The widespread and common mistake in the public and business market is to take lightly the move of the company's offices to its new location, whether it is a large logistics company with many resources or a small startup company - in the end the meanings and consequences will be the same except for the fact that the scope of the move and the resources required to carry out the move Change.
Another common mistake we encounter is the "assumption" made by the CEO of the company that an employee/manager of the company manage the transition project, and experience shows that this always ends in unnecessary costs accompanied by countless mistakes and heartache in the decision-making process, which will inevitably lead to a budget deviation and a less desirable result in the end the project.
When it comes to the company's transition from the existing offices to new offices, the process is long and complex (between six months and years...) which requires the management of many professional consultants, planners, supervisors and contractors, and as a result, a lot of management attention is required to connect the company's dream with the reality we will meet at the end. Naturally, the client (employee/manager who received the task in the organization) often loses control of the project due to his natural need to engage in the management of his current tasks and his lack of knowledge in managing operational projects such as this and when he reaches the final product he remains surprised!
This is the place to put the ego aside and understand that there is a great benefit in outsourcing the project, such as the service provided by the company "DVIEWSION" for the management of the transition project, which accompanies the client throughout the life of the project so that the dream will eventually become a reality!!!
Managing an office relocation project requires a skilled and experienced operational and technological team consisting of first-class professionals, who have proven experience in moving companies to campuses and office buildings and from there their ability to produce optimal integration - starting from the characterization of the client's needs and turning them into a functional operation tailored to its dimensions to the move to the new building and its actual occupancy.
A recurring question among our clients is why additional expenditure is required for an office relocation project manager - "It's a waste of money...", "It's better to appoint a manager from the inside in addition to his position who knows the company and it will be easier for him to characterize...". The answer to this is simple - if we sum up the investment time, the trial and error, the shavings, the mistakes, the lack of professional understanding of the KBAH axis, etc., we learn that the lack of experience and the mistakes made along the way always harm the Gantt of the project and its quality, something that will always increase the overhead involved and make it tens of thousands more expensive Calculate the cost of the project.
I will present an example for the purpose of illustration - as part of the project there is a task of purchasing furniture for the new office. Those involved in the project (COO, HR) did not schedule the order of the furniture correctly (due to lack of experience or time) and in light of the long delivery times of furniture coming from Europe there was a delay of three months in receiving the furniture. As a result, the progress of the project is halted, the company is required to allocate a significant budget to rent a parallel property (due to the postponement of the move due to lack of furniture) and rebuild the project Gantt, while dealing with the other suppliers who planned works according to the original Gantt.
In conclusion, when it comes to an office relocation project - a project that everyone should and wants to be excited about, it is important to make the experience a positive one, to take into account the investment required in appointing a professional and experienced project manager and to avoid as much as possible turning the dream into a nightmare, thus guaranteeing the company effective and efficient functional continuity and entry into the new abode on the right leg.
Comments