Office relocation, expansion, merger, a special case
Office relocation, expansion, merger, a special case
An office move or rearrangement is similar to most other moves, but it tends to be a special case because of the personalities involved. The space assignments to VP’s and long time employees who have the boss’s ear, the customer interface that may occur, all warrant a high level of attention. Plus, because an office is often closely tied to customers, business interruption must be carefully controlled.
This article is a summary of points that seem to be important. All in all it should be routine, with the possible exception of the computer and phones. Essentially all of it is logistical in nature, applied to human relationships.
1. The plan
As in other facility actions, set the plan, prepare to implement it, then put the plan into effect.
2. Set in concrete
Find out quickly from management what is decided and what is yet to be resolved. You may review the "decided" for egregious errors, but study the issue quietly until you identify and quantify all of the pertinent factors. Take no more than one shot at reversing the decision, then move on. Quickly get into the unresolved issues.
3. Scope
Typically there will be
A. A general plan; such as “move from here to there January 13”.
B. Several supporting general plans; involving perhaps existing facility, destination facility, the move itself, support contract services, customer service, computer and telephone.
4. Assumptions and corollaries
Will the business be open during normal hours during the move? Yes calls for a weekend move.
Is the business computer-dependent? Yes means that the computer relocation will be the critical path. Assume that is true until proven otherwise.
What written plans or assignments have been made? What layouts agreed to? What contracts have been let already, bids submitted, brothers in law contacted? Don't reinvent the wheel.
Will some equipment not be moved because upgrades or replacements will be used at the destination? That will mean more work but new working conditions may be better.
Is there a floor layout of the existing facility? Of the new facility? An accurate inventory of equipment? Do not assume they are correct, at your peril.
Is there a new phone number or is the other one relocated? In either case you are dependent on the phone company and that is scary. Keep the phone company under your personal oversight and on a short leash. The best bet is to have the new phones installed and operating in the new facility in advance. That is easy if the phone number is new. You will be told it is impossible if the number is the same but challenge the phone company as high up as you can get to make it happen, perhaps as a separate set of extensions. Make them innovate.
If they insist on a change the day of the move, called a cutover, check their plans and backups closely.
5. Timing
What are the key dates? Are they set in concrete? Even if they are mandated without considering the tasks involved, build them into the plans to see if it is practical to meet them. Appeal the dates only after you have a grasp of the costs of achieving them and the consequences of revising them. Be sure to include dates for the upcoming holidays and vacations.
Create a master calendar, starting with the move date. Calculate other major dates from the move date. In this case, critical dates can include
A. Computer off at source, computer on at destination
B. Phones off at source, phones on at destination
C. Take possession of destination, start modifications; another date for when they are finished.
D. General preparation for the move starts within the office
E. Final packing starts
F. Moving truck appears at source, departs source, arrives at destination, departs.
G. Unpack to get operation going starts, is done
H. Operation is back to normal
6. Action plans including assignments and timetables.
Creating and updating plans will be a continuing activity until the day of the move. Start with a series of "To Do" lists. Assign responsibility for each task; you have to do this before setting a viable timetable because Mary Lou may have 24 hours of work and you only allow her 8 hours. Manipulate the "to do" and assignments within the time allowed.
After you have created a series of lists of necessary activities, formally assign them and the due dates.
7. Pre-occupancy
Take possession as soon as possible to allow you to check out the mechanical issues; keys fit, power is on, air conditioning works, phones are connected, toilets flush, carpets are cleaned, resolve building sharing issues.
8. Human resources
Keep all those involved in the information loop, and react to problems quickly and fairly. Allow employees a say in layouts to the extent possible, such as relationships that affect proximity of work stations. Allow employees to pack and unpack their own workstations.
Jack Greene, Jackson Productivity Research Inc.
Office relocation expansion merger a special case - To learn more about this author, visit Jack Greene's Website.
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Office Move, a Special Case
An office move or rearrangement is similar to most other moves, but it tends to be a special case because of the personalities involved. The space assignments to VP’s and long time employees who have the boss’s ear, the customer interface that may occur, all warrant a high level of attention. Plus, because an office is often closely tied to customers, business interruption must be carefully controlled.
This article is a summary of points that seem to be important. All in all it should be routine, with the possible exception of the computer and phones. Essentially all of it is logistical in nature, applied to human relationships.
1. The plan
As in other facility actions, set the plan, prepare to implement it, then put the plan into effect.
2. Set in concrete
Find out quickly from management what is decided and what is yet to be resolved. You may review the "decided" for egregious errors, but study the issue quietly until you identify and quantify all of the pertinent factors. Take no more than one shot at reversing the decision, then move on. Quickly get into the unresolved issues.
3. Scope
Typically there will be
A. A general plan; such as “move from here to there January 13”.
B. Several supporting general plans; involving perhaps existing facility, destination facility, the move itself, support contract services, customer service, computer and telephone.
4. Assumptions and corollaries
Will the business be open during normal hours during the move? Yes calls for a weekend move.
Is the business computer-dependent? Yes means that the computer relocation will be the critical path. Assume that is true until proven otherwise.
What written plans or assignments have been made? What layouts agreed to? What contracts have been let already, bids submitted, brothers in law contacted? Don't reinvent the wheel.
Will some equipment not be moved because upgrades or replacements will be used at the destination? That will mean more work but new working conditions may be better.
Is there a floor layout of the existing facility? Of the new facility? An accurate inventory of equipment? Do not assume they are correct, at your peril.
Is there a new phone number or is the other one relocated? In either case you are dependent on the phone company and that is scary. Keep the phone company under your personal oversight and on a short leash. The best bet is to have the new phones installed and operating in the new facility in advance. That is easy if the phone number is new. You will be told it is impossible if the number is the same but challenge the phone company as high up as you can get to make it happen, perhaps as a separate set of extensions. Make them innovate.
If they insist on a change the day of the move, called a cutover, check their plans and backups closely.
5. Timing
What are the key dates? Are they set in concrete? Even if they are mandated without considering the tasks involved, build them into the plans to see if it is practical to meet them. Appeal the dates only after you have a grasp of the costs of achieving them and the consequences of revising them. Be sure to include dates for the upcoming holidays and vacations.
Create a master calendar, starting with the move date. Calculate other major dates from the move date. In this case, critical dates can include
A. Computer off at source, computer on at destination
B. Phones off at source, phones on at destination
C. Take possession of destination, start modifications; another date for when they are finished.
D. General preparation for the move starts within the office
E. Final packing starts
F. Moving truck appears at source, departs source, arrives at destination, departs.
G. Unpack to get operation going starts, is done
H. Operation is back to normal
6. Action plans including assignments and timetables.
Creating and updating plans will be a continuing activity until the day of the move. Start with a series of "To Do" lists. Assign responsibility for each task; you have to do this before setting a viable timetable because Mary Lou may have 24 hours of work and you only allow her 8 hours. Manipulate the "to do" and assignments within the time allowed.
After you have created a series of lists of necessary activities, formally assign them and the due dates.
7. Pre-occupancy
Take possession as soon as possible to allow you to check out the mechanical issues; keys fit, power is on, air conditioning works, phones are connected, toilets flush, carpets are cleaned, resolve building sharing issues.
8. Human resources
Keep all those involved in the information loop, and react to problems quickly and fairly. Allow employees a say in layouts to the extent possible, such as relationships that affect proximity of work stations. Allow employees to pack and unpack their own workstations.
Jack Greene, Jackson Productivity Research Inc.
Office relocation expansion merger a special case - To learn more about this author, visit Jack Greene's Website.
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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