Alexander Proudfoot Company Project Development - Case Study Example

Project Development Background of the Company The PLC is among the management consulting companies in the United Kingdom. The Management Consulting Group, PLC is listed on the London Stock Exchange as the MMC name. The PLC company is comprised of two independently managed practices including the Alexander Proudfoot that was formally known as the Proudfoot Consulting a name that was later changed in the year 2009 (Directive on Alternative Investment Fund Managers 41). Additionally, it comprised of the Kurt Salmon that was formed from the merger of Ineum Consulting firm that was acquired in the year 2006 and the Kurt Salmon Associates that was acquired in the year 2007 (Major Companies of Europe 23). Originally, the company was named after Alexander Proudfoot PLC who was its founder. In the year 1993, its name was changed to Proudfoot PLC. Later, in January 2011, the firm changed its name to the current Management Consulting Group, PLC. The Alexander Proudfoot Company was initially located in Chicago following its formation on 25 February 1946. The primary reason of the formation of the company was that its founder was fascinated by the challenges that faced consulting firms; however, he was disenchanted by the form and nature upon which these consulting firms were being operated (Uyttewaal 59). Therefore, Proudfoot decided to initiate a new form of consulting services that involved two main criteria including selling unique proprietary products that aimed at producing tangible results whose benefits exceeded the cost by far (Major Companies of Europe 23). Secondly, Proudfoot services that would only accept assignments where the clients made the business responsible for installing new programs (Directive on Alternative Investment Fund Managers 51). Proudfoot belonged to the ancient consultancy; hence, he used the same ancient philosophy as his guide to what he thought as the best practice. Therefore, the business adopted a consulting approach that was primarily influenced by the philosophies of Aristotle, Plato, and Socrates. Notably, the same philosophical approach governed both the internal management and the consulting engagements. Since its formation the company has grown both in management and regionally. In fact, it has become a global entity that deals on global strategy and management consultation that is currently known to be formed by the merger of Kurt Salmon Associates (KSA) and Ineum Consulting. This merger or association had become effective since January 2011. The Ineum Consultancy was primarily made of spin off from the France consulting division including Deloitte. The firm was specialized in corporate organization, strategy, and information system issues. Until its merger, the firm had about 1,300 employees globally. It operated in the countries including France, Australia, Belgium, Algeria, Morocco, the Netherlands, Luxembourg, Tunisia, Switzerland, the United States of America and the United Kingdom (Major Companies of Europe 38). The depot has different offices in all regions of its operation, the firm also has offices in the UK that has experienced rapid growth in the number of staffs. Additionally, the in the coming year, the company is expecting more growth in its staff numbers. Project Background Notably, the current employees of the firm, in the main UK offices are approximately 500 staff. At any given time, there are 200 people working in that office that contain desks and working stations for these employees; however, the current working space is considered adequate for this number of staff since some of the staff members often work from the client’s offices (Major Companies of Europe 45). Nonetheless, with an expected expansion or increase in the number of staff in the offices, the working space in these offices is projected to be congested for effective performance of the staff. Therefore, there is need to increase the office spaces in order to accommodate the projected increase in the number of staffs. In fact, the human resources department project the number of the staff to increase by fifty percent in two years from now. The workplace often interferes with the performance d comfort of employees. Currently, most of the employees often spend most of their time in their offices due to the nature of the work. Therefore, the offices are relevant and common environment for employees (Marks 27). Hence a well structured office space will encourage the work culture thereby elevating the performance level of the employees. Moreover, the management must recognize the fact that the improvement of the productivity of the business depends on the performance of employees that is pegged on the supportive amenities provided to the personnel. Other than the office space the architecture and the interior of the office must be attractive in order to facilitate the works. Additionally, to make the office high performance place, it must also be adaptive to allow and manage changes that might arise from time to time due to changing needs of the business and the employees (Uyttewaal 71). Therefore, an ideal office space must not only have four walls with a window and a door, but must also contain certain structures and elements that are elusive to the worker or employee (Directive on Alternative Investment Fund Managers 91). The interior must contain many designs that not only suit the company but also matches the comfort of the organization’s requirements. In other words, the office space must have all facilities and space that fulfill commercial business aspects regardless of the nature of the industry. The commercial office spaces must also contain conference room that may be used monthly. In addition, the office must have a parking space and may be car was to accommodate employees who may need their services. Some of these extra services may be paid utilities or the management may opt to take care of them to behave on the employees (Marks 39). It is vital not noted that employees must ever be assured of their personal and property security without which they may feel uncomfortable to work thereby interfering with their work performance and the productivity of the business. Regardless numerous requirement of facilities and utilities for employees in the workplace, it is profound that the organization or the management to determine what facilities are actually needed by the employees; otherwise, the management may pay and service certain utilities and facilities that are actually not required by the employees. Health and Safety: Office Hazards There are numerous health and safety issues that often occurs in offices that are ever reported. Notably, there is increased health and safety issues with an increase in the number employees in an office. In other words, overcrowding in the offices is usually risking and posses the lives of employees at greater health and safety risks. Equipment and lack of spaces is often a big issue in the office if the consideration is not given to persons using them have not been consulted in line with noise, space, and the quantity of heat generated in such offices (Eckett 231). The cramped working conditions not only cause discomfort to workers, but also increase hazards to them. The aspect of overcrowding is only vivid when the building housing the offices is unsuitable and all employees cannot fit in those offices comfortable. Overcrowding in offices often creates poor fire precaution measures and also make it more difficult for an individual to escape in cases of such fire outbreaks (Marks 73). Some offices often free circulation of air; thus, they are often too cold, too hot, and draughty thereby causing the employees to feel poorly lethargic with constant dry skins and dry throats. Such situation may be identified as sick building syndromes. Other than overcrowding, poor planning and office may also lead to these states. Some of them include poor partitioning and congested desks and cabinets in a small space. This poor office state may lead to the spread of viruses since they will find perfect breeding grounds. Poor health will definitely interfere with work performance of employees especially when they are asked to stay at home to avoid the spread of their flu viruses (Uyttewaal 88). Overcrowding in offices also increases the chances of equipment injuries due to improper planning and design of the office equipment due to lack of enough space. Notably, the injuries will come as a result of employees trying to jump over due to lack of space to walk effectively. Additionally, office overcrowding may lead to hearing loss as well as reproductive problems (Directive on Alternative Investment Fund Managers 112). Communication of many people within a small place often hinders effective communication thereby reducing the accuracy of performance especially if such messages are passed and wrongly understood (Marans 46). Wrong understanding of words will lead to wrong execution of such information thereby leading to poor business performance. Moreover, employees sitting too close will reduce work effectiveness since most of them will involve themselves in their own personal stories instead of working thereby reducing work targets. Objective: The main objective of this project to relocate the offices of the Management Constancy Firm, PLC from Oxford Street to Docklands, London. Scope: The project will involve all the stakeholders to ensure that appropriate offices are set for the intended number of staffs. At the end of the project the following shall have been achieved: Spacious offices that fit over 1000 employees Well arranged desks, chairs, cabinets, and workstations Perfectly installed internet and telecommunication systems Attractive and conducive interior Well fitted air conditioners and fans Adequate interspacing to avoid interference from other employees Well furnished and spacious conference room Waiting room and lavatories Key: Within two 11 weeks the new office places shall be ready for relocation Assumptions: The obtained building shall be adequate for the intended project The project will end with the stipulated time The project will be completed with the project budget The increase in the number of employees shall not exceed 75 percent Project: The project is to relocate the office of the Management Constancy Firm, PLC from Oxford Street to Docklands, London and to ensure that the new offices will accommodate more than twice the number of the current employees as per the federal required office paces. Approval: The project will only commence with the approval of the senior management and the relevant organization’s committee. After the approval the project will be handed over to the prime contractor who will ensure that the project is rolled out as planned; otherwise, the same contractor will communicate any changes that will be again approved by the same management and the committee. Once the project is approved, all the project funding shall be entrusted to the prime contractor who shall ensure that all other team members are paid according to the budget. Network and Office Relocation Network resource often facilitates movement in a timely and cost effective ways. Therefore, all the facets can be managed in relocating telecommunication circuits and computer equipment. This process ensures a smooth transition of the network into the new location. Notably, successful relocation can only be achieved by appointing a lead relocation engineer, accountant manager, and a second relocation engineer. A site assessment of the existing offices and intended offices is essential to ensure that network resource creates an action item list that tails all the vital steps to be taken during the relocation process. On the relocation date, the lead engineer backups the network box equipment, down the network, reinstall the equipment, tests them, and remain on site for any problems. Notably, the firm is primarily using the network resource services in ending its businesses or on dealing with its distance or out of office clients; therefore, the network services form a vital premise in the organization (Eckett 87). The lead engineers must analyze and purchase all the required network services that shall be installed in the new offices. Nonetheless, the installation of the new network may be quite challenging; nonetheless, working on a simple floor plan enables or facilitates designing and installing the cabling structures that are utilized during network equipment installation (Marans 55). The complete installation of the network services will include firewalls, cables, routers, and switches as well as the supply of additional hardware and software (Marans 56). Since the same old network services that are in the old offices shall be used in the new offices, there shall never be staff training on the use of these network services. This team will work with a representative from the company who will explain the document and other infrastructural needs of the lead engineers. Diagram 1. Network Design that includes Internet, off site links, and remote sites Diagram 2. Cable layout Furniture and Interior Design Furniture consists of all systems of interconnecting panel components with plastic, painted metal, or fabric. The executive furniture will be contracted on hardwood, quality laminates, or wood veneer with cabinetry finishing. Other furniture will be the storage furniture will be the freestanding units including cabins, credenzas, bookshelves, and or mobile pedestals. These can be made from either wood or metal. The seating will consist of task and sides as well as conference room chairs. The office space location will be square footage per employee or the office area. The space management will determine workspace designs that will be influenced building limitations and recommended standard that adheres to safety requirements. However, any deviation from the standard must be cost effective, necessary, and reasonable. Moreover, such deviations must be approved by the space management manager who will be on site during the interior designing. Some expected revisions will be due to disabilities or physical limitations. Responsibilities The project will be conducted by different professionals from different vital fields of profession. The performance manager will be in charge of the project and he/she will request materials and other equipment on behalf of other team leaders or engineers including the prime engineer. The safety officer of the space management will lead the furniture and interior design development. The space manager shall ensure all employees have furniture and the interior safety measures are adhered to as well approving all the necessary deviations (Attwood 162). The contractor managers shall provide ergonomic assessments towards recommending results especially in the furniture and interior. Notably, the future will be fixed on site; thus, the concern or the furniture constructor must ensure they recommended and comfortable for the employees. TABLE: Standards For Space Allocations Position Maximum Space Allocated Open Workstation Standards Non-Managerial Positions Interns, Volunteers, Visitors 72 sq. ft. Non-Managerial positions; all classifications, including a drafting table approved by Performance Manager 90 sq. ft. Performance Managers Core Customer Account Executives Senior Level Non-Managerial Positions 108 sq. ft. Schedulers/Traders 48 sq. ft. Enclosed Office Standards Top management (108 sq. ft. Workstation, if enclosed office not available) 120 sq. ft. Senior Level Performance Managers (144 sq. ft. Workstation, if enclosed office not available) 200 sq. ft. Administrator and Deputy Administrator 260 sq. ft. Chief Operating Officer and Chairman of the board 400 sq. ft. Other Executive Secretaries Open space Standards For Workstation Layout The Budget and Timeline Item Amount Duration Leasing the new building £50,000 1 week Network Design and Cable layout £10,000 2 weeks Interior designs £5,000 2 weeks Furniture Installation £25,00 4 weeks Painting the exterior £5,000 1 week Relocation £5,000 1 Week Risk Related to the Project The project may be expensive and time consuming the it might be originally been planned. Moreover, the old office equipment and appliances may not be found fit and sound to be used in the new office. In additional, the utilities for the expected growth with an assumption that the almost all the old furniture and other office ware considered as furniture will be transferred to the new office of continued use (Marans 48). Other than dealing with international customers, the business also serves locals who are probably coming from region about which the old business is located (Directive on Alternative Investment Fund Managers 91). Therefore, moving or relocating the business to other places in the country may make the business to lose some vital customers (Eckett 123). Moreover, the business is a single outlet in the UK just like in other countries; thus, it is likely that most of the current customers who were being in the old location may not follow the business of other locations. Nonetheless, if the management will insist that the customer who were being served outdoors or in their offices to be served still, then the business must be ready to incur some extra costs that will be involved in transporting the involved staff to the premises of these targeted customers (Marans 93). Additionally, the business will incur interruption costs. Almost all business is often affected by relocation since since most of the business’s productivity is usually affected prior and after relocation. In other words, during the relocation, the business will have to shut down completely for one week and some customers will also a bond the business during this period (Attwood 162). Finally, some worker may also opt to leave the firm if theyre travelling costs from and to the work become unrealistic due to the distances created from their homes to job. Furthermore, life in London is expensive compared to other cities in the united kingdom; therefore, some employees may find it difficult to relocate their homes as the business. Work Cited Attwood, Dennis A. Complete Office Relocation Sourcebook. United States : John Wiley, 1996. Print. Directive on Alternative Investment Fund Managers. The Stationery Office/Tso, 2010. Print. Eckett, Stephen. The Uk Stock Market Almanac 2006: Facts, Figures, Analysis and Fascinating Trivia That Every Investor Should Know About the Uk Stock Market. S.l.: Harriman House, 2005. Print. Major Companies of Europe. London: Graham & Trotman, 1982. Print. Marans, Robert W. Environmental Change: A Case Study of Office Relocation at the University of Michigan. Ann Arbor, Mich: College of Architecture and Urban Planning, University of Michigan, 1991. Print. Marks, Tony. 20:20 Project Management: How to Deliver on Time, on Budget and on Spec. London: Kogan Page, 2012. Print. Uyttewaal, Eric. Dynamic Scheduling with Microsoft Project 2002: The Book by and for Professionals. Boca Raton, Flor: J. Ross Publishing, 2003. Print. Read More