Abc Assignment Help

Relocation of The Office Premises to Banbury

Unit 6.2     Project Management

You are employed as an Office Manager in a company based in the centre of London. The company provides consultancy services to businesses around the world, particularly in the area of management development.  All of the consultants work remotely from home and the office function, with a team of 10 people, is purely administrative.

The Managing Director has announced that the offices will be relocated to the area around Banbury, Oxfordshire in order to reduce costs. She has asked you to lead a small team from the office and involve consultants to plan and execute this move. She wishes to retain the same size administrative team. In her announcement, she also confirmed the current business objectives and the specific objectives associated with the move.  These include:

  • Continuing to grow business income by 10% annually
  • Enhancing profitability partially by reducing the physical costs associated with accommodation
  • Retaining the business earning capacity
  • Improving the quality of support the office provides to the consultants and clients 
  • Improving the IT systems for the business
  • Minimising the human resource costs associated with the move particularly associated with redundancy, recruitment and training


Activity 1

The Managing Director wishes to understand the full implications of the office move. She has asked you to prepare an initial report which considers the various projects needed to deliver the move to new premises.


  • Appraise the business objectives listed above and identify the projects which will be needed to successfully carry out the relocation. 
  • Considering your list of projects, develop the necessary project sub divisions and produce high level estimates of the resources needed to complete one of these projects including time and costs.

Activity 2

The MD has read your report and agreed with the work completed to date. She now wishes to get an insight into the way in which you believe the projects should be planned and delivered. She has also made it clear that all members of the team need to have the same shared understanding. She has asked you to use your selected project and produce a handbook on The Project Management Approach, for use by all members of the team.

The first section of this Handbook must:


  • describe and evaluate a suitable methodology for your chosen project
  • assess the feasibility of this project
  • include a structure for the management and administration of the project
  • define the roles and responsibilities of staff who will manage this project, producing a job description and person specification for a Project Manager. This person specification must include the interpersonal skills required for effective project management

Activity 3

In the second section of the Handbook you must prepare and describe a detailed project plan

Activity 4

In this section you must:

  • describe and assess alternative project team structures
  • design processes for quality management of the project
  • design procedures for how project change proposals will be managed

Activity 5

This section of the Handbook covers monitoring and control of projects.

  • Produce two tables which identify
    • the issues and risks that may impede a project
    • the issues and risks likely to be encountered in the final stages of a project
  • Design and describe systems which can be used for
    • monitoring and appraising the status of a project
    • detecting and managing issues arising in the course of projects

Activity 6

The final section of the Handbook is an assessment of the tasks needed to be completed in the final stages of a project.

Guidelines for assessors


The assignments submitted by learners must achieve the learning outcomes and meet the standards specified by each of the assessment criteria stated in the unit.  The suggested evidence listed below is how learners can demonstrate that they have met the required standard.  


Task NumberAssessment CriteriaSuggested Evidence
Activity 11.1, 1.2 The report must include an appropriate list of projects required by the objectives provided.  For the chosen project the learner should produce a high level breakdown of the project and from this realistic timescales and budgets.  
Activity 21.3,1.4, 2.1, 2.2, 3.2The Handbook must include an evaluation of the chosen methodology and a comprehensive assessment of the feasibility of the project. The job description and person specification for the project manager must be clearly presented and demonstrate that the learner understands the roles and responsibilities and the interpersonal skills needed by a successful project manager.
Activity 32.3A detailed structured plan must be constructed which demonstrates understanding of the importance of project planning.
Activity 43.1, 3.3, 3.4, In this section the learner must produce a balanced assessment of different team structures. The two designs must be realistic, practical and well described and show an understanding of these aspects of project management
Activity 54.1, 4.2, 4.3, 5.1The two tables should identify a comprehensive range of issues and risks likely to impede projects generally or be encountered towards the end of projects.  The descriptions and designs need to show that the learner understands how to monitor and control projects; the issues which arise in projects and how these should be managed. 
Activity 65.2The assessment of the project tasks which need to be completed must cover the project process, results and future actions such as handover


Answer

Introduction

The present report considers the Office premise relocation project in a low-cost area in the lowest possible costs. The selected project aims to complete relocation of the office premises to Banbury, Oxfordshire within 6 months. 
Activity 1

1.1 Appraise the business objectives listed above and identify the projects which will be needed to carry out the relocation successfully.

Based on the business objectives listed in the case study the following lists of projects has been proposed which would help in delivering the business objectives outlined. 

  • Office premise relocation project in a low-cost area in lowest cost possible
  • Interior design project for the new office premises
  • Reduction of operational costs associated with accommodation
  • Implementing a management information system to increase efficiency and decrease operational costs
  • IT infrastructure restructuring project for better support 
  • Human resource training and management project for improving the human resources capacities and retention for reducing costs associated with recruitment and selection

1.2 Considering your list of projects, develop the necessary project subdivisions and produce high-level estimates of the resources needed to complete one of these projects including time and costs.

From the list of the above projects, the present report considers the Office premise relocation project in a low-cost area in the lowest possible costs. The selected project aims to complete relocation of the office premises to Banbury, Oxfordshire within 6 months’ time. Considering this project, the project subdivisions will be provided in the form of a WBS while the alongside presenting a resource, time and cost management plan. 

Work Breakdown Structure with necessary project subdivisionsWBS with project subdivisions


Figure: WBS with project subdivisions

Source: (Inspired by Project Management Institute, 2009)

Time management plan

Project subdivisions name
Description
Start date 
End date
Duration 
Predecessors 
Project Management

4th March 2019 
3rd May 2019 
60 days 
None 
Requirements Definition
4th May 2019 
20th May 2019 
15 days 
A
New Office Site Selection
21st May 2019 
5th June 2019 
15 days
B
Renting premises
6th June 2019 
21st June 2019 
15 days 
C
New Office Design
22nd June 2019
6th August 2019
45 days 
D
Quality Review
7th August 2019 
6th September 2019
30 days 
E
Leaving Existing Location
7th September 2019 
7th October 2019 
30 days 
F
Relocating to a new office
7th September 2019 
7th October 2019 
6th September 2019 
F

Table 1: Time management plan

Source: (Project Management Institute, 2009)

Cost and resource plan management plan

Cost headings 
Resources 
Cost in £
Total Direct Cost
88,000
Project planning
  • Administrative 
  • Staff, computer, 
  • Internet

5,000
Customer Base Analysis
  • Administrative 
  • Staff, computer, 
  • Internet

5,000
Staffing Plan
  • Administrative 
  • Staff, computer,  internet

3,000
Contract / Lease New Facility
  • Facilities Access Agreement New Office Location
  • The lawyer for drafting an agreement
  • Legal expenses 
  • Renting the premise

20000
Interior design  
  • Lighting
  • Flooring
  • Walls / Partitions
  • Furnishings
  • Fittings
  • Painting 

30,000
Communication requirements and Network Build Out
  • Cabling
  • Internet Connectivity
  • Phone System
  • New Equipment Implementation

10,000
Security planning
  • Key Card Access
  • Physical Security

15,000
Total Indirect Costs
15000
Staffing 
10,000
Overhead expenses 
3000
Contingent Expenses
2000
Total cumulative Cost
103,000

Table 2: Cost and Resource Plan

Source: (Inspired byProject Management Institute, 2009)


Activity 2

1.3 Describe and evaluate a suitable methodology for your chosen project

A project management methodology can be described as a system of practices, techniques, procedures and rules that are used and followed by the people associated with the project. Project management methodology requires establishing principles, themes, frameworks, processes and standards in order to help in providing a structure to the way the projects must be delivered. While a wide range of project management methodologies such as SCRUM, waterfall, agile, PRINCE 2 and PMBOK is available, it is necessary to choose one particular methodology. For the current project, the waterfall methodology has been suggested which involves a cascade of steps to be followed in a simplified manner under a long lifecycle for achieving the final project outcome. For this project, the waterfall would be the best methodology because all the requirements are defined at the beginning and each step is undertaken after completing a previous step which fits the project time management plan best. This methodology is simple and requires little need for adaptations unless absolutely necessary because all the project requirements are defined during project management planning phase. This leaves the execution and closure phase to be completed in a cascade. The methodology is simple is also easy to follow (Kerzner, 2009). 

1.4 Assess the feasibility of this project

The feasibility of the project can be assessed based on considering the risks and issues associated with the project and detailing a management plan for dealing with the threats. The following risk planning helps in identifying the risks and problems along with a management plan.

Risk number 
Risk type 
Risk probability 
Risk severity 
Risk management
Shortage of budget and budget overrun 
Medium 
High 
Risk reduction
Lack of availability of suppliers for equipment
High 
High 
Risk reduction 
Lack of suitable premises
Low 
Medium 
Risk transfer 
Health and safety risk
Low 
Medium 
Risk planning and risk transfer
Delay in the project management
Medium 
High 
Risk planning 
Unavailability of Human Resources
Low 
Low 
Risk acceptance 

Table 2: Risk Assessment and plan

Source: (Hillson, 2009)

Most of the risks identified can be mitigated through proper planning and have the possibility of reduction or transfer. Hence, the prospect of successful project closure is high which makes the outline project feasible in nature.

2.1 Include a structure for the management and administration of the project

Managing a project requires establishing a hierarchy of command which is represented as management and administration structure. Based on the requirements of the project the following management structure has been demonstrated.

Management and administrative structure for project management

Figure 2: Management and administrative structure for project management  

Source: (Azimi et al. 2011)

The Structure detailed above is a hierarchy structure. The project being a waterfall project involves a series of tasks to be completed as a cascade. Thus, in relation to the project methodology, a hierarchy management structure would establish a chain of command for reporting the project progress and taking all the project decisions. Such an arrangement contributes to the administration of the project by detailing which element of the plan communicates to which element. For instance, the resource manager responsible for managing the resource requirements and their usage reports to the accounts manager because the accounts manager is responsible for managing the project budget and would indicate the utility of budget and resources to the project assistant who would then report the progress to the project manager. This way the project manager would not be responsible for managing all aspects. Similarly, the project team responsible for individual tasks would report to the administrative officer responsible for project administration. The project administrative officer also reports projecting assistant (Burke, 2013). 

2.2 Define the Roles and Responsibilities of Staff and Project Manager

During the relocating process of the office, each individual staff member, as well as the project manager, has a set of fixed duties that they must carry out with full responsibility. The staff members should work while cooperating with each other and also assist the project manager to carry out the project plan successfully.

Roles and Responsibilities of Staff: the staff members would have individual roles. However, some common functions and responsibilities are there for all staff members. The staff members must contribute to the overall project objectives. Each team member must complete and deliver the task assigned to them. They must provide knowledge in their respective field of expertise. Moreover, staff members should cooperate with users for establishing and meeting business requirements and must help in the documentation process and assist the project manager (Colin and Vanhoucke, 2014).

Roles and Responsibilities of Project Manager: Unlike the staff members, the roles and responsibilities of the project manager are more vital and diverse. It is the responsibility of the project manager to develop the project plan. The project manager must manage and deliver the outcomes as per the plan. Moreover, recruitment is also a responsibility for the project managers. Thus, project staff members are recruited by the project manager based on their skill sets. The entire team is led and managed by the project manager. Establishing a project schedule and determining whether each phase is going according to plan or not. The project manager must assign tasks to each individual team member based on their respective field of expertise. The executive managers and other higher officials should be provided with regular updates and progress report by the project manager (Colin and Vanhoucke, 2014).

3.2 Demonstrate the interpersonal skills required for effective project management

The job description of the project manager

Organisation's name: ABC Company based in Center of London

Types of the industry: Consultancy service provider

Job Designation: Project manager

Location: Banbury, Oxfordshire

Reporting authority: Managing Director

Roles and responsibilities: The responsibility of the project manager is managing the project team and other people associated with the project, crucial decision making relating to the project, defining the scope and feasibility of the project, preparing a project plan, overseeing and managing resource allocation and budgeting, risk analysis and management, alongside evaluating and measuring the project progress.

Person Specification

Educational qualification: at the least, Post-graduation degree/ diploma in operation and project management (MBA in PM) / Masters in operation research 

Employment conditions: Must be available for working in shifts, must be employed under contract during the project tenure

Required demographics

  1. Age: 35 to 50 years
  2. Gender: Both Male and female can apply

Interpersonal Skills and abilities: The interpersonal skills and abilities that the project manager requires include skills for operations management and project handling, leadership qualities, communication and motivation skills, human resource management skills, as well as decision making and problem-solving attitude. A project manager must have these skills because he or she is the key person responsible for the outcome of the project and associated decision making, the entire project team depends on the project manager for guidance and decision-making determining the success and failure of the project. Leadership and motivational skills are vital alongside human resource management skills because the manager is responsible for handling the team, the other people residing in the hierarchy alongside, suppliers, distributors, contractors for raw material supply effectively. When conflict occurs the leadership skills would help in negotiation and mitigation of conflict (Darren, 2012). 

Activity 3

2.3 Prepare a detailed project plan

Project milestone name
Project milestone
Key tasks
Start date 
End date
Duration 
Predecessors 
Project Management

  • Planning
  • Budgeting
  • Scheduling
  • Procurement Management
  • Quality Management


4th March 2019 
3rd May 2019 
63 days 
None 
Requirements Definition
  • New Office Location
  • Constraint Identification
  • Staffing Plan

4th May 2019 
20th May 2019 
17 days 
A
New Office Site Selection
  • Contract / Lease New Facility
  • Facilities Access Agreement New Office Location
  • Notify Existing Realtor

21st May 2019 
5th June 2019 
17 days
B
Renting premises
  • Contacting the corporate lawyer
  • Preparing agreement documentation
  • Signing the documents on agreed terms
  • Registering the agreement

6th June 2019 
21st June 2019 
16 days 
C
New Office Design
  • Architectural Drawings
  • Interior Design
  • Communications Requirements
  • Security System

22nd June 2019 
6th August 2019 
48 days 
D
Quality Review
  • Code Compliance
  • Occupancy Certificate

7th August 2019 
6th September 2019
32 days 
E
Leaving Existing Location
  • Purchase Packing Materials
  • Moving Company
  • Staff Packing
  • Cleaning Company

7th September 2019 
7th October 2019 
32 days 
F
Relocating to a new office
  • Cleaning Company
  • Staff Unpacking
  • PC Setup
  • New Office Maintenance
  • Packing Materials Disposal / Recycling
  • Sanitation Services
  • Housekeeping
  • Insurance
  • Corporate Letterhead and Materials
  • Change of Address Notification
  • Staff Business Cards

7th September 2019 
7th October 2019 
32 days
F

Table 3: Detailed Project Plan

Source: (Kerzner, 2013)

Gantt chart

Part 1

Gantt chart Part 1


Part 2

Gantt chart Part 2

Part 3

Gantt chart Part 3



Figure 3: Gantt chart

Source: (Kerzner, 2013)

Table 3 represents a detailed project plan in the form of a project schedule, and figure 3 represents a Gantt chart. Presenting the project plan in the form of a project schedule has the benefit of presenting the project milestones, the predecessors, and the duration to reach each milestone. The start date and end date presents the tentative start and end date of the milestone tasks. The plan also details the tasks that are to be accomplished for reaching the project milestones. Such as schedule presents a clear idea regarding what must be done, when these must be done and what estimated time could be taken for the tasks. The path details the route that could be taken to accomplish the project along with the duration of the shortest time that would be required to follow the path (Kerzner, 2013). 

Activity 4

3.1 Describe and Assess Alternative Project Team Structures

Analysing the project report points to some of the risks and issues that may occur when carrying out the project plan as per estimation. The relocating of the office also has some potential risks that may occur during the execution of the plan. Such risks and issues may include lack of knowledge and experience of the project staff, inability to use advanced software and technological devices, quitting a job during an ongoing project, unsupportive management, etc. This is why alternative team structures are necessary to deal with any sudden problems that might occur. The best alternative is to create an independent project team which can act completely separated from the organisation. This also helps to avoid multiple leadership problems in a team which may lead to chaos and instability in the team structure. For this reason, a separate alternative team structure is required where each individual is focused on their own specific goals and manage only a fixed amount of company employees and function. The alternate project structure is as follows.

Team members
Roles and responsibilities
CEO of the Company
Project Manager
Director of Operations
Managing all operations and resources
Technical Staff
System development and Maintenance
IT manager
Security and information development

Table 4: Alternate team structures

Source: (Meredith, and Mantel Jr, 2011)

Having such an alternative structure helps in maintaining the balance in the organisation where each responsible individual can focus on their own field of expertise and chances of the clash between them are minimised to a great extent (Meredith, and Mantel Jr, 2011).

3.3 design processes for quality management of the project

Quality management of the project is an essential part of project management. The process of quality management is detailed in the following figure. 

Quality management process steps

Figure 5: Quality management process steps

Source: (Gamaliel al., 2013)

As per figure 5, there are a total of 6 steps in the quality management process for the project. Each of these steps under the process details certain activities. 

Quality Inspection: Under this step, quality inspection is executed under which the documentation relating to the project, the resource and budgeting information, the task list and task responsibilities are reviewed in order to determine the project progress (Gyawali et al., 2013). 

Quality review: under quality review, the code compliance is checked. The codes associated with health and safety regulations and other aspects of project management such as construction, design and electrical arrangements in the new office are checked under quality review. The occupancy certificates are checked as well. If all the quality status is in order then the quality assessment is done (Gamaliel al., 2013). 

Quality Assessment: Quality assessment determines whether quality compliance has been maintained or not. 

Quality Assurance: This step assures that quality compliance has been maintained. If any gaps are found then, those gaps are filled through necessary actions.  

Quality control: This is achieved through quality inspection, review, and assessment followed by assurance. 

Total Quality Management: The above steps are followed by organisation-wide activities and aspects result in achieving TQM.   

3.4design procedures for how project change proposals will be managed

Sometimes project undergoes change or modifications request. In such a case, the following process should be followed in reference to the office relocation project.

Step 1: Determine the scope of the change: This is the first step in the process under which the project manager will explore the scope of new changes, followed by assessing their impacts on key stakeholders as well as an existing project plan. Based on this evaluation process, it will become easy whether the modification or change request is feasible or necessary would be determined (Hazır, 2015). 

Step 2: Determine the scope of incorporating changes: under this step, the impact of new changes in existing project plan on scheduling, budgeting information, resource requirements, project management structures and other aspects will be determined.  Based on this assessment a Change Request Form will be developed including various information about the needs of alteration (Hazır, 2015).

Step 3: Gain approval or rejection of the changes: The change request form prepared in the predecessor step would be sent to project change control board for the approval. This process will either take few days or few weeks. 

Step 4: Communicate the changes and implement approved change request: If approval is gained from project change control board regarding the changes within the office relocation project plan, the new modifications will be made in existing plan followed by communicating those to the project team members and other elements of the project management and administration structure.

Change management process

Figure 6: Change management process

Source: (Hazır, 2015)

Activity 5

4.1 Identify issues and risks that may impede a project

The office relocation project could be harmed and delayed impacted by certain risks and issues. The issues are detailed in the following table.

Issues 
Explanations
Unavailability of low-cost office premise for rent or lease
The project target is relocating the office premise to a low-cost area at the lowest cost possible so that the overall operational costs are reduced resulting in increased profitability. However, the low-cost premises as per company standards could not be available in the selected location which would impede the project at the very beginning.
Technical 
Technical issues associated with new office design such lack of proper security systems, failure of communication systems can impede the project.
Change management 
Unprecedented changes could become an issue that can impede the delivery of the project. Sudden changes in the project conditions and unavailability of staffs are probable changes that can occur impeding the project delivery. 
Risk 
Explanations
Project creeps
These are uncontrollable changes in the project's scope, and it occurs due to improper defining of project scope and its documentation. It may impede progress and delivery of the project in terms of non-completion of the work within given constraints as well as it would affect the deliverables.  
The gap in the scope of the project
With respect to project scope definition, it is necessary to define both included and excluded scope in order to determine the work dimensions. Such gaps in the scopes cause risks of improper project planning.
Delays
Delay in the project schedule is a major risk associated to project delivery in time. Delays can occur due to various reasons such as lack of documentation of progress, unavailability of required resources and money. Such reasons cause delays in the project scheduling impeding timely completion and project delivery
Lack of resources and budget
One of the most vital risks associated to the office relocation project is the lack of resources and budget because of insufficient resource definitions, in order to present a low-cost budget insufficient resource definition could occur during project management stage resulting in lack of resources and budget during the advanced stages causing project failure.

Table 5: issues and risks that may impede a project

Source: (Svejvig and Andersen, 2015)

5.1 The issues and risks likely to be encountered in the final stages of a project

Some issues and risk could potentially occur during the final stages namely exiting old premise and relocating to the new premise of the project. These are as follows

Issues and risks 
Description
Lack of packaging materials
The final stages involve packing all necessary office materials such as furniture, file cabinets, files and PCs. Packaging all these materials require large amounts of materials. Improper estimation of these resources can cause a delay in packing.

Improper packing of staff materials and other existing office materials
Expensive materials such as PCs, Air conditions, electric fans, and furniture must be packed carefully so that these materials could be safe from physical damage caused during loading and loading of materials
Safety risk during loading and unloading of materials
Loading and unloading of materials is a risky job and requires attention as it can cause harm to people engaged in the tasks as well as the materials being loaded and unloaded. 

Lack of coordination
The final stages sometimes are executed in a hurry, and lack of coordination often occurs causing harm to health and materials.

Breakdown of machines
While connecting the PCs in the new office, some old machines could breakdown for damage occurred during packaging, loading and unloading.

Table 6: issues and risks that may occur during the final stages of the project

Source: (Svejvig and Andersen, 2015)

4.2 Design and describe systems which can be used for Monitoring and appraising the status of a project

For monitoring and appraising the project status, the following processes must be undertaken for the office relocation project.

Documentation: The first aspect of monitoring is the meticulous documentation of each stage of the project recording the progress of the tasks and activities. This forms the basis of comparison between perceived progress with actual progress thereby identifying any delays or tasks completed ahead of schedule (Colin and Vanhoucke, 2014). 

Regular meetings: regular meetings such as weekly meetings of 2 or 2 times a week held with the project team and project manager would help in informing the team, and the manager regarding the progress and discussions in the meetings would help in risk identification and elimination (Chiu-Chi et al., 2013). 

Define roles and responsibilities: By allocating the roles and responsibilities to the right person, the project manager would ensure that tasks are completed on schedule. 

4.3 Design and describe systems which can be used for Detecting and managing issues arising in the course of projects

Detection and management of issues arising during the project course is a necessary task and can be done using the following two systems. 

Issue Log: An issue log usually details issue type, description, target resolution date, identifier, priority,  timing, and owner allowing the team to raise issues safely and in a methodical manner. It helps in monitoring and allocating the specific responsibilities to individuals to mitigate the each and every issue, understanding and evaluating the issues more critically, recording the issue resolution for future reference and project learning and monitoring overall project health and status. Hence an issue log will ensure that issues are raise methodically and in timely manner (Colin and Vanhoucke, 2014).

Risk/Impact Probability Chart: 

Risk number 
Risk type 
Risk probability 
Risk severity 
Risk management
Shortage of budget and budget overrun 
Medium 
High 
Risk reduction
Lack of availability of suppliers for equipment
High 
High 
Risk reduction 
Lack of suitable premises
Low 
Medium 
Risk transfer 
Health and safety risk
Low 
Medium 
Risk planning and risk transfer
Delay in the project management
Medium 
High 
Risk planning 
Unavailability of Human Resources
Low 
Low 
Risk acceptance 

Source: (Hilson, 2009)

It is an excellent system that provides a useful framework for helping the project manager and team to identify and prioritise the risks based on which a plan is developed to manage the risks. The impact of the risk is determined by determining the probability of occurrence and severity of the risks. High impact risks require risk planning, reduction, avoidance, transfer while low impact risks could be accepted and dealt with accordingly. Such a chart provides the opportunity to understand the risk at the very early stages of project management(Burke, 2013). 

Activity 6

5.2 Assess the necessary project tasks to be completed in the final stages of a project

The final tasks that must be completed in the final stages of the project must be assessed by determining the project process, results and future actions such as handover. The following table represents the assessment. 

Tasks in the final stages 
Process 
Results 
Future actions
Purchase Packing Materials
Leaving Existing Location
Packing materials purchased and ready to be used for packing the office items, 
Unpacking the items in new office location
Moving Company
Moving the physical address of the company to a new location, moving insurance
Change of Address Notification, printing Staff Business Cards, arranging to housekeep, buying new insurance
Staff Packing
Items packed and ready for dispatch
Unloading the pieces in new premises
Cleaning Company
Cleaning of trash 
Trash management and handover to the trash moving company
Cleaning Company
Relocating to a new office
Cleaning of trash
Trash management and handover to the trash moving company
Staff Unpacking
Items unpacked ready for installation
Handover of materials to the office administration
PC Setup
PC installed 
PCs ready for use
Packing Materials Disposal / Recycling
Contacting a track removal service
Trash handover
New Office Maintenance
Housekeeping, Insurance, Sanitation Services, Change of Address Notification, Staff Business Cards
Project closure and handover to the project sponsor

Table 7: Assessment of tasks accomplished during the final stages

Source: (Author)

Conclusion

The entire team is led and managed by the project manager. The project manager must assign tasks to each individual team member based on their respective field of expertise. The executive managers and other higher officials should be provided with regular updates and progress report by the project manager. The project would help in complete relocation of the office premises to Banbury, Oxfordshire within 6 months’ time.

Tags:banbury
Customer Testimonials