1. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
ITT Technical Institute:
PREPARATION FOR THE HEADQUARTERS MOVE
Kapricia Morris
February 6, 2016
PM3110 Project Part 1
CDorsey Friday PM
A. Purpose of Scope Statement
VISIBLE VISTAS
MOVING YOU INTO THE FUTURE YOU

2. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
ITT Technical Institute is looking to relocate their headquarters from Carmel, Indiana
(since 1969) to another city location called New York City, New York. This is a major
decision and drastic change for the company. However, as the hired Project Manager
with a Project Team in the making, we are going to provide this company with a stress-
free relocation plan.
B. Scope Statement
As Project Manager, the scope statement that I am providing will be seeking the
approval of the project team, the project sponsor and stakeholders. It will be going forth
as the known objectives that will be accomplished during the project plan. This is to
ensure that all personnel considers this as a way of communication, clear
understanding of what is to be expected and what the limitations are. The scope
statement will inherit other important details such as the approach, budget, and
deliverables that will be completed the listed tasks of the project.
B.1 Business Objectives
• While transitioning ITT Technical Institute headquarters to the new location in
New York City, our objective is to relocate quickly but efficiently without
interrupting the business continuity of the company.
• Implementing a project plan to relocate a large and well-known company to the
east coast will prove difficult due to cost. However, our goal is to set and firmly
control the budget and consider what it could and might cost the company. In
turn, the company should benefit from this plan, and not suffer financially.

3. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
• While planning this project, we have to consider the background of the locations.
Given that the cultures are different in Indiana and New York, would this be the
best time to move this company and if so, swiftly move the company in right on
time for the economy. If not, bring it to the company’s attention.
• Most importantly, the clientele. It would be in the company’s best interest to
inform their clientele of their relocation to avoid financial loss or support. Also,
prepare for major loss of employees due to this drastic relocation plan. If there
are any employees that are willing to relocate, the company may or may not
provide the expenses for the employee.
B.2 Risk Management (Assessment)
Risk Ranking Chart
Risk Level Low Medium High Mitigation
Travel &
Safety
Means of
Transportation
Office
Equipment
Individual travels Carpool, Groups,
Challenging
Weather
Rain &
Thunderstorms
(Power Outage)
Snow,
Hurricane,
Tornado
Watch
Earthquakes,
Floods
Seek Shelter,
Restore & Backup
of data
Physical
Damage
Minor cosmetics
Vandalism,
Downtime
Fire, Water,
Hardware &
Software Failure
Expect disasters
to plan ahead
Time &
Schedule
Called Outs
Not
performing
tasks
No Call No Show,
Surpassed time &
Schedule
Perform jobs
duties in advance
Money
(Funding)
Below or
accurate
estimate cost
Reaching
Budget Cost
Over budgeting,
No surplus funds
Revisit Budget &
Cost List

4. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
B.3 Constraints
• Time & Schedules: Creating schedules and assigning job tasks that would reflect
and affect the overall completion.
• Budget & Cost: Staying within budget versus the cost can have a lot to do with
the business location, equipment, the project team.
• Scope Guidelines: After agreeing upon the main project scope, altering the scope
just once will have a major affect other two constraints.
B.4 Dependency Linkages
• Implementation of tasks can begin when everyone has been assigned a role,
schedules, budget and a timeline are in place.
• After the relocation on the company, IT systems and office equipment has been
setup, current staff can perform their hiring process and old employees can begin
their training at the new location.
B.5 Impacts
• Nitpicking back into the Scope when the project plan has already begun.
• By adding/removing tasks, schedules, equipment, altering the budget will
drastically create a difference in the timeline, whether in the beginning or the
middle phase of the project plan.
B.6 Measures of Project Success
• Successfully maintaining and regaining business continuity in the process of
relocating ITT Technical Institute Headquarters within the reasonable timeframe
given, without significant amount of downtime.
• Completing each task with thorough and detailed execution

5. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
• Document/record each completed task and communication with the project
team.
B.7 Assumptions
• The search for a building that already has its strong foundation and
requirements specified by the project sponsor is ready for facilitation.
• Around the clock security and monitoring of IT systems during the relocating
phase.
• Communication is clear and precise, and everyone can be reached.
• Weather conditions can slow down the developments of the project, but small
doable tasks can still be completed.
B.8 Critical Success Factors
• Implementing a clear project scope that shows realistic goals and timeframe
• Follow the scheduled tasks to complete a realistic deadline
• Exchange accurate and up to date information from team members for effective
communication
• Using time management in order to fully complete and focus on the tasks given
• Be able to work as a team and as well as independently
• Be able to use simple techniques to handle problem solving issues
• Stay within means of budget and cost decisions
• Ensure that the business can continue with interruptions during movement
• Establish communications with vendors, suppliers and contractors
• Track all equipment to ensure on-time deliveries

6. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
• Inform team members and others with newly discovered updates or changes
• Schedule user training to all employees to ensure knowledge of the equipment
and systems
C. Roles and Project Stakeholders Roles
C.1 Identifying and Set Roles:
Role Name Roles
Project Sponsor Gladys Finney Approval of Scope Statement and Deliverables
Project Owner Angela Morris Approves deliverables & changes of Scope Statement
Project Manager Kapricia Morris Approval of Scope Statement
Key Stakeholders Lawrence King Approves deliverables
Key Stakeholders Monica Baker Approves deliverables
Team Member Alvin Cooper Assist in Project Plan
Team Member Jennifer Ward Assist in Project Plan
Team Member John Campbell Assist in Project Plan
Mover 1 Moving Company
Mover 2 Moving Company
Mover 3 Moving Company
Mover 4 Moving Company
D. Project Schedule
D.1 Estimated Schedule
Project milestones from Start  Finish:
Milestones Due Dates
Start 03/01/2016
Travel to New York City to the new building 03/15/2016
Lease agreements signed, and first Inspections 03/17/2016
Canvass the site (inside and out) determine item placements 03/17/2016
Packing Systems and Equipment into Tractor Trailers from Indiana 04/20/2016
Deliver Systems and Equipment by Tractor Trailers to New York City 05/02/2016
Quickly but safely install Systems and Equipment on each floor 05/06/2016
Have systems up and running (Phones, PCs, heating & cooling, etc.) 05/13/2016
New & old employees will have training onsite for new building setup 05/25/2016
Ensure all needed equipment has been recovered from Indiana 06/01/2016
Perform the last inspections 06/03/2016
Finish 06/06/2016

7. PROJECT PART 1: PREPARATION FOR THE HEADQUARTERS MOVE
E. Project Budget
E.1 Estimated Budget
Expenses Original Budget Current Budget
In-house Employees $75/hour $100,000
Vendors/Contractors $100/hour $650,000
Office Furniture $35,000 $75,000
Hardware Equipment $24,500 $45,000
Software $15,000 $17,000
Additional Cost $3,500 $3,500
Total $78,175.00 $890,500
F. Communication Management Plan
F.1 Communication Plan
Stakeholder Communication Device Frequency
Executive Members:
Lawrence King
Monica Baker
Review Schedule
Examine Risks
Cost & Budget Summary
EMAIL Bi-Weekly
Project Sponsor:
Gladys Finney
Progress Summary
Document Risk/Issues
Implement Checklist
Budget Summary
EMAIL/PHONE
MEETINGS
Daily/Weekly
Project Owner:
Angela King
Cost & Budget Summary
Stakeholder Review
Update of Project
PHONE
MEETINGS
Weekly/
As Needed
Project Manager:
Kapricia Morris
Review/Set Schedule
Document Risk/Issues
Meetings with Team
Implement Checklist &
Deliverables
EMAIL/ PHONE
MEETINGS
As Needed/
Weekly
Team Members:
Alvin Cooper
Jennifer Ward
John Campbell
Complete Tasks
Document Issues
Review Checklist
Problem Solve Issues
EMAIL/ PHONE
MEETINGS
Daily/As Needed