Risk Response Plan Paper

Project Choice and Rationale

Our team project consists of moving the software development lab located in Building One to the newly completed Building Three facilities at the main corporate campus for Acme Corporation. The move of the software development lab must take place after March 1, 2017, and be completed by April 30, 2017, to ensure the building one space is available for use by another Acme group. The group chose this project based on shared experiences dealing with information technology and department moves. The team members felt this type of project would allow each member of the team to contribute to the final project.

Project Stakeholder Benefits

The Sales Department will benefit by gaining access to the freed up space; this will benefit them to have additional conference rooms that are central to their location. The Software Development will profit from this project by obtaining a larger facility and newer equipment required to meet future research and development (R&D) requirements set by corporate direction. All employees with have increased productivity as there will be better data connectivity in the new location. Acme’s Customers will benefit indirectly as Acme will be able to provide customers with an increase in product selection throughout the upcoming years. Acme’s Vendors will also benefit from the move as they will see an increase in demand for new and additional equipment and support required by the increasing lab space. Lastly, Acme’s Management and Shareholders will see an increase in the probability that the Software Development Group will meet their 2017 goal of increasing final product output by 10 percent.

Project Overview

Recent explosive growth projections have prompted Acme Corporation to issue several directives for the 2017/2018 fiscal years. Two of the directives require the Software Development Lab located in Building One to move into a larger space in Building Three. The need to move the software lab has prompted the creation of this project to undertake the management of the tasks associated with the relocation. These tasks include the preparation of the new location, movement of current equipment, selection of employees that must move, and acquisition of new lab equipment. The success of this project will be measured by the successful removal of identified hardware and personnel on or before the designated dates from building one to the building three.

Project Mission and Objectives

The project mission is the successful relocation of the software development lab on or before April 30, 2017, into a facility twice the current size with additional space available for future new hires. The primary objectives include the relocation of identified employees and lab equipment with no perceived interruptions to lab performance.

Project Funding

The sales group has agreed to pay 10 percent of the lab relocation costs or up to a preset contribution cap, whichever amount is less. The contribution by the sales group cannot be increased. The cost to relocate the employees and associated standard office equipment (printers/monitors/etc.) will come directly from the facilities budget allocated by the Building Three project funding. The remaining funding for relocation, lab setup, and new resource acquisition will come from the 2017 R&D budget up to a preset maximum spend set by the board of directors. The funding amount cannot be increased without direct written approval from three of the five directors tasked with the oversight of the R&D budget funds.

Project Timeline

The new location in building three is not available until March 1, 2017, and the Building One site must be vacated by close of business on or before April 30, 2017. While the physical relocation of resources has a limited time window, other tasks including the identification of employees and equipment can begin once the project is approved.

Resource Requirements

To complete the lab relocation the following tangible and intangible resources are required:

Crown Moving Company will be required to provide the necessary equipment, packing materials, and physical labor to perform the actual move in three stages at the corporate contact rates.

Human Resources which will include a selected individual from department to act as liaison between this project team and their department with the authority to provide information and commitments to agreed move schedules. Departments would include: IT, Software Development Groups, Facility, the Sales Conference Room Project Team, and the Building Three Project Team.

Documentation Resources to include detailed equipment and network layout blueprints to ensure the current lab can be recreated in the new location. Complete lists regarding which equipment and employees are being moved, along with a list of new equipment to be purchased and installed in the new lab.

Lab equipment usage schedule which will include the programs and equipment being used and the dates those systems will be available to move along with backup resources that can be used to provide coverage for down equipment.

Project Team Assembly and Sponsorship

There are a number of important steps needed to assemble, develop, and manage a project team. Acme can be successful in the move by building the right team of individuals. Communication is vital to the team; it must be accurate and on-time. Specifically for the move, it will be necessary that all of the impacted employees, staff, and management receive some form of communication to provide the project status. The chosen project manager will have to lead the project team, help to identify overcome barriers, and ensure activities align to the scope.

Having a project sponsorship is necessary for a project. Furthermore, project leadership also holds values on a projects’ success. The project sponsor will provide the financial backing for the project and initialize the project goal(s). Hence, the Facilities Team and Sales Team will be a part of the decisions made in the project. Together, the project manager and sponsors at Acme can make the project execution can go smoothly.

Conclusion

The teams at Acme have a future of productivity ahead of them. This will be largely in part to the project move. Once the teams have moved the Sales Department will gain space for additional conference rooms. Likewise, the Software Development departments will have access to new and existing equipment, faster data access, and produce higher outputs. It is up to the project manager and sponsor to ensure the resources are accounted for and the tasks for moving are carefully and sequentially carried out within the specified date for project completion.

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