Forming my own company
in 1998, Information Technology For You Pty Ltd provided the opportunity to
expand and diverge into other areas.At
the time IT4U was formed there did exist projects and commitments to Praxa,
which required completion over the coming months, which were honoured.
The skills experience
gained from a number of relocations have been built up over time after the
completion of successful and critical relocations projects. The Project
Managment skills have not only been limted to IT they have included the Project
Managment of, Architecual, Hydrolics, Electrical, Airconditioning, Security,
Contractual and Legal.
I have been successfully Project Managing a wide variety of Projects for
over 10 years; the basic principles do not change in order to deliver a successful
project. Identifying the scope of the relocation, and defining the underlying
requirements are key functions, combined with realistic time frames and
budgets. These have been typically defined in conjunction with the client’s
objectives and with their business requirements in mind. In past there has
always been a variety of aspects the client would like to look after
themselves, and these have varied greatly from architectural, physical,
electrical, security, publication, infrastructure, air-conditioning, cabling,
workstations, contracts, or possibly just the colour scheme, but they need
definition and agreement.
Depending on the level of involvement the client requires, typically
time lines are prepared, budgets agreed quotes obtained, plans for electrical,
air-conditioning, workstations, council are prepared, agreed, and verified,
On the larger projects I have managed four and or five different
subcontractors who will manage a team under each of those, providing expertise
in specific areas.
Typically the client does not appreciate depth and breadth of a relocation
and it is therefore necessary to work with their administration, contract and
insurance personal to mitigate risks, and insure nothing is compromised.
Because I have a background in infrastructure I am able to cover in
detail the components surrounding Telecommunications, WAN/LAN, cabling,
workstations, Servers, computer room, air-conditioning, security, ISP’s, etc.
This area is generally critical to most organizations, and while there is not a
great shortage of expertise in a specific area, there is a significant
potential for gaps between contractors, and delivery of services which
crossover. The configuration of PABX’s, the ease of
transition and compatibility for staff, which ensure least lost productivity
and maximum gain are area’s which will bring a greater success. Most
infrastructure today has overlaps and I have the skill set to bridge this gap,
and enable the client to make informed decisions, whether it be Voice and Data,
PABX tie lines, 1800 numbers, centralized network management, outlet
configurations at workstations, and or redirection of services.
relocation of large organization is typically a staged approach where the
business model will permit, which reduces the risk. During the last relocation
the non billable staff were relocated at the close of business Thursday and
they assisted and prepared there area’s on the Friday. At close of business
Friday the furniture was dissembled, workstations, etc transported and
reassembled over the weekend. Approximately 90% staff were
fully productive on Monday morning. Transportation both IT and non IT equipment
is structured around the timing requirements.
Depending on the
actual lease arrangements it may be a requirement to “make good” the premises
which are being exited. Because during this window the client is paying for two
sets of premises, it is essential that there are no delays, in the “make good”
As a Senior Project Manager I have managed up to seven concurrent
projects, typically with a high number of projects the majority are small, however the management of subcontractors and or the
associated staff does not diminish because the project is relatively small.
I have managed large projects in the order of 3000 Project Management
hours or 18 months in elapsed time, of these the larger projects typically involve
architects, electrical, building, air-conditioning, security, fire protection,
data and voice, PABX, and IT related contractor management. In the vast
majority of cases while these have been individual contractors they work closely in
conjunction with their counter part, Builders with architects, and data cabling
with electrical. Once building work commences in the early stages I would be
located on site, and participate in the individual contractors meetings to
ensure that I am fully informed, and can accurately provide realistic reports
back to the client addressing any issues immediately.
The client may have a list of preferred contractors for certain aspects
or alternatively I can in list the services of contractors which I have worked
with before depending on the requirements.
An IT Compnay –
Relocation (NSW) to new office building which had never been occupied.
Architectural design was initial managed my senior management as were the
contractual issues, until agreements was reached, at which point the
complete relocation became my responsibility including the management of
building contractors, all electrical, data, air-conditioning existed, PABX
purchase and programming, workstations desks, IT servers desktops etc,
contractor management, redirections, insurances, physical relocation. I managed
the relocation of approximately 100 staff, duration 4 months.
Database Company –
Relocation (VIC, NSW,AK) to new offices in their respective
locations, location and size
defined and set. This project was a joint project with senior management
participating in the look and feel, eg architectural aspects, reception,
and the contractual issues. I designed, specified and obtained the required quotes (2 or 3 each)
for the various contractors required. Negotiated the agreements on timing
and schedules prior to contract being set. The architects were also made
responsible for the building, work excluding the computer room. All
aspects then feel under my direct responsibility and these included,
Computer room building ( conformance to SAS), all electrical, data,
air-conditioning, PABX purchase and programming, security, workstations
desks, IT servers desktops etc, WAN links, contractor management, redirections,
staff awareness, fire protection insurances, physical relocation. I managed all
aspects relocating two offices for in
Australia and set one up in Auckland, which included a semi permanent
voice and data link. Total of 400-500 staff, duration 6 months.
Clothing store chain -
Relocation (NSW) from existing branch office to head office. This was part
of a rationalization plan which required the relocation of 200 staff, all
equipment, office furniture, IT services. The cabling infrastructure in
the new premises required removal prior, without disruption to existing
staff, and the office required renovation, this was not a complete fit
out. The project was difficult due to timing issues, the fact that
existing staff were present, and there was a considerable art collection
surrounding the walls.
Department – Relocation (NSW) to four floors of a building in Sussex Street. This project commenced with limited
responsibility and soon grew as issues which were raised through my
definition phase which should have been addressed by others were clearly
in limbo. As a result it became clear that a number of issues had not been
addressed, and were it not for the Project Management skills and
methodology the client freely admits they would have suffered an
unacceptable down time. In conjunction with the client and the Government
Contract Control Board, I managed all aspects of the relocation including
Computer room building ( conformance to SAS), all electrical, data,
air-conditioning, PABX programming, queuing monitor, security,
workstations desks, IT servers desktops etc, WAN links, contractor
management, redirections, fire protection, physical relocation. The
project was critical as they provide a service to the public which could
not tolerate any down time. They also invest significant ($xxM) daily and any loss in production time or services
would have a costly impact. The client could not move in a phased approach
to mitigate the risk. For this reason risk management plans, and
contingency plans were developed with a fall back strategy. Departmental
permission was obtained to close at on Friday, and the relocation commenced.
Saturday the client was conducting user acceptance tests, and the majority
of staff had there desks and work area’s setup. Approximately 550 staff, duration 12 months
Solutions Provider –
project included all aspects, with Senior Management taking initial
responsibility for architectural aspects and receptions. Once these were
defined I Project Managed and took responsibility for construction, all electrical, data, air-conditioning, PABX
purchase and programming, security, workstations desks, IT servers desktops
etc, WAN links, contractor management, redirections, staff awareness,
insurances, security, car parking, building directory, and physical relocation.
I managed all aspects. This project also had significant constraints due to
timing. The client had to allow the new tenant into the existing premises prior
to exiting due to a lack of time, and hence there were many issues such as
security, parking, noise, the potential ,loss of power, as the existing
premises were being refurbished around staff. The new building had
air-conditioning and carpet only. IT and telephony services were again
critical as the client provided 24 hour support services and could not
suffer any loss of production or services. The budget was extremely tight,
and it was necessary to run shifts in order to meet the dead line, with
heavy penalties in place for any slippage. Council building applications
and lease negotiation timings were critical. Approximately 100 staff
duration 13 weeks.