes in the project

  3. Constant flow of information by conducting frequent meetings with the project sponsors and the stakeholders, suppliers and other external service providers to ensure the acceptance and approval of all the deliverables for the project

  4. Provision of constant advice to the management of Thompson limited on the set deadlines as well as the key milestones for the expected delivery of all the deliverables for the project

  5. Ensure constant communication of the progress reports on the various developments in the process

  6. Create alternative plans for the different processes and

  7. Explore new opportunities available for business growth in the new premises (Chalmers 1997, p. 45).

Thepersonal attributes of the project manager:

  • Quick, analytical and decisive, reliable communication as well as influential skills

  • Ability to comprehend and collaborate with the various stakeholders requirements including those of the senior management

  • Excellent knowledge of technical environments, the management structures, and organizational policy frameworks

  • Displays excellent analytical skills and competency in risk management and a fast thinker

  • Possess leadership qualities and the ability to manage teams.

Projectlifecycle

  1. Concept and initiation phase

Theconcept and initiation phase shall last for two weeks. The projectmanager shall review the project charter and hold three meetings withthe senior management of Thompson Ltd (Dignen 2012, p.76).

Thefirst meeting shall entail clarifying any unclear issues in thecharter. It shall aim at evaluating the budgets and create awarenessof issues not covered in the terms of reference for the project. Theend results shall be the creation of a mutual understanding with themanagement. The project manager shall propose a communication processto be used throughout the project and present it to the managementfor approval. Besides, it is imperative to develop the reportingstructure and get to understand the frequency and the reportingexpected by the management of Thompson limited (Carroll 2009, p.68).

Aweekly reporting rate is the most preferred for relocation projects.It allows for immediate changes to make corrections and improvementsbefore there is too much activity. A Gant chart shall be presentedto the management of Thompson Limited for approval. It shall depictthe various activities to be conducted during the six months ofimplementation. Besides, it gives clarity of the tasks and theassociated timelines for easy follow-up and supervision (Covey 2014,p.67).

Thesecond meeting shall entail a discussion of risk management,procurement management, quality and assurance related to the variousactivities identified in the Gantt chart. A detailed plan shall becreated detailing how to handle the various unexpected risk elements.It shall describe the alternative strategies to cater for risk andreduce its impact on the process. The risk elements include but arenot limited to:

1.Unpredictable costs

2.Failure to set up office equipment

3.The trouble of installing data and communication cables

4.The unexpected damage or loss of inventory and

5.The unpredictable delays and postponement of the process (Covey2014, p.67).

Therisk management process shall require the project manager to requestfor a list of honest and capable suppliers for services and materialsneeded to ensure a successful relocation to the new premises. Boththe management and the project manager shall evaluate the riskassociated with each of the suppliers and select the most appropriatesuppliers for engagement in the process. It is imperative to conductquality issues and the standards required to be maintained throughoutthe process of implementation (Chalmers 1997, p. 35).

Duringthe third meeting, the project manager shall present the workbreakdown structure for the project and present it to the managementfor approval before the beginning of the project. He shall alsorequest the management to provide him with four administrativepersonnel to assist in the implementation of the project (Covey 2014,p.67).

  1. Design and development phase

Thedesign of the project shall entail methodical planning. It isimperative to implement a strategy for the management of documents,the disposal of unwanted assets, the packaging of items beforerelocation and unpack aging at the new premises. Besides, the planshould entail a strategic communication process between the teammembers including the technical and administrative support. Theselected team and the project manager shall devise a task andresponsibilities schedule to guide the execution of responsibilitieswithin the project’s timeline. The schedule shall outline therequired human resource, their expertise and the deliveries for eachphase. The tasks shall be allocated to each team member based ontheir experience and knowledge as a risk management strategy. Theproject manager shall ensure the conduct of activities to minimizecosts and risk to the project. It is important to take the necessarytime to make relocation decisions. The entire project shall last fora maximum of six months (Johnstone &amp Meed 1992, p.86).

Inthe next one week, the phase shall entail creating a team and acommunication process with the four administrative personnel whoshall assist in the documentation of the project processes as well asthe overall supervision of the implementation process (Carroll 2009,p. 44)

Itis imperative to ensure teamwork by establishing the reportingpattern for the assistant personnel and assign the duties to beperformed (Chalmers 1997, p. 35).

  1. Budget development

Duringthe first week, the project manager shall request the suppliersproposed by the management to make their quotes for the variousservices and materials required for the project. The necessaryproject materials and services entail but will not be limited to:

  1. Physical movement. The company shall utilize the services of a move consultant to execute successful office movement. The move consultant shall assist in coordinating the utility providers, the movers and the parkers including any other vendors that might be required for the project. The move consultant shall provide the cost of moving the items from the current location to the new premises including the costs of storage and any archiving that shall be required. Besides, they shall specify the cost of conducting a clear out of unwanted items before the movement to the new premises (Johnstone &amp Meed 1992, p.86).

  2. Internal design- The suppliers shall provide a floor space planning based on the environment and considering convenience, access, and use. Besides, they shall be in charge of implementing the proposed seating plan and the equipment settings. The suppliers shall provide the cost of conducting the required internal design for the new premises as well as the expense of the additional furniture for the new administrative and consultancy personnel (Brown &amp Hyer 2010, p.54).

  3. Cabling and Telecommunication. The project manager shall ensure the installation of a perfect telecommunication system. Thompson’s limited heavily relies on voice and data connectivity. Consequently, the project manager shall pay close attention to the stage bearing in mind the weight it places on the successful completion of the entire process. The IT department shall create a plan for implementing a superb communication set up solution. The suppliers shall be required to bid for providing the new IT and phone requirements to the new office (Covey 2014, p.67).

Inone weeks’ time, the project manager and the management shallanalyze the quotes as well as conduct a quality assessment of thebids to establish the capacities of the suppliers. Afterward, themost qualified suppliers regarding cost and quality shall be selectedand awarded the contract (Carroll 2009, p. 101).

  1. Implementation phase,

Theproject manager shall dispatch the assistant personnel to their areasof responsibility. They shall assist in the management of costs aswell as in conducting the overall supervision during the project.They shall provide daily progress reports to the project manager forcompilation process (Dignen 2012, p.76).

  1. Movement of items from the current offices.

Theproject manager shall establish the lease requirement for both theold and the new premises (Chalmers 1997, p. 35).

Itis imperative to relocate the items in the present office before theexpiration of the lease period to avoid additional costs. If thelease to the current premises expires soon before enough preparationsare made in the new offices, there shall be the need for a warehouseto store the items before the new office is ready. As a projectmanager, I shall visit the new offices to verify that the office isvacated and ready for refurbishment. The partitioning of the newoffices shall begin immediately the room is available (Dignen 2012,p.76).

Thefirst activity shall entail taking an inventory of all the availableitems in the current office. Inventory taking is a significantactivity since it reduces the chances of theft as well as the loss ofcritical assets (Brown &amp Hyer 2010, p.54).

Conclusionand recommendations

Thereport serves as a confirmation of the various factor analysesrequired for the successful execution of a relocation project. Theproposals made in the report represent an appropriate guideline ofcritical operations to execute the project. It has outlined theobjectives of Thompsons Limited and the need to capture newopportunities necessary for the expansion of business operations. Thekey opportunities entail the need to venture into offeringconsultancy services. Consequently, Thompson Limited will be requiredto add the number of its staff to include business consultants for astart (Chalmers 1997, p. 35).

Thereport has outlined the critical factors that require attentionduring the operations. However, it has left the room for furtheradditional material necessary for devising the project plan.Specifically, the report was prepared bearing in mind that thereshall be more unexpected activities and unforeseen elements thatrequire consideration while devising the relocation plan. Therefore,the outlined report creates room for development. The implementationteam is obliged to reorganize the report based on the mostappropriate actual materialization of events by adding theexperiences realized within the implementation process. The resultantplan shall provide the overall guide for future relocation projects.The current relocation plan serves as a guide and as an ongoingattempt to investigate risks and the critical internal and externalfactors that may affect a business relocation project (Carroll 2009,p. 111)

Thecurrent report addresses all the major concerns and challenges forthe office relocation of Thomson limited. It provides an analysis ofthe particular interests as well as the organizational needs duringthe project. The key aim of the relocation project is to ensureminimum disruption of business operations. As the project manager, Ihave proposed the conceptual framework for the resettlement project.Besides I have set out the risk management activities necessary forthe operations, the internal controls shall ensure a smooth process.The report will be used to collect data and verify the proposed model(Brown &amp Hyer 2010, p.54).

Thereport recommends for adherence to a well-planned and controlledrelocation plan while conducting further research on possibleadditional that may arise during the project implementation stage. Itis recommended that the project manager should be provided with thetheoretical framework of the proposed layout of the new offices. Thetheoretical framework as well as the lay out would assist in planningfor the required partitioning procedures. Thomson limited should hirea professional mover consultant to assist in the movement ofequipment from the current office to the proposed premises. The keybenefit of using a professional is the assurance for minimum loss anddamage to property. As the project manager, I recommend for the mostcompetitive quotes from the company’s local moving companies. Theuse of a familiar business service provider serves as a strategy tominimize the risks associated with the project. As the manager, Iwould also recommend for a revised budget that take into account theeffect of the unforeseen events during the project (John stone &ampMeed 1992, p.86).

4.0References

Brown,K. A., &amp Hyer, N. L. (2010).Managing projects: A team-based approach. New York:McGraw-Hill Irwin.

Carroll,J. (2009). Projectmanagement.Southam, Warwickshire, England: Easy Steps.

Chalmers,J. (1997). Managingprojects: How to plan, implement and achieve specific objectives.Plymouth: How To Books.

Covey,S. (2014). Managing projects. The University of Sunderland Pub.

Dignen,B. (2012). Managingprojects.Peaslake: Delta Pub.

Johnstone,M., &amp Meed, J. (1992). Managingprojects.Warrington: Open College.