For Zeek the Geek Only - Assignment
crave4fun
assignment.zipASS1.docx
ASSESSMENT 1 – ASSESSOR CHECKLIST
Outcome Criteria
1. Complete Project Scope and Planning document including
a) project objectives and deliverables
b) risk management and contingency planning
2. Design monitoring and reporting tools, including a Gantt chart
3. Develop communication process plan
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Whilst undertaking this task, did the student |
Competent |
Comments |
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1.1 Access project scope and other relevant documentation |
Yes No |
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1.2 Define project stakeholders |
Yes No |
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1.3 Seek clarification from delegating authority of issues related to project and project parameters |
Yes No |
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1.4 Identify limits of own responsibility and reporting requirements |
Yes No |
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2.1 Develop project plan in line with the project parameters |
Yes No |
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2.2 Identify and access appropriate project-management tools |
Yes No |
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2.4 Develop and approve project budget |
Yes No |
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3.3 Establish and maintain required record-keeping systems throughout the project |
Yes No |
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3.6 Undertake risk management as required to ensure project outcomes are met |
Yes No
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3.7 Achieve project deliverables |
Yes No |
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5.1 Review project outcomes and processes against the project scope and plan |
Yes No |
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5.2 Involve team members in the project review |
Yes No |
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5.3 Document lessons learned from the project and report within the organisation |
Yes No
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ASSESSMENT 1
Task 1: Case study Analysis
For this case study, you will need to analyse the Case Study “ The Case of the Unidentified Risks” in your student resources at the Hibernia eLearning site and answer the following questions:
a) In around 2-300 words, identify the deficiencies in the project planning and budgeting process that have contributed to the unsatisfactory results at project completion.
b) When problems arose during the project, what steps should have been taken during the problem resolution stage to ensure that the project reached its goals? (2-300 words)
c) Your final task is to imagine you were the project manager for Arbor Industries and complete a Learning Log on the Lessons Learnt on the project using the format below
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Lesson number |
What did you do well in delivering the activity, stage or project? |
What did you not do so well in delivering the activity, stage or project? |
What can you learn for the next time and how will you share this with your colleagues? |
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Task 2
To prove your competency, you will utilise current projects or any previous project at your workplace to demonstrate how you can apply your project skills and knowledge in your position. Talk to your trainer about the appropriateness of the project topic before you start. Ideally, use workplace projects to progress both your studies and your projects simultaneously.
Alternatively, you can use the case study example in your text book as a suitable substitute where a workplace example cannot be provided. The 1st phase of the case study is on Chapter 13 on Page 361 Apply your knowledge
Office Fitout Project: Assume you are to fit out a floor of a new building as office space for the organisation you work for or an organisation of your choice. The documents office-fitout-guide and office-fitout-checklist in your student resources folder provides a comprehensive guide to all the steps involved in managing an office fitout.
Whichever project you choose, either from your own experience or using the case study, you will need to complete the following steps.
Stage 1: Your first task is to:
a) develop a project scope document using the Project Scope Form v1.0 Jan 2016
b) Identify the stakeholders using the Stakeholder Analysis v1.0 Jan 2016 form
c) Write a statement of responsibilities for the project manager position (Approx. 150-200 words)
Stage 2: If you are using the Office Fitout Project, the instructions for stage 2 are on Page 372 Apply Your Knowledge Question 1 of your textbook. For this stage you need to:
a) Develop the Project plan including:
i) Work breakdown structure and project schedule (Gantt chart or similar document)
ii) A risk breakdown structure and contingency plan – use form Risk log and contingency plan_v1.0 Jan 2016
iii) A communication plan including project monitoring and progress reporting plan (these monitoring and reporting milestones should also be reflected in the work breakdown structure)
b) Write around 150-200 words on strategies you could use to:
i) Consult with project team members
ii) Provide support to project team members
iii) Involve project team members in the review process
Stage 3: If you are using the Office Fitout Project, the instructions for stage 3 are on Page 377 Apply Your Knowledge Question 3 of your textbook. For this stage you need to:
a) Describe and explain the reports you would prepare over the life of the project
b) Prepare a document for completion and sign off of the project
The sample project management templates v1.1 Jan 2016 in your Student resource folder will assist you in preparing the plans and reports required for these tasks or you can design your own documents. This document also includes a very useful Project Checklist at the end.
Evidence of the following is essential:
· Developing a Project Plan
· Examples of monitoring
· Knowledge of relevant legislation.
EXAMPLE OF A GANTT CHART
Simply list the activities and tasks in column A, select an appropriate time interval (days, weeks or months), allocate the dates to columns B onwards and plot the expected time duration (total time from start to completion) under the appropriate column by selecting shading from the Format/Cells/Patterns menus. When you wish to provide a status report simply colour or shade in black those items that are completed or estimate the percentage complete. This will give you an immediate visual representation as to whether or not you are on schedule. You may wish to add extra columns for assignment of responsibilities etc.
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Time / Date |
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· Other sample project analysis, management and reporting templates are also supplied in your eLearning resources folder:
Assessment BSBPMG522_Undertake Project Work Page 5
Version 1.1 January 2016
image1.jpeg
ASS2.docx
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Qualification Code and Title |
BSB50215 Diploma of Business |
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Unit Code and Name |
BSBPMG522 Undertake project work |
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Date and Time of the Assessment |
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Type of Assessment |
Written Questions |
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Student Name, ID and Sign |
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Assessor Name and Sign |
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Read The Following Instructions Carefully
1. Do not commence your assessment until you are told to do so. 2. You should have valid Student ID card and should present your ID Card if your assessor ask for it. 3. Cheating will not be tolerated. Disciplinary action will be taken against anyone who attempts to cheat. 4. Communication devices ( e.g., Mobile phones, PDAs, pagers etc.) are to be kept Switched-Off and should be placed inside your bag or surrendered to the assessor. 5. Computers are not to be used except as specified in the assessment. 6. If you think there are any special reasons why you may perform poorly in this assessment, please inform your assessor now . 7. Read each question carefully before attempting to answer. 8. Do not take the assessment questions out of the room. Other Important Instructions
1. If you use your mobile/any electronic devices (Except Normal Calculator) for cheating / unethical means 50% mark will be deducted from whatever the mark you achieved. 2. Whispering/talking with friends not permitted, either you or both will receive deduction of marks 3. Sharing any materials are not permitted; Marks may be deducted for both supplier and user. 4. Use of any language other than English is not acceptable, disciplinary action will be taken. Thanks for reading and acknowledging the rules, policies and procedures. Good luck on your exam. |
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Vocational Unit Outcome: · Satisfactory (S) · Not Yet Satisfactory (NS) · Reassessment |
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Student Feedback On Outcome · The results of my performance has been discussed and explained to me · I would like to appeal the result of this assessment. |
Student Signature and Date
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WRITTEN QUESTIONS
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QUESTIONS |
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1 |
What are the primary benefits of developing a comprehensive project scope analysis?
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a) Why is it necessary to identify all stakeholders in the project definition stage? b) Detail three steps to follow as you analyse project stakeholders .
c) What are the benefits of undertaking a stakeholder analysis prior to starting a project?
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What are the benefits of designing a Responsibility Assignment Matrix (RAM) for a project? |
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What are the key characteristics of a work package? |
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What are project deliverables, and why is their identification so important? |
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What is “project creep”, how does it arise, and how does it affect the project Scope? |
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a) What are the benefits of using Gantt or milestone charts in project scheduling?
b) What are the drawbacks with the use of milestone analysis as a monitoring device?
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What is the logic behind developing a plan for project close-out prior to even beginning the project? |
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Project contingency can be applied to projects for a variety of reasons. List three of the key reasons why a project organization should consider the application of project contingency.
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Define the term 'project baseline' and briefly explain its purpose. |
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Briefly outline a four-step process for measuring and evaluating project performance. |
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Identify three types of project costs. |
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Identify typical reasons for discrepancies between budgeted forecasts and actual costs. |
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Compare the benefits of top-down and bottom-up approaches to estimating.
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a) What types of risks are identified in a risk breakdown structure?
b) b) Identify five alternative ways of treating risk
c) Why should a risk register be included in a project plan
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Why is the communication plan a key component of the project plan?
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What factors must project managers pay particular attention to when monitoring a project?
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What advantages does a project manager gain from defining reporting requirements and maintaining records consistently throughout a project? |
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a) What are project outcomes reviewed against? |
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a) What are the reasons for documenting and reporting lessons learnt in the review process?
b) Why is involvement of the project team members and other key stakeholders a key component of the project review process? |
BSBPMG522_Final Written Response Page 1
image1.jpeg
ASS3.docx
Case Study #2: The Case of the Unidentified Risks
This project takes place in South Australia. In September 2000, ACME Fabricators advised its staff that their new factory and offices out in semi-rural Angle Vale would be ready for completion by the end of April 2002. ACME was a responsible company and liked to keep their premises clean and tidy and their staff happy. The new premises at Angle Vale were developed on a 4.5-hectare site, previously used for grain crops. Consequently, ACME decided that significant landscaping would be required to enhance the amenity of the otherwise bare land.
The senior executive group pictured some land contouring with an attractive green lawn, and trees and shrubs to soften the impact of otherwise stark commercial buildings. Accordingly, they notionally allocated $232,000 for the project, and developed a tender document that called for the work to be completed by the time they moved to the new premises. They then invited proposals for landscaping and quotes for the work.
A company called Arbor Industries submitted an artist's sketch for the ACME evaluation team to picture what the landscaping would look like. Arbor was selected with a bid of $175,000, substantially lower than any other submission. Arbor then prepared a detailed landscaping plan based on existing drawings of the site provided in the tender. Arbor met with the ACME senior executives to agree project start date, access and security of plant and equipment, and a fixed price contract. A contract was duly signed.
The project was scoped and planned by Arbor, with specific milestones for site works, irrigation, turf laying, and tree and shrub planting. Arbor had undertaken many similar jobs on city sites in the past and based on the knowledge and skills of the project team, they did not think that a formal project management plan would be needed. All they wanted was agreement on the scope of the project and the key deliverable dates. From experience, they wanted to deal with only one person from ACME and it was agreed that the finance manager, a senior executive, would be responsible for the project.
Arbor commenced work on the 16th of November 2000 with site preparation including weed eradication. Work progressed smoothly until 20th of January 2001, when heavy vehicles delivering machinery, plant and equipment to the site significantly damaged the newly prepared and levelled ground for the lawn.
The Arbor project manager arranged his first meeting with the ACME finance manager to complain that he would have to re-do the site for the lawn which would take an extra 3-5 days. The finance manager agreed that it was not Arbor's fault and that work would have to be re-done, but as there was no more funding available he suggested that the project manager make the savings somewhere else from within the project. This was agreed but not documented.
By the end of January the landscaping site works were finished and the irrigation system was installed. Planting was to be done in three phases – shrubs, bushes and small trees first, then larger trees and finally the lawn. Shrub planting would take approximately 4 days, trees 7 days and the lawn would be laid in three separate operations over 2 days.
On the first day after the planting commenced, some of the project team noticed a few small plants seemed to be missing or broken off. These were quickly replaced. Within the first 3 days after the last planting, however, it was noted that around 35% of the plantings had been destroyed by rabbits or hares (as it was later determined. Remember, this is in Australia.) The Project Manager was very concerned and called another meeting with the ACME finance manager. Although sympathetic, the finance manager agreed that tree guards needed to be placed around trees but that was a contingency that the Arbor Company should have considered. The Arbor project manager indicated that pests were ACME's problem and again the finance manager indicated that Arbor should make savings elsewhere within its contract.
The Arbor project manager reviewed his budget and costs and determined that the only way to re-coup the losses from having to replant the shrubs and protect them, was to plant fewer plants and smaller trees which came at a much lower cost. Another way to make some savings was to try and re-design the irrigation system using fewer sprinklers.
Instant lawn was tentatively ordered for around the middle of March 2001 so that delivery would miss the hottest part of the year. Unfortunately, the commercial lawn growers had heavy demand at that time and advised that the last shipment could only be made by mid-February 2001. This was necessary to allow them time to plant new lawn ready for winter and spring clients. Arbor had no choice but to accepted delivery in mid February 2001. As it turned out, it was particularly hot when the lawn delivery was made over the 2 days, with hot gusty northerly winds.
By the third week of February 2001, the project was ahead of schedule by about three weeks due to the early delivery of the lawn, although the larger trees and plants had yet to be been planted. Unfortunately, water coverage of the lawn proved to be barely enough in windy conditions and, with the sprinkler head reduction, did not fully water all areas. By this time Arbor was over-budget by about $24,000.
Since the original project was scoped and started, the original finance manager had secured a new position with another company and was set to leave in the third week of February 2001, just as the lawn started to brown off and die in patches. The new finance manager, who started one week later, was asked by the company to continue in the role of her predecessor on the project.
The Arbor project manager, spotting an opportunity, advised the new finance manager that about $25,000-$30,000 more was needed for the project to be completed, as was agreed by the previous finance manager. The new ACME finance manager was not sure how to deal with this, having no background information on the project. She tried to contact the original finance manager but he was off on holiday prior to taking up his new position.
The new ACME finance manager reviewed the budget for the project and finding that there existed a fixed price contract with no contingency amounts, notified the Arbor project manager accordingly. The Arbor project manager informed her of the problems caused by the heavy vehicles earlier in the project and the devastation by wild animals. Because of the refusal to provide more money, the Arbor project manager had reduced significantly the size of the larger trees that were to be planted later in March-April 2001 to try and contain the budget deficit and make savings.
The project concluded with Arbor being three weeks ahead of schedule, but $25,100 (14.3%) over budget. The executives of ACME were not happy with the project at its conclusion. Through the finance manager, they indicate that the lawn was dead in patches, the plants were small and that as a result it was not like the drawing that they had been provided at tender stage. They insisted that either these issues be rectified or the contracted amount be reduced.
Arbor responded that a number of verbal agreements had been reached and that Arbor had fulfilled its obligations, indeed had lost money on the contract. The dispute was then referred to the respective legal representatives of each company for resolution, but the antagonism between the parties meant that the dispute could well end up in court.
© R. Max Wideman & Mauro Maurovic at http://www.maxwideman.com, 2016 reproduced with permission.
This material is offered to individual readers who may use it freely in connection with their project work. It may not be used by commercial or non-commercial organizations without permission.
filename_0=BSBPMG522 Undertake project work_Assessment (Project)_v1.1 ;filename_1=January 2016.docx
ASSESSMENT 1 – ASSESSOR CHECKLIST
Outcome Criteria
1. Complete Project Scope and Planning document including
a) project objectives and deliverables
b) risk management and contingency planning
2. Design monitoring and reporting tools, including a Gantt chart
3. Develop communication process plan
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Whilst undertaking this task, did the student |
Competent |
Comments |
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1.1 Access project scope and other relevant documentation |
Yes No |
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1.2 Define project stakeholders |
Yes No |
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1.3 Seek clarification from delegating authority of issues related to project and project parameters |
Yes No |
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1.4 Identify limits of own responsibility and reporting requirements |
Yes No |
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2.1 Develop project plan in line with the project parameters |
Yes No |
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2.2 Identify and access appropriate project-management tools |
Yes No |
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2.4 Develop and approve project budget |
Yes No |
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3.3 Establish and maintain required record-keeping systems throughout the project |
Yes No |
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3.6 Undertake risk management as required to ensure project outcomes are met |
Yes No
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3.7 Achieve project deliverables |
Yes No |
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5.1 Review project outcomes and processes against the project scope and plan |
Yes No |
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5.2 Involve team members in the project review |
Yes No |
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5.3 Document lessons learned from the project and report within the organisation |
Yes No
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ASSESSMENT 1
Task 1: Case study Analysis
For this case study, you will need to analyse the Case Study “ The Case of the Unidentified Risks” in your student resources at the Hibernia eLearning site and answer the following questions:
a) In around 2-300 words, identify the deficiencies in the project planning and budgeting process that have contributed to the unsatisfactory results at project completion.
b) When problems arose during the project, what steps should have been taken during the problem resolution stage to ensure that the project reached its goals? (2-300 words)
c) Your final task is to imagine you were the project manager for Arbor Industries and complete a Learning Log on the Lessons Learnt on the project using the format below
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Lesson number |
What did you do well in delivering the activity, stage or project? |
What did you not do so well in delivering the activity, stage or project? |
What can you learn for the next time and how will you share this with your colleagues? |
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Task 2
To prove your competency, you will utilise current projects or any previous project at your workplace to demonstrate how you can apply your project skills and knowledge in your position. Talk to your trainer about the appropriateness of the project topic before you start. Ideally, use workplace projects to progress both your studies and your projects simultaneously.
Alternatively, you can use the case study example in your text book as a suitable substitute where a workplace example cannot be provided. The 1st phase of the case study is on Chapter 13 on Page 361 Apply your knowledge
Office Fitout Project: Assume you are to fit out a floor of a new building as office space for the organisation you work for or an organisation of your choice. The documents office-fitout-guide and office-fitout-checklist in your student resources folder provides a comprehensive guide to all the steps involved in managing an office fitout.
Whichever project you choose, either from your own experience or using the case study, you will need to complete the following steps.
Stage 1: Your first task is to:
a) develop a project scope document using the Project Scope Form v1.0 Jan 2016
b) Identify the stakeholders using the Stakeholder Analysis v1.0 Jan 2016 form
c) Write a statement of responsibilities for the project manager position (Approx. 150-200 words)
Stage 2: If you are using the Office Fitout Project, the instructions for stage 2 are on Page 372 Apply Your Knowledge Question 1 of your textbook. For this stage you need to:
a) Develop the Project plan including:
i) Work breakdown structure and project schedule (Gantt chart or similar document)
ii) A risk breakdown structure and contingency plan – use form Risk log and contingency plan_v1.0 Jan 2016
iii) A communication plan including project monitoring and progress reporting plan (these monitoring and reporting milestones should also be reflected in the work breakdown structure)
b) Write around 150-200 words on strategies you could use to:
i) Consult with project team members
ii) Provide support to project team members
iii) Involve project team members in the review process
Stage 3: If you are using the Office Fitout Project, the instructions for stage 3 are on Page 377 Apply Your Knowledge Question 3 of your textbook. For this stage you need to:
a) Describe and explain the reports you would prepare over the life of the project
b) Prepare a document for completion and sign off of the project
The sample project management templates v1.1 Jan 2016 in your Student resource folder will assist you in preparing the plans and reports required for these tasks or you can design your own documents. This document also includes a very useful Project Checklist at the end.
Evidence of the following is essential:
· Developing a Project Plan
· Examples of monitoring
· Knowledge of relevant legislation.
EXAMPLE OF A GANTT CHART
Simply list the activities and tasks in column A, select an appropriate time interval (days, weeks or months), allocate the dates to columns B onwards and plot the expected time duration (total time from start to completion) under the appropriate column by selecting shading from the Format/Cells/Patterns menus. When you wish to provide a status report simply colour or shade in black those items that are completed or estimate the percentage complete. This will give you an immediate visual representation as to whether or not you are on schedule. You may wish to add extra columns for assignment of responsibilities etc.
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Time / Date |
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· Other sample project analysis, management and reporting templates are also supplied in your eLearning resources folder:
Assessment BSBPMG522_Undertake Project Work Page 5
Version 1.1 January 2016
image1.jpeg
office-fit-out-checklist.pdf
W morganlovell.com
1OFFICE FIT OUT CHECKLIST
© Morgan Lovell 2011
CHECKLIST : Ensuring a perfect office fit out
Contents
There’s more to fitting out an office than moving the old into a new space. It can be an exciting and reinvigorating time. If done properly.
It’s also likely to be one of the biggest financial outlays your company will have to make. So if you’re responsible for getting it right first time, you might be feeling somewhat overwhelmed.
This checklist has been designed to help. Taking it step by step, you can ensure that your office fit out will be an enjoyable process for you and a successful change for your business.
THE BIG QUESTIONS
Why do you need a new office? .................................2 Identify your primary concerns Consider additional benefits
What will your office fit out entail? ...........................3 Consider what sort of fit out you want
Where is your new office going to be? ......................4 Identify your needs Decide on your location
When is the right time to move? ...............................5 Plan ahead
Who are the right people to involve? ........................5 Know your key parties Choose the best professionals to advise you Find the perfect fit of Fit Out partner
How much can you spend? Where can you save? ....8 Budget, then review your budget Get a helping hand
THE FINER DETAILS
What are your obligations and responsibilities? ....10 Get covered Talk to your landlords Be compliant
Have you thought ahead?........................................11 Consider a phased occupation Plan well to buy in advance
Is everything to your satisfaction? ..........................12 Sign the lease
THE OFFICE DESIGN
Do you know what it is yet? .....................................12 Design for life
How important is being green? ..............................13 Be green Savvy Save with sustainable systems
What are you going to put into your new office? ....15 Make room for storage Fit in the right OFFICE furniture Rate your tech
THE GETTING IT RIGHT, FIRST TIME
Are you putting safety first? ....................................17 Safeguard Health & Safety Keep track on site
Are you ready to move in? .......................................18 Keep everyone Informed Prepare to move Get rid of clutter De-snag and move-in Celebrate success
W morganlovell.com
2OFFICE FIT OUT CHECKLIST
© Morgan Lovell 2011
THE BIG QUESTIONS Before you go any further, it’s worth looking at the bigger picture. Yes, later down the line, you’re going to be immersed in the detail. But to get you started, it’s time to ask those big questions: why, what, where, when, who and, crucially, how much?
Why do you need a new office?
IDENTIFY YOUR PRIMARY CONCERNS
A new office, be it from a refurbishment or relocation, can benefit you in many ways. But what are your primary reasons for wanting a new workplace? And what secondary benefits can you gain?
To ensure your office fit out ‘fits’ your company’s needs, get to know the ‘why’ well in advance. And if you’re relocating, be prepared to answer the question, “Why not refurbish your existing space instead?”.
Are your existing facilities outdated or simply unsuitable?
• Moving office, instead of refurbishing, allows you to consider a host of facilities that perhaps your old space simply couldn’t cater for
Has your business recently undergone an expansion, contraction or reorganisation?
• In the current financial climate, the shape of many companies is changing on a regular basis. Empty seats or over-crowded offices, neither do much for staff morale. A new office can be flexible with the changing shape of your company - maximise its potential to create a pleasant working environment
Do you want to boost morale and productivity?
• A change is as good as a rest. And it’s been proven that morale and productivity suffer in an uninspiring environment. The change of scenery provided by a new office could be just what’s required to turn your workforce into a happy, productive team
Would you like to improve your company’s image and reputation?
• Your office sells your business just as much as your people do. First impressions count for a lot. Your new office is a blank canvas, so use it to your advantage
FIT OUT TIP: Think about how your business is likely to change over the next 5 years. Whilst your workplace needs to reflect your current business values it must be able to adapt to any future changes that might be around the corner.
W morganlovell.com
3OFFICE FIT OUT CHECKLIST
© Morgan Lovell 2011
CONSIDER ADDITIONAL BENEFITS
Are there other outside influences you have to consider?
• Compliance with existing and future legislation
• Health & Safety issues with existing space
• Walking the Environmental walk, not just talking the talk
What will your office fit out entail?
CONSIDER WHAT SORT OF FIT OUT YOU WANT
Chances are, if you’re reading this, a lick of paint isn’t all that’s required in your new space. But the scope of an office fit out can range hugely.
Before you go any further, identify what it is you want. And more importantly, what it is you’re prepared to take on.
Refurbishing a new space
• It can save time and money if you move into a ‘pret-a-porter’ office. One that only needs the aforementioned lick of paint. Maybe a bit more. But if you go down this route, be aware that moving into someone else’s old home may mean it’ll never feel quite like, well, yours
Refurbishing your existing office
• Is moving your only option? Could you rework your existing space? This is something a good office fit out partner will be able to help with
If you think that a refurbishment is more likely to be on the cards, Morgan Lovell’s Office refurbishment checklist1 can walk you through it, step by step.
Carrying out a CAT B fit out
• This is the most common interpretation of ‘fit out’. The new space is a blank canvas with just the basics installed. And we mean basics - raised flooring, suspended ceilings, outside walls, Mechanical & Electrical services, and ‘shared’ areas such as toilets and stairwells. You get to choose everything else, and really make the space your own
Going back to basics with a CAT A and CAT B installation
• If the space you’re looking at is particularly dilapidated, then it might be a case of rebuilding its shell, before starting on a CAT B fit out. This is also a good option if you’re planning to make changes to the Mechanical & Electrical systems, etc, for environmental reasons
1 Our Office refurbishment checklist can be downloaded for free at http://www.morganlovell.co.uk/useful-info/checklists/office-refurbishment-checklist/
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Where is your new office going to be?
Moving office can be as bad as moving house. In fact, it can be worse, because you have many more people to please. It’s not just a case of finding the right space in the right building, you have to consider the commute of your staff and the facilities nearby.
Our Office relocation checklist2 gives you a more in-depth walkthrough of the stages of relocation including searching for the right property. Here’s an overview of the key decisions and actions you need to make.
IDENTIFY YOUR NEEDS
Carry out feasibility studies
• A feasibility study will help you determine how much space you need, now and in the future. It asks what sorts of spaces you need (kitchen, comms room, etc.), how departments work together and what growth rates you might expect. You don’t have to do this alone though, you can get an experienced fit out contractor to carry it out for you
Work out your storage needs
• Storage requirements are so often forgotten. A storage audit can help you identify where storage is lacking in your current space and how you can plan ahead for the future
Define your location priorities
• What do you need to be nearby? Transport infrastructure, parking and local amenities are just some of the things to consider. And always bear in mind the commute of your existing employees
DECIDE ON YOUR LOCATION
Once you’ve built up a shortlist of possible sites, compare them with your specification built up from the actions above. And there are still a few details to consider.
Survey your building
• A building survey can save you thousands later on. Everything may look fine, but a closer examination might reveal problems with, for example, the heating and ventilation system that could be hugely disruptive in the future
Check out the neighbourhood
• The best way to find out about the neighbourhood of your potential space is to talk to people who live and work in the vicinity. Neighbourhood can mean inside the building too!
Identify any legal or financial issues
• Go over the monetary and legal details with a keen eye. Look for unusual clauses, and ask about incentives and future raises in charges and rent
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2 Download Morgan Lovell’s Office relocation checklist for free at http://www.morganlovell.co.uk/useful-info/checklists/office-relocation-checklist/
3 The Valuation Office Agency website can be found at http://www.voa.gov.uk
FIT OUT TIP: Rate your rates. Make sure you don’t overpay. Check out the Valuation Office Agency website3 for more information.
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When is the right time to move?
Time is of the essence when decisions need to be made.
PLAN AHEAD
Work out an indicative programme early on
• It’ll help you to have some deadlines in mind. They don’t have to be set in stone, but they’ll keep you on track
Factor in the holidays and commitments of your key stakeholders
• Your Managing Director won’t appreciate his holiday being interrupted because he needs to sign something by last Friday
Think about how you might go about the move process
• You don’t have to make any decisions now, but it’s worth thinking about how moving into your new office will tie in to moving out of your old one. Will you have to occupy the new space while the fit out works are in progress?
Who are the right people to involve?
KNOW YOUR KEY PARTIES
There are certain people who should be involved in the decision making process. Make sure you know who to talk to when the decisions need to be made.
It’s also sometimes the law to involve your staff. The Information & Consultation of Employees Regulations 2004 state that any changes directly affecting staff should be discussed with them.
And of course it’s just good manners to make sure that everybody is kept informed.
Your office fit out ‘champion’
• Having a single ‘champion’ for the fit out can put minds at ease. Staff know who’s going to have the answers to their questions. Management have faith that things are under control and there aren’t ‘too many cooks’. It’s a daunting task for one individual, so who has what it takes to keep all the necessary balls in the air?
Senior Management
• Managing Director
• Financial Director
• Facilities Director
FIT OUT TIP: A credible office design and fit out company will provide a highly detailed Gantt chart that illustrates every step of the fit out project schedule. This will also highlight lead-in times, especially for big ticket items such as IT and furniture.
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• Office Manager
• IT Director
• Operations Director
Other important departments
• Marketing
• Human Resources
• Administration and PAs
Other stakeholders
• Unions
• Regulators
• Parent company
• Board members
• Department heads
• Staff
CHOOSE THE BEST PROFESSIONALS TO ADVISE YOU
As the project progresses, you’re going to rely on many other people to advise you, so make sure you’re talking to the best.
Commercial Property Agents
• Will they provide quality references?
• Do they have a good grasp of the technical side?
• Have they enough time to devote to your project?
• Do they know the area you’re searching in?
• If necessary, can they demonstrate a national reach?
• Are their fees and charges transparent?
Other key professionals
• Legal and Financial Consultants
• Consultants - IT, Security, Furniture, Health & Safety
• Engineers - Structural, Mechanical & Electrical
FIT OUT TIP: Never forget the administration staff. They probably know more about what’s going on than anybody else.
FIT OUT TIP: Your office design and fit out partner may have consultants and engineers in-house, saving you the worry (and additional cost) of having to look for and choose between external advisors.
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FIND THE PERFECT FIT OF FIT OUT PARTNER
To save the maximum amount of time and money on your office design and fit out (and let’s face it, this is going to be the biggest total cost you have to budget for), choose a fit out partner that offers a full turnkey solution. From appraisals and design to installation and aftercare, they manage everything so you only have one point of contact.
This approach is called ‘Design & Build’. The Chartered Institute of Building has proven that this parallel working system is 40% faster and 15% cheaper than the traditional, multi-contractor approach.
For a more in-depth guide to finding the perfect fit of partner for your fit out, see our checklist Choosing the right office design & fit out partner.4
A fit out company should offer the following as a minimum:
Services
• Assistance with requirements definition and development of your brief
• Project management
• Cost estimating
• Space audits, feasibility studies, surveying of your new building
• Space planning and interior design
• Fit out and construction (Cat A as well as Cat B)
• Advice on and procurement of furniture
• Mechanical & Electrical, HVAC (Heating, Ventilation & Air Conditioning) and plumbing
• Planning permission and landlord negotiations
• IT and telephony cabling, moving and installation
• Move management
Knowledge
• Are they up to scratch on the latest legislation and regulations, such as the Equality Act 2010 (replacement to the Disabilities Discrimination Act)?
• Can they advise you of your responsibilities where Health & Safety is concerned?
Experience
• Will they provide references of previous fit outs, as well as visits to offices they’ve completed for other clients?
• Can they demonstrate experience within your sector, and an in-depth knowledge of how your business functions?
• Do they have experience of phased relocation?
Sustainability
• Can they prove their environmental commitment (ISO 14001 and BS EN 16001 accredited)?
• Do they have knowledge and experience of green office design & build, including BREEAM and LEED?
4 Our Choosing the right office design and fit out partner checklist can be downloaded for free at http://www.morganlovell.co.uk/useful-info/checklists/choosing-office-design-and-fit-out-partner/
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Financial
• Do they guarantee to complete to a fixed budget?
• Are they financially stable?5
• Do they have a parent company which will provide financial backing if necessary?
Additional questions
• Do they provide a full turnkey solution, with one point of contact for your peace of mind?
• Do they have Health & Safety experts in-house? Are they OHSAS 18001 accredited?
• Can they prove their commitment to Health & Safety? Have they achieved recognition from RoSPA or the Considerate Constructors scheme?
• Can they provide evidence of insurance cover?
• Will they guarantee on-time completion?
• Does their team inspire your confidence and trust?
How much can you spend? Where can you save?
BUDGET, THEN REVIEW YOUR BUDGET
Setting the budget for your move and office fit out can be a chicken and egg scenario. Until you have started to make decisions about what you want, it’s difficult to work out how much you need to spend.
Most businesses only incur this sort of expense every 5-10 years or so. Therefore it’s imperative that you set a realistic budget and are also able to communicate at any given time the financial impact of the fit out on your business.
Get estimates for everything, including the kitchen sink.
Fees
• Fire risk assessments
• Transaction fees (lawyers, property agents, landlord)
• Planning permission
• Environmental assessments
• Insurance costs
Costs associated with the design and fit out
• IT and telecoms (cabling, equipment and installation)
• Furniture
• Mechanical & Electrical and HVAC plant
• Disposals (of old IT equipment, furniture, and site waste)
• Security
• Design and fit out contractor fees and costs
5 For more information please see our Financial Stability Checklist at http://www.morganlovell.co.uk/useful-info/checklists/financial-stability-checklist/
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Costs associated with the move
• Printing (new stationery, announcements)
• Mail redirection
• Website updates
• Temporary storage during the move
Bills
• Rent
• Service charges
• Taxes
• Energy and utilities
• Maintenance
Additional costs
• Contingencies (budget an extra 20% - minimum)
• Dilapidations (both for your old space now, and your new space later down the line)
GET A HELPING HAND
Spare money isn’t flying about in these uncertain financial times, but you’re still eligible for tax breaks and the odd helping hand.
Talk to the people in the know.
Talk to your landlord about possible contributions
Depending on the size and type of your organisation, leasing may be a plausible way of financing some of your capital expenditure
Capital Allowances and Enhanced Capital Allowances6 are a great way that your company, as a tax payer, can get money back on the purchase of ‘machinery & plant’ over its lifetime
The Carbon Trust in England and The Energy Saving Trust in Scotland7, both offer 0%-interest small business loans, where anticipated savings in energy costs fund the loan repayments
6 For more information about Enhanced Capital Allowances visit www.eca.gov.uk 7 Details can be found at http://www.carbontrust.co.uk/ and http://www.energysavingtrust.org.uk/scotland/
FIT OUT TIP: Design & Build can save time and money. And is a safer contractual option if you don’t want to get hit with additional costs should works overrun. The JCT form of contract puts the responsibility for works completing in the hands of your design and fit out partner. A ‘traditional’ approach with multiple contractors means the financial and temporal responsibility is wholly yours.
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THE FINER DETAILS With the big questions answered, or at least considered, it’s time to look at those finer details. Make sure you’re aware of all your legal, fiscal and regulatory responsibilities. And keep these in mind later down the line when you get to the fun part - designing and fitting out your new office.
What are your obligations and responsibilities?
GET COVERED
Ensure that you have all the necessary insurance in place. Your chosen office fit out partner should provide evidence of their insurance cover, and that of their subcontractors - it should be a mandatory requirement in any pre-qualification process.
Public & Product Liability insurance
Employers’ Liability Insurance
Professional Indemnity insurance
Contractors’ ‘All Risks’ insurance
TALK TO YOUR LANDLORDS
You’re going to have certain responsibilities to your landlords, such as dilapidations clauses in your existing lease. Changes to both your new and existing space are going to need the consent of your landlord, so involve them early on.
Don’t burn any bridges with your current landlord
• Get a dilapidations schedule from your landlord. This will determine if upon exit of your current building you or your landlord are responsible for works returning it to the condition it was when you took it over. If the latter, you’ll probably have to make a sizable financial contribution
• If your lease hasn’t come to an end, and you’re subletting or assigning your lease, use your move to renegotiate with your landlord. Also check you’re not expected or required to supply a guarantee to cover potential damage by the new tenants
Keep your new landlord on side
• You’ll need a License to Alter for the changes planned to your new space. Talk to your design and fit out partner to ensure every change is covered
• Use the investment you’re making in your landlord’s property to negotiate better terms on your lease
• Check out the Energy Performance Certificate (EPC) of your new building (your landlord must provide this by law). If you’re making changes to services in the building which will improve this rating, your landlord may be willing to contribute to the cost of your fit out
• Review the Heads of Terms. While these are largely non-binding they set the basis for the legal contract between you and your landlord. Therefore you should make sure you understand what you have agreed to before it becomes legally binding
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BE COMPLIANT
By law, you’re required to consider the needs of your employees - both now and in the future.
Is your fit out partner aware of what’s needed to be compliant with, for starters, The Equality Act 20108, The Workplace (Health, Safety and Welfare) Regulations 1992, and The Health and Safety at Work etc. Act 19749?
An access audit will identify any issues with getting into the new space, which you can address as part of the fit out works
Compliance doesn’t extend just to access - it includes levels of luminosity, placement of desks, what transparent doors are made of, etc - so be sure your fit out company is going to create designs that take everything into account
Have you thought ahead?
CONSIDER A PHASED OCCUPATION
Determining the layout of your new office isn’t the only space planning required. You may also need to plan a phased occupation where people will be moving in at different times. You may plan to occupy some floors while moving staff in on others.
Clarify what facilities (i.e. teapoints, toilets, etc.) will be accessible and consider all the safety aspects.
Talk to your design and build partner about previous work they’ve done and how phased occupations were managed
You may be able to use the facilities of other occupants in your new building if yours won’t be ready or out of action for any length of time
When planning to move in phases, bear in mind that certain individuals and departments will need to be moved together
A sure-fire way to foster bad feelings about the move amongst staff is to keep them out-of-the- loop. Make sure everyone knows who’s moving where and when
8 For more information on the new Equality Act 2010, replacement to the DDA, visit http://www.equalities.gov.uk/equality_bill.aspx
9 The Health And Safety Executive website can be found at http://www.hse.gov.uk/
FIT OUT TIP: It’s hard to ensure ‘business as usual’ during an office fit out, both for your own company and for the other tenants in your building. Talk to your fit out company, as they should have experience of minimising disruption in these circumstances. They may be able to do some work out-of-hours and at weekends, meaning you don’t start off on the wrong foot with your new neighbours.
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PLAN WELL TO BUY IN ADVANCE
If you can, order long lead-in items in advance. Make sure you’ve carried out the necessary surveys and are sure about your decisions to avoid costly mistakes
• Lighting, Mechanical & Electrical and HVAC (Heating, Ventilation and Air Conditioning)
• Telephony and IT
• Furniture and storage
• Custom furnishings, fittings and joinery
• Sustainable elements
Is everything to your satisfaction?
SIGN THE LEASE
Once you’ve decided on your location, and all the terms are agreed, it’s time to sign the lease
THE OFFICE DESIGN Your new office is a blank canvas and you are the artist. Create a work of art, that works for your business.
Do you know what it is yet?
DESIGN FOR LIFE
First things first, ask your fit out partner to visit your new office and help you visualise the different ways it could be used
• Most fit out companies will be happy to draw up indicative designs for you
• Think outside of the existing boxes - if you don’t like where a wall is, then move it
FIT OUT TIP: If you’re serious about going ‘green’, plan it well in advance. When given due consideration early on, a sustainable fit out doesn’t have to cost more than its traditional equivalent. Leave it too late, and the costs tend to increase exponentially.
FIT OUT TIP: If you’re having a Cat A and Cat B fit out on your new space, your options are greater for moving the existing Mechanical & Electrical. But at the same time, be aware that working around what’s already in place will probably save quite a bit of money.
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Create a few different mood boards, a variety of themes and colours, to see which fit your company’s style
• Remember to involve your Marketing department - they know your brand inside-out, so pick their brains about how to create an office that reflects your company’s values
• Put your mood boards somewhere prominent in your workplace, so staff have a chance to voice their opinion early on. It’ll create buy-in, and they’ll probably have some really good ideas too
Make sure your design and fit out partner provides a full layout
• As well as the location of rooms, walls and partitions, this should also include desks, IT and Mechanical & Electrical
• Make sure the layouts are distributed to the Heads of Departments before any final decisions are made. Certain departments may need to be close together - and others further apart!
Bring your office to life with 3D walkthroughs
How important is being green?
To a certain extent, these days companies don’t have much choice about including green elements and energy efficient technologies in their workplaces. Legislation, such as the CRC and The Building Regulations, is setting certain standards, and it’s only going to get more restrictive.
Luckily, the majority of companies are on board with sustainability, and can see the benefits that going green brings to their business not only in a money-saving capacity but also in terms of improved reputation internally and externally.
Consider your options - how green do you want to be?
BE GREEN SAVVY10
Ensure sustainability and energy efficiency are the major considerations when designing your office and specifying Mechanical & Electrical systems, furniture, fittings - basically, everything!
The simple things make the biggest difference - plan for recycling areas in your designs, and remove individual waste bins
Look into the latest green technology
• Save on lighting by installing daylight-capture systems and motion-sensitive fittings
• A good way to reduce usage is to keep a close eye on it - plan to install a sub-metering system so you can identify and manage high energy consumption areas
Consider what’s gone into what you’re putting in
• What level of recycled material is in your fittings, fixtures, furniture and flooring?
10 For a step by step guide to producing a sustainable office interior, see our Sustainable Office Design Checklist at www.morganlovell.com/sustainability_checklist
FIT OUT TIP: Think about dilapidation costs when designing your new office. A flexible office with minimal structures will save you money when you’ve leaving at the end of your lease.
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• Are paints low in toxins, specifically VOCs?
• Can your fit out company guarantee that all timber is FSC certified?
An environmental rating gives a benchmark to aspire to, and can also be a great marketing tool for promoting your ‘greenness’ to partners, clients and also your employees. Your office fit out partner should advise you on the most appropriate rating to aim for
• BREEAM® - The Building Research Establishment’s Environmental Assessment Method http://www.breeam.org/
• LEED - The U.S. Green Building Council’s Leadership in Energy & Environmental Design http://www.usgbc.org/LEED
• Ska Rating - Developed by the Royal Institute of Chartered Surveyors http://www.ska-rating.com/
SAVE WITH SUSTAINABLE SYSTEMS
Green and energy efficient technology is getting more affordable, and using less energy generally saves you money; so it’s now easier to guarantee a return on your investment.
If you are able to make changes to the Heating, Ventilation and Air Conditioning (HVAC) systems in your building, then consider the sustainable options. A small investment now may help you save later - save money, and save the planet.
Lighting
• The best way to save money on lighting is to not use any. Maximise natural light within your space, use light tubes to bring daylight into more secluded areas, but remember to consider the additional heat from solar gain and its impact on your HVAC
• A lighting control system is a great way to ensure that areas are not being lit unnecessarily
• Give users control. Task lighting allows staff to set their own lighting levels
Heating, Ventilation and Air Conditioning (HVAC)
• A Building Management System (or Energy Management System if not building-wide) to control where and when your HVAC is activated (by linking to your meeting room schedule, for example) can make you more energy efficient with very little effort on your part
• Sub-metering allows you to monitor your systems and identify any inefficient areas
• Your HVAC installation must be compliant with Part L of the Building Regulations
• Generate your own electricity. The Feed-In Tariffs (FITs)11 scheme went live in April 2010 to encourage small organisations to invest in small-scale low carbon electricity generation
• Comply with the CRC (Carbon Reduction Commitment) Energy Efficiency Scheme. It’s a mandatory scheme designed to cut CO2 emissions in large businesses and organisations
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11 Find out more about FITs at http://www.decc.gov.uk/en/content/cms/what_we_do/uk_supply/energy_mix/renewable/feedin_ tariff/feedin_tariff.aspx
FIT OUT TIP: The website of the Chartered Institute of Building Services Engineers, http://www.cibse.org/, is a great place to find advice on how to make your systems more efficient whilst ensuring they are compliant with the latest legislation.
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What are you going to put into your new office?
MAKE ROOM FOR STORAGE
Consider how your storage needs are being met in your current office, and work from there.
Do you have too little, too much or is it just about right?
What do you need to store on site?
• Filing, both in general and for paper-heavy departments such as Accounts
• Documents and marketing collateral
• Stationery and office supplies
• Sensitive or valuable items needing to be kept under lock and key
What can be stored off site?
• Depending on your industry, there’s probably a lot you need to store or keep a record of that doesn’t need a home in your office
What other ‘receptacles’ or storage areas are required?
• Personal storage - under desks or in lockers
• Recycling bins - how many, and where?
• Clothing - not just for coats. If people need to get changed at work, think about where they can do that and where they can leave their clothes. Part of The Workplace (Health, Safety and Welfare) Regulations 1992 states that, if people change out of wet clothes in your office, you’re responsible for providing somewhere dry to keep them)
What are you going to need in the future?
FIT IN THE RIGHT OFFICE FURNITURE
In the workplace, it should never be style over substance. But fortunately, with a bit of research, you can have both.
What can you reuse, what can you recycle, and what do you need to buy new?
Do you need to buy new furniture? Depending on your needs, you could rent instead
Are you getting good value for money? Is a warranty included? What about delivery and installation?
Will it be practical and more importantly comfortable for your staff? If you can, get some samples from suppliers so everybody can try out and feed back on the options
Is it sustainable? What is it made from? Can it be recycled at its end-of-life?
What does it say about your company? Traditional or funky, what impression is it giving to visitors?
FIT OUT TIP: If you’re buying new, ensure your fit out partner has sufficient clout with furniture suppliers so that everything turns up on time.
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RATE YOUR TECH
It’s the perfect time to upgrade your IT and telephony systems. Make sure the infrastructure is there to support them.
General
• Are there enough power points, floor boxes and data points? Is cabling already in situ?
• Who’s going to manage the move of your IT and telephony, and make sure it all works?
IT
• Where will you put your printers and faxes? Can you reduce the number of peripherals in use?
• Is there a comms room? Where will your servers (which generate a lot of heat and noise) be kept?
• Do you have a Disaster Recovery Plan for your IT systems? Do you need a backup generator?
• Is service and support provided in-house? If external, how will they get remote access to your systems?
• Have you thought about going wireless?
Telephony
• Are you with the best (and best value) telephony supplier? Once you’ve found the best deal, put in your order for the connection to your new office as soon as possible
• How is your setup working for you now? Look at what you have, how it’s working for you and how it’s not working - now’s the time for changes
• What do you need? To keep your number, to add more lines, to add hunt groups (to ensure no call goes unanswered), to have call answering? Talk to your provider
• Are you changing your number? Make sure you let people know
FIT OUT TIP: Do you need all that technology? You can save energy and hence money by reducing the number of peripherals in your office. Review what you’ve got, and what you actually need.
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THE GETTING IT RIGHT, FIRST TIME Everything’s been ordered, the dates are in the diary. How can you ensure you get it right, first time?
Are you putting safety first?
SAFEGUARD HEALTH & SAFETY
Under the CDM Regulations12, you are responsible for Health & Safety during the fit out. Make sure you employ a design and fit out partner who can guarantee not to let you down.
Make sure you’ve got, and are familiar with, the Health & Safety file for your new space
If you’ve chosen the right fit out contractor they’ll be able to provide you with all the Health & Safety advice and assistance you could need
Designers have certain obligations under the CDM Regulations - talk to your office design and fit out partner to make sure they are aware of what’s required and that their designs comply
Ensure all contractors receive an induction before they commence work on site - be satisfied they are aware of their responsibilities in complying with regulations, including:
• Welfare
• Working at heights
• Dealing with asbestos
• Access and parking
• Accident reporting under RIDDOR
Appoint a CDM Coordinator and a Principal Contractor if the project is notifiable (a project is notifiable if the construction phase will be longer than 30 days or 500 person days)
If you’re undertaking a phased occupation, remember that your employees will effectively be working on a building site. Review all your plans to ensure that you are not putting them at risk
Monitor Health & Safety on site regularly to ensure you and your contractors are complying at all times
KEEP TRACK ON SITE
Environmental & waste management
• Separate waste, and recycle where possible (it’s getting increasingly easier to achieve recycling rates of over 90% on office fit out projects)
• Keep a record of all waste that leaves your site. You’re required to by law. A competent fit out partner will make sure you have the necessary paper trail
• Dispose of hazardous materials properly
• Ensure environmental compliance (including noise levels) at all times
12 The Construction (Design and Management) Regulations 2007
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Managing the fit out
• Have weekly site meetings with your office fit out company and ask for regular progress reports
• If you can’t do it yourself, ask your contractor to take site photos on a regular basis and include these in any reports. It’ll make it easier to catch defects
• De-snag as defects are found
• Agree a sign-off procedure for changes
Are you ready to move in?
KEEP EVERYONE INFORMED
You can have a lot of fun finding ways to keep people in-the-loop. Use all the tools at your disposal (especially the free ones).
Put your fit out online
• Many companies are joining the likes of Facebook. Update your page with news about your fit out works - you could even upload videos of progress on site
• Tweet about it. Set up a Twitter account for staff, stakeholders and clients to follow, so they can stay in-the-loop
• Update your Intranet with news about the move. Got a company forum? Host designs and plans there, so staff can review and get a chance to voice their opinions
Talk about it
• Hold workshops to discuss designs, furniture, and talk about what’s happening when
• Take staff and stakeholders on site visits where practical (and safe)
• Having a team meeting? Perhaps you could hold it on site
Write about it
• Create a staff newsletter, making sure to list key dates
• Update your website and send an email to clients letting them know you’re moving
• Remember to get your stationery updated with your new address
PREPARE TO MOVE
Probably the trickiest part of the fit out is managing the move - especially of people!
You have enough to worry about, so put someone else in charge of making sure all the packing gets done
Make arrangements
• With your IT and telephony specialists - do they need additional time for testing?
• With your removals company - are you moving in phases?
• For sufficient crates for packing - do you have enough labels?
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• For temporary storage off-site
• For the removal of waste and recycling from your old office
• For additional security - do you need it at your old site, your new site, or both?
Make sure the key people are available, and nobody’s booked a last-minute holiday
Send a final update to everybody affected, so they know what’s happening and what they need to do by when
GET RID OF CLUTTER
Ask staff to dispose of any unnecessary clutter (the contents of your combined desk drawers could probably fill a small skip)
Put old files in storage off-site or dispose of them securely
Scan old documents if you don’t need them in hard-copy, then recycle the paper
Arrange removal of old furniture or equipment - if you’re donating to charity, they may come to collect it for free
Stock up on bin and recycling bags
DE-SNAG AND MOVE-IN
Schedule a walkthrough with your office fit out partner to look for snags
Arrange a final clean-up of the site
• Building sites are dusty at the best of times, and new carpets create a lot of fluff, so make sure everything gets a thorough wipe down or vacuum
Test everything
• Moving will be disruptive enough to your staff, so to ensure ‘business as usual’ test everything, including the plug sockets
Once you’re happy, it’s time for the final handover
Put in your order for the necessary supplies
• Tea, coffee, biscuits... Champagne?
CELEBRATE SUCCESS
Arrange a completion party for your staff and clients
Take that long deserved holiday
Registered in England: Morgan Lovell plc Kent House 14-17 Market Place London W1W 8AJ Registered no: 2755027
- THE BIG QUESTIONS
- Why do you need a new office?
- Identify your primary concerns
- Consider additional benefits
- What will your office fit out entail?
- Consider what sort of fit out you want
- Where is your new office going to be?
- Identify your needs
- Decide on your location
- When is the right time to move?
- Plan ahead
- Who are the right people to involve?
- Know your key parties
- Choose the best professionals to advise you
- Find the perfect fit of Fit Out partner
- How much can you spend? Where can you save?
- Budget, then review your budget
- Get a helping hand
- THE FINER DETAILS
- What are your obligations and responsibilities?
- Get covered
- Talk to your landlords
- Be compliant
- Have you thought ahead?
- Consider a phased occupation
- Plan well to buy in advance
- Is everything to your satisfaction?
- Sign the lease
- THE OFFICE DESIGN
- Do you know what it is yet?
- Design for life
- How important is being green?
- Be green Savvy
- Save with sustainable systems
- What are you going to put into your new office?
- Make room for storage
- Fit in the right OFFICE furniture
- Rate your tech
- THE GETTING IT RIGHT, FIRST TIME
- Are you putting safety first?
- Safeguard Health & Safety
- Keep track on site
- Are you ready to move in?
- Keep everyone Informed
- Prepare to move
- Get rid of clutter
- De-snag and move-in
- Celebrate success
office-fitout-guide.pdf
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
the office fitout guide
*This guide is provided for general information purposes, all plans and any pricing should be confirmed with an Urban Fitout Design Consultant before including in your budget plan or placing an order.
Inside: fitout planning
budgeting
fitout process
client planning tools
Call Urban Fitout for space planning or fitout budget advice on 3620 8500
View recent projects and our product range at: www.urbanoffice.com.au
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
The Office Fitout Process
1. Planning the Office Move
Getting your budgets, moving plan and timing into a concise format can save a lot of stress in this difficult and disruptive process. Contact Urban Office for a complimentary planning session that ensures you have all the bases covered. Tools: Office Move Checklist (pdf) Office Fitout Budgeting Guide (Inside) Employee Move Assessment (pdf)
2. Assessing your Space Requirements Having a clear brief for your Leasing contact and for assessing potential office space can make your decision on a tenancy a lot easier. Contact Urban Office for assistance in your assessment and for compli- mentary reviews or “test fit” on your proposed tenancy. Tools: Space Self Assessment Form (pdf) The Office Fitout Guide (pdf)
3. The Space Plan Making the most of your space can save money, improve your operational efficiency and keep your staff happy. Make sure you talk to an expert in office planning who can get the best outcome for the space available. Tools: Urban Office Contact Form (pdf) Urban Office Space Planning Brochure (pdf) Urban Fitout Company Brochure (pdf)
4. The Office Fitout Office Fitout requires specialist knowledge in building, services and furni- ture. Choosing a company with the right balance of knowledge and skills can make an enormous difference to the result. Contact Urban Fitout for planning and pricing on your office fitout. Tools: Urban Office PMP Brochure (pdf) Urban Office Space Planning Brochure (pdf)
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
What’s in an Office Fitout Budget? We often assist small to large business managers with the delicate art (some would suggest black-art!) of budgeting for their upcoming office move. It is a complex process to balance the cost of available office space and the fitout costs in order to prepare your finances. Ensuring that financial arrangements are cor- rect can ensure that re-applying for finance or revisiting the Capital Expense process can be avoided. At Urban Fitout we pride ourselves on designing and building with value in mind and can assist in ensuring your budget is accurate. Much confusion has arisen from the use of the word “fitout” by different areas of the building, cabinet mak- ing and office furniture industry. For instance, using a “builders fitout” budget has caught a few people short, with no allocation for joinery, furniture or services in the budget. Equally, a budget from a furniture supplier may not include building works. We will do our best to explain the terminology: “Base Building Fitout” If you are looking at a brand new or fully refurbished space it may be in a “lock up” or “base fitout” stage with no internal finishes or furnishings supplied. In most cases the builder or developer with quote a “base building rate” for carpet, ceiling grid, base lighting, base data (to MDF), perimeter wall treatments, basic kitchen and toilet, some partitions and entrances. The tenant will usually then be responsible for additional internal partitions, joinery, additional lighting or mechanical points, data and power to workstations, furni- ture and special finishes. Current estimates on “Base Fitout” vary from around $500/m2 to $600/m2 depending on the size of the tenancy and inclusions. “Office Fitout” At a “base fitout state” level or at a “made good state” you will then get differing rates for the office fitout which will depend on whether you are getting a rate from a building or furniture company. Builders “Office Fitout” rate will usually be the same as the “Base Fitout” rate, again depending upon inclu- sions. Furniture Company “Office Fitout” will usually be for the joinery and furniture required for the fitout and ex- clude all building and services works. This is heavily affected by the balance between loose furniture and joinery and also the balance between individual offices versus open plan and price will vary accordingly. “Full Package Fitout” As a licensed builder and office furniture distributor with 20years experience, at Urban Fitout we prefer to use a full-package rate for all building, services (excluding IT) and furniture works. In this way we know our customers budget is prepared for all requirements, not just building or furniture works, and the client can subtract costs from the budget for things they do not need. Fitout rates are heavily affected by your eventual layout, building works and furniture specification. We have included a section which shows you which elements of the fitout have impact on pricing to assist in this area. The best way to get an accurate budget is to have an Urban Fitout Consultant review your office needs and proposed space requirements. Call us on (07) 3620 8500 to discuss your fitout needs.
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
Fitout Costs—Tuning the Cost Dial What are the elements that impact the cost of the office fitout? A good analogy for balancing the costs of an office fitout is one of tuning an old style radio. Remember that you had a BIG dial for moving the frequency a long way, and then a SMALL dial for fine tuning. In choosing particular products, planning arrangements and specification you can make a large impact on the cost of your fitout by keeping arrangements and selections in the cost neutral or cost saving range. REMEMBER: There are some cost saving options that may become a liability to your office environment and investment in your office asset. There may equally be some more expensive elements that are essen- tial in achieving your desired outcome. The following is a guide to where the cost impacts of many selections lay:
Cost Reducing Cost Increasing Cost Neutral
Open Plan Layout (1:>5) Non-wired screen systems
(wall data/power only) Manufacturer standard fab-
rics Versatile seating over er-
gonomic seating (selected areas only)
Catalogue standard furni- ture selections
All carpet floor treatment Minimal colour changes for
paint finishes 10mm Plasterboard Parti-
tions Kitchenette in lieu of full
kitchen cabinets and dining area
No glass in partitioning or at entrances
Low height partitions No set ceilings Window tinting only
Loose Furniture over joinery Balance of individual offices
and open plan workstations (1:5 typical)
Pre-laminated boards, stan- dard finishes
Mid-range fabrics AFRDI rated Ergonomic
seating standard throughout the office
Minimal premium or designer furniture selections
Carpet floor finishes, minimal tile and timber
CAT5E Data Cabling Single circuit power Soft-wired screen/
workstation systems 13mm Plasterboard Parti-
tions Vinyl in lieu of Ceramic Tiles Open kitchen, dining area Moderate glass—side-lights
and part-way partition glass. Set-ceiling above reception
only Perimeter window furnishing
only
Joinery over loose furniture Individual offices over open
plan workstations (>2:5) Veneer, two-pack and stone
finishes Hard-wired screen/workstation
systems Non-standard laminates Executive seating standard
throughout the office Premium or designer-specific
furniture selections “Green” or “Sustainable” prod-
ucts and processes (up to 30% increase)
High level of tile, timber or other special floor treatments
Colour Pack Glass features or splashbacks
Acoustic treatments Architectural door and cabinet
furniture Full height glass partitions Catering kitchen and staff
breakout areas Timber Wall panelling CAT 6 Data and Krone 2020
Warranty Extensive set-ceilings Extensive internal glass and furnishings
+ -
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Of course the challenge is to keep the costs down while still maintaining an individual style and the brand- ing for your office environment. There are many instances where choosing a cost-increasing element is the best choice in achieving the requirements of your company policy, design ideal or project outcome. Urban Fitout designs with value in mind and will offer you alternatives that ensure that we achieve your desired outcome at the best possible rate. Cost Savers to avoid: Non-AFRDI Rated Seating. AFRDI rated seating is an important element in ensuring that you main-
tain the WH&S standards of your workplace for your staff. AFRDI rated seating also guarantees an element of quality and longevity for your office seating.
Imported board products (desks, cabinets and shelves) can also offer a cost saving, but can be diffi-
cult to match for additional furniture items and are often made of inferior particle board. Non-ergonomic seating should only be used in places where your employees or guests will be
spending a short amount of time. Complete Open-plan. Suitable ‘privacy’ areas should be considered for Open Plan areas to ensure
that confidential business is enabled in your office environment. Balancing Fitout Costs At Urban Office you can be sure of achieving the right level of cost in achieving your optimum outcome because we are: 1. Designing with you 2. The Factory Distributor 3. The Licensed Builder Call Urban Fitout for space planning or fitout budget advice on 3620 8500
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Queensland Government Office Fitout Benchmarks In 2000 the Government Real Estate Group (GREG) ran a national benchmarking exercise to look at the Fitout costs from each state in order to establish national benchmarks (National Accommodation Bench- marking 2000). The following table uses the current Benchmark Rate for fitout from the Queensland Government Office Accommodation Management Framework (2007), applied to the GREG (2000) aggregate breakdown per- centages (see App1, P18 for cost assumptions). These rates are very useful for budgeting purposes for two principle reasons: 1. The consistent structure of the government fitout provides a reliable format for comparison on corpo-
rate fitout arrangements. 2. Government tendering and Standing Offers of Arrangement (SOA’s) ensures that their buying rates
are very competitive in the market. QLD Government Fitout Benchmark Rates 2007: Benchmark Rate per Meter Square: $950 (Public Access Floor) Benchmark Rate per Employee: $14,250 * GREG Report rates and cost assumptions may vary from QLD Government Fitout Benchmark Rates and cost assumptions.
This would be classed largely as a “Cost Neutral Fitout” (Full Package)
Cost Saving Fitout < $850/m2 See “Cost Saving Elements” previous pages Cost Neutral Fitout $850—$950/m2 See “Cost Neutral Elements” previous pages Premium Fitout > $1,000/m2 See “Cost Increasing Elements” previous pages * Our Tip: Choosing premium selections for particular areas only, i.e. Reception, Boardroom, is a good way of pro- viding feature areas with only small increases in overall cost.
GREG Breakdown % of Cost Approx’ 2007 Rate/M2* PUBLIC ACCESS FLOOR Construction Works 13% 124 Engineering Services 25% 235 Furniture, Fittings, Equipment 39% 368 Relocation 1% 11 Preliminaries 7% 65 Contingency Allowance 4% 37 Professional Fees 11% 109 TOTAL Public Floor 100% $950
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Fitout Cost Escalation 2000—2007 (QLD Government Benchmark Fitout Rates) Fitout Cost Notable Items: 1. Pricing assumes a new or ‘made good” tenancy with new carpet, perimeter walls, ceiling grid with
spare tiles, base air-conditioning, base lighting, base data, existing kitchen and washroom facilities. 2. Conferencing space, breakout areas, warehouse, showroom, display and special storage areas are
not contemplated in this price model. 3. No allowance has been made for common foyer areas, elevator foyers, elevator cabins or special foyer display and signage. 4. No Communications, Servers, hubs, racks or other IT/Comm’s equipment are included. See page 18 for a full list of GREG cost assumptions. For an accurate budget plan contact Urban Fitout on 3620 8500
Year Rate/M2 Compl’ Fitout
Rate / Empl’ Compl’ Fitout
Space / Empl’
Rate /m2 Minor Refurb’
2000 $565 $9,040 16m2 $205-410
2004 $860 $13,760 16m2 $369-645
2007 $950 $14,250 15m2 $210-615
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Refurbishment Refurbishing a working office is the hardest work there is in our Industry. Using construction industry benchmark rates from sources such as Cordell or Rawlinson's doesn’t work in refurbishment due to the lost time and broken down program involved. Because of the small amount of work required for refurbishment by multiple trades (i.e. plastering, air- conditioning, carpet, electrical and furniture) it can be hard to find someone who will provide a competitive price, or who is willing to provide a price at all. We recommend the use of the Office Move Planner to cross-check the inclusions in your quotes for any refurbishment work. Many have been caught out using the lowest price which may exclude a critical ele- ment such as electrical changes or balancing air-conditioning. The Urban Office website has a range of packages to suit your office application and which can be used to plan the costs of the furniture aspect of your refurbishment. Our packages include: Visit www.urbanoffice.com.au for: Reception Packages Boardroom Packages Meeting Room Packages Executive Office Packages Workstation Packages
Planning the Refurbishment Building Works At the back of this guide you will also find a Grid for tracing the proposed changes to your office. Please use this grid to collect your ideas on the changes you would like to make and fax them to us to review with you. The tools that may assist you in this process are: 1. Fitout Grid 2. Office Move Planner (Checklist) Using this grid and the Office Move Planner, you will be able to control the aspects of the refurbishment you want quoted and will also be able to check off on who quoting the project to your requirements.
Did you know that you can Finance your Refurbishment, even if the existing office fitout is currently under finance? Ask about our industry partners who can assist you in financing your entire fitout or minor refurbishment.
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Space Planning You wouldn’t be the first person to have a go at laying out their own office space. Any why not? You’ve been working at desks or workstations for your whole career. But it is more than just workstations and filing cabinets. Ensuring that you meet the requirements of the Building Code of Australia and Workplace Health and Safety requirements are important aspects of your responsibilities to employees and insurances. There are many aspects of the office environment that may influence the way in which your space plan is formulated. Space Planning Preparation In today’s high performance workplace space planning has changed to support the team and individual work as opposed to simply the business requirements. The purpose of space planning is to design the office around the worker and this is often achieved with a more flexible configuration in a smaller floor space. When we plan your office space, each “department” will be analysed for its square meterage based on team members, job function and traffic flow. The initial planning phases of any project are the most important. Future growth and expansion can be accommodated by planning for it now, rather than later, when changes could be a far more expensive op- tion.
Privacy vs. Interaction The first decision to be made when space planning is to determine to what degree the office is to be open- plan or partitioned. Private and shared activities are very different and they are best supported with differ- ent work settings. Since business began flattening their management ranks to speed staff information flow and re-organise into teams, the number of private offices have been slowly reducing. “A recent Brisbane property survey revealed the number of private offices has reduced to 37% with workstations accounting for 63%.
Getting the look and feel of your feature areas right. The latest in 3D CAD technology allows us to show you a Concept for your important feature areas to ensure we are working towards the right outcome.
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Legal Services recorded the highest proportion of individual offices at 61% and the Government sector recorded the highest proportion of work stations at 78% followed closely by computer services / IT and the property services sector at 72% and 71% respectively.”
Source – Brisbane Office Trends – Property Council 99/00. New designs are now emphasising working together over being separated. Open Plan Open Plan is defined as an office with no internal walls or fixed partitions, space can be divided by move- able desks and storage facilities. This is recommended for offices where workers pass information regu- larly between each other, need to communicate or interact often to carry out their work function, or the amount of work or tasks performed varies or is likely to change. “The past decade has witnessed the introduction of new workplace practices or open plan designs. The purpose of this is to maximise the utilisation of office space. The main categories of alternative workplace practices are:- Activity Settings:- A range of spaces used for specific activities (eg: Lounge area, booths for concen- trated work or intensive planning or quiet rooms). Hot Desking:- Sharing a permanent workspace between two or more people for a specified period of time. Hotelling:- Temporary workspaces assigned by reservation to employees as needed. Telecommuting:- Establishing workspaces remote from the office for people to use for a significant pro- portion of their work time.”
Source – Brisbane Office Space Trends – Property Council 99/00. Partitioned offices can discourage informal communications and collaboration needed for teamwork and can be too inflexible to permit fast responses to change. If you decide to open plan allow for multi-purpose meeting rooms which not only receive clients, but can be used by individuals preparing a report or a team writing confidential ideas and figures on a whiteboard. Studies show that people changing from office to open plan most often see a positive impact in their new environment. A greater trust develops between the team members and their need for individual informa- tional privacy is reduced. Partitioned Offices Consists of individual rooms with corridors for access. This is recommended when there are high levels of confidential work and documents and phone conversations need to be secured, or the work tasks require a high level of concentration. They are also ideal where little or no team interaction is required and the team environment and work re- quired to be done is not likely to change. In this information age there can still be a need for privacy in the workplace. Other issues to consider when Space Planning Noise Consider where the major sources of noise are within the office. Dividing the office into zones (based on printer usages, phone usage, meeting area’s etc.) can alleviate much of the problem of noise. Acoustic tiles and panels can be installed in the ceilings and on walls to baffle sound further if required.
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
Lighting Glare from overhead lights can reflect off computer screens directly into the eyes of the users, causing eye fatigue and blurred vision. A space planning key is to try to not construct private office which can cut off the natural light from those who work in the adjacent offices or open plan areas. Floor Space and Plan These are some parameters to consider when space planning, however our consultant can break down these areas more specifically to your needs. How much floor space do you need? 20% Enclosed Offices 30% Open Office 50% Auxiliary (Reception, Data Room, etc) Office Space Rules of Thumb: When assessing your tenancy the following rules of thumb can provide a good tool for checking against the available or planned space. However these basic guidelines are not adequate for space planning on their own. Building Code and Disability Access Requirements Changes to building requirements, particularly in relation to access, since 2001 have made assessing ex- isting buildings for compliance very important. As more businesses move out of traditionally office environ- ments and out of the CBD, it is important to ensure that the requirements for door entrances, passage- ways, ramps, emergency egress and fire systems are met. The ramifications for failing to provide a safe working environment are serious and have potential legal implications.
Space Type Space Required
Reception (minimum) 16m2
Open Plan 13m2 per person
Offices 18m2 per person
Executive Offices 28m2 per person
Meeting Room (6) 14m2
Boardroom (10) 20m2
When refurbishing an existing office, or converting a space to office, you may be required to upgrade existing: Doorways, stairs and ramps Fire Rated walls and doors Fire services: Hydrants, alarms and egress paths
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
The Office Fitout Urban Fitout uses an industry best-practice process to ensure that our professional designers, project managers and tradesmen control your fitout smoothly and are able to communicate the exact status of the fitout to your staff at every stage. Good process is all about ensuring the outcome, or “keeping the promise”.
Client Needs Assessment
Ordering & Logistics
Installation
Space Plan & Proposal Presentation
Client Acceptance
Client Handover
Assess Space and Furniture Needs Concept Drawing Furniture and Finishes Takeoff
By Client Requirement
Design and Furniture Review Program Review Customer presentation Update changes to prelim’ design
Review final Design and Program Client final Design and Program Sign-
off
Design/Logistics/Project Team Hand- over meeting
Review Project Scope & Program Dates
Weekly Manufacturing Review Weekly client update Weekly Team Review
Defects Review Client Handover Meeting Client Questionnaire
2 Weeks
3 Days
2 Days – 6 Weeks
To Agreed Pro- gram 4-8 Weeks
1 Day
Typical Timelines Stage Project Activities
Promise Made...
Promise Delivered.
“Keeping the Promise”
Design Completion Milestone
Project Take-off Milestone
Completion Milestone
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
Office Fitout Planning Tools
The Office Move Planner
The “Make Good” Checklist
Employee Move Questionnaire
Space Plan Assessment
Office Planning Grid
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
the office-move planner
*This guide is provided for general planning purposes and all pricing and timing information should be confirmed with an Urban Office Design Consultant by calling (07) 3620 8500.
Planning Items Caretaker Supplier Contact No New Tenancy Planning Checklist
Employee Change Assessment Existing Tenancy Make-Good Space Needs Assessment
Office Fitout Checklist Documentation & Approvals Demolition Plasterboard Partition Construction Structural Steel Works Masonry Works Plumbing & Drainage Services Toilet & Change Room Partitions Glass Walls Construction Concertina Door/Operable Wall Fixed Joinery / Cabinet Work Floor Coverings Electrical - Light & Power Cabling Electrical - Commun & Data Cabling Telephone Service & PABX Internet Service Connection Electrical - Security System Fire Systems and Services Mechanical (Air-conditioning) Services Plumbing & Drainage Services Signage Electrical Goods Presentation Equipment Workstations & Screens Loose Furniture (Chairs, tables, lounges) Removalist for Existing Equipment Move and Set-up of Copier and Fax Move and Set-up Server and IT System Art, Display and Feature Items
Other Items:
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
the office-move planner
*This guide is provided for planning purposes and all pricing and timing information should be confirmed with an Urban Office Design Consultant by calling (07) 3620 8500.
Make-Good Checklist Planning Items Caretaker Contractor Contact No
Documentation & Approvals Demolition Plasterboard Partition Construction Toilet & Change Room Partitions Glass Walls Construction Concertina Door/Operable Wall Fixed Joinery / Cabinet Work Floor Coverings Electrical - Light & Power Cabling Electrical - Commun’s & Data Cabling Telephone Services Internet Services Electrical - Security System Fire Systems and Services Mechanical (Air-conditioning) Services Plumbing & Drainage Services Masonry Works Structural Steel Works Painting Signage Electrical Goods Presentation Equipment Workstations & Screens Loose Furniture Art, Display and Feature Items
Special Items:
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Employee Name: Employee Feedback Form - Change of Premises Please indicate your preference:
Preferred Location Distance to CBD (Km) Preferred Suburb 1
2 3 Transport Type: Car Parking Req'd: Yes Bus No Train Citycat Ferry Other Car Arterial Route: Western Freeway Waterworks Rd Beaudesert Rd Wynnum Rd Pacific Motorway Logan Rd Gympie Rd Other: Eating Area Options: Kitchen Facilities Lunch Minimum: Food-prep' Kitchen Bring Own
Microwave Dining/Breakout Ta- ble Take-away
Fridge Dry Bars/Bench Café Sink Other Food-mart Local Services: Post Office Bank (Nominate) Shopping Centre Other Shopping Work Environment What changes/additions would you like to suggest in a new
working environ- ment?
Your Workstation Customer Facilities Lunch/Kitchen Facili- ties Office Services Other Items
General Is there anything else you would like to suggest with consideration to a new place of work?
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
My Office Space Assessment
Company Name:
Completed By: Date: Summary Data Group Storage No Personnel: Compactus Size:
No Offices: File Bank Size: No Open Plan: Storage Cupboard No: Recept Required: Storage Cupboard Size: Boardroom Seats: Archive Room Req'd (Y/N): No Meeting Rooms: Other Notes: Meet' Room Seats: Other Notes: Boardroom
Reception / Foyer Table Size: No Recept Personnel: Executive or Task Seating? Tender/Mail Box(Y/N): Credenza Required (Y/N): No Waiting Seats: Credenza Size: Coffee Table Size: Fridge for Credenza (Y/N):
Display Unit / Area Req'd (Y/N):
Presentation Kit Required: (Data/Power):
Other Notes: Other Notes:
Offices:
No Office with Meet' Ta-
Meeting Rooms No Standard Office: Size of Table:
No File Drawer /Office: Executive or Versatile Seat-
Credenza Req'd (Y/N) Presentation services req'd? Workgroups linked to Offices: Credenza Required (Y/N): Office 1 WG NO: Credenza Size: Office 2 WG NO: Other Notes: Office 3 WG NO: Office 4 WG NO: Other Notes: Kitchen / Eating Facilities
*Basic Assumed: 1 Sink; Microwave; Fridge; Kettle Basic* or Food-prep' Kitchen? Workstations Dining No Seats:
Workstation Size: Kitchen / Dining separate (Y/
N)
No File Drawers: Separate Breakout area (Y/
No Personal Drawers: Other Notes: No Shelves: Credenza Req'd (Y/N) Other Notes:
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Work Groups (WG) Toilets / Change Rooms Work Group Names: No Male* Employees: 1 No Female* Employees: 2
*If variable provide average ratio for calc' of pans 3 No Showers required: 4 Other Notes: Other Notes: Services No Printer/Copiers:
Signage No Fax Machines:
Foyer Signage Required: Doc' Prep' Area Req'd (Y/N)
Graphic/ Art avail' for sign (Y/N):
Doc' Prep' Bench Size:
External Signage Re- quired (Y/N):
Separate Doc' Prep' Room:
Other Notes: Server Room Required: Server/Router/Hub
Space: Other Notes:
Additional Notes:
My Office Space Assessment Continued:
To confirm your space needs contact Urban Office on 3620 8500
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
urban fitout pty ltd 959 ann st, fortitude valley p:3620 8500 [email protected] copywright urban fitout 2007
National Office Accommodation Benchmarking (Government Real Estate Group 2000) GREENFIELD FITOUT COST BENCHMARKS Greenfield fitout cost benchmarks were developed to establish a cost target for new Government office accommodation fitouts. The benchmarks can be used as a guide during the pre-commitment or initiation stage of a project and for strategic planning purposes. A 2,000 square metre fitout was designed over two levels of a typical CBD building, incorporating a public interface floor (1,000m2) and a non public interface floor (1 ,000m2). The fitout was designed for a hypothetical Government agency wh a typical level of support facilities and no unique facilities. A generic planning approach was adopted with all ‘built’ facilities arranged around the central core, thereby creating an open office environment which is free flowing and maximises the perimeter window area. A fitout standard was defined to establish quality and extent of amenity for construction works, engineering services and furniture, fittings and equipment. A fitout specification and cost estimates were prepared based on the fitout plans. Included in the cost reports were all construction works, engineering services, furniture, fittings and equipment, relocation, preliminaries, contin- gency allowance and professional fees. The cost estimates are based on a new fitout of existing open plan floor space and assumes that the existing premises has the following: • All new and clean, good quality carpet • Freshly painted walls • All ceilings intact and clean with spare tiles available for tenancy alterations • Air conditioning • Sprinklers and fire requirements as required by Building Code of Australia • Perimeter power reticulation • External window treatments installed The standard of base building quality was assumed as class A building as defined by the Property Council of Australia. The scope of the Mechani- cal, Electrical and Fire Protection Services associated with the tenancy works is based on the assumption that the base building engineering ser- vices comply fully with Government quality standards. NOTE: The following general items are excluded from the Benchmark F/tout Cost: • Computers, servers, printers, etc • Faxes, photocopiers, shredders • Office accessories • Toilets, showers etc RESULTS The key benchmarks reported on were $ cost per square metre of public floor (1 ,000m2) and $ cost per square metre of non public floor (1000m2)
APPENDIX 1. GREENFIELD FITOUT COST BENCHMARKS - Cost Planning Assumptions (Government Real Estate Group 2000)
Project Management Checklist.docx
Project Management - Checklist
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A: SET UP - INITIATION
1 Developed the business case? 2 Is a full options appraisal necessary? 3 Is the project in line with the strategic plan? 4 Has the project received sign off by sponsor or project board?
B: SET UP - DEFINITION
1 Has a PID or project definition form been completed? 2 Are roles explicit and documented? 3 Are levels of authority clear? 4 Have you carried out a stakeholder analysis and planned accordingly? 5 Have you assessed risks and put a plan into action to monitor them? 6 Are you clear what is driving the project Quality, Cost or Time (1 only) 7 Have clear project review procedures been established? 8 Has planning started for a start up workshop (or series of workshops)? 9 Team selection - have you got the correct mix of skills and professional experience?
C: DELIVERY PLANNING
1 Have you broken the project down into its component parts – work breakdown 2 How accurate are your estimates? If a low percentage then recalculate. 3 Have you developed a milestone chart or produced a Gantt chart? 4 Have you developed an overall project budget? Have you sought advice from financial experts |
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COMMENTS
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5 Have you identified the critical path for the project? 6 Have you developed a communications plan and included its component parts into the Gantt charts? 7 Are you continuing to carry out risk analysis throughout the project? 8 Are quality standards high? How do you know?
D: DELIVERY
1 Have you identified the appropriate type of control – loose versus tight? 2 Project reporting – are you clear who reports what and to whom and how? 3 Do you have a clear procedure for managing change? 4 Have you developed a planned versus actual schedule? How up to date is it? 5 Tolerance – have you an agreed tolerance figure? 6 Variations – are these quickly flagged?
E: CLOSEDOWN AND REVIEW
1 Post project review has been planned? 2 Learning identified? 3 Is the project still delivering the benefits intended? 4 Is there a case for abandoning the project – off schedule or delivered a significant part of it? 5 End of project review reports are produced and circulated?
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COMMENTS
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project management templates_v1.1 Jan 2016.docx
Project management templates from Project Agency – please alter to suit your needs
Blank Project Management Templates
Introduction
Welcome to our FREE project management templates.
Why provide project management free? Our philosophy was developed early in our formation and is still with us today. We work in organisations:
1. demystifying project management with professionals at all levels
2. developing core skills - of Project Managers, their teams and Project Sponsors
3. providing guidelines and protocols for staff to follow
4. helping those involved in the project management process to recognise the need to further develop their “people skills” as well as their project management skills
Have a look at our e-book Deliver That Project. It has had great feedback and you can find out more at www.deliverthatproject.com
Listed below are some forms you will find on the next pages.
Please complete the forms as appropriate. Please note, completing the forms is an aid to help you deliver your projects, not an end in itself.
Page No.
· Defining Project Responsibilities 4
· Stakeholder Analysis 5
· Milestone Chart 6
· Milestone Report 7
· Variation Form 8
· Risk Log 9
· Business Case Form 10
· Project Definition Form or PID 12
· Highlight Report 14
· Change Control Form 15
· Change Control Log 16
· Actual V Planned 17
· Learning Log 18
· Project management check sheet 19
These project management templates have been produced for open distribution to anyone. Please feel free to pass them onto friends or colleagues. The forms have been used by professional staff at all levels. Some of these projects are small quick delivery (less than a month), others large long term projects which cost significant sums of money with a great degree of risk.
We would be delighted to hear how you used these forms and how useful they were in supporting the delivery of your project. Please email [email protected] . Do look at www.projectagency.co.uk where you can find a range of information, products and services.
Finally, good luck with all of your projects and we would be delighted to talk with you about any project management issues you may have. Call on +44 (0)20 8446 7766 or email [email protected]
Project management templates from Project Agency – please alter to suit your needs
2
Project Agency Tel: 020 8446 7766
www.projectagency.co.uk
Defining Project Responsibilities
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PERSONNEL |
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TASKS/ACTIVITIES |
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The purpose of stakeholder analysis is to inform the project manager and sponsor who should contribute to the project, where barriers might be, and the actions that need to be taken prior to detailed project planning.
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Stakeholder
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Their interest or requirement from the project
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What the project needs from them |
Perceived attitudes and/or risks |
Actions to take |
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16
Project Agency Tel: 020 8446 7766
www.projectagency.co.uk
15
Project Agency Tel: +44 (0) 20 8446 7766
www.projectagency.co.uk
Milestone Chart
Main milestones/phases shown on higher chart, and sub-milestones for each phase on charts below
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TIME [in suitable units -days, weeks, months, etc.] |
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MILESTONES |
Responsibility |
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Milestone Report
Project:
Date of Milestone meeting/discussion:
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Deliverables due |
Due date |
R/A/G* |
Action to take to bring deliverable or task back on schedule |
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* R = Red flags [off plan - describe in detail: quality, cost, time]
A = Amber [is almost off schedule or will definitely be off schedule NOTE: you may need to agree the precise definition before use]
G = Green flags [to plan or better - show savings]
Variation Form
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Activity name /No. |
Description |
Date to be delivered |
Revised est. Q/C/T |
Reason for delay. Q/C/T? Explain |
Effect on project |
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Signed: Project Sponsor
Project Manager
Date
Project management templates from Project Agency – please alter to suit your needs
Risk Log
Score as follows, for Likelihood and Impact: High = 3, Medium = 2, Low = 1
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Nature of Risk or Uncertainty
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Likelihood High/ Medium/ Low |
Impact High/ Medium/ Low |
Likelihood x Impact [Score] |
Actions required and who will take responsibility to manage the risk |
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Business Case Form
Please complete the form below and submit it to your project sponsor.
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Background to the project (PLEASE KEEP BRIEF)
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General aims(s)
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Initial Risks
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Expected Outcomes
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Benefits of running with this project
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Initial estimates of cost and time
£:
Time:
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Outcome of the business case
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Decision from (x x)
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Date |
Project Definition Form [or PID]
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Project Title:
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Put here a very brief title |
Sponsor:
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Insert actual sponsor name |
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State below the link with the corporate agenda – the actual wording please.
Put here the actual words in the corporate agenda – showing the link with this project
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Project Background: |
The background to the project. Enough information to inform the reader.
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Project Benefits: |
An outline of what the benefits are to the organisation, individuals or stakeholders in delivering the project
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Project Objectives: |
The specific objectives for the project. NOTE: the objectives can be one line or more detailed text.
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Project Deliverables: |
What you will be delivering at the end of the project. NOTE: these are the what you will have at the end of the project, e.g. a report, a building, improved service levels etc. |
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This project will include: |
This project will not include: |
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This section defines the boundaries of the project.
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Planning details should not be included at this stage. |
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Success Criteria: |
How you will measure the success of the project. NOTE: the success criteria must be measurable.
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Constraints: |
Examples here can be specific (a skill which the project team must have) resources, or a legal deadline – NOTE: only include time and money if you can quantify them.
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Key Assumptions: |
The assumptions you are making in putting this document together.
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Project Manager: |
Who fulfils this role and what they do.
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Project Sponsor: |
Who fulfils this role and what they do.
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Project Board/Steering Group Members: |
Who fulfils these roles and what they do. NOTE: may not be appropriate for all projects
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Project Team Members:
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Budget |
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Resource Costs: |
Other Costs: |
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Total costs (attach a breakdown of the overall budget) |
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· VAT*– Some projects may have important VAT issues. Have you spoken to accountancy to discuss these?
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Start Date: |
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Completion Date: |
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Signature of Project Manager:
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Date: |
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Approval from Sponsor: |
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Date: |
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For your organisation, you will need to liaise with your Finance people in order to develop financial information that will inform project delivery. The data on this form in relation to finance needs to be fine tuned to your organisational and project management needs Highlight Form - Project Reporting Form
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Project Title: |
Number: |
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Project Sponsor: |
Project Manager: |
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Progress Report |
Report No. |
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RAG Status*: RED / AMBER / GREEN |
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Headlines
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Tasks, Milestones, Outcomes delivered this period |
Completion dates |
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Tasks, Milestones, Outcomes |
Comments |
Plan |
Actual |
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Major Risks and Issues Include an assessment of the impact and any actions taken
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Recommendations and Requests for Decisions or Support
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Tasks, Milestones, Outcomes scheduled for next period |
Completion dates |
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Tasks, Milestones, Outcomes |
Comments |
Plan |
Forecast |
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* RED |
"Major concern - escalate to the next level" Slippage greater than 10% of remaining time or budget, or quality severely compromised. Corrective Action not in place, or not effective. Unlikely to deliver on time to budget or quality requirements |
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AMBER |
"Minor concern – being actively managed” Slippage less than 10% of remaining time or budget, or quality impact is minor. Remedial plan in place. |
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GREEN |
"Normal level of attention" No material slippage. No additional attention needed |
Change Control Template
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Project Title |
Project Number |
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Project Manager |
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CHANGE REQUEST |
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Originator Phone: |
Date of request |
Change request no. allocated by Change Controller |
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Items to be changed
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Reference(s) |
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Description of change (reasons for change, benefits, date required)
Estimated cost, and time to implement (quotation attached? Yes No )
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Priority / Constraints (impact on other deliverables, implications of not proceeding, risks)
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CHANGE EVALUATION |
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What is affected
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Work required (resources, costs, dates)
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Related change requests |
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Name of evaluator |
Date evaluated |
Signature |
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CHANGE APPROVAL |
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Accepted Rejected Deferred |
Name |
Signed |
Date |
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Comments
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CHANGE IMPLEMENTATION |
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Asset
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Implementer |
Date completed |
Signature |
Change Control Log
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Project Title |
Project Number |
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Project Manager |
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Change number |
Description of change |
Date received |
Date evaluated |
Date approved |
Date completed |
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Actual V Planned
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Activity |
Planned Time |
Actual Time |
Difference |
Planned Cost |
Actual Cost |
Difference |
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Learning Log
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Lesson number |
What did you do well in delivering the activity, stage or project? |
What did you not do so well in delivering the activity, stage or project? |
What can you learn for the next time and how will you share this with your colleagues? |
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Project Management - Check Sheet
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A: SET UP - INITIATION
1 Developed the business case? 2 Is a full options appraisal necessary? 3 Is the project in line with the strategic plan? 4 Has the project received sign off by sponsor or project board?
B: SET UP - DEFINITION
1 Has a PID or project definition form been completed? 2 Are roles explicit and documented? 3 Are levels of authority clear? 4 Have you carried out a stakeholder analysis and planned accordingly? 5 Have you assessed risks and put a plan into action to monitor them? 6 Are you clear what is driving the project Quality, Cost or Time (1 only) 7 Have clear project review procedures been established? 8 Has planning started for a start up workshop (or series of workshops)? 9 Team selection - have you got the correct mix of skills and professional experience?
C: DELIVERY PLANNING
1 Have you broken the project down into its component parts – work breakdown 2 How accurate are your estimates? If a low percentage then recalculate. 3 Have you developed a milestone chart or produced a Gantt chart? 4 Have you developed an overall project budget? Have you sought advice from financial experts |
Y
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N
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COMMENTS
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5 Have you identified the critical path for the project? 6 Have you developed a communications plan and included its component parts into the Gantt charts? 7 Are you continuing to carry out risk analysis throughout the project? 8 Are quality standards high? How do you know?
D: DELIVERY
1 Have you identified the appropriate type of control – loose versus tight? 2 Project reporting – are you clear who reports what and to whom and how? 3 Do you have a clear procedure for managing change? 4 Have you developed a planned versus actual schedule? How up to date is it? 5 Tolerance – have you an agreed tolerance figure? 6 Variations – are these quickly flagged?
E: CLOSEDOWN AND REVIEW
1 Post project review has been planned? 2 Learning identified? 3 Is the project still delivering the benefits intended? 4 Is there a case for abandoning the project – off schedule or delivered a significant part of it? 5 End of project review reports are produced and circulated? |
Y
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N
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COMMENTS
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image1.jpeg
Project Plan template_Jan 2016.docx
Project Scope Form_v1.0 Jan 2016.docx
Project Scope Form
Please complete sections 1-7 of the form below and submit it to your project sponsor.
Project scope form v1.0 Jan 2016
Stakeholder Analysis v1.0_Jan 2016.docx
The purpose of stakeholder analysis is to inform the project manager and sponsor who should contribute to the project, where barriers might be, and the actions that need to be taken prior to detailed project planning.
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Stakeholder
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Their interest or requirement from the project
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What the project needs from them |
Perceived attitudes and/or risks |
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