I have been assigned a Project of Innovative Office Design and Office Move at The Institute of

Online Management Studies (IOMS) within the budgeted cost and time.

My role involves overseeing the schedules for demolition, coordinating the ordering of new
furniture and computers, and managing the construction process. Additionally, I will be responsible
for orchestrating the seamless move of staff members into their new space.

 The project budget cost is allocated ₹1 crore.

 The project budget time is allocated 6 months.

My objective as the Project Manager is to ensure the project milestones are achieved, including
obtaining design proposal approval, awarding the construction contract, ordering modular
furniture, initiating demolition and construction, installing the modular offices, and completing the
staff move successfully.

By efficiently managing resources, adhering to the budget and schedule, and ensuring a smooth
transition for staff members, I will play a pivotal role in the success of this campus move and office
remodeling project.

Essentially, as a project manager, I have to oversee projects from start to finish. This includes
supervision of tasks, communication effectively with stakeholders, and ensure that every aspect of
the project is completed on time. Also as a Project manager I must be able to foresee potential
risks and find proper solutions to mitigate or eliminate them so that they don’t impede a project’s
success.

Setting the Stage

During my first meeting with executive

sponsors, I should be prepared enough to
showcase our capabilities and the first meeting
with executive sponsors is an opportunity to build
trust, align expectations, and secure their support
for the project. I will present a high-level overview
of the project plan, highlighting the major
milestones, budget allocation, and potential risks
and by demonstrating our expertise, proactive
approach, and commitment to success, we can lay
a strong foundation for a productive partnership
throughout the project.
Exercise -1

Here is a prioritized list of seven questions to ask the Executive Sponsor during the initial meeting:

1. What are the main objectives and expected outcomes of this office renovation and
relocation project?

2. What is the specific time to complete the project, consider launching a research project in
six months?

3. Could you provide more information about the innovative research project that prompted
this office remodeling and move?

4. What are the primary reasons for consolidating the staff from two office units into a single
space? Are there any specific benefits expected from this consolidation?

5. Could you elaborate on the flexibility and mobility requirements mentioned in the design,
particularly regarding the anticipated changes in floorplans/layouts throughout the research
project?

6. Are there any specific guidelines or restrictions we should consider when selecting office
furniture, computers, phones, etc., within the allocated budget?

7. How does the success of this office design impact future plans for similar designs on
campus, and what are the expected cost savings and flexibility benefits associated with
such conversions?

These questions aim to gather essential

information about project objectives,
timelines, expected outcomes, specific
requirements, and the sponsor's vision for
the project.
Exercise - 2

PROJECT
STAKEHOLDERS

a. Here is a list of eight possible stakeholders for this project and the reasons why they are
considered important:

1. Executive Sponsor: The executive sponsor is directly involved with the project and holds
the authority to influence the project's outcome. They are crucial in providing strategic
guidance, securing resources, and ensuring the project's success.

2. Project Manager: The project manager is directly involved with the project and holds the
responsibility for planning, organizing, and executing the office remodeling and move. They
have the authority to make the project succeed and must coordinate all project activities.

3. Project Team Members: The project team members are directly involved in executing
various tasks related to the office remodeling and move. They contribute to the project's
success through their specialized skills and expertise.

4. Office Staff : The end users, i.e., the staff members who will be moving into the new office
space, are indirectly involved in the project.

5. University Administration: The university administration may be indirectly involved with the
project. They provide support in terms of budget approval, resource allocation, and
ensuring compliance with organizational policies.

6. IT Department: The IT department may be indirectly involved with the project. They play a
crucial role in coordinating the setup of new computers, phones, and wireless access. They
ensure that the technology requirements of the new space are met.

7. Student & Visitors : All these stakeholders may be affected by the project's outcome. The
successful completion of the office remodeling and move will provide them with a suitable
workspace to begin their innovative research project.

8. Statutory Body : For getting all statutory clearances related to project execution.
Potential Gainers:

1. Staff Members: The staff members who will be working in the newly remodeled office space
can benefit from an improved work environment, increased collaboration opportunities, and
enhanced productivity. The project's success can contribute to their overall job satisfaction
and well-being.
2. Executive Sponsors and Management: The success of the project can bring gains for the
executive sponsors and management team. They may experience increased efficiency,
improved research capabilities, and enhanced organizational performance. A successful
project outcome can positively impact their professional reputation and demonstrate
effective leadership.
3. University Administration: The university administration stands to gain from the project's
success as it can enhance the campus's overall appeal, reputation, and functionality. A
modern and innovative office design can positively influence prospective students, faculty,
and potential funding sources. The administration can also benefit from potential cost
savings and increased flexibility in future projects.
4. Project Team Members: The project team members who successfully deliver the project on
time, within budget, and meeting the required quality standards can gain professionally.
Their achievement can boost their credibility, reputation, and future career prospects within
the organization.
5. Students and Visitors: The success of the project can benefit students and visitors by
providing a more engaging, modern, and functional campus environment. Students may
experience improved access to resources, faculty, and collaborative spaces, while visitors
may perceive the institution as forward-thinking and innovative.

Potential Losers:

1. Staff Members: If the project faces delays, cost overruns, or fails to meet the intended
objectives, staff members may experience disruptions, inconvenience, or dissatisfaction
with the new office space. Poor project outcomes can negatively impact their work
experience, productivity, and morale.
2. Executive Sponsors and Management: The executive sponsors and management team can
face reputational damage and loss of confidence if the project fails to meet its objectives or
encounters significant challenges. Poor project outcomes can reflect negatively on their
leadership and decision-making.
3. University Administration: If the project fails to achieve its intended goals or faces significant
setbacks, the university administration may experience reputational damage, increased
costs, and missed opportunities for future improvements. The failure of the project to deliver
expected benefits can have a negative impact on the institution's image and
competitiveness.
4. Project Team Members: If the project encounters significant obstacles, delays, or budget
overruns, project team members may experience professional setbacks, such as a
tarnished reputation or missed career opportunities. Poor project outcomes can undermine
their credibility and hinder future project assignments.
Several key individuals or groups have the authority to influence the project or its outcome at The
Institute of Online Management Studies (IOMS). These individuals or groups include:

1. Executive Sponsors: The executive sponsors are typically high-level individuals within the
organization who have the authority to provide overall direction and support to the project.
They have the power to influence decisions related to project objectives, scope, budget,
and resource allocation. Their support and endorsement are crucial for the project's
success.

2. Project Steering Committee: The project steering committee, if established, comprises

representatives from various stakeholders, including senior management, functional heads,
and key departmental leaders. This committee is responsible for overseeing the project and
has the authority to influence project decisions, provide guidance, and ensure alignment
with organizational goals.

3. Project Manager: As the Project Manager, you hold authority over the day-to-day
management and execution of the project. You have the responsibility to make decisions,
allocate resources, manage the project team, and ensure the project's successful delivery.
Your influence extends to project planning, risk management, communication, and
stakeholder engagement.

4. Project Team: The project team members, including subject matter experts, technicians,
and support staff, have influence over specific aspects of the project within their assigned
roles. They contribute their expertise, execute tasks, and provide recommendations that
can impact the project's outcome.

5. University Administration: The university administration, including senior officials, academic

leaders, and administrative heads, has authority over overarching policies, resource
allocation, and strategic direction. They can influence the project through their decisions on
budget approvals, resource availability, policy adherence, and institutional priorities.

6. End Users and Stakeholders: The staff members who will be working in the new office
space, as well as other stakeholders such as students, visitors, and department heads,
have the authority to provide input, express their needs, and influence certain aspects of
 the project. Their feedback and involvement in decision-making can shape the project's
design, functionality, and user experience.

While multiple stakeholders contribute to the success of a project, the ultimate authority to make
the project succeed lies with the following key individuals or groups:

1. Executive Sponsors: Executive sponsors, who hold high-level positions within the
organization, have the authority to provide strategic guidance, allocate resources, and
make critical decisions that can influence the project's success. They have the power to
prioritize the project, secure necessary funding, and remove obstacles that may hinder
progress. Their support and active engagement are vital for project success.
2. Project Manager: The Project Manager plays a crucial role in ensuring the project's
success. With the authority granted by the executive sponsors, the Project Manager has the
responsibility to lead, plan, execute, and monitor the project. They possess decision-making
authority regarding project management processes, resource allocation, risk mitigation, and
stakeholder communication. The Project Manager's effective leadership and management
skills significantly impact the project's outcomes.
3. Project Team: The project team, including subject matter experts, technicians, and other
team members, has a collective responsibility to deliver project tasks and contribute their
expertise. Each team member's authority lies within their assigned roles and
responsibilities, where they have the autonomy to make decisions and complete their tasks
effectively. Collaborative teamwork, clear communication, and proactive problem-solving
among team members are crucial to project success.
4. Stakeholders: The authority of stakeholders extends to their ability to provide input, support,
and collaboration throughout the project. This includes end users, university administration,
department heads, and other individuals or groups affected by the project. Their
engagement, commitment, and endorsement can greatly influence the project's success.
Stakeholders have the authority to provide feedback, contribute to decision-making, and
champion the project within their respective areas of influence.

While multiple stakeholders contribute to the success of a project, the ultimate authority to make
the project succeed lies with the following key individuals or groups:

1. Executive Sponsors: Executive sponsors, who hold high-level positions within the
organization, have the authority to provide strategic guidance, allocate resources, and
make critical decisions that can influence the project's success. They have the power to
 prioritize the project, secure necessary funding, and remove obstacles that may hinder
progress. Their support and active engagement are vital for project success.
2. Project Manager: The Project Manager plays a crucial role in ensuring the project's
success. With the authority granted by the executive sponsors, the Project Manager has the
responsibility to lead, plan, execute, and monitor the project. They possess decision-making
authority regarding project management processes, resource allocation, risk mitigation, and
stakeholder communication. The Project Manager's effective leadership and management
skills significantly impact the project's outcomes.
3. Project Team: The project team, including subject matter experts, technicians, and other
team members, has a collective responsibility to deliver project tasks and contribute their
expertise. Each team member's authority lies within their assigned roles and
responsibilities, where they have the autonomy to make decisions and complete their tasks
effectively. Collaborative teamwork, clear communication, and proactive problem-solving
among team members are crucial to project success.
4. Stakeholders: The authority of stakeholders extends to their ability to provide input, support,
and collaboration throughout the project. This includes end users, university administration,
department heads, and other individuals or groups affected by the project. Their
engagement, commitment, and endorsement can greatly influence the project's success.
Stakeholders have the authority to provide feedback, contribute to decision-making, and
champion the project within their respective areas of influence.

It is important to engage and consider the perspectives of these stakeholders throughout the
project to ensure their needs are met, minimize resistance to change, and increase the likelihood
of project success.
Apologies, but as a text-based AI, I'm unable to create visual graphics or plots directly. However, I can guide you
on how to plot stakeholders on the Power and Interest grid.

The Power and Interest grid is a 2x2 matrix that helps classify stakeholders based on their level of power and
interest in the project. The vertical axis represents the stakeholder's level of interest, ranging from low to high.
The horizontal axis represents the stakeholder's level of power, ranging from low to high.

To plot the stakeholders on the grid:

1. Identify the stakeholders from your list.

2. Assess their level of power in relation to the project. Consider factors such as authority, decision-making
ability, and influence.
3. Assess their level of interest in the project. Consider factors such as how directly they are impacted, their
involvement, and their level of engagement.
4. Place each stakeholder on the grid based on their power and interest levels. Stakeholders with high
power and high interest are placed in the top-right quadrant. Stakeholders with high power and low
interest are placed in the top-left quadrant. Stakeholders with low power and high interest are placed in
the bottom-right quadrant. Stakeholders with low power and low interest are placed in the bottom-left
quadrant.

Remember that stakeholders can shift positions on the grid over time as their power and interest levels change
throughout the project.
 Project

Innovative Office Design and Office Move

at The Institute of Online Management Studies (IOMS)

PROJECT CHARTER

Date : 20/06/2023
1.0 PURPOSE OF PROJECT CHARTER:

The purpose of this project is to coordinate the relocation of 78 staff members from two
separate office units into a consolidated space at The Institute of Online Management Studies
(IOMS). The project objectives to create an innovative office design that maximizes flexibility and
mobility. The office remodeling and move are necessary to accommodate an upcoming ₹5 crore
grant-funded research project, scheduled to begin in 6 months. The project team's responsibility
includes overseeing demolition, coordinating the ordering of new furniture and computers,
managing construction, and ensuring a smooth move for the staff members. The Project Charter
recognizes the potential impact of the office design on future projects and highlights the potential
for cost savings and increased flexibility in other areas on campus. It sets the stage for potential
replication and expansion of the design concept in the future.

2.0 PROJECT OVERVIEW:

The Innovative Office Design and Office Move project at The Institute of Online Management
Studies (IOMS) aims to facilitate the relocation and consolidation of 78 staff members from two
separate office units into a newly remodeled space.

The project is crucial to ensure that the staff members are ready for occupancy within five
months, allowing for the official kickoff of a ₹5 crore innovation grant, which is scheduled to begin
six months from now.

The project's scope encompasses below key aspects,

 Design Of New Offices,

 Old building demolition activity,
 Construction and remodelling of New Building,
 Ordering of new furniture and computers,
 Managing the construction process.
 And Organizing the actual move of the staff members into their new workspace.

The design of the new office space emphasizes flexibility and mobility, utilizing portable cubicle
walls/workspaces, laptops, cell phones, and electronic storage to accommodate different floor
plans and layouts throughout the duration of the innovation grant.

3.0 JUSTIFICATION

Business Need:
Business Impact:

4.0 PROJECT SCOPE:

Objectives:

1. Coordinate the transfer of 78 employees to the integrated office space within 5 months,
aligning with the official launch of the ₹5 billion innovation grant research project.

2. Create an innovative office design that maximizes flexibility, mobility, and adaptability to
accommodate different floorplans/layouts throughout the grant research.

3. Successfully demolish internal walls, add flexible electrical connections, and extend
wireless access as per the contracted construction work.

4. Order and install modular furniture, computers, phones, and other necessary equipment
within the allocated budget and timeline.

5. Ensure minimal disruption to ongoing operations and maintain employee productivity during
the move process.

High Level Requirements:

Requirements Item Description

Major Deliverables:
 Major Deliverable Deliverable Description

New Office Building Modelling of Office building by demolition of old office

wall / floor etc.

Installation of New Furniture / Installation of Office assets in all respect to start new
Office Cubical / Assets office for grand project.

Accommodation of 78 Staff Moving of staffs without many disturbances.

Boundaries:

Exclusives List:

5.0 DURATION:

Project Timeline and Milestones:

 Month 1: Approval of Design Engineering proposal.

: Award of Construction Contract.
 Month 2: Ordering of Modular Furniture.
 Month 3: Start of Demolition Activity.
 Month 4: Start of Construction Activity.
 Month 5: Modular office installation
 Month 6: Complete the move and Project Closure with Feedback.

Note : After approval of Design Engineering, Ordering activity of Modular Furniture & Other
Assets and Demolition Activity can be started parallelly at site. And then after it will follow
sequential process Finish to Start in schedule of activity.
6.0 BUDGET ESTIMATE:

Project Budget Available (Source – Key Sponsors) = Rs 1 Crore.

Sl. No. Particulars INR

A Demolition and Construction 2800000.00

B Purchase/Install office furniture, computers, phones, etc.: 6000000.00

C Moving 100000.00

D Sub Total Project Cost ( A+B+C) = 8900000.00

E Contingency ( Management Expenses) 500000.00

F Total Project Cost as per Budget estimation 9400000.00

Fund Forecast to maintain cashflow for entire project lifecycle:

Particulars / Items Month-1 Month-1 Month-1 Month-1 Month-1 Month-1

Demolition and Construction 280000 1520000 1000000

Purchase & Installation of 600000 0.00 2400000 2000000 1000000

Office assets

Moving 100000

Contigency (If any) 500000

7.0 ASSUMPTIONS AND RISKS:

Assumptions:

 Project site is cleared for site construction.

 All statutory clearances are in place.
 Finance controller has given full clearance.

Risks:

List of possible risks for the Office Relocation project and their justifications:

1. Delay in construction: There is a possibility of encountering delays in the construction

process, which could impact the project schedule. This risk can arise due to unforeseen
issues with permits, weather conditions, or contractor availability.
2. Equipment or furniture delivery delays: There is a risk of experiencing delays in the delivery
of modular furniture, computers, and other equipment. This could be caused by logistical
challenges, supply chain disruptions, or manufacturing issues.
3. Data loss or system disruption: During the office move, there is a potential risk of data loss
or system disruption, leading to a temporary or prolonged halt in operations. This risk may
arise from mishandling of equipment, inadequate backup systems, or technical issues
during the transition.
4. Staff resistance to change: The project may face resistance from staff members who are
reluctant to adapt to the new office design and work environment. This could result in
decreased productivity, morale issues, and resistance to adopting new processes and
technologies.
5. Inadequate communication and coordination: Poor communication and coordination among
project stakeholders, including staff, contractors, and vendors, could lead to
misunderstandings, delays, and inefficiencies. This risk may occur due to misaligned
expectations, lack of clear communication channels, or insufficient project management
practices.
6. Budget overrun: There is a risk of exceeding the allocated project budget due to unforeseen
expenses, changes in scope, or underestimated costs. This risk can arise from inaccurate
cost estimates, fluctuating material prices, or scope creep.
Project Risks and Mitigation Strategies:

1. Delay in construction or delivery of furniture: Regularly communicate with contractors and

suppliers, monitor progress, and have contingency plans in place.
2. Resistance to change from staff members: Conduct change management activities, provide
clear communication, and address concerns proactively.
3. Disruption to ongoing operations: Plan the move in phases, communicate effectively with
staff, and minimize downtime through proper coordination.

Risk Management Matrix :

Risk Description Probability Impact Responsibility

Time Delay in Construction Medium High Project Manager

Cost Overrun High High Project Manager

Delay in getting Office Asset Low High HOD- Procurement

Data Loss during mishandling Medium Medium HOD – IT.

Resistance of Staff to move to Low Medium University - Admin

new Office

Work Permit (Statutory) Low High Project Maanger

8.0 PROJECT ORGANISATION:

Roles and Responsibilities:

Project Role Project Responsibilities

Project Manager Oversee the planning and delivery of construction of project.

Project Team Member Demolition and Site Construction activities

Project Admin team Move and asset shifting

IT team Installation of all IT accessories

Project Finance Project Finance planning and monitoring.

University Admin Support activities – for Office Relocation

Research Team Setting of new start for new beginning. Of grand Project.

STAKEHOLDERS:

1. Executive Sponsor: Provides strategic guidance and resources for the project.
2. Project Manager: Oversees all project activities, planning, and execution.
3. Project Team Members: Responsible for executing specific tasks related to the office
remodeling and move.
4. Employees: Staff members who will be relocated to the consolidated space.
5. University Administration: Provides support in terms of budget approval and resource
allocation.
6. Facilities Management Department: Assists with demolition, construction, and safety
regulations.
7. IT Department: Coordinates setup of computers, phones, and wireless access.
8. Research Project Team: Will utilize the new office space for the ₹5 crore grant-funded
research project.
9.0 PROJECT CHARTER APPROVAL:

The undersigned acknowledge they have reviewed the project charter and authorize and fund the
project. Changes to this project charter will be coordinated with and approved by the undersigned
or their designated representatives.

Signature:___________________________________ Date: ___________________

Name :
Title :
Role :

Signature:___________________________________ Date: ___________________

Name :
Title :
Role :

Signature:___________________________________ Date: ___________________

Name :
Title :
Role :
b. Risk Management Template:

Risk 1: Label and Description: Delay in construction Probability: Moderate Impact: High Mitigation
Plan: Regularly monitor construction progress, have contingency plans in place, and maintain open
communication with contractors to address any issues promptly.

Justification for Probability and Impact: The probability is considered moderate because delays in
construction are common due to various factors, such as permits, weather conditions, or
contractor availability. The impact is high because any delay in construction can potentially impact
the project schedule and lead to cascading delays in subsequent activities.

Risk 2: Label and Description: Equipment or furniture delivery delays Probability: High Impact:
Moderate Mitigation Plan: Maintain regular communication with suppliers, track delivery progress,
have backup suppliers identified, and consider buffer time in the project schedule to
accommodate potential delays.

Justification for Probability and Impact: The probability is considered high because logistical
challenges, supply chain disruptions, or manufacturing issues can cause delays in equipment and
furniture delivery. The impact is moderate because while it may cause schedule adjustments, it may
not directly impact the overall project timeline significantly.
Risk 3: Label and Description: Data loss or system disruption Probability: Low Impact: High
Mitigation Plan: Conduct data backup and system testing prior to the move, ensure proper
handling of equipment during the transition, and have technical support readily available during
the move.

Justification for Probability and Impact: The probability is considered low because precautions can
be taken to minimize data loss and system disruptions. The impact is high because any data loss or
system disruption can lead to downtime, loss of productivity, and potential financial and
reputational consequences.

Risk 4: Label and Description: Staff resistance to change Probability: Moderate Impact: Moderate
Mitigation Plan: Implement change management strategies, provide clear communication about
the benefits of the new office design, involve staff in the decision-making process, and offer
training and support to help them adapt to the changes.

Justification for Probability and Impact: The probability is considered moderate as resistance to
change is common when implementing new office designs. The impact is also moderate as it can
affect productivity and employee morale, but with proper change management measures, the
impact can be minimized.

Risk 5: Label and Description: Inadequate communication and coordination Probability: High
Impact: Moderate Mitigation Plan: Establish clear communication channels, hold regular project
meetings, assign responsibilities and deadlines, and implement effective project management
practices.

Justification for Probability and Impact: The probability is high as miscommunication and
coordination issues can arise when multiple stakeholders are involved. The impact is moderate as it
can result in delays, misunderstandings, and inefficiencies, but with proper communication and
coordination measures, the impact can be reduced.

Risk 6: Label and Description: Budget overrun Probability: Moderate Impact: High Mitigation Plan:
Conduct detailed cost estimation, track expenses throughout the project, regularly review the
budget, and implement strict change control procedures to manage scope creep.

Justification for Probability and Impact: The probability is moderate as unforeseen expenses and
scope creep can contribute to budget overruns. The impact is high as exceeding the allocated
budget can have financial implications and potentially limit resources for other project activities.

Note: The probability and impact ratings provided above are subjective assessments based on the
information given. Actual ratings may vary depending on the specific context and project details.

Whether you’re part of an established corporation or a small office making the jump
to a big one, moving into bigger spaces presents its own set of challenges. There
are many departments and even more people in large firms, which means that
space should be organized smartly and efficiently. Pay attention to these details:
 ‍Decide whether to use separate areas for each department or to opt for a
more centralized layout. Security, sociability and ease of use should all factor
into this major decision.

 Make sure there is easily accessible parking or transportation resources within

your building’s vicinity.

 ‍When it comes to choosing between open space and private offices, spend
time thinking about what suits your business model more. Thankfully, it’s not
black and white — you can do entirely one or the other, but you can also
choose to place an emphasis on both styles of working, which might make
your office feel more social .

 Create meeting rooms for customers and partners, which can also double as
conference rooms. Pay attention to the technology and design details within
these spaces, which can make your business look even more professional.

 Designate common areas where employees can interact. There are the typical
spaces such as kitchens and conference rooms, but you can also install a
lounge with comfortable seats and plenty of table space for a place to work
away from a desk.

 Implement an access control system and decide how it can be implemented

based on the setup of the office. The more complex your layout or hierarchy is
within your organization, the more layered the access to assets and
information will have to be. However, even complex offices can be given
access control without much difficulty.

 Taking the Next Step

 Although moving into a new space can be stressful under even the most ideal
circumstances, the benefits of a move often outweigh the drawbacks. Small
businesses and startups can benefit from the professionalism and legitimacy
that an office space provides. Larger offices, meanwhile, can completely
reinvent the boring layouts that are favored by tradition, but not by employees.
 Finally deciding to move from your current space to a new one is a tough
decision that ensures more work on your end, but planning ahead properly will
only make the undesirable parts of this process easier and less stressful.
Before you move, make sure that you’re relocating to the best possible space,
that you are sticking to a reliable budget, that you have a plan for when you
arrive, and that you are ready to reopen as soon as possible. With a proper
checklist, moving is no longer a hassle — it can be a positive experience.
Planning an office move is both exciting and stressful—and if you’re an office
manager, it’s probably more stressful for you than almost anyone else. Whatever
your company’s reason for moving (whether it’s to relocate to a more convenient
locale, or to scale the org up or down), the task won’t be a small one. And the
breadth of factors to consider can become even more staggering when you’re
constrained by a tight budget and/or a time crunch. Luckily, we have a few tips that’ll
make your move as frictionless as possible.

Get the Timing Right

Having a sizeable buffer of time before the big move is the key to making the
transition less of a hassle. Unless you’re moving into a turnkey, pre-furnished
space, you’ll want to start the moving process four to six months before your
projected move-in date. We recommend that you pick a convenient time six months
in advance—a good rule of thumb is to choose a 2-3-week period in which there are
no big client or board meetings and no important deadlines. Check in with
stakeholders from each team to find a window of time that everyone can
comfortably plan around.

Pick the Right Moving Company

Because there’s so much more that goes into relocating a business than a
residence, you’ll want to err on the earlier side when it comes to hiring movers. Aim
to hire one to three months in advance, depending on the scale of your move.

Before contacting movers, determine your budget and the type of moving services
your business will need. If convenience is king, you may want to look into
experienced full-service movers who will take care of everything for you, including
packing and unpacking. SMBs in expensive markets like New York City, where
office space can cost up to $80/square foot, might prioritize being economical and
prefer to get as much done in-house as possible. For this, consider project-based
office relocation services.

Once you hire movers, you’ll want to provide them with detailed layouts and floor
plans of both your current and your new office as soon as possible. And because
you’re better off safe than sorry, take the necessary precautions: Request the
movers’ insurance information in advance, and ensure that the floor and walls will
be protected to avoid damage during moving.

Get up-to-Date
You’ll want to get in front of updating your address information well before
relocation, so that you’re not getting mail or clients showing up to your old
address. Update your Google business listing at least three weeks in advance; if
you’re not eligible to verify changes by phone or email, you’ll need to verify by mail,
which can take up to two weeks (and we always recommend building a buffer for
those just-in-case situations!) Make sure that any other directories, in which your
business is listed, get updated as well and that all clients are notified. Additionally,
as soon as your lease terms are squared away, start updating your printed materials
—business cards, sales collateral, and anything else with the company address on
it.

Above all, make sure you’re giving yourself enough time to prepare for any
unexpected considerations that may arise, and that you’re communicating with
stakeholders along the way. Though this process may feel overwhelming, our tips
above will set you up for a stress-free move.