You are on page 1of 5

FACULTY OF BUSINESS, ENVIRONMENT

AND SOCIETY

316 BSS – PROJECT MANAGEMENT

PROJECT PLAN FOR ELY PLACE AND PRINCETON


HOUSE DECOMMISSION

PROJECT MANAGER: RICHARD K. AMBA-WILLS

SUBMITTED BY: KUFRE RICHARD AMBA-WILLS

STUDENT ID: 2832968

TUTOR:
Anne-Marie McTavish

SUBMISSION DATE:
30th November 2010
TABLE OF CONTENTS
2.1Critical Success Factors...................................................................................................5

1. Management Summary

Elmezanio Plc has been operating for 15 years in the provision of financial
services across its strong customer base. To maintain the company’s
competitive advantage in the challenging money market, senior management
have decided to consolidate various offices in the London area as part of the
London Real Estate Consolidation Programme (LREC), which aims to ultimately
reduce company costs. This project is necessary due to the approaching end
of lease tenures of Ely Place and Princeton House thus it would be cost
effective to relocate staff and resources from both buildings to the newly
leased Paddington House. The decommissioning of both buildings will entail
voice and data decommission including physical removal of computer
hardware. The Project Sponsor (Elmezanio Plc) has commissioned Richard
Amba-Wills as Project Manager, the Project in-house team alongside other
personnel associated or affected by the project. Outsourcing the project would
be cost ineffective being that the costs associated would be higher thereby
undermining the goals and objectives of the overall project.

2. Introduction
A project can simply be defined as a sequence of unique, complex and
connected activities that have one goal or purpose and that must be executed
within a specific period, within budget and according to specification. As such,
the ‘connected activities’ must be completed in some specified order or
sequence (Wysocki 2009:6). As organizational operating environments
increasingly become more global, more competitive and more demanding,
organizations must adapt to be more efficient, more productive but doing so
with reduced costs. Therefore Elmezanio Plc has sought to achieve this
through this project. It is my responsibility as Project manager to ensure that
the project is implemented adequately to meet organizational objectives and
goals through managing stakeholder’s expectations throughout the project.
Cost estimation is of immense importance with managing this project as it
would provide substantial information for decision making, management of
resources and cost scheduling (Carr 1989 cited in Doloi 2010). Within the
project plan it will be necessary to adopt the use of a cognitive methodology
namely soft system methodology (SSM) with regards to problem solving in this
case: cost estimating for the decommissioning, which will transform an
unstructured picture into a realistic concept model (Checkland and Scholes
1990). Learning from troubles of past projects due to the lack of proper cost
estimates such as the Sydney Opera House case study would be beneficial in
planning ahead to avoid such pitfalls. Stakeholders for this project especially
senior management will be identified and consulted throughout the stages of
the project and a responsibility matrix will be used to clarify all roles and
responsibilities of stakeholders.

3. Goals and Objectives


3.1 Goals and Objectives

This section is derived from the management summary and outlines the
targeted outcomes for the project to key stakeholders who must all be in
agreement with the project mission (project purpose, goals, objectives, and
success criteria) before proceeding forward (Horraine 2009). The requirements
for successful completion of the project are:

 To remove all desktop equipment from Ely Place (including workstations,


printers, above-floor cabling, telephony).

 Decommission and remove the data network equipment from the Ely Place
Communications Room, and cease all associated circuits.

 Decommission and remove the Voice boxes in Ely Place, and cease all
associated circuits/number ranges

 Decommission and remove the Voice box in Princeton House, and cease all
associated circuits/number ranges that serve both Ely Place and Princeton
House

 Facilitate relocation of users/kit to Paddington House (as advised by


Accommodation Planning)

2.1 Critical Success Factors


 The premises is clear of personnel by 27th May 2005
 All kit is decommissioned and removed by 13th June 2005
 Maintain service provision and levels on data and voice services to other Pru
UK sites, following the implementation.

You might also like