1 Part 1: Office Relocation, Stakeholder Identification, and Stakeholder Analysis Office relocation involves moving the workplace team to a new office space which is one of the factors which affect the success of the business or organization moving. Many businesses fail as they relocate to the wrong place and also experience poor recovery due to poor relocation strategy and plan. Business relocates due to various reasons such as growing business where the physical space and productivity are required to increase. Various people are involved in the relocation process who are the stakeholders of the project. For relocation to be successful, the business manager must have an effective project plan. This outlines the necessary tasks to be completed for a successful move, specify the roles of all the stakeholders involved. Sets a schedule with deadline for when the tasks will be completed. Most successful relocations involve the company employees as the stakeholders, the managers, clients and the vendors. Considering relocating to different areas have great effect on the employees as it affects their commuting patterns. The employees have to have ample time to adjust to their new location as even the business and employees will have to look for ways to get amenities. The relocation process should be done per department. During the relocation process the employees should pack individual properties as explained by Thomson, (2011). The department dealing with production should relocate first to give them time to setup itself where the employees working in the department being involved in the packing and movement of the machines and equipment associated with the department. Packaging should be done cautiously to avoid damage to equipment and ensure everything is carried to the new location. After production should be the IT team who should relocate and ensure every equipment in the department is moved and fitted in the new space. Replacing and buying of new equipment should be considered during relocating so as to adjust to the new location space size and also do away with the old inefficient equipment. The office employees should then move after the IT department have completed setting up the offices where they pack and ensure all their belongings are moved and carefully handled. The relocation has an effect on the clients where some will be favored while others will be affected negatively. Clients should be told in advance around one month before the relocation to ensure they are aware of the new location and to get their comment on the relocation. Vendors are also part of relocation stakeholders. The location selected should be convenient to the vendors and the client to avoid much disruption as explained by Hassanain, Ibrahim & Al-Hammad, (2020). The location selected should be analyzed of the cost impact to the vendors and clients where the relocation should focus on increasing the client base while also reducing the cost incurred by the vendo ...

1. 1
Part 1: Office Relocation, Stakeholder Identification, and
Stakeholder Analysis
Office relocation involves moving the workplace team to a new
office space which is one of the factors which affect the success
of the business or organization moving. Many businesses fail as
they relocate to the wrong place and also experience poor
recovery due to poor relocation strategy and plan. Business
relocates due to various reasons such as growing business where
the physical space and productivity are required to increase.
Various people are involved in the relocation process who are
the stakeholders of the project. For relocation to be successful,
the business manager must have an effective project plan. This
outlines the necessary tasks to be completed for a successful
move, specify the roles of all the stakeholders involved. Sets a
schedule with deadline for when the tasks will be completed.
Most successful relocations involve the company employees as
the stakeholders, the managers, clients and the vendors.
Considering relocating to different areas have great effect on
the employees as it affects their commuting patterns. The
employees have to have ample time to adjust to their new
location as even the business and employees will have to look
for ways to get amenities. The relocation process should be
done per department. During the relocation process the
employees should pack individual properties as explained by
Thomson, (2011).
The department dealing with production should relocate first to
give them time to setup itself where the employees working in
the department being involved in the packing and movement of
the machines and equipment associated with the department.
Packaging should be done cautiously to avoid damage to
equipment and ensure everything is carried to the new location.
After production should be the IT team who should relocate and

2. ensure every equipment in the department is moved and fitted in
the new space. Replacing and buying of new equipment should
be considered during relocating so as to adjust to the new
location space size and also do away with the old inefficient
equipment.
The office employees should then move after the IT department
have completed setting up the offices where they pack and
ensure all their belongings are moved and carefully handled.
The relocation has an effect on the clients where some will be
favored while others will be affected negatively. Clients should
be told in advance around one month before the relocation to
ensure they are aware of the new location and to get their
comment on the relocation. Vendors are also part of relocation
stakeholders. The location selected should be convenient to the
vendors and the client to avoid much disruption as explained by
Hassanain, Ibrahim & Al-Hammad, (2020). The location
selected should be analyzed of the cost impact to the vendors
and clients where the relocation should focus on increasing the
client base while also reducing the cost incurred by the vendors
in goods supply. This focus on reducing the cost of operations
while increasing benefits to the business or organization.
The relocation manager will develop a responsibility assignment
matrix (RACI matrix).
The matrix has the following meaning:
R-responsible.
A-accountable
C-consulted
I-informed
Relocation Manager
Transport Manager
Department Employees
Department Heads
Business Management
Selecting the relocation area
C/R

3. C
C
C
R/A
Informing the clients and the vendors of the relocation
R
R/A
R/A
Developing the relocation schedule
R/A
I
I
I
I
Packing of the company equipment and documents
I
I
R/A
R/A
I
Ordering required additional equipment and items
I
I
R
R/A
I
These RACI will ensure that all the sections of relocation are
accounted for and the relocation is successful.
The relocation manager will also be responsible for the
communication management plan development. The plan will
enable effective communication among the stakeholders so as
the process will be a success. The project communication will
involve meetings. The meetings will be held as the project

4. progress. Communication through emails will also be done
between the stakeholders and with the use of phone calls
(Ibrahim, Hassanain & Al-Hammad, 2021). This are the most
effective as they can be carried out in any location.
Description purpose
Frequency
Involved Parties
Meetings
To inform on the project plan and progress
After two days
Company management, relocation manager, transport manager,
department heads
Emails
To inform of anything that comes up during the project progress
Continuous communication.
Transport manager, company management, relocation manager
Phone calls
To inform of anything that comes up during the project progress
Continuous communication
Transport manager, company management, relocation manager
Resource Acquisition Plan
The relocation process is done per department. During
relocation several items and equipment will require to be
replaced and others added. The items are ordered by the
department head through the relocation manager. The transport
manager will be responsible for organizing transportation of the
goods where the company can use its own fleet to move the
tools and equipment. This is cheaper for companies with large
trucks and numerous company vehicles. The vehicles will be
used in purchasing of the required resources and transporting
them to the new location. A good schedule for the tools and

5. equipment relocation should be prepared with the assistance of
department heads. This will ensure that all the required
resources required are identified by individual department head
for his department and ordered on time.
Team Development Plan
The department heads will organize their teams in advance so
that each department is handled individually. Each department
will use its employees in the relocation process and packaging.
The company maintenance team will assist all the departments
in the process. The maintenance team will be involved in the
relocation process both in the packaging with department teams
and installation of the new place. Transport team will consist of
the transport manager and the drivers. The equipment and tools
will only be handled by the maintena nce team and individual
department teams both in the loading and offloading. The
vehicles will be used in transporting both the equipment and the
teams to and from the old location and new location.
Project Performance Reporting Plan
This will be handled as part of the communication plan.
Department heads will be required to submit a report upon
completion of individual department relocation to the
management. The relocation manager will also submit a daily
report to the management on the progress of the relocation.
Stakeholder Engagement Monitoring and Control Plan
The stakeholders to be involved directly in the relocation are
the employees. They will carry out the relocation tasks. The
relocation schedule will be developed covering all the tasks to
be involved in the project and a timeline given. The progress
will be tracked as per the timeline by the relocation manager
and the management to ensure no time and extra cost is incurred
and a control measure put in place.

6. References
Hassanain, M. A., Ibrahim, A. M., & Al-Hammad, A. M. (2020).
Review and assessment of factors affecting the workplace
relocation process. Property Management.
Ibrahim, A. M., Hassanain, M. A., & Al-Hammad, A. M. (2021).
Maturity of workplace relocation: a systematic literature review
from 1990 to 2020. Facilities.
Singh, H. (2015). Mastering project human resource
management: Effectively organize and communicate with all
project stakeholders. Pearson FT Press.
https://online.vitalsource.com/#/books/9780133838077
Thomson, D. (2011). A pilot study of client complexity,
emergent requirements and stakeholder perceptions of project
success. Construction Management and Economics, 29(1), 69-
82.
Part 5: Resource Acquisition Plan
For the project you selected in Unit I, create a simple project
resource acquisition plan. Your plan should follow the process
for acquiring project resources, as referred to in Figures 5.1 and
5.2 in the textbook, as well as in the section beginning with A
Plan is Not a Plan Until (page 31 – 45) in the eBook, Project
Management: A Common-Sense Guide to the PMBOK Program,
Part Two – Plan and Execution. Your plan should include an
introduction, and should be able to answer the following
questions:
· What policies and procedures exist in the project envi ronment
that governs resource acquisition?

7. · What are my criteria for resource selection?
· How many resources am I likely to require?
· What skill sets will I require?
· With whom should I plan to negotiate for resources, and how?
· How do I document and explain the detailed requirements in
terms of time required, skillsets, budget, and accounting?
Feel free to make use of tables with the resource acquisition
plan when describing itemized elements such as skillsets,
numbers, criteria, and policies and procedures. Note also that
the plan should end with an example of a project work package.
An example work package can be found in the Unit V Lesson.
Submit your resource acquisition plan in the form of a minimum
two-page document. Adhere to APA Style when constructing
this assignment, including in-text citations and references for
all sources that are used. Please note that no abstract is needed.
Reading for Lesson
How to Acquire Project Human Resources
The project human resource acquisition process contains the
following key steps:
1. Review project human resource management plan guidelines.
2. Understand the project environment.
3. Consult historical organizational project artifacts.
4. Consider criteria governing project human resource selection.
5. Perform pre-assignment.
6. Negotiate with functional managers or other resource owners.
7. Acquire human resources from alternative sources if not
available in-house.
8. Acquire virtual teams.
9. Complete project staff assignments.
10. Create resource calendars.
11. Update project human resource management plan.
Figure 5.1 illustrates the project human resource acquisition

8. process flow.
Figure 5.1 Project Human Resource Acquisition Process Flow
Review Project Human Resource Management Plan Guidelines
The human resource management plan discussed in Chapter 2,
“Planning Human Resource Management,” provides guidelines
on how the project human resources should be identified,
acquired, managed, and released. The project manager must
review and follow these guidelines to acquire needed project
human resources.
Understand the Project Environment
The project environment information in this context includes,
but is not limited to:
• The structure of the organization (Functional, Matrix, or
Projectized)
• Existing information on availability, level of competency,
experience, interest in the project, and labor rates of the human
resources
• Geographical locations (colocation or multiple locations)
• Personnel administration policies such as the policy on
outsourcing
Consult Historical Organizational Project Artifacts
The historical organizational project artifacts include, but are
not limited to, the organizational/project standards, policies,
processes, procedures, and selection criteria utilized by the
projects completed in the past for the acquisition of project
human resources. These historical artifacts provide a valuable
source of reference material for a project manager to tap into
and leverage from.
Consider Criteria Governing Project Human Resource Selection
The project team acquisition decisions are usually based on
certain selection criteria. The criteria used to score the project
team members may include, but are not limited to, the
availability (when needed), cost (within budget), experience,
knowledge, ability, job skills, team skills, attitude, interest,
location, time zones, and communication capabilities of the

9. team members. Some of the elements of these criteria are
described in the following:
• Experience: The current experience level of the candidate
human resource must be compared with the required experience
level.
• Interest: The candidate human resource’s level of interest in
the project must be determined.
• Team skills: The candidate human resource’s ability to work
well with other project team members must be determined.
• Availability: The availability of the candidate human resource
must be determined. The project manager may need to work
with the functional managers to determine the availability.
• Knowledge: The competency and proficiency of the huma n
resource being acquired must be determined to assign that
resource to the appropriate role on the project.
Leveraging Volunteer Recruitment Criteria
According to Jo B. Rusin, author of Volunteers Wanted, the
first step in recruiting is to know what type of volunteers you
are looking for and what you want them to do.
The criteria outlined by Rusin apply to the acquisition of
project human resources as well. Rubin says:
“Refer to job descriptions. This will help you target potential
volunteers. Do they have to be adults or can teens or younger
children do the job? Do they need experience in a specific field
or can you teach them the job? Do you want them to work with
children, adults, animals, etc.? Is this a one-day job or a job that
recurs each week or month? Will the job require physical agility
or can it be done from a sitting position? Does the job require
face-to-face contact with people or can it be done over the
phone? Narrow your focus on whom you are fishing for based
on what you want them to do. Avoid the tendency to limit your
focus to only your ideal volunteer. This way you will not
inadvertently screen out potentially outstanding volunteers
because they don’t fit your ideal mold.”Perform Pre-Assignment
Pre-assignment involves selecting certain project team members
in advance, even before the project starts. The rationale for

10. doing so is that in some situations, the implementation of the
project may depend on the expertise of certain specific human
resources who can deliver a competitive proposal for the
project.Negotiate with Functional Managers or Other Resource
Owners
Multiple projects compete for the finite and scarce human
resources. Thus, a project manager or project management team
must negotiate with the human resources owners, such as
functional managers in matrix organizations or with other
resource providers, such as other projects within the performing
organization, external organizations, vendors, contractors,
suppliers, and so on to acquire the required human resources on
the project.Acquire Human Resources from Alternative Sources
if Not Available In-House
The performing organization may not always provide all
required human resources to the project due to scarcity of
human resources in-house, constrained bandwidth of the
existing human resources, or unavailability of the existing
human resources with the required skills and expertise. This
creates the need for acquisition of the needed human resources
(individual consultants or subcontractors with specific subject
matter expertise) from other internal or external organizations.
For example, the State of California acquires subject matter
experts from various consulting companies and county
consultants from various California counties on an as-needed
basis. The project performance may suffer if the project request
to acquire these subject matter experts from outside the
performing organization isn’t performed in a timely manner.
Late Acquisition of Key Human Resources (Subject Matter
Experts) Causes Project Schedule Delays and Cost Overruns
As part of a large IT systems integration project with a public
sector client, the client (performing organization) was unable to
provide key subject matter experts in a timely manner in the
areas of business functional knowledge and mainframe software
development. Even though the specific resource needs were
communicated early to the client, it was unable to provide them

11. due to overall resource constraints and competing priorities.
The lack of these resources hindered the prime vendor’s ability
to capture key business requirements and processes in a timely
manner as well as slowed down its ability to integrate with the
client’s legacy systems. Although these resources were
eventually brought on board, the project incurred a six-month
delay and $5 million cost increase as a result.Acquire Virtual
Teams
PMBOK® Guide, 5th Edition defines the virtual teams as
“groups of people with a shared goal who fulfill their roles with
little or no time spent meeting face to face.” Virtual teams are a
byproduct of the advancement in the communication
technologies. Based on high-speed Internet, the communication
and collaboration tools, such as e-mail, instant-messaging,
audio/video-conferencing, social media, and web-based
meetings have made it possible for project team members from
diverse geographical global locations work together as a
cohesive team. There are both advantages and disadvantages of
the virtual teams.Advantages of Virtual Teams
The following are key advantages of virtual teams:
• Create teams from the human resources from the same
organization but living in different geographical locations.
• Acquire talent and required expertise from wherever available
regardless of the geographical boundaries.
• Save money by acquiring low-cost human resources from
wherever they live without making them leave their place.
• Save money on travel expenses.
• Enabling team members to work remotely or telecommuting.
• Create global teams of people living across different time
zones. This benefit of the virtual teams has enabled the modern
organizations to operate round the clock. For example, the U.S.-
based IT companies can work seamlessly around the clock by
having offices in India due to time zones differences.
• Include experts to the team who are unable to move due to
disability or other reasons.
Disadvantages of Virtual Teams

12. The following are key disadvantages of virtual teams:
• Possible lack of understanding due to no visibility of body
language or due to some technical issues.
• Team members pretending to be working without actually
working.
• Feeling of isolation by some team members.
• Hard to share knowledge and experience among
geographically scattered team members.
• Costs associated with the communication technology and
tools.
Effective Virtual Teams
Due to availability of the advanced communications technology
and the benefits previously discussed, virtual teams have
become an integral part of the modern work environment. The
effectiveness of the virtual teams can be increased by
establishing clear ground rules and expectations, facilitating
communications, asking probing questions during virtual
meetings, developing etiquettes for conflict resolution,
involving all team members in decision making, developing
understanding and tolerance for cultural differences,
understanding communication styles and needs of all team
members, and sharing success credit with the entire team.
Global Project Teams
In the article “Ahead of the Curve” in the January 2010 issue
of PM Network, Sullivan and Miller talk about global project
teams. In this article, the authors included the views of Naomi
Brooks and David Pericak to support their point.
Naomi Brookes, Ph.D., a Royal Academy of Engineering and
European Construction Institute professor of project
management at Loughborough University, Loughborough,
England, believes that an increasingly global project landscape
demands for insight into cross-cultural project management
issues. “With teams scattered around the world, project
managers must learn how to adapt to different perceptions in
areas such as time, hierarchy, and leadership,” Dr. Brooks says.
Similarly, David Pericak, contributor to Project Management

13. Circa 2025 and chief engineer at Ford Motor Company, believes
that project managers “need to stick to their company’s core
values, yet at the same time understand and deal with the
cultural differences, the language differences, and everything
that comes with the global organization.”
Complete Project Staff Assignments
When all human resources needed on the project have been
acquired and assigned to appropriate roles, the project is said to
be staffed. These assignments are documented in the project
team directory, team memos, project organization charts, and
project schedules.
Figure 5.2 Project Human Resources Acquisition Process
Summary
Instructions
Part 4: Stakeholder Plan
For the project selected in Unit I, create an abbreviated
stakeholder management plan. Your plan should follow the
process for planning stakeholder management, as referred to in
Table 4.1 in the textbook.
The deliverable for this element of the project is a table that
you may create in Word or Excel. The table should include at
minimum 10 project stakeholders using the following headings:
· Stakeholder
· Communication Needs
· Method/Medium
· Timing/Frequency
Further, each stakeholder is labeled in the table using
the PMBOK® Guide categories:
· Unaware

14. · Resistant
· Neutral
· Supportive
· Leading
Finally, include a column for Strategies to succinctly list your
planned approach to the management of each stakeholder.
Note: In Unit VIII of this course, you will include a summary of
your stakeholder plan as part of a PowerPoint presentation.