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PMX 470 – Spring 2010Team “Cloud 9”
Mete, Maíra, Conrad, Heather, & Shashi
Relocation of Cloud 9’s company headquarters
5/22/2010
Table of Contents
•Project Background & Scope• Stakeholder Analysis• Communications Management Plan• Work Breakdown Structure (WBS)• Responsibility Assignment Matrix• Cost Baseline• Schedule Baseline• Risk Types• Risk Response Plan
Project Background
Purpose• Cloud 9 is a Business Solutions
software design company. We plan to relocate our headquarters from San Francisco to San Jose in 2011.
Business Need• The relocation project needs to
ensure a smooth transition for customers and employees to the new headquarters.
5/22/2010
Project Description
• The Cloud 9 Headquarters relocation project will focus on the physical movement of office supplies, tools, and property while ensuring that high employee satisfaction is maintained
5/22/2010
This project should: This project will NOT:
- Responsible for moving of office equipment (office appliances, office supplies)
- search and decide the new location is not in the scope.
- Maintain employee satisfaction through communication and engagement throughout the process.
- Move the existing cubicles and will NOT design/build the new office cubicles.
Project Objectives
5/22/2010
Objective Criteria for Evaluation
Maintain employee satisfaction throughout transition.
We will conduct an employee satisfaction survey at the end of the project and hold a lessons learned session with the project team after results are in.
Oversee network set up at new office location
Telephony and desktop networks are ready for use on Monday, March 28 at 9am
Documentation and communication of new office layout
Movers and employees are able to report to new office location without significant loss of productivity.
Completion of actual move without interruption of operations
Minimal downtime is expected (as employees unpack their personal desks), however a company sponsored “moving day” is not possible so as to avoid service interruptions to our customers.
Resolution of post-move issues in a timely manner
All issues reported over the course of the moving weekend and in the week after the move must be acknowledged and a path forward identified within 24 hours of reporting.
Assumptions
• The company operates 9AM-5PM PST Mon-Fri.• Employees shall upload all local information to
servers.• The current servers will be synchronized with the
new servers in the new location.• Employees will receive new desktops at the SJ
office.• The current employee desktops shall be returned to
leasing company.• Employees will be given 2 boxes to pack their
personal belongings.• Lease of SJ office shall be available by 02/01/11.
5/22/2010
Constraints
• The budget for the project is $1.4 million.
• The employee badge access to SF office shall expire on 04/01/11.
5/22/2010
Stakeholder Analysis
Stakeholder Name Needs or Expectations
Customers
Need to be notified of new office location and contact information
Expect to be able to contact their product manager without interruption of service
Cloud 9 Employees
Need to be informed of move progress and expectations
Need to be given direction as to when to pack, where to report, etc for Day 1 in office
Expect to have the same level of employee “perks” at the new location.
Cloud 9 Management
Expects the project to implement on time and within the $1.4M budget.
Expects to be kept informed of the project status through the lifecycle.
5/22/2010
Stakeholder Analysis (cont’d)
Stakeholder Name Needs or Expectations
Local Merchants(Restaurants, etc)
Expect to lose business (in SF ) but gain business (in SJ).
Need to be informed and consulted in to ensure that employees and vendors share in the relocation benefits.
City Governments (San Francisco/San Jose)
Will be losing tax revenue, however will be gaining revenue.
Expects to receive the proper paperwork in preparation for the move (licensing, etc.)
Vendors (Movers, etc.)
To have clear expectations laid out prior to anticipated start date (i.e. movers need moving plan well in advance of moving date.)
Networking contractor expect to have floor plans and timelines documented before engagement in network set up.
5/22/2010
Communication Plan
• Placeholder
Work Breakdown Structure (High Level)
Headquarters Relocation
Planning
Preparation/T
esting
Implem
entation
Post-Im
plementation
Procurem
ent
Infrastructure
Hum
an Resources
Finance
Office Layout
Installation
Logistics
Em
ployee Satisfaction
Issue Managem
ent
Com
mand C
enter
Relocation
Celebration
Project C
losure
Marketing
Work Breakdown Structure (Detail)WBS
ID
WBS Section WBS Subsection WBS Description
1.1.1 Planning Procurement Vendor management
1.1.2 Planning Procurement Contract Management
1.2.3 Planning Infrastructure Servers and File Migration
1.2.4 Planning Infrastructure Telephony
1.3.1 Planning Human Resources Employee Lists
1.4.1 Planning Office Layout Blueprints
1.4.2 Planning Office Layout Desk requirements
1.4.4 Planning Office Layout Public space planning
2.1.1 Preparation Installation Installation period
2.1.4 Preparation Installation Network testing
2.1.5 Preparation Installation Telephony
2.2.3 Preparation Logistics Data security planning
2.2.6 Preparation Logistics Box distribution
2.3.1 Preparation Employee Satisfaction Communication Plan
2.3.6 Preparation Employee Satisfaction Employee Survey
2.3.12 Preparation Employee Satisfaction Employee Perks
2.4.1 Preparation Issue Management Playbook definition
2.4.3 Preparation Issue Management Issue Management Process
2.4.7 Preparation Issue Management Command Center Planning
2.5.1 Preparation Marketing Industry Materials updates
3.1.1 Implementation Command Center Command Center Implementation
Cost Baseline Summary
PhasePhase Duration
(days)
Total – All tasks (days)
Daily Rate Phase Cost
1 - Planning 55 285 $800.00 $228,000.00
2 - Preparation 55 321 800 256,800
3 - Implementation 10 20 800 16,000
4 - Post-Implementation
25 67 800 53,600
Project Totals 145 693 $800.00 $554,400.00
Cost Baseline Example (Phase III)
WBS # Phase / Tasks List Duration Daily Rate Total Cost
3 IMPLEMENTATION (10 days)
3.1 Command Center (7 days)
3.1.1 Initiate command center procedures 1 800 800
3.1.2 Hold status review calls 5 800 4000
3.1.3 Close Command Center 1 800 800
3.2 Relocation (10 days)
3.2.1 Distribute lunch coupons to employees for packing their boxes on-time 1 800 800
3.2.2 Verify movement of boxes to new location 1 800 800
3.2.3 Complete building walkthrough 1 800 800
3.2.4 Ensure data security plan ( disk scrubbing, backups, etc) standards 8 800 6400
3.2.5 Verify new building access 1 800 800
3.2.6 Verify shipment of old desktops/telephones to leasing company 1 800 800
T O T A L for Phase 3 20 800 16000
Schedule Baseline
Responsibility Assignment Matrix
WBS Deliverables
Sp
onsor
Project
Mgr
Pu
rchase
Mgr
HR
Mgr
ITMgr
Mark
eting
Mgr
Secu
rityM
gr
Planning-Draft contracts-Copies of lease agreements-New office blueprints-Proposed office setup / layout-Employees list-Contract workers list (movers, network
installers, etc.)
AAAAAA
RCCCRR
CI
ICC
I I I
Preparation-Company business documents-Installation period definition-Moving plan with moving company-Data security plan-Issue management process document- Data files migration plan from current servers
to new servers-Command center (war room )location-Command center schedule-New Business cards
AAAAAAAAA
RCCRCRCCR
IIIII
IIIIC
RICICII
CIIII
IIIII
Responsibility Assignment Matrix
WBS Deliverables
Sp
onsor
Project
Mgr
Pu
rchase
Mgr
HR
Mgr
ITMgr
Mark
eting
Mgr
Secu
rityM
gr
Implementation-Command center procedures- Lunch coupons & Boxes-Data security plan procedure completion-Shipment log of old desktops/ telephones
AAAA
CCRC
IR
IRI
ICR
I II
Post- Implementation- Project total cost- Final status report-Moving celebration Plan-Lessons learned
AAAR
CCCC
RRR
I I I I
5/22/2010
Baseline Schedule (Detail)
5/22/2010
Baseline Schedule – cont.
5/22/2010
Baseline Schedule – cont.
5/22/2010
Baseline Schedule – cont.
5/22/2010
Baseline Schedule – cont.
5/22/2010
Critical Tasks Schedule
Risk Types
5/22/2010
• Technical• Schedule• Supplier• Environmental• Human Resources
Risk Analysis (Top Five)
Risk ID
Risk EventRisk
Score Root Cause
Risk Owner
Mitigation Strategy
Response Plan
1
Problem accessing new building
[Technical]H/H
- Incomplete employee list
- Security
system is
down
- Incorrect badges used by employees
HR
Security
Testing of badges prior to moving
Sending reminder e-mails to employees
Security shall provide temporary badges on moving date
2
Interruption of data availability
[Technical]
M/H
-Problem with server installation
-Problem with data migration
-Network infrastructure issues
IT
Ample testing prior to moving
Using existing servers
Consulting with outside experts
Risk Analysis (Top Five) continued…
Risk ID
Risk EventRisk
Score Root Cause Risk Owner
Mitigation Strategy
Response Plan
3
Permits not completed in prescribed manner/time required
[Schedule]
M/H
-Changes in
governmental
requirements
-Delay in
approval by city
officials
- Delay in
submitting
required forms.
Legal
Department
Applying for permits as early as possible
Allow for extra money to be spent to expedite processing
4
Delivery of materials for new office delayed
[Supplier]
M/M
- Manufacturer
backordered.
- Orders were
submitted late on
our behalf.
- Late or no
delivery by the
vendor
PurchasingAllow as much float as possible
- Order
from
different
vendors
- Having
budget
for rush
delivery
Risk Analysis (Top Five) continued…
Risk ID
Risk EventRisk
Score
Root CauseRisk Owner
Mitigation Strategy
Response Plan
5
Natural or manmade disaster
[Environmental]
L/H
- Earthquake - >6
- Terrorism
- Inclement
Weather
Security
Applying for permits as early as possible
Rely on
legal
agreements
with
vendors
per
emergency
handling
clauses.
Time for your questions…