Any project needs careful planning, management, and supervision to be carried out successfully. Often, projects get carried out in unfamiliar and adverse environments that can be challenging for the team members. Strict timelines, demanding requirements and limited costs are some of the challenges a project often has to face. The principal role of the project manager is to ensure that the project gets completed successfully despite the risks. The success of failure of a project when viewed from different perspectives gets measured differently. The project manager is committed to achieve optimal performance within the time frame and the costs (Lester, 2006). The stakeholders measure the project’s success or failure within the contractor-client relationship and amidst the diverse business and public environment. Thus, the project managers need to have specific skills and attributes to complete the project and keep the team motivated.
It is indeed challenging to tackle a commercial move. The whole process can be intimidating and only by taking appropriate measures and working under an able leadership can avoid a potential nightmare (Pestana, 2018). Responsible and capable project managers can ensure a smooth move for the office. The author makes a critical reflection of an office relocation project and describes his experience of working with the project management team. As part of the project team, the author was able to observe the working of the team and the project manager from a close hand. Different approaches and project management techniques are used to discuss the team members and the progress of the project under the team manager.
The project of office relocation was completed within the given time frame of two months. However, the pressure was on right from the beginning. The team had to be developed from scratch and allocated the responsibilities for relocation. The corporate management decided on the time frame and the budget within which the move needs to be made. The relocation team worked as per the instruction of the project manager and is their responsibility to ensure that the finals decisions are carried out once they are made (Attwood, 1996).
Office relocation is a challenging task and requires careful planning and a considerable amount of detailing goes into it (CPM One Source, 2017). Clear guidelines need to be formulated for before the move, during the move and after the move (Oregon, 2018). The definition of the project and early decision making holds the key to overall success. Poor decision making can weaken the efforts of the team and could threaten the successful completion of a potentially useful project. The project manager is responsible for motivating his team members to think creatively (Munns, & Bjeirmi, 1996).
1.1 Forming
At this stage, the relocation team was made of six members. Although the members had a good idea of what to expect during the office relocation, none of them had participated in an office relocation project before. The author could see that the team was not given extra time to plan the move. The team manager had to fit the planning and divide up the various tasks within the office time. At times, the team would find it difficult to meet at the designated time and location to discuss the project. As face to face meetings were not possible at all the time, the team formed a WhatsApp group to remain updated with each other. Timelines were detailed for the different stages of the move, and essential information regarding the budget was kept at every stage.
There are certain steps to take before the move, and these include developing a team with a project manager to carry out the relocation. The location space, the estimated costs, and the layout need to be discussed beforehand (Texas law practice management, 2018). The new office should provide improved functionality for the employees and take care of special space needs. The moving company for the project needs to be finalized before the set a date for shifting.
1.2 Storming
As the team members had no prior experience of office relocation and shifting, they lacked the knowledge of how to manage a successful relocation. The project team manager had to convince them to get together and brainstorm to look for some ideas. According to Edwards (1983), there is no fixed model for the relocation process, but the decision behavior is related to the circumstances industrial, administrative, and personal location. There are two main phases behind the relocation process, the decision to relocate and where and when to relocate.
The team members changed their ideas from time to time and looked for other options so that the costs do not go beyond the budget. At times, there were ego hassles and power struggles between the team members. It was the responsibility of the project team manager to discuss those issues and enforce cooperation. Some resentments also built up over time, and those issues could have avoided if the team manager was quick to notice the body language and mannerism of his team. He should have discussed those issues well ahead in time so that precious time and efforts do not get wasted among the team members.
There were disagreements over what kind of moving companies should be hired. The team members were not in favor of a company specializing in international removals as they were of the view that only those companies with domestic removals and with an adequate experience should be contacted. Finally, a firm with knowledgeable staff on office equipment, security and keycards, space requirements and design was hired.
The project team manager needs to keep in mind that the changes in the office, its operations, and workers during, before and after the relocations. A case study from Oslo shows a noteworthy change in travel behavior of the employees before and after the relocation. While the use of public transport decreased, the private car use, as well as travel time, increased (Hanssen, 1995). As the work and office environments change with relocation, the employees can feel an increased level of stress due to the move. Behavioral and management techniques can help improve worker satisfaction during and after the relocation (Spreckelmeyer, 1993).
Brainstorming sessions were conducted among the key members to identify, and list tasks set them in sequence and assign responsibility. The team had to set up a meeting with moving company representative and assess the needs. The team members who were given the task of providing the moving company with a floor plan were not able to do so in time as they had never prepared a floor plan before. However, they were able to prepare the inventory list in time so that the moving company was aware of what items had to be shifted to the new location.
1.3 Norming
During this stage, the fundamental differences and issues between the team members seem to have smoothed out. The team members were now more cooperating and accepting to the ideas of each other. They paid more attention to what the team leader had to say and was regular with the meetings. The team was now pretty sure of what tasks they had to face and the challenges they could face. However, as each team member felt confident, things seemed to be under control.
1.4 Performing
Looking at the team and observing their style of working, it was observed that some members are still not fully committed towards the task. They arrive late for meetings and are not up to date with the WhatsApp messages. The team manager should have been a little more vocal about the discipline and punctuality aspect. Still, one cannot expect the same level of commitment and dedication from every team member involved in the task. However, as a project manager, he needs to have the traits of discipline and time management (Maylor, 2010). After all, he has to be the role model for his team members and keep them focused and motivated.
Project management is the process of achieving the objectives of the project within the organizational structure and use the techniques and resources to fulfill the task given. The wrong person as project manager, unsupportive management, ill-defined tasks and poor management techniques can hamper the quality standard of the project, which may not go as planned or get closed (Munns, & Bjeirmi, 1996).
It was observed at all times that open, and natural flow of communications allows free exchange of ideas and clear any doubts and confusions among the team members. However, as one or two members did not take a keen interest in the project, out of lack of time or interest, the project manager had to make extra efforts to keep them interested. He was responsible for eliminating any confusion or miscommunication throughout the entire project. He was regular at follow-up meetings and reviewed project progress on a regular basis.
1.5 Adjourning
As the project period was just two months and the team members were from different departments, there were no special friendships or bonds seen to develop within the team. Still, there were no stress or anxieties seen within the group responsible for the project.
2. Final Thoughts
Numerous organizations undergo office relocations every year, and it is not an easy task as the shift can have an impact on the workforce satisfaction, their productivity and the wrong kind of move can hamper the achievement of overall business objectives (Rothe, Heywood, Christenson, & Sarasoja, 2015). In the current project, there were challenges, but strong leadership kept the project streamlined.
The author was overall satisfied with the way the project was handled. The team did start on shaky ground but gradually gained a strong foothold, thanks to the able leadership and guidance of the project team manager. However, some of the team members could have contributed more had they shown more commitment and discipline. It was felt that the project team manager could have been more vocal about some issues. These team members needed to show stronger work ethics. Although there was a lot of disagreements and conflicts within the team, the project of foci relocation was carried out smoothly.
Meeting move deadlines, staying within a set budget and working with a trustworthy team can make all the difference to the success sofa project. The company can learn from its experience, and for its next move, it should see to it that the task is allocated to someone with knowledge and experience in the fields. The team members should be chosen carefully, and they should have the essential traits of being responsible and have proper time management. The team manager should keep in mind that the team members will never be the same as they come from different backgrounds and cultures. He has to study their strengths and weaknesses and be transparent in his communications with them. It would have helped the project if the team members carried some prior experience of moving offices or office relocation.
The observations of this case show that organizations face several challenges when relocating, especially when the project members need to manage the process themselves. The companies and business should acknowledge the complexity of the project and build the right team and resources to get rid of any hurdles or challenges the relocation might bring. Relocations are not a part of the day-to-day activity of an organization. Business should realize that and use only knowledgeable staff and team members for such projects.
Conclusion
To conclude on this report, it is evident that the successful completion of a project relies on the project manager and how he handles the team. While the outcome of the projects was indeed satisfactory, some issues could have been avoided. The project was completed within the time frame and budget; it is indeed a successful one. Even within the short time frame, the team was able to collaborate, smooth out their differences and work towards a common goal. Communicating effectively within a transparent environment can help build trust and cooperation among the team members. The office relocation project was a good experience for the team manager and the team members.
References
Attwood, D.A. (1996). The Office Relocation Sourcebook: A Guide to Managing Staff Throughout the Move. John Wiley & Sons, 1(1), 1–263.
CPM One Source. (2017). What are the benefits of using a Relocation Project Management firm?, cpmonesource Retrieved from https://cpmonesource.com/special-series-part-4-what-are-the-benefits-of-using-a-relocation-project-management-company
Edwards, L. (1983). Towards a process model of office-location decisionmaking. Environment and Planning. A, 15(10), 1327.
Hanssen, J. U. (1995). Transportation impacts of office relocation. Journal of Transport Geography, 3(4), 247-256.
Lester, A. (2006). Project Management, Planning and Control: Managing Engineering, Construction and Manufacturing Projects to PMI, APM and BSI Standards. Business & Economics, 1(1), 1–464.
Maylor, H. (2010) Project Management. 4th edn. Harlow: Financial Times Prentice Hall.
Munns, A., & Bjeirmi, B. (1996). The role of project management in achieving project success. International Journal of Project Management, 14(2), 81-87.
Pestana , C. (2018). 4 Reasons You Need a Relocation Project Manager, fortpointpm Retrieved from https://www.fortpointpm.com/2018/03/4-reasons-need-relocation-project-manager/
Oregon gov. (2018). Office Relocation Planning Guide, Oregon.gov Retrieved from https://www.oregon.gov/das/Facilities/Documents/Res_IMP_OffRelocPlngGuide.pdf
Rothe, P., Heywood, C., Christersson, M., & Sarasoja, A. (2015). Office relocation management in finland – challenges and service opportunities. Property Management, 33(4), 348-366.
Spreckelmeyer, K. F. (1993). Office relocation and environmental change: A case study. Environment and Behavior, 25(2), 181-204.
Texas law practice management. (2018). How to Plan for Office Relocation, texaslawpracticemanagement Retrieved from https://texaslawpracticemanagement.com/wp-content/uploads/2014/05/How-to-Plan-for-Office-Relocation.pdf
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