MNG00785 Project Management: Office Relocation Charter Plan

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MNG00785 Project Management

Table of Contents
INTRODUCTION............................................................................................................................................ 3
PART A: THEORETICAL EXPLANATION OF EACH ELEMENT OF THE PROJECT....................................................4
PROJECT SCOPE.................................................................................................................................................... 4
BUSINESS CASE.....................................................................................................................................................5
DELIVERABLE AND MILESTONE SCHEDULES..................................................................................................................5
RISK CONSTRAINTS AND ASSUMPTIONS.....................................................................................................................7
RESOURCES ESTIMATE............................................................................................................................................7
STAKEHOLDERS.....................................................................................................................................................8
TEAM OPERATING PRINCIPLE....................................................................................................................................9
LESSONS LEARNED.................................................................................................................................................9
CHARTER SIGNATURES............................................................................................................................................9
PART B: PRACTICAL EXAMPLE OF CHARTER................................................................................................. 10
LETTER TO SPONSOR............................................................................................................................................10
CONCLUSION.............................................................................................................................................. 14
REFERENCE LIST.......................................................................................................................................... 15
Table of Tables
Table 1 – Deliverable and Milestone Schedule Chart................................................................5
Table 2 – Risk Constraints and Assumptions............................................................................7
Table 3 – Stakeholder Analysis Table.......................................................................................8
Table 4 – Charter Table...........................................................................................................10
Table of Figures
Figure 1 – SMART Method.......................................................................................................4

Introduction
It was given to us that an office has expired with the lease that has been allotted to it and
given the condition the owner of the land had refused that they are not going to renew the
lease duration for the Branch office. Thus based on the conditions generated the company has
to relocate all their stuff to a newer location that is based near to the suburban region and the
duration allotted to perform the same relocation task is to be less than two months. The
relocating task planning and execution is provided to the Branch Manager and he/she has
planned the task in such a way that it could be done both in the budget cost of $100,000 and
the plan devised should be like that it doesn't affect or bring out any changes in the working
of the customers and the staff. So in this assessment, we as the acting Branch Manager for the
company would devise a charter plan to perform the same task with the allotted resources that
we’ll discuss in the following assignment.

Part A: Theoretical explanation of each element of the project.
Project Scope
As Branch Manager for the relocation task its our duty that without bringing any of the
disturbance to the working pattern in the staff and the customers we have to relocate the
office materials and equipment's to a newly found suburban location within the provided
given time limit of fewer than six weeks and also in the provided budget of less than
$100,000.
The approach that is selected by the CEO of the Insurance Company is of SMART which
relates to the Specific, Measurable, Attainable, Relevant and Based on time as also shown in
the figure below. This method approaches any project as the goal of the deliverable by
knowing how important it is to state the approach in a well descriptive method.
Figure 1 – SMART Method
(SMART Goals, 2019)
Workflow –
Workflow states the steps to accomplish a goal that in our case is of relocating an office.
1. Packing of the materials.
2. Removal of stuff.
3. Relocating the packed stuff.
4. Setting up of the stuff over new location.
Project Goals –
1. Project goals include packing of stuff from the old office to a new suburban location.
2. Does not bring about any change in the overall working in the office staff creating a bare
minimum disturbance to them.

3. To finish with the task in the provided six weeks’ agreed time.

Business Case
Strategy
Our main strategy involves the following steps such that the project work only happens on
weekend in a fashion described below –
1. Packing of the stuff by the Friday night.
2. Relocation and Removal of stuff to happen on Sunday and Saturday.
3. The setting of the relocated stuff to happen before the Monday morning so that the work
is resumed as usual.
Allotted Budget
For the relocation task less than or not more than $100,000 is the decided budget by the CEO
of the company to the Branch Manager.
Timescale
The timescale allotted for the same project was of two months and was finally was decided
that the project would be completed within the six weeks of duration for its completion.
Deliverable and milestone schedules
Table 1 – Deliverable and Milestone Schedule Chart
Milestones Accomplishment
Date
Criteria of
Acceptance
Stakeholder Judge
Office stuff bundling 31st May 2019, 7th
June 2019, 14th June
2019, 21st June 2019,
28th June 2019, 5th
July 2019.
Equipment like
computers, furniture,
paperwork including
files, charts, etc. and
other materials have
all to be bundled.
Manager of the
branch or manager
allotted for the
project.
Removal 1st June 2019, 8th
June 2019, 15th June
2019, 22nd June
For removing the
materials they have
to be packed well so
CEO, Information
and Communication
Manager, and

2019, 29th June
2019, and 6th July
2019.
that they do not get
damaged while they
are in transit phase.
Project Manager
Relocation 2nd June 2019, 9th
June 2019, 16th June
2019, 23rd June
2019, 30th June
2019, and 7th July
2019.
Relocation phase
should be carried out
with only certified
drivers of the
company so that
they do not misplace
or damage the
artifacts.
Information and
Communication
Manager (ICT),
Project Manager
Set Up 3rd June 2019, 10th
June 2019, 17th June
2019, 24th June
2019, 1st July 2019,
and 8th July 2019.
Setting up process
requires the product
to be labeled well
according to the
description of the
material so that the
tracking and finding
of materials are
eased up.
Administration
Manager, Project
Manager, and CEO
Completion 9th July 2019 The completion step
involves the
completed relocation
of the goods to
another place and
resuming with the
work at the office of
the staff.
CEO, Project
Manager,
Administration
Manager,
Information and
Communication
Manager.

Risk Constraints and Assumptions
Table 2 – Risk Constraints and Assumptions
Risk related to Projects Owner related to
risk
Contingency Plan
Unplanned model for execution
of the project.
Project Manager To remove any of the ambiguities
in the planning of the project
execution Project manager would
consult with the team of experts
and take everyone’s point of view
in the panel to create an
execution plan.
Mishandling of the deliverables
in transition.
Information and
Communication
Manager
Proper handling of the good and
packing them safely is must for
the installation process to begin
and avoiding purchasing of any
new equipment for the new
office.
Budget-related issues Project Manager In the previous project of
handling the execution of the
project should be done at such
low cost that any increase in the
rate due to some failure of the
operations would be then covered
up later in the development
phase.

Resources Estimate
People Required and allotted: Project Manager/Branch Manager, Operations Manager,
Chief Executive Officer, Information and Communication Manager, and Labourers.
Budget allotted: The project has to be completed within the budget of $100,000
Resources: Heavy duty transporting vehicles for transit purposes, Cartons, Tapes, Labels,
Markers, Files, Labourers.
Other Resources: Amenities for workers working overnight like shelter, instructions, dinner,
etc.
Stakeholders
Table 3 – Stakeholder Analysis Table
Stakeholder Project Interest Priority
Laborers Would do all the hard toiling exercises for the
project execution.
Low
Chief Executive
Officer
Is the main stakeholder for the project as she
manages all the activities of the company at the
upper level and the budget is allotted by her
only.
High
Branch Manager The branch manager is required to look after
the whole project completion and its
operations. A project manager is the only
person who would draw the guideline over the
project timeline and execution.
Medium-High
Communication and
Information
Manager
Communication and Information manager
would look after the installation of the
communication and networking facilities at the
new office in order to provide for connectivity
of the office with the other branches and to
Medium-High

resume the work.
Administration
Manager
Administration manager work is to manage the
transition to the new offices with ease such that
office operations are not at all disturbed and
employees are taught with the work structure
followed at the new office.
Medium
Team operating principle
1. The work should be well coordinated and understood to allow for the smooth procession
of the project.
2. Each member should finish with the work assigned to them in the allowed time limit so
the next department could resume the initial step of their operations.
3. All managers should be in contact with each other and coordinate with each other's work
when required.
4. Workers must be provided with clear instruction on how to handle the products and pack
them and also install them.
Lessons Learned
1. Due to improper management of the laborers, few articles were missing after the
operations were accomplished.
2. Lack of goal understanding and coordination lead mismanagement in the initial three
weeks of the project management.
Charter Signatures

Part B: Practical example of charter
Letter to Sponsor
22nd May 2019
To: Chief Executive Officer
From: Branch/ Project Manager
Subject: Charter report regarding vacating to the new office.
The charter report regarding the transferring of the facilities to the new office contains the
case for business, and scope of the project. The charter information included in the letter
contains the proper assessment of the project and contains Constraints and Risk Assumptions,
Stakeholder of the project, Lesson Learned, Team Principal of Operations, Business Case,
and Project Scope.
Without bringing any of the disturbance to the working pattern in the staff and the customers
we have to relocate the office materials and equipment's to a newly found suburban location
within the provided given time limit of fewer than six weeks and also in the provisional a
budget of less than $100,000.
The charter applied within I hope would be in your interest and with your approval we would
achieve great height to accomplish the project towards its goals.
Branch/ Project Manager
Table 4 – Charter Table
Project Scope
The approach that is selected by the CEO of the Insurance Company is of SMART which
relates to the Specific, Measurable, Attainable, Relevant and Based on time.
Business Case
1. Packing of the stuff by the Friday night.
2. Relocation and Removal of stuff to happen on Sunday and Saturday.
3. The setting of the relocated stuff to happen before the Monday morning so that the

work is resumed as usual.
Deliverables and Risk Assumptions
Risk related to Projects Owner related to risk Contingency Plan
Unplanned model for
execution of the project.
Project Manager To remove any of the
ambiguities in the planning
of the project execution
Project manager would
consult with the team of
experts and take everyone’s
point of view in the panel to
create an execution plan.
Mishandling of the
deliverables in transition.
Information and
Communication Manager
Proper handling of the good
and packing them safely is
must for the installation
process to begin and
avoiding purchasing of any
new equipment for the new
office.
Budget-related issues Project Manager In the previous project of
handling the execution of
the project should be done at
such low cost that any
increase in the rate due to
some failure of the
operations would be then
covered up later in the
development phase.
Deliverables and Milestone Schedule
Milestones Accomplishment Date Criteria of Acceptance