Project Management: Research & Analysis

This assignment focuses on analyzing a collection of research papers related to different facets of project management. The papers cover topics such as time management, construction productivity, enterprise resource planning (ERP), 5G communication scenarios, risk analysis in projects, knowledge management in software engineering, project-based learning, and the nature of projects as temporary organizations. Students are expected to delve into these diverse perspectives and understand the evolving landscape of project management practices.

Relocation of company offices to new site 1
PROJECT MANAGEMENT PLAN
By (Name)
Course
Instructor’s Name
Institutional Affiliation
The City and State
The Date

Relocation of company offices to new site 2
Project Management Plan
Relocation of company offices

Relocation of company offices to new site 3
Table of Contents
1 PROJECT EXECUTIVE SUMMARY
2 SCOPE MANAGEMENT
2.1 Project Objectives
2.2 Requirements Collection and Verification
2.3 Work Breakdown Structure
2.4 Validate and Control Scope
3 TIME MANAGEMENT
3.1 Project Schedule
3.2 Project Milestones
3.3 Internal and External Dependencies
3.4 Schedule Control
4 COST MANAGEMENT
4.1 Cost Estimates and Budget
4.2 Control Cost
5 QUALITY MANAGEMENT
5.1 Quality Planning
5.2 Quality Assurance Reviews
5.3 Quality Control
6 HUMAN RESOURCE MANAGEMENT
6.1 Roles and Responsibilities
6.2 Project Organisation Chart
6.3 Availability and Commitment of Resources
6.4 Team Development
7 COMMUNICATIONS MANAGEMENT 10
7.1 Manage Communications 10
7.2 Control Communications 10
8 RISK MANAGEMENT 11
8.1 Risk Management Processes, Systems and Tools 11
8.2 Assumptions and Constraints 11
8.3 Risk Response and Control 11
9 PROCUREMENT MANAGEMENT 12
9.1 Conduct Procurment 12
9.2 Control and Close Procurements 12

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10 STAKEHOLDER MANAGEMENT 13
10.1 Key Stakeholders 13
10.2 Manage Stakeholder Engagement 13
10.3 Control Stakeholder Engagement 13
11 INTEGRATION MANAGEMENT 14
11.1 Change Control 14
11.2 Project Closure 14
12 APPENDIX A – GLOSSARY 15
1.0 executive summary
The project management plan is prepared for a multinational consultancy company that
intends to relocate its offices from the New York to Los Angeles in the United States of
America. The firm is mainly relocation with the prospective of reducing on its operational costs,
improving on the quality of services rendered to the customers and securing a larger office space.
The company also intends to improve its IT department as a result of installing latest technology
equipment and updated software that will improve on the user friendliness of the company
website. The key stake holders in the project include; the company executives, project sponsor,
office manager, project manager and the project team members among others. The project is
expected to last for a period of two months. The project is expected to take an approximate of
£300,000.0. There are various risks that may arise as a result of the project management. This
may include shortage of resources due to under estimation, losing project stake holders due to
some uncertain reasons, among others.
2.0 Scope
The project management report is based on Akello technologies, a multinational
consultancy company based in the United States of America (USA) and plans to relocate its
offices from New York City to Los Angeles within the USA. Akello Consultancy Company is

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mainly remote based company with a highly technical and well skilled consultants who provide
online services to the company clients (Attwood 1996). However, it also provides non remote
services to its clients who are able to access the physical location of its offices and make
advanced appointments to meet the professional consultants. Akello technologies has a well
dedicated administrative team of fifteen members (15 staff member). The report is therefore
prepared to clearly plan, track and oversee the relocation process of the company offices from its
initial operation area to its new location (Laframboise et al 2002, p.256).
By relocating the business offices to Los angles, the company expects to reduce on its
operational costs; some of which include costs of rent, unreliable power supply, congestion costs
in form of traffic jam which makes the office inaccessible, among other costs. By relocating the
offices, the firm also expects to expand its offices to a wider coverage to meet the demand of the
many clients who prefer to access the services from the company offices. As a result of
relocating, the company also intends to improve on the quality of the customer support team by
providing more interpersonal skills to the customer service team and improving information
technology (IT) department by installing new equipment and latest updated software (Balogun
2006, p.243). In other words, the objects of relocating the firm to a new location can briefly be
summarized as below;
2.1 Objectives of the relocation of the company offices.
Improving quality of the support services; as a result of moving the company offices to a
new location, the company intends to improve on the quality of the services offered to its client
by the firm’s customer support team. It intends to achieve this by hiring a profession trainer to
providing extra training to its support team (Cope and Waller 1995, p.61).

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Reducing both sank and operational costs. The office relocation will help the company to
cut down the physical costs that are faced as a result of expensive spaces for rent/ high cost of
rent. The current location of the firm is expensive in terms of rent as it’s densely populated and
congested (Harrison and Lock 2004, p.552).
Improving the information technology (IT) team; as highlighted in the introduction, the
firm intends to install new and latest equipment that uses latest technology with the aim of
improving the IT department (Dai and Wells 2004). It will also hire advanced engineers and
technicians to help in the installation of the advanced equipment. Among the various equipment,
include computers, servers, Enterprise management software, and mobile applications among
others.
Increasing on the firm’s revenue level and profitability; as a result of improving on the
quality of support provided to the clients, there is high expectation of increases clients due to the
quality service. Improving the IT department will also simplify the company website user
interface, consequently attracting new customers (Söderlund 2004). With the improved technology,
adds and pop ups in web pages will be enabled and this will as well increase on the company
awareness to the clients hence increasing on new clients. Expanding the office space to meet the
many clients
2.2 Requirements collection and verification (how requirements are collected and
verified)
As the company plans to relocate its offices to a new location, there are several things
that will need to be secured before the whole process begins off. This will include the
transportation equipment, purchasing of new computers, power supply cables, hiring of new and

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advanced technicians who will help the company IT departments with the installation of the new
operational equipment in the new premises, documentation of request form, identifying and
drafting the project team members and reviewing the site (Hey 2009)
2.3 Work breakdown structure
2.4 Validate control
The project management team will have to make a review based on objectivity to conduct
an evaluation of the project deliverables. This will help in tracking and assessing the project
Project charter
for relocation
The preliminary
project scope
Execution/
relocation
Project
planning
Feasibility
study/ analysis
Feasibility and
operational
Needs and
analysis
Office design
Objectives
Requirements
and verification
Contractor
section
Mover
selections
Construction/
biuding
Communication
network
Office site
selection
Project plan

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progress. In validation control, amendments and validations are also done to help improve on the
effectiveness of the project (Umble et al 2003).
3.0 Time management
3.1 Project schedule
This is intended to clearly indicate the different activity schedules and the respective
dates of execution of the activities. It will help in the assessment and tracking of the project
progress. An insight can also be developed from the work breakdown structure of the
approximate resource that will be required for the complete project implementation (Raftery 2003)
W
BS
Task Name Durati
on
Start Finish Cost
1 The plan of relocating the business to Los
Angles
60 days Fri 7/24/18 Thu 9/15/18 £300,000.0
0
2 Project plan of moving the office to the new
proposed location
12 days Mon 7/24/18 Tue 8/11/18 £13,920.00
Designing and documentation of the request
form
2.
1
Completion and analysis of the request form
for approval
3 days Mon 7/24/18 Wen 7/28/18 £2,880. 00
2.
2
Submission of the request form to the
concerned department for approval
2 days Thu 7/29/18 Fri 7/30/18 £3,520. 00
2.
3
Identification and evaluation of the available
project team members
3 days Mon 8/1/18 Wen 8/5/18 £2,880. 00
2.
4
Identification and review of the available
office sites for approval
2 days Thu 8/6/18 Fri 8/7/18 £1,920. 00
2.
5
Drafting of plan for the new office location 1 day Mon 8/8/18 Mon 8/8/18 £1,760. 00
2.
6
Finalize the space structure and design plan 1 day Tue 8/11/18 Tue 8/11/18 £960.00
3 Budget planning 15 days Wen 8/12/18 Tue 9/1/18 £17,760.00
3.
1
Identification and estimation of the possible
office costs and expenses
5 days Wed 8/12/18 Tue 8/18/18 £4,000. 00
3.
2
Preparation of a budget that will foster the
movement of the offices to the new location
4 days Wen 8/19/18 Mon 8/22/18 £3,200. 00
3.
3
Advertising for the available potential
contractors for bidding
6 days Tue 8/25/18 Tue 1/9/18 £10,560. 0
Identification and evaluation of the potential

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contractor
4 Review extra requirements 16 days Wen 9/2/18 Wen 23/9/18 £28,960.00
4.
1
Seeking of new permit for the movement of
the offices to Los Angles
4 days Wen 9/2/18 Mon 5/10/18 £7,040. 00
4.
2
Assigning of office space and demarcation of
departments
3 days Tue 8/8/17 Thu 8/10/18 £7,680. 00
4.
3
Install outlet 2 days Fri 9/11/17 Mon 8/12/18 £1,920. 00
4.
4
Assessment and review of the security risks
and suggestion of possible controls
5 days Tue 9/15/17 Mon 8/19/18 £8,800. 00
4.
5
Assessment of the available/ existing structural
needs and requirements
2 days Tue 9/22/17 Wen 8/23/18 £3,520. 00
5 Risk Management Plan 12 days Thu 8/24/17 Fri 9/8/18 £9,600. 00
5.
1
Identification of risk in the project
management
5 days Thu 9/24/17 Wen 8/30/18 £4,000. 00
5.
2
Mitigation of risk 7 days Thu 9/31/17 Fri 9/8/18 £5,600. 00
6 Finalize the plan 5 days Mon 9/19/17 Fri 9/29/18 £0.00
3.3 project milestone
plan for moving
offices budgeting review of extra
requirement risk
management finalizing plan
-15
-10
-5
0
5
10
15
3.3 Internal and external dependencies

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During the project execution, the project team will critically look into the dependencies,
both the internal and external to ensure smooth and logical achievement of the project goals and
objectives in the specified time schedule (Kerzner 2013).
Dependency management tasks and the responsibility
Project
manager
The project manager will be responsible for the recording of all the project
dependencies and will do this using a well dependency log/ form.
Fixing of new decencies in the appropriate time interval to allow the effective
adjustment and improvement
The project manager is also responsible for the identification of the most
pressing/ urgent dependencies so as to ensure the fulfilment of such within the
required time
Generating of reports on the various decencies, both new and old releases to the
project sponsor, office manager and all other responsible stake holders.
The project
office
The project office will be responsible for the designing of the decency forms and
reviewing of decency reports compiled by the project manager.
The project
steering
committee
The committee has the responsibility of reviewing the adjustments of the
decencies to help in keeping track of all the progress
The stake holders in the committee will take the responsibility of the various
decencies as assigned by the project manager basing on their capacity and ability
For the team effective achieve the above responsibility, a training session will be
undertaken to enhance the skills of the responsible project stake holders.
Internal dependencies; for the internal dependencies, the team will ensure the execution
of project activities in a logical order. This will allow the achievement is completing tasks that
follow each other. In other words, the team has to clearly state and design the activities that will
follow each other during the project execution process. This is important because the progress of
the project can easily be evaluated based on the achievement of each specific activity completed.
Some of the internal decencies may include a situation where there are limited experts ad there is
need of simultaneously execution two consecutive activities (Wysocki 2011)

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The external dependencies; this is mainly intended to capture the phenomena’s that may
exclusively occur but will affect the project management process. It involves tasks, deliverables
or invents. In this case the external dependencies will include the execution of other
departmental roles within the firm (Barrett and Baldry 2009). The project team has no control over
such activities that happens in other departments of the organization and it’s typically true that
project cannot independently stand without the need for other stake holders/ departments.
Some of the external decencies that the project expect to face may include; other project
management tasks that has to commence before our project proceeds, another department
working on other resources needed for the use in the project management, delay/ bureaucracy in
securing external permits before the work begins, among others.
3.4 Schedule control
A responsible team will be assigned the task of tracking the project activities in
comparison of the initial schedule. This will help the team in determining whether the project
execution is ahead or behind the baseline schedule. This is very important as it will help in the
evaluation of the project performance for its reason of lagging behind or being ahead of the
schedule. These usually occur due to either preventive motives, corrective motives or poor
performance of the project management process (Chiaroni et al 2011).
In this session, the team will need the initial project management plan, project schedule,
the work performance data, schedule data, project calendar, and organizational process assets. In
the process of schedule control, there are possibilities of the following outcomes; schedule
forecast basing on the evaluated report, change requests possibly due to lagging of the project,

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plan updates in relation to the condition of the project. I other words, many updates may be
involved (Frame 2003).
4.0 Cost management
4.1 Cost estimates and budget
W
BS
Task Name Cost
1 The plan of relocating the business to Los Angles £300,000.00
2 Project plan of moving the office to the new proposed location £13,920.00
Designing and documentation of the request form
2.
1
Completion and analysis of the request form for approval £2,880. 00
2.
2
Submission of the request form to the concerned department for approval £3,520. 00
2.
3
Identification and evaluation of the available project team members £2,880. 00
2.
4
Identification and review of the available office sites for approval £1,920. 00
2.
5
Drafting of plan for the new office location £1,760. 00
2.
6
Finalize the space structure and design plan £960.00
3 Budget planning £17,760.00
3.
1
Identification and estimation of the possible office costs and expenses £4,000. 00
3.
2
Preparation of a budget that will foster the movement of the offices to the new
location
£3,200. 00
3.
3
Advertising for the available potential contractors for bidding £10,560. 0
Identification and evaluation of the potential contractor
4 Review extra requirements £28,960.00
4.
1
Seeking of new permit for the movement of the offices to Los Angles £7,040. 00
4.
2
Assigning of office space and demarcation of departments £7,680. 00
4.
3
Install outlet £1,920. 00
4.
4
Assessment and review of the security risks and suggestion of possible controls £8,800. 00
4.
5
Assessment of the available/ existing structural needs and requirements £3,520. 00

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5 Risk Management Plan £9,600. 00
5.
1
Identification of risk in the project management £4,000. 00
5.
2
Mitigation of risk £5,600. 00
6 Finalize the plan £0.00
4.2 Control cost
It is very important for the project management team to keep track of the cost as it is one
of the core project success determinants. It determines the level of efficiency and value
enhancement (Mackenzie and Nickerson 2009). The project manager and stake holders will therefore
have an insight of the activities that will take place and the required resources needed to fulfill
the project goals and objectives. In the cost management, the team will make use of the work
breakdown structure in the critical analysis, analysis and evaluation of the possible costs that are
likely to come up during the execution of project activities and suggesting the possible ways of
curbing down unnecessary costs that can be avoided. In this process, the manager is expected to
use a high level of professionalism and objectivity to ensure effective estimations and
approximation (Kendall and Rollins 2003). A well-trained and competent team of stake holders will
work with project manager, gathering all types of costs that may arise during the project cycle
For the team to ensure best and efficient cost control and estimation, it will make
emphasis of the following;
A critical analysis evaluation of the project scope and needs. The project management
team will take a diversified evaluation of the project scope from the preceding section as a way
of effective value estimation and management (Brady and Davies 2004)
5 .0 quality management

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We can basically understand Quality management as the process of setting goals,
standards, and expectation of the outcome of the project and ensuring the standards and goals are
met by ensuring quality control. Quality management process basically involves three logical
process, that is to say; quality planning, quality assurance and quality control (Jeffery and Leliveld
2004)
The team will therefore follow all these processes to ensure effective quality management
is achieved for the project.
5.1 quality planning
The project management team will set up policies, standards, and the expectation that the
project seeks to meet/ achieve. It will involve both project processes and deliverables.
5.2 Quality assurance reviews
This phase of quality management will ensure the maintenance of the objectives and
goals that were initially set during the planning phase. The team will mainly keep track of the
project activities, monitoring of the various resource usage and making directives based on the
reports collected (Akintoye et al 2003).
5.3 quality control
As we can understand quality control, the process of managing and overcoming of the
likely and expected risks, monitoring, forecasting, and overseeing all the tasks and activities that
evolves in the process of the project management with the intension of satisfying the already set
goals and objectives of the project management plan. For the purpose of achieving such goals,
the project management team will break down tasks into smaller and easily manageable units
(Demeulemeester and Herroelen 2006).

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Status and Plan
Documentation
Monitoring
meetings
Responsibiliti
es
Communicati
on Method
Traceability and audit
trails
Formalized
framework and stages
Quality
processing and
evaluation
Fortnight
meetings
Analyst and
Project
Manager
Face to face
presentation
Check for productivity,
delivery,rellevance and
services projected
Preparation of well and
detailed process plan
The quality of the
system
Fortnight
meetings
System
Analyst
Face to face
presentation
Check for the system quality
and the level of proper
maintenance
The system analysts
critically examine and
checks for the quality
Documentation
for justification of
the project
Fortnight
meetings
Project
Manager
Email and
messaging
Checking for all the
requirement documents and
critical review of all the
documents done before
handling to the client
The documentation
plan and another
requirement shall be
done and submitted to
the client for approval.
Project
Breakdown
Structure
Fortnight
meetings
Project
Manager
Email and
Presentation
Check for productivity,
delivery, and service.
Email and Presentation
of the plan
Execution, safety
plans, reporting,
change order,
communication
channel
Fortnight
meetings
Project
Manager,
project stake
holders and the
Administrative
Officers
Email
communicatio
n and
Presentation
Planning a well and
manageable scheduling for
the perfect execution of the
activities
Then the project was
not delayed, and the
requirement should be
done properly
6.0 Human resource management
6.1 The roles and responsibilities
Below are the stakeholders of the project who will ensure its effectiveness and their
specific roles and responsibilities.
The project executive director; this is the initiator of the project, and he or she will be
responsible for passing on the decision that is reached on by the board of directors. He oversees
the development of the project by authorizing expenditure levels, ensuring funding for those
agreed expenditures, assuring risk resolution authorization or reject proposed changes to cost,
and organizing and chairing meetings of the project board (Andriopoulos and Lewis 2009).
The project board of directors; the board will be responsible for decision making. Here,
all the decisions made concerning the project is by the board of directors. The project leader; he

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will be responsible for planning, defining, controlling, and leading the project; he will design and
apply appropriate management standards, plan and monitor the project. The project leader shall
also prepare and maintain project stage and exception plans as required. Project team members;
these have a role to output deliverables for the project, involved in the project management
process, and put in their effort to perform specific tasks (Markus et al 2000).
Sponsor; the project will have a sponsor who is the financial source to the project. He
will be the funder of all the economic needs. In most cases, the project sponsor is the principal
director of the company which is the case here too. He will also provide authority, guidance and
maintain the project aims and objectives (Gido and Clements 2014).
Project customers; a customer is a person or a group of people whose needs and
requirements will derive to the project and will receive the final products of the project. This will
have a role in providing product requirements and funding (Osseiran et al 2014). Functional
managers; the functional managers are also called resource managers or line managers who shall
provide project policy and resources, especially people who are involved in the project. These
shall assign specific individuals to the team and negotiate with the manager on specific resources
and will approve the project management plan plus recommending changes to the project
(Makulsawatudom and Sinthawanarong 2004).

Relocation of company offices to new site 17
6.2 project organizational chart
6.3 Availability and commitment of resources
Consultants are scheduled in advance, and they may be only available at certain times
plus experts who had done this work before to get their opinions on what other resources are
needed. Material goods like the Project management software is another available resource such
Team memberTeam
member
Human resource
manager
Project managerOffice managerSales manger
Project sponsorPresident
Board of
directors
Managing
Director
Customers

Relocation of company offices to new site 18
as Microsoft which has got the future designed to help managers to estimate resource needs and
constraints and find the best combination of assignments for the project (Davies and Brady 2000).
Also, hard ware like technical infrastructures such as cabling and switches for IT
department and equipment like machinery which may be hired for the life of the project and
these will reduce the delay of delivery of both products and messages since the project is
designed for the shifting of the business. Human resource is yet another available resource for
the effectiveness of the project. Normally this is the team of people who will have specific tasks
to perform in implementing the project. This will depend on who is needed on the project and at
what time based on the project schedule. Also, different types of subject matter experts knowing
enough about the project shall be available committed to performing their duties successfully
(Westerveld 2003).
Capital in the form of monitory funds is available to pay for things and costs. This will be
by forming a project budget as the core skill needed for the competence of aproject manager and
talking to the project sponsor on the money that needs to be spent. The project will have enough
money to make sure that everything is done.
6.4 Team development
Team development shall be designed to increase the likeliness’ of success by ensuring
that there is project support at the right time. It will also contribute to the team to succeeding in
its goals and objectives while ensuring a long-term team capability (winter and Cicmil 2006). It will
begin with assessment and consultations to meet the needs; the support members of the team will
be given chance to suggest and propose the possible activities and the project manager will only
have to second/ pass the proposal.

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The team shall be launched to save ultimate costs of more time and money and the goal
for launching the group is to enhance the effectiveness of success by creating a spirit of
togetherness. The team will work hand in hand to identify and practice individual morals in
support with the project mission and develop leadership skills to enable the mission success.
Under this development, the team building session will be included, assessment for moral styles
and many other desirable and ethical qualities, team profiling, and organization of workshops
(Winter and Cicmil 2006).
The project lifecycle support services shall be designed to meet the project team
requirements by making use of expertise to facilitate project. The team receives instruction from
the team of expertise for every phase, from formation to implementation, analysis and the
evaluation. Under this team development stage, there will be consultations regarding the team
planning, building and management of program c0ntrol analysis, risk assessment, software
management, integration and system support
Assessment tools are intended to ensure improvement in executive team dynamics by
measuring collective team knowledge and the effectiveness of the morals of the leaders and
managers. The measures include the efficiency of the team’s behavior characteristics, individual
effectiveness of behavioral competences, and the extent of a team’s utilization of crucial
processes. Under this development part, services performed include onsite workshops designed
to assess and the attitude and behaviors set to meet the demands of the project. However, it is
vital to note that all project team development activities discussed above are center found only.
7.0 Communication Management

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Communication management can typically be understood as the process of systematic
planning, managing, controlling, monitoring and revision of the channels of communication
carried out within a project. It will explain how the project manages and controls its
communication.
7.1 Manage communication
By realizing the importance of regular and sufficient communication for the stakeholders
and the need to communicate to them, we need to develop and practice sufficient information to
improve on the overall including frequency and quality, and keep individual engaged in initiative
through open communication and also to get the stakeholders involved in the two way
conversations which is effective. The dialogue managed will not enable only the manager to
communicate to the stakeholders but also other team members, but still, the director maintains
the overall communication, however, allowing others to be involved (Rus and Lindvall 2002).
7.2 Control communication
Despite allowing the communication with stakeholders, the communication will be
controlled by the manager through limiting the ways of sharing information with stakeholders
because of shortage of time for communication. This is done due to the difference in absorbing
the information, some are more visual than others and want to see charts and graphs.
8.0 Risk management
8.1 Risk management process
The project is to follow the process below to manage the risks which may accrue due to
the project development.

Relocation of company offices to new site 21
Identifying the risk; the team shall uncover, recognize and describe the risks that might
affect the project or its outcome. The team will use a number of techniques to find out the
chances and prepare a project risk register (Rus and Lindvall 2002).
Analyzing the risk; once the risks are identified, there will be the determination of the
degree of the effect of each risk of how much it can impact on the project. An insight will be
developed to establish a prior knowledge on the risk nature to ensure achieving the goals and
objectives of the project are maintained.
Evaluation and ranking of the risk; after analyzing the risk, the risk shall be evaluated by
determining its magnitude, which is the consequence and likelihood, there shall be a
determination of whether the risk is acceptable or unbearable that needs adjustment (Winter and
Cicmil 2006)
Treating the risk; after evaluating the risk response planning shall be done and risks shall
be ranked from the highest and set out the plan threat or modify these risks so that only
acceptable levels are maintained. Under this step, risk treatment measures for the highest rank
shall be added to the project risk register (Lytras and Pouloudi 2003).
Monitoring and reviewing the risk; under this step, the project risk register will be taken
and used to monitor, evaluate and track the risks.
8.2 Assumptions and constraints
Various assumptions have been made in relation to the project
It is assumed that there will be an efficient technological development as a result of
relocating the business from its initial position New York to Los Angeles (Kerzner 2002). This

Relocation of company offices to new site 22
implies that the clients will not be affected in any way but instead, an improvement in services
provided. It is assumed that the relocation of the firm will not affect the tastes and preference of
the workers as far as their job is concerned. The workers are expected to remain committed to
their jobs as before. It is also expected that the relocation of the business will positively affect the
effectiveness of the company (Wiig 2000).
8.3 Risk Response and Control
There are risks which often affect the outcome of the decision of the project board of
directors as whenever the decision is made in reference to the poor technical knowhow; there are
always possibilities of risks. In this way, the project manager is ready to respond to any risk in
the following ways;
Risks shall be controlled by matching the input s to planning risk responses with
examples of the information they provide. It will identify the best practice tips for effective risk
control. There will be matching of the techniques for dealing with negative risk.
More so, the risk control team shall monitor the progress of the implementation of the
agreed risk, and this will ensure that all the risk measures are incorporated appropriately.
9.0 Procurement management
This is the process by which project requirements are bought/ purchased from the
external suppliers. It involves processing receipts, making of approvals, clearing of receipts and
making of reviews among others. For our project, this part will include conduct procurement and
control and close procurement.
9.1 Conduct procurement;

Relocation of company offices to new site 23
The project shall carry out a procurement conduct by collecting seller responses and
approving contracts. The procurement managers shall do this to provide alignment of internal
and external stakeholder.
Control procurement; this shall be done by monitoring contract performance and
making changes and corrections to contracts.
9.2 Close procurement; this will be done by completing the project procurement. We
shall do this by acquisition of services or goods from the external source as initially planned and
agreed by the procurement committee (Larson and Gray 2013). This is the last part of the project
lifecycle. There will be a report to the sponsor about the overall level of success (Meredith and
Mantel 2011).
10.0 stake holder management
10.1 The key stake holders
These are parties who have roles/ responsibilities to play towards the execution and
completion of the project plan. In other words, stake holders can basically be understood as the
members of the project management team. In the project of relocating the company offices, the
stake holders will mainly include; executives, the project managers, project sponsors, team
leaders team members.
The project manager is responsible for spearheading the respective team of members
involved in the execution of the project. Project team leader will be assigned to lead specific
team, who may be involved in completing a specific field operation/ activity (Turner et al 2003).
Consequently, we have the resource managers responsible for managing of the project resources

Relocation of company offices to new site 24
as well as their allocation. In summary, the stake holders in the relocation of the company offices
to a new sight will include;
 Executives
 Resource managers
 Steering committee
 Project sponsors
 Project team members
Constraints
The project is likely to face a challenge of financial cost as a result of limited funds to
finance necessary operations which is one of the causes of relocating the business; the available
revenue from the company does not sufficiently allow the costs required for the project (Schwalbe
2015).
The human resource and administrative staff do not sufficiently carry out the required
task with motivations.
The physical relocation of the business is costly due to the high costs. The physical
relocation of the business is also hardly accessible, the workers/ administrative staff shifting may
increases costs and increases risks in the form of accidents and robbery. This is due to the
general location of the business. Pollution resulting from environmental noise also highly
affected the business operations (Kerzner 2013).
10.2 Managing stake holder engagement

Relocation of company offices to new site 25
Effective communication and involvement of all the stakeholders of the project will be
ensured with the intention of achieving one general collective goal of the project plan. Extended
support can be gained from project team members if there is sufficient involvement of all the
stakeholders and this will be done through motivation and influencing.
10.3 Control stakeholders’ engagement.
As highlighted earlier, stakeholders’ engagement and involvement is very vital in
effectively achieving project plan. In this phase therefore, an emphasis of how to to keep the
stakeholders in inline will be carried out. Stakeholders will have to ensure the fulfilment of their
responsibilities. This will be controlled using both appraisal and supervision method. Good work
will always be appreciated and rewarded while critical supervision will also be carried out to
ensure all the stakeholders are taking their responsibility.
11.0 Integration management
11.1 change control.
number Date Description Priority Level Effect of change Authorized
person
001 17/09/2017 Adjustment in the
timing due to the
delays
high Delayed completion of the project
management.
Budget and time increase.
Project Manager
002 21/09/2017 An increase in the
budget due to the
increased resources
secure
Medium Delay in the completion of the plan.
A rise in the budget sum and time
adjustments
Project Manager
003 27/09/2017 Review of the site
takes extra time
Low Delay in the relocation plan. Time
increases but budget remains same
Project Manager
004 30/09/2017 Identification of the
team member requires
extra time
Medium Delayed completion of the plan.
Time increases but budget remain
same.
Project Manager

Relocation of company offices to new site 26
11.2 Project closure
Before the project closes, there will be a critical evaluation and analysis of the
whole exercise. General meeting will be held where a general report will be drawn,
encompassing all the challenges, weaknesses and problems faced. After all, the project will be
handed to the clients company (management of akello technologies)
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