The future of fit-out: The impact of increased Mobility and ruggedized handhelds
If you’re moving office and about to call the relocation company, stop right there. Because the physical move is just the tip of the iceberg says Tara de Montfort as she examines how to reduce the headache of relocation and change management.
The physical move is just the tip of the iceberg in any relocation project and must be supported by robust planning, including a pro-active communications plan. When properly executed, relocation (or move) management is so much more that the physical transfer of assets. A move well-done bridges the gap between the physical move and the operational needs of the business, resulting in the seamless transfer of a business between locations, at minimum cost and with no adverse effects on trading operations, staff morale or corporate reputation. Relocation and change management are often an intrinsic part of the same organisational objective. Change in ways of working, accommodation strategy, facilities management procedures or technical infrastructure often result in the need for staff moves and likewise, a relocation project, by its very nature, involves change for all involved. There are four golden rules for the successful implementation of any change and/or relocation project:
- Careful planning and preparation
- Communication
- Managing quality
- Lessons learned
Step one — the team
Move horror story 1
No Cables
In one case a client’s IT team had confirmed that new network cables would be presented with the new furniture, so that the removal IT squad could unpack the PCs and plug them straight in. This turned out to be the wrong information. There were no cables upon arrival, so the team had to go back and sweep the old buildings, bring over the old network cables, and spend a considerable amount of time getting these plugged in and cablemanaged (the time-consuming part) to get the PCs working. It was a case of ‘all hands on deck’ from MovePlan’s and the removal contractor’s perspective.
Move Horror Story 2
Civil Unrest
The move schedule coincided with the G8 summit 2005 (Gleneagles) during which many city centre protests were planned (and carried out, violently!) in Edinburgh City Centre. We highlighted that the existing move schedule actually had moves planned out of the city centre on that weekend, which would have been extremely difficult and potentially dangerous, as the client was a major target. We dealt with this as a major risk and made late changes to the move schedule to minimise risk and keep all move activity away from the city. Extra security measures were implemented right down to contingency to keep us all on site overnight if we needed to stay there for protection! Other measures included ‘non-liveried’ trucks, security forces infiltrating the rioting crowds, etc. Lots of tanned security gentlemen with designer sunglasses, fast cars and hidden microphones…. Thankfully all passed without incident but this might not have been the case if the client had proceeded with their original plans to relocate staff from the city centre that weekend.
Move Horror Story 3
Space Eating Furniture
Standard Bisley cabinets were being clad with wood-effect cladding for the top Executive area, which added a further 40mm to the length of each cabinet on the floor. The architect had not accounted for this, it resulted in fewer cabinets fitting onto these important floors, and filing space was considerably reduced (we were able to re-allocate filing elsewhere and work with the architect to put additional cabinets in other areas). The space audit information brought to light that storage of promotional material (international rugby sponsorship materials) needed a home, but not necessarily on the floor. Early planning meant that an area of the car park could be specially fitted with compact storage units to house this material, and this was effectively paid for by savings made elsewhere. The result was that fewer cabinets were required on other less filing-intensive floors — 40% fewer in some cases.
Tip
Measure the inside and the outside of suggested storage. Certain models will be less space efficient due to bulky hinges or opening mechanisms. For larger companies this can be a significant square foot saving.
The first step in the planning process is to set up a Relocation Team, usually made up of a Project Sponsor (a senior accountable person), internal and external key players (Facilities/Property, IT, HR, Interior Design & Space Planning plus the many others that will become involved in some way) and the move consultant. The final vital cog to the Team is the end user; a key stakeholder in the end result of the project. Suitable representatives from each relocating department will form a ‘champion’ team. Move Champions for each department should be appointed, but additional champions to cover areas such as IT and Filing may also be required. The role of Change Champion may be undertaken by the Department Head, as additional task for the Move Champion or as a separate role where required by the level of change and related activities.
Step two — the process
Quality move management will include detailed processes that are tried and tested, but sufficiently flexible to meet the requirements of a particular project. There are six key activity stages in a relocation project, with direction and control, as well as communications being vital throughout:
- Initiating the Project
- Planning and Preparation
- Records Management
- Removal Contractor and Third Parties
- Physical Move
- Project Close Out
In Stage 1 Initiating the Project activities will include confirmation of team roles and responsibilities, detailed fact-finding (including any proposed changes and migration issues), risk and contingency (via a Project Risk Log) and a Quality Plan (the quality techniques and standards to be applied in order to meet the project deliverables). The relocation principles and strategies can now be agreed and developed into a Relocation Plan, a key section of which will be a Communication & Change Programme.
During the Project Planning and Preparation stage detailed data gathering is undertaken. As well as relevant staff information, data is gathered on the IT/Telecoms equipment, furniture and specialist equipment to be relocated, together with any special relocation requirements such as decommissioning, tracking, recalibration, testing, etc. The data gathered is maintained on a Relocation Database under strict change control procedures. Regular briefing and liaison with the department Champions will be a key factor in this stage. Records Management should include a file audit and storage allocation as a minimum, but (particularly when new ways of working are planned) a review of current working practices, policies and procedures is also likely, followed by update and re-launch as part of the communications programme. A file reduction programme should also be considered, as records storage can be expensive in financial and spatial terms.
The physical move is the visible part of the project, but before this can be undertaken, suitable removal contractor(s) will need to be appointed. Cost certainty and quality of service is best achieved through a controlled tender process, which should include a scope of works, site surveys and evaluation of the responses received to including experience, methodology and project understanding, as well as pricing.
Good preparation and planning can be ruined at the Physical Move stage and so onsite supervision throughout, supported by detailed activity schedules, shift checkpoint meetings, escalation and communication procedures, as well as access and security arrangements, is vital.
Focussed Direction and Control is fundamental throughout the project to ensure success. All activities should be managed via a Project Control Plan and backed up by Relocation Team Meetings, a Move Schedule, regular reporting, budgetary control and management of the Risk, Quality, Version Control and Lessons Learned Logs. Measurement of the project’s success can be monitored via the various stakeholder meetings, the Project Control Plan, budget controls, post-move reviews and maintenance of the Lessons Learned Log. Customer surveys can be undertaken post move to review the initial feedback, but should also be considered three to six months later to review the success or otherwise of any changes implemented.
Do the talking
What is at Stake?
- Staff Morale
- Ability to trade
- IT functionality
- Corporate Reputation
- Staff and asset security
As mentioned earlier, Communication is one of four golden rules for the successful implementation of a change or relocation project. The organisation must be committed to clear communication to stakeholders throughout the project, remembering the old adage: Communications must be timely, relevant and accurate. As part of initiating the project, a Communication & Change Programme will have been developed and it is recommended that this programme is a ‘joint’ communication and change programme as both projects are intricately entwined. Activities in the programme would include liaison with the department ‘Champions’, change workshops, ‘Countdown’ information (FAQs, Intranet, Posters, Bulletins), move packs, pre-departure briefings, welcome information, post-move support and customer surveys.
The final stage of any project is the Project Close Out and this should incorporate a final debrief meeting with all vendors, sign off of all costs and invoices, a project report and a review of the Lessons Learned Log, incorporating any amendments in methodology, strategy or approach into future projects.
The proverbial “tip of the iceberg” accounts for only about 10 percent of the iceberg’s total mass – hopefully this article has helped highlight that a successful physical move is dependent upon that other 90 percent – robust planning and a well implemented communications plan!
This article was contributed by Tara de Montfort, Regional Project Director, MovePlan.
