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.

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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

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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

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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.

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Constraints

• The budget for the project is $1.4 million.

• The employee badge access to SF office shall expire on 04/01/11.

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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.

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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.

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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

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Baseline Schedule (Detail)

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Baseline Schedule – cont.

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Baseline Schedule – cont.

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Baseline Schedule – cont.

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Baseline Schedule – cont.

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Critical Tasks Schedule

Risk Types

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• 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…