Workplace Refurbishment Project: Objectives, Plan, and Stakeholders

This project presents a comprehensive plan for workplace refurbishment, addressing various aspects from initial objectives and constraints to project implementation. It outlines the necessity of refurbishment, highlighting issues such as lack of space, outdated facilities, and disorganized environments. The project plan includes strategies for cost reduction, increased flexibility, productivity maximization, and employee interaction, supported by a detailed Gantt chart, cost analysis, and contingency planning. Stakeholders, both internal (project manager, analyst, HR, etc.) and external (local communities, suppliers), are identified. The project also provides a list of references, demonstrating the project's grounding in relevant research and industry best practices. The project aims to provide a practical guide for successful workplace refurbishment.

WORKPLACE
REFURBISHMENT

Table of Contents
• Workplace refurbishment project
• Objective of the project
• Constraints of the project
• Problems of workplace
• Workplace Refurbishment project plan
• Gantt Chart
• Discrete Tasks
• Costs
• Time Frames
• Contingencies
• Project Stakeholders
• References

Workplace Refurbishment Project
Workplace refurbishment project
implementation considers the following
points
• Configuration
• Design
• Necessities

Workplace Refurbishment Project

Objective of the project
Workplace refurbishment is necessary in a
workplace to achieve
• Design objectives
• Budgets
• Employees satisfaction

Constraints of the project
Constraints of workplace refurbishment
project
• Effort relies on participation of staff and
management
• Limited budget
• Bounded to only the interiors of workplace
• Propose only project plan

Problems of Workplace
The reason for workplace refurbishment due
to following points
• Less space for extra employees
• Lack of boardroom

Problems of Workplace
• Dull look of workplace environment
• Lack of new facilities

Problems of Workplace
• Introducing health and safety
• Disorganized workplace environment

Workplace Refurbishment project plan
Project plan for workplace refurbishment
project are as follows.
• Cost reduction
• Increased flexibility
• Maximizing productivity
• Creativity stimulation
• Employee interaction

Gantt Chart

Discrete Tasks

Costs

Time Frames

Contingencies
The contingencies for the project are as
follows.
• Infrastructure and facilities
• Project partners
• Budget
• Project schedule

Project Stakeholders
• Internal Stakeholders- Project manager,
project analyst, human resources
manager, project planner, project group,
contractor and project sponsor.
• External Stakeholders- Local
communities, suppliers and creditors.

References
• Elmualim, A. and Birdsell, T., 2016. Sustainable refurbishment of offices in the UK.
• Bell, A., 2016. Re-imagining the office: the new workplace challenge. CRC Press.
• Salaj, A.T., Baričič, A. and Maamari, B., 2017. How the economic crisis affects workplace conditions
and occupational health. Journal of Construction Project Management and Innovation, 7(2),
pp.2088-2103.
• Wandahl, S. and Skovbogaard, J., 2017. TOWARDS IMPROVING PRODUCTIVITY ON
REFURBISHMENT PROJECTS. In 33rd Annual ARCOM Conference (pp. 592-601).
• Bach, R., 2015. Time and Place Independent Working: Influence on the Organization and the
Academic Office Workplace.
• McDonald, F.V., 2015. Developing and validating an integrated framework explaining pro-
environmental behaviour in the workplace (Doctoral dissertation, University of Portsmouth
Portsmouth, UK).
• Hodulak, M., 2016. Global Corporate Workplaces: Implementing New Global Workplace Standards
in a Local Context. Springer.
• Hi Chun, M.I., Harty, C. and Schweber, L., 2015, September. Comparative Study of User-Centred
Design Approaches. In Procs 31st Annual ARCOM Conference (pp. 7-9).
• Park, A., 2014. The Impact of a Workplace Environmental Change on Work-Related Outcomes:
Productivity, Presenteeism and Cognition. Arizona State University.
• Schwalbe, K., 2015. Information technology project management. Cengage Learning.
• Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-298.

References (continued)
• Rasmussen, F.N. and Birgisdottir, H., 2016. Life Cycle Environmental Impacts from
Refurbishment Projects-A Case Study. Central Europe towards Sustainable Building.
• Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
• Mir, F.A. and Pinnington, A.H., 2014. Exploring the value of project management: linking project
management performance and project success. International journal of project
management, 32(2), pp.202-217.
• Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and
project success in different project governance contexts. International Journal of Project
Management, 33(6), pp.1377-1392.
• Kerzner, H., 2018. Project management best practices: Achieving global excellence. John
Wiley & Sons.
• Sánchez, M.A., 2015. Integrating sustainability issues into project management. Journal of
Cleaner Production, 96, pp.319-330.
• van der Voordt, T., Anker Jensen, P., Gerard Hoendervanger, J. and Bergsma, F., 2016. Value
Adding Management (VAM) of buildings and facility services in four steps. Corporate Real
Estate Journal, 6(1), pp.42-56.
• Kerzner, H., 2018. Project management best practices: Achieving global excellence. John
Wiley & Sons.
• Pinto, J.K., Dawood, S. and Pinto, M.B., 2014. Project management and burnout: Implications
of the Demand–Control–Support model on project-based work. International Journal of Project
Management, 32(4), pp.578-589.

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