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I did this back in my very first job and the scope and content of your "go live" plan is very dependent on the context of the move itself.
However, what I would say is to make sure you have a Plan B in place for any type of system or network outages so that staff are not unable to do their jobs when the move happens.
Also, make sure the vendors you contract to do things like wiring are available on call during the move time in case you hit any issues...
I did, including recently. In my experience the key here is: which is the objective? Depending on that all related to the project will be impacted. For example, is because the company is making some type of optimization the a facility will be closed? is because the company is expanding then more space is needed?. That´s critical to understand.
Did you make any Checklist for this? That's a silly question but my purpose is to know about some 'template' as these types of activities are mostly repetitive exercises with probably 10-20% deviations here-n-there.
We have to achieve 2 goals:
1. We have 5 different buildings and we want to consolidate them all at one place.
2. We are Expanding and creating 'future ready' and best-in-the class workplace (some buffer space/ N/W connections...)
My question is - Did you follow some Checklist for this? Sort of some 'template' as these types of activities are mostly repetitive exercises (in my limited capacity of understanding) with probably 10-20% deviations here-n-there .
I managed a project for closing an office in one city and moving it to a newly opened office in another city.
First, to answer your question about check list - I do not have one.
I had people responsible for different workstreams, and they prepared detailed plan, including check list. I had more like a high level plan and had regular reviews with all workstream leaders to go over their plans, any issues, risks, etc.
In addition to the tasks which you mentioned - NW, HW, furniture, etc, there were couple of important key things in my project, one being that most of people refused to move to the new office location and we had to re-plan, including hiring and recruiting process, knowledge transfer, compensation and benefits to the people leaving. Second, it was the new legal registration of the company, which involved legal department and lawyers. Key thing was to coordinate and plan in details - information to customers about the new legal address, making changes in the ERP system to reflect new address in the all official documents - invoices, etc, switching the customer service phones with the telephone provider.
It is important to get input from all departments, if there are activities involved which concern them.
There are many inter-dependencies at work here and therefore the context matters.
1) The objective of the move – you mention that you are moving many teams into one office space, I assume that the move is to optimize the efficiencies such as cost management.
2) Checklist – Your checklist is dependent on the work streams/ departments involved. If you are looking to optimize efficiencies, will this result in staff redundancies for example? If so, then the HR team would need to be a workstream.
3) Timelines – this may be determined by the industry you are based in.
In my case, I managed a move of a financial institution branch from one location to another. The biggest dependency was the regulatory requirements in the financial industry. For example, if case of moving a branch from one location to another, one needed to give at least 3 months’ notice to all customers. This meant that one of the workstreams was the legal team and they were engaged at the project onset.
Other workstreams I needed was the property construction team + procurement teams who would retrofit the new location with the needed interior and furniture needs. This would need at least 3 months as well.
I would suggest that you create a checklist based on workstreams required and timelines before ‘go live’ date – again based on the context.
All the best!
"ERP system to reflect new address in the all official documents - invoices, etc..." -- This point is important, wasn't considered earlier, thanks a lot it came in time!
Based on HR list, I am consolidating from lists from all the departments.
Thank you very much again.
Thanks for taking out time for the reply.
Point-1) Yes, and another objective is to come out of old setup and move into a 'reasonably state-of-art' set-up.
Point-2 and 3) Absolutely right, I have got a list from the HR and started consolidating all sort of workstreams (roles/ departments/ project groups).
Your points helped.
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