PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

ITT Technical Institute:

PREPARATION FOR THE HEADQUARTERS MOVE

Kapricia Morris

February 6, 2016

PM3110 Project Part 1

CDorsey Friday PM

A. Purpose of Scope Statement

VISIBLE VISTAS

MOVING YOU INTO THE FUTURE YOU

PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

ITT Technical Institute is looking to relocate their headquarters from Carmel, Indiana

(since 1969) to another city location called New York City, New York. This is a major

decision and drastic change for the company. However, as the hired Project Manager

with a Project Team in the making, we are going to provide this company with a stress-

free relocation plan.

B. Scope Statement

As Project Manager, the scope statement that I am providing will be seeking the

approval of the project team, the project sponsor and stakeholders. It will be going forth

as the known objectives that will be accomplished during the project plan. This is to

ensure that all personnel considers this as a way of communication, clear

understanding of what is to be expected and what the limitations are. The scope

statement will inherit other important details such as the approach, budget, and

deliverables that will be completed the listed tasks of the project.

B.1 Business Objectives

While transitioning ITT Technical Institute headquarters to the new location in

New York City, our objective is to relocate quickly but efficiently without

interrupting the business continuity of the company.

Implementing a project plan to relocate a large and well-known company to the

east coast will prove difficult due to cost. However, our goal is to set and firmly

control the budget and consider what it could and might cost the company. In

turn, the company should benefit from this plan, and not suffer financially.

PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

While planning this project, we have to consider the background of the locations.

Given that the cultures are different in Indiana and New York, would this be the

best time to move this company and if so, swiftly move the company in right on

time for the economy. If not, bring it to the company’s attention.

Most importantly, the clientele. It would be in the company’s best interest to

inform their clientele of their relocation to avoid financial loss or support. Also,

prepare for major loss of employees due to this drastic relocation plan. If there

are any employees that are willing to relocate, the company may or may not

provide the expenses for the employee.

B.2 Risk Management (Assessment)

Risk Ranking Chart

Risk Level Low Medium High Mitigation

Travel & Safety

Means of Transportation

Office Equipment Individual travels Carpool, Groups,

Challenging Weather

Rain & Thunderstorms(Power Outage)

Snow, Hurricane, Tornado Watch

Earthquakes, Floods

Seek Shelter, Restore & Backup

of data

Physical Damage Minor cosmetics Vandalism,

Downtime

Fire, Water, Hardware &

Software Failure

Expect disasters to plan ahead

Time & Schedule Called Outs

Not performing

tasks

No Call No Show,Surpassed time &

Schedule

Perform jobs duties in advance

Money(Funding)

Below or accurate

estimate cost

Reaching Budget Cost

Over budgeting, No surplus funds

Revisit Budget & Cost List

PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

B.3 Constraints

Time & Schedules: Creating schedules and assigning job tasks that would reflect

and affect the overall completion.

Budget & Cost: Staying within budget versus the cost can have a lot to do with

the business location, equipment, the project team.

Scope Guidelines: After agreeing upon the main project scope, altering the scope

just once will have a major affect other two constraints.

B.4 Dependency Linkages

Implementation of tasks can begin when everyone has been assigned a role,

schedules, budget and a timeline are in place.

After the relocation on the company, IT systems and office equipment has been

setup, current staff can perform their hiring process and old employees can begin

their training at the new location.

B.5 Impacts

Nitpicking back into the Scope when the project plan has already begun.

By adding/removing tasks, schedules, equipment, altering the budget will

drastically create a difference in the timeline, whether in the beginning or the

middle phase of the project plan.

B.6 Measures of Project Success

Successfully maintaining and regaining business continuity in the process of

relocating ITT Technical Institute Headquarters within the reasonable timeframe

given, without significant amount of downtime.

Completing each task with thorough and detailed execution

PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

Document/record each completed task and communication with the project

team.

B.7 Assumptions

The search for a building that already has its strong foundation and

requirements specified by the project sponsor is ready for facilitation.

Around the clock security and monitoring of IT systems during the relocating

phase.

Communication is clear and precise, and everyone can be reached.

Weather conditions can slow down the developments of the project, but small

doable tasks can still be completed.

B.8 Critical Success Factors

Implementing a clear project scope that shows realistic goals and timeframe

Follow the scheduled tasks to complete a realistic deadline

Exchange accurate and up to date information from team members for effective

communication

Using time management in order to fully complete and focus on the tasks given

Be able to work as a team and as well as independently

Be able to use simple techniques to handle problem solving issues

Stay within means of budget and cost decisions

Ensure that the business can continue with interruptions during movement

Establish communications with vendors, suppliers and contractors

Track all equipment to ensure on-time deliveries

Inform team members and others with newly discovered updates or changes

PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

Schedule user training to all employees to ensure knowledge of the equipment

and systems

C. Roles and Project Stakeholders Roles

C.1 Identifying and Set Roles:

Role Name RolesProject Sponsor Gladys Finney Approval of Scope Statement and DeliverablesProject Owner Angela Morris Approves deliverables & changes of Scope StatementProject Manager Kapricia Morris Approval of Scope StatementKey Stakeholders Lawrence King Approves deliverablesKey Stakeholders Monica Baker Approves deliverablesTeam Member Alvin Cooper Assist in Project PlanTeam Member Jennifer Ward Assist in Project PlanTeam Member John Campbell Assist in Project PlanMover 1 Moving CompanyMover 2 Moving CompanyMover 3 Moving CompanyMover 4 Moving Company

D. Project Schedule

D.1 Estimated Schedule

Project milestones from Start Finish:

Milestones Due Dates Start 03/01/2016Travel to New York City to the new building 03/15/2016Lease agreements signed, and first Inspections 03/17/2016Canvass the site (inside and out) determine item placements 03/17/2016Packing Systems and Equipment into Tractor Trailers from Indiana 04/20/2016Deliver Systems and Equipment by Tractor Trailers to New York City 05/02/2016Quickly but safely install Systems and Equipment on each floor 05/06/2016Have systems up and running (Phones, PCs, heating & cooling, etc.) 05/13/2016New & old employees will have training onsite for new building setup 05/25/2016Ensure all needed equipment has been recovered from Indiana 06/01/2016Perform the last inspections 06/03/2016Finish 06/06/2016

PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE

E. Project Budget

E.1 Estimated Budget

Expenses Original Budget Current BudgetIn-house Employees $75/hour $100,000Vendors/Contractors $100/hour $650,000

Office Furniture $35,000 $75,000Hardware Equipment $24,500 $45,000

Software $15,000 $17,000Additional Cost $3,500 $3,500

Total $78,175.00 $890,500

F. Communication Management Plan

Stakeholder Communication Device Frequency

Executive Members:Lawrence KingMonica Baker

Review ScheduleExamine Risks

Cost & Budget SummaryEMAIL Bi-Weekly

Project Sponsor:Gladys Finney

Progress SummaryDocument Risk/IssuesImplement Checklist

Budget Summary

EMAIL/PHONEMEETINGS

Daily/Weekly

Project Owner:Angela King

Cost & Budget SummaryStakeholder Review

Update of Project

PHONEMEETINGS

Weekly/As Needed

Project Manager:Kapricia Morris

Review/Set ScheduleDocument Risk/IssuesMeetings with Team

Implement Checklist &Deliverables

EMAIL/ PHONEMEETINGS

As Needed/Weekly

Team Members:Alvin CooperJennifer WardJohn Campbell

Complete TasksDocument IssuesReview Checklist

Problem Solve Issues

EMAIL/ PHONEMEETINGS

Daily/As Needed

F.1 Communication Plan