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P r o j e c t # 2 : O f f i c e Mo v e
Prepared For: Company ABC Prepared By: Jen Collins, Helen Tse, Julia Welch, Tori Wenzel, Emma White Date: March 24, 2014 Course #: MGMT-‐221 (Professor M. Finlay)
Project Contents: Project Charter: Pages 2 -‐ 3 Project Schedule: Page 4 Project Budget: Page 5 Risk Plan: Page 6 Stakeholder Analysis: Page 7 – 9 Communication Plan: Page 10 – 11 Project Management Software Assessment Page 12
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Project Charter: Project Team: This team is comprised of the following individuals: ● Project Manager: Tori Wenzel ● Team Members: Jennifer Collins, Helen Tse, Julia Welch, Emma White
Key Stakeholders: The key stakeholders of this project include the following five groups: consulting firm, upper management, employees, vendors/subcontractors, and customers. The upper management and employees are part of the ABC Company; the employees represent the staff and managers in the Finance, Human Resources and Information Systems departments. In order to wire and install the technologies for the new office, the ABC Company assigns this task to its IT Department. Thus, the IT Department is also part of the stakeholder employee group. Deliverables: Our goal is to effectively consolidate three of ABC Company’s departments by moving the finance department, information systems department, and the human resources department to one location. In order to effectively move all three departments we have to create an accurate schedule of the actions taken before the move, as well as the physical move itself. We also have to apply the appropriate costs of moving these three departments such as acquiring a moving company, painting company, carpeting company and other costs involved. Lastly, we must define the risks and effectively communicate them to the appropriate people. Project Scope: For this project we have to effectively plan and consolidate three departments for ABC Company by moving them into one building. In order to successfully move these three departments we must plan and ensure that the new office space is painted, carpeted and furnished to be able to move each department. Constraints: There are a few constraints involved in this project. These include scheduling and timing issues, reliability of contractors, the costs associated with moving, and having sufficient moving supplies and accommodations. Project Milestones: The office move consists of five major milestones.
• Milestone One: Moving, Painting and Carpeting Contractors are hired. Achieving this milestone allows us to officially begin the process of employee notification.
• Milestone Two: Basic IT wiring is completed in the new office. Achieving this milestone allows the IT Moving Team to hook up individual employee technology
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when they move into the new space. • Milestone Three: The painting and carpeting of the new space is completed.
Achieving this milestone allows the relocation to begin. • Milestone Four: Moving boxes are received. Employees are then able to pack up
their individual office items. • Milestone Five: Move is complete.
Budget Estimate: The moving company we chose estimated their cost per employee. ABC Company has 87 employees and the moving company will charge $200 per employee. We also allotted each employee 2 boxes, with an additional 100 boxes for miscellaneous office equipment that needs to be packed and moved. The painters and carpenters were hired from the same company that charges $10/hour per employee (we will hire 10 employees to do the work), and the paint is $2/sq.ft. and the carpet is $.44/sq.ft. We will rent a POD Storage Unit to place the cubicles in so we can paint, carpet and have our IT team set up internal wires, at a total cost of $249. The furniture we will order include: 20 chairs for the 10 private offices, 10 desks for each, 100 cubicle chairs, 3 conference tables, 20 conference chairs, and 3 projectors for each of the conference rooms. This brings our total expenses to $60,398.90. In conclusion, our budget that we should give ABC Company is $65,000 so we have a little room in case we need to buy more furniture or make any changes to the variables including number of boxes, carpenters, or painters.
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Project Schedule:
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Project Budget
Movers $17,400.00
Boxes $369.90
Painters
Labor $4,000.00
Paint/Supplies $4,000.00
TOTAL PAINT $8,000.00
Carpenters
Labor $4,000.00
Carpet/supplies $880.00
TOTAL CARPENTRY $4,880.00
Storage Unit (POD) $249.00
Furniture
Private Office Chairs $3,000.00
Cubicle Chairs $10,000.00
Conference Room chairs $2,000.00
Private Office Desks $10,000.00
Conference Tables $3,000.00
Projectors for Conference Rooms $1,500.00
TOTAL FURNITURE $29,500.00
Total Expenses $60,398.90
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Risk Plan:
Risk Plan Office is not completely ready for full access on May 1st
Make a definite plan for starting May 1st and making sure that there is full access
Moving company takes longer to move equipment than expected
Having a face-‐to-‐face meeting with moving company and go over schedule for each moving aspect
Painting and carpeting contractors take longer than anticipated
Having a face-‐to-‐face meeting ahead of time making each contractor aware of the schedule of when they need to be finished by
Office and conference rooms furnishings are delivered late which pushes the schedule back
Check into delivery schedules for each item and make sure they are ordered far enough in advance
Employees not having their belongings ready for the movers
Make sure employees are told in advance. Have a plan for when each employee is moving. Notifying each employee and reminding each employee of their move date.
Not having enough boxes for each employees
Finding out about how many boxes each employee needs to move
Employees not being able to effectively work on current projects
Splitting the department by employees that typically work together and moving them at the same time
Customer base is potentially affected Making sure there are precautions taken in order to make sure that the customer base is affected least as possible
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Stakeholder Analysis:
Stakeholder #1: Consulting Firm 1. What is their
contribution to the project?
The consulting firm is the project team hired by the upper management of the ABC Company. Thus, the consulting firm makes certain that tasks are assigned and completed on time, cost and schedule are monitored, and issues are identified and resolved. The firm is in charge of approving vendor and subcontractor contracts—hiring the painting company and carpeting company for the new office refurbishment, hiring a moving company to relocate office articles, and purchasing new furniture for the new conference rooms and offices.
2. To whom do they report?
The consulting firm reports to the upper management of the ABC Company. Once the schedule for the relocation is established, the consulting firm informs the upper management when employees can begin preparations for the new move.
3. What authority do they have over the project?
The consulting firm has authority on creating the new office move schedule, purchasing vendor goods, and hiring subcontractors.
4. What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals?
The goal is to plan and execute the office move for the ABC company successfully without problematic issues. In this way, the consulting firm builds brand recognition by completing a project in an effective and efficiently matter.
5. Do they present a specific threat or opportunity?
The consulting firm may present a threat if the time, cost, and schedule change drastically so that the project may be delayed.
6. What perception do you want them to have about the project?
The consulting firm needs to have a good perception on the project because this project helps build brand recognition for the firm.
Stakeholder #2: Upper Management
1. What is their contribution to the project?
The upper management of the ABC Company initiates the project. This group hires the consulting firm as the project team to plan and execute the project successfully.
2. To whom do they report?
As they are at the top level of the ABC Company, the upper management does not report to any rank above them.
3. What authority do they have over the project?
The upper management has the authority to make any changes over the project. Thus, the upper management can make changes to the consulting firm’s planning if they don’t like certain procedures or ideas. The upper management also has the authority to cancel the project if they decide not to consolidate the Finance, Human Resources and Information Systems departments into one location.
4. What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals?
The goal is to bring together three departments of the ABC Company under one location. In this way, the upper management creates an efficient and effective communicative system within the Finance, Human Resources and Information Systems departments.
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5. Do they present a specific threat or opportunity?
The upper management can represent a threat to the company if they decide to cancel the project.
6. What perception do you want them to have about the project?
The upper management needs to have a good perception on the project because consolidating its departments into one location helps create minimized costs and better communication.
Stakeholder #3: Employees
1. What is their contribution to the project?
The employees include a total of 14 managers and 73 staff within the Finance, Human Resources and Information Systems departments. Employees need to make preparations—pack up and unpack their personal things from the old office to new office—for the relocation. ABC Company’s IT Department is in charge of wiring and installing the various technologies to the new office.
2. To whom do they report?
The staff report to their managers while the managers report to the upper management. However, after the moving dates are set, the managers also communicate with the consulting firm. The IT Department reports to the upper management, but also communicates with the consulting firm to stay within schedule.
3. What authority do they have over the project?
During the moving process, each department moves half of its employees first to the new location. Thus, managers have the authority to assign which staff members relocate first.
4. What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals?
The goal is to make the office relocation process uncomplicated. At the same time, employees have a better communication system; they have the opportunity to interact with each other.
5. Do they present a specific threat or opportunity?
The employees may present a threat if they do not like the relocation change. Thus, the employees may initiate a revolt within the ABC Company and the project may be delayed or canceled.
6. What perception do you want them to have about the project?
Employees should have an excellent perception on the project because putting three departments under one roof improve communication between employees, managers, upper management, and customers all together.
Stakeholder #4: Vendors/Subcontractors
1. What is their contribution to the project?
Vendors sell chairs and other furniture goods that the consulting firm needs for the project. The subcontractors include the painting, carpeting—who handles the painting and carpet refurbishment—and the moving company—who handles moving furniture and employees’ personal belongings to the new office location.
2. To whom do they report?
The vendors/subcontractors report to the consulting firm.
3. What authority do they have over the project?
The vendors/subcontractors have the ability to negotiate contracts with the consulting firm.
4. What is their goal for the project (what is their stake in the project) and how does it relate to
The goal is to deliver goods/services successfully without problematic issues. In this way, the vendors/subcontractors build brand recognition.
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their organization’s goal or other personal goals?
5. Do they present a specific threat or opportunity?
This stakeholder group may present a threat if there is a delay in the vendors/subcontractors’ service or cannot negotiate the goods/service’ costs.
6. What perception do you want them to have about the project?
This stakeholder group needs to have a good perception on the project because this project helps build brand recognition for the group.
Stakeholder #5: Customers
1. What is their contribution to the project?
Customers are not contributing to the project process. However, customers’ feedback may be important to result of the project; customers will either have positive, negative, or neutral feedback regarding the new relocation.
2. To whom do they report?
If there are any complaints, customer may contact the employees. Otherwise, customers don’t report to anyone.
3. What authority do they have over the project?
They have no authority over the move. The customers are only affected if the project disrupts customer service.
4. What is their goal for the project (what is their stake in the project) and how does it relate to their organization’s goal or other personal goals?
The project improves better customer service for customers. Thus, customers’ goal for this project is to have better customer service communication once ABC Company’s Finance, Human Resources and Information Systems departments are consolidated into one place.
5. Do they present a specific threat or opportunity?
Customers may present a threat if the project is disrupting customer service.
6. What perception do you want them to have about the project?
Customers should have a good perception about the project because ABC Company can provide better customer service. By merging the Finance, Human Resources and Information Systems departments into one location, ABC Company produces an effective and efficient communicative system for both employees and customers.
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Communication Plan:
What Who/ Target Audience
Purpose When Type/Method
Project Initiation/Launch
All Stakeholders
Overall understanding of project
Before you get started
Face to Face - separate groups - one large meeting - webinars
Project Team Meetings
Project Team -Concerns/issues - Trust -Accountability -Responsibilities
Weekly Face to Face - electronic, if needed - "huddle" meeting, if needed
Sponsor Meetings Project Manager & Sponsor
- Updates/status - 2-way communication -Outline risk -Request(s) for sponsor (use strategically
Monthly Face to Face (dependent on location and preference of sponsor communication style)
Key Stakeholders (IT team, Carpet Company, Painting Crew, Moving Company)
Project Manager & Key Stakeholders
- 2-way dialogue - Get authorization/make decisions - Fully kept abreast of status
- Monthly - Ties to major milestones
- Electronic memo - Hard copy memo - Collaboration software/website - Short videos - Face to face
Risk Communication Sponsor - Communicate possible areas of risk - Communicate likelihood of risk - Communicate plan to reduce risk - Communicate contingency plan(s) - Ask if there is anything sponsor sees as risk
- Before the project launches - ASAP
IT Team Project Manager
- Discuss the installation of the computers throughout office - Discuss that one group will go to new location first to install technology then second group
- While the carpeting, painting is being completed
- Face to Face - Email
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will follow Carpet Company Project Team - Discuss designs, square
footage, and price of carpet - Discuss amount of time installation will take
- Initial discussion of getting started - Could continue after the painting of the office
-Phone - Email - Face to Face if location is close or needed
Painting Crew Project Team - Discuss the color, price, and square footage needed to paint - Discuss amount of the painting will take
- Initial discussion of getting started - Before the move of any equipment
- Phone - Email - Face to Face meeting if location is close or needed
Moving Company Project Team - Discuss amount of trucks needed, price, and date(s) needed
- Right after you get started -Communicate as much needed before moving date
- Phone - Email - Face to Face if location is close or needed
Managers of Departments
Project Manager
- Discuss the placing of the different managers from each department into the larger offices or larger cubicles
Before the move and building of cubicles
- Face to Face - Email - Phone
Employees Project Manager
- Communicate the move to employees
- After discussing plan for the departments - Before getting the move started
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A brief description about the project management software: The project management software system we chose for this project is Wrike. The main positive about using this software is its accessibility. Wrike is an online system, therefore, we are able to access it anywhere we have an internet connection. Additionally, we found that the customer service for Wrike is exceptional. The website has a comprehensive Help page as well as 24/7 online chat. We received responses to inquiries within minutes. The major negative that surfaces when using Wrike is that it does not offer enough customization. While there is a plethora of available functions, we were unable to do something as simple as color code certain items. An additional function that was missing was the ability to drag-‐and-‐drop items in and around the schedule. Although Wrike has great customer service and accessibility, we would not use the software in the future due to the restrictiveness of the system.
