1. PMX 470 – Spring 2010 Team “Cloud 9” Mete, Maíra, Conrad, Heather, & Shashi Relocation of Cloud 9’s company headquarters

2. 5/22/2010 Table of Contents Project Background & Scope Stakeholder Analysis Communication Plan Project Lifecycle Work Breakdown Structure (WBS) Responsibility Assignment Matrix Cost Baseline Schedule Baseline Risk Types Risk Analysis

3. Project Background Purpose Cloud 9 is a Business Solutions software design company. We plan to relocate our headquarters from San Francisco to San Jose in 2011. Business Need The relocation project needs to ensure a smooth transition for customers and employees to the new headquarters. 5/22/2010

4. Project Description The Cloud 9 Headquarters relocation project will focus on the physical movement of office supplies, tools, and property while ensuring that high employee satisfaction is maintained 5/22/2010 This project should:This project will NOT: - Responsible for moving of office equipment (office appliances, office supplies) - search and decide the new location is not in the scope. - Maintain employee satisfaction through communication and engagement throughout the process. - Move the existing cubicles and will NOT design/build the new office cubicles.

5. Project Scope and Objectives 5/22/2010 ObjectiveCriteria for Evaluation Maintain employee satisfaction throughout transition. We will conduct an employee satisfaction survey at the end of the project and hold a lessons learned session with the project team after results are in. Oversee network set up at new office location Telephony and desktop networks are ready for use on Monday, March 28 at 9am Documentation and communication of new office layout Movers and employees are able to report to new office location without significant loss of productivity. Completion of actual move without interruption of operations Minimal downtime is expected (as employees unpack their personal desks), however a company sponsored “moving day” is not possible so as to avoid service interruptions to our customers. Resolution of post-move issues in a timely manner All issues reported over the course of the moving weekend and in the week after the move must be acknowledged and a path forward identified within 24 hours of reporting.

6. Assumptions The company operates 9AM-5PM PST Mon-Fri. Employees shall upload all local information to servers. The current servers will be synchronized with the new servers in the new location. Employees will receive new desktops at the SJ office. The current employee desktops shall be returned to leasing company. Employees will be given 2 boxes to pack their personal belongings. Lease of SJ office shall be available by 02/01/11. 5/22/2010

7. Constraints The budget for the project is $1.4 million. The employee badge access to SF office shall expire on 04/01/11. 5/22/2010

8. Stakeholder Analysis Stakeholder NameNeeds or Expectations Customers  Need to be notified of new office location and contact information  Expect to be able to contact their product manager without interruption of service Cloud 9 Employees  Need to be informed of move progress and expectations  Need to be given direction as to when to pack, where to report, etc for Day 1 in office  Expect to have the same level of employee “perks” at the new location. Cloud 9 Management  Expects the project to implement on time and within the $1.4M budget.  Expects to be kept informed of the project status through the lifecycle. 5/22/2010

9. Stakeholder Analysis (cont’d) Stakeholder NameNeeds or Expectations Local Merchants (Restaurants, etc)  Expect to lose business (in SF ) but gain business (in SJ).  Need to be informed and consulted in to ensure that employees and vendors share in the relocation benefits. City Governments (San Francisco/San Jose)  Will be losing tax revenue, however will be gaining revenue.  Expects to receive the proper paperwork in preparation for the move (licensing, etc.) Vendors (Movers, etc.)  To have clear expectations laid out prior to anticipated start date (i.e. movers need moving plan well in advance of moving date.)  Networking contractor expect to have floor plans and timelines documented before engagement in network set up. 5/22/2010

10. Communication Plan ItemDescriptionFrequencyMediaAudienceResponsibleDistribution Project Team Meetings Weekly review of tasks, deliverables, status, and risks. Held weekly for one hour unless otherwise required. Weekly Wednesday @ 3pm PT In person meeting Project TeamProject ManagerMinutes will be published to shared folder within 24 hours of meeting Project Shared Folder Will house all project artifacts (i.e.: Project plan, status reports, meeting minutes, matrices, team member roster) DailyShared folder in company drive “S: Projects/ Relocation Team” Project TeamProject ManagerProject Team members will pull this data as needed Email distribution list Distribution list in company email for project team members As neededEmailProject TeamProject ManagerDistro called: Relocation Team Out of office schedule A way for team members to communicate their time away from the office As neededMeeting calendar invite Project TeamTeam membersEach team member sends distribution an invite for their days out – marked as “free time” Status Report Each functional area will provide their verbal status in the meeting or by email on the day of the meeting if they cannot be present. A combined status report is produced weekly. Published Thursdays by 5pm PT Meeting Shared Folder Project Manager, Project Team Project ManagerVerbal or by email by day of meeting from team members Document produced Thursdays by 5pm PT and stored in Project Shared Folder Risk Review Meetings Project team members will define potential +/- risks facing the project and product the risk register Twice monthly Meeting Minutes Risk Register Project Manager Sponsor Project Team Project ManagerRegister will be housed in Project Shared Folder

11. Project Lifecycle Planning Preparation / testing Implementation Post- Implementation Project Deliverable -Project Plan -Project Charter -Cost Baseline -Project Scope -Project Schedule -Communication Plan - Risk Register -WBS -Create file migration plan -Govern approval -Layout approval -Inspection locate -Define installation period -Verify moving plan with moving company -Develop data security plan -Document issue management process - Scope change report - Total cost project -Complete final status report -Plan moving celebration Product Deliverable -Draft contracts -Obtain copies of lease agreements -Obtain new office blueprints -Obtain steering committee approval on proposed layout -Obtain names of all contracted employees (movers, network installers, etc.) -Migrate files from current servers to new servers -Prepare command center (war room location) -Complete network testing -Communicate command center schedule - Inspect locate, hardware and software. -Initiate command center procedures -Conduct Lessons Learned -Distribute new business cards -Host party

12. Work Breakdown Structure (High Level) Headquarters Relocation Planning ProcurementInfrastructure Human Resources FinanceOffice Layout Preparation/Testi ng InstallationLogistics Employee Satisfaction Issue Management Marketing Implementation Command Center Relocation Post- Implementation CelebrationProject Closure

13. Work Breakdown Structure (Detail) WBS IDWBS SectionWBS SubsectionWBS Description 1.1.1PlanningProcurementVendor management 1.1.2PlanningProcurementContract Management 1.2.3PlanningInfrastructureServers and File Migration 1.2.4PlanningInfrastructureTelephony 1.3.1PlanningHuman ResourcesEmployee Lists 1.4.1PlanningOffice LayoutBlueprints 1.4.2PlanningOffice LayoutDesk requirements 1.4.4PlanningOffice LayoutPublic space planning 2.1.1PreparationInstallationInstallation period 2.1.4PreparationInstallationNetwork testing 2.1.5PreparationInstallationTelephony 2.2.3PreparationLogisticsData security planning 2.2.6PreparationLogisticsBox distribution 2.3.1PreparationEmployee SatisfactionCommunication Plan 2.3.6PreparationEmployee SatisfactionEmployee Survey 2.3.12PreparationEmployee SatisfactionEmployee Perks 2.4.1PreparationIssue ManagementPlaybook definition 2.4.3PreparationIssue ManagementIssue Management Process 2.4.7PreparationIssue ManagementCommand Center Planning 2.5.1PreparationMarketingIndustry Materials updates 3.1.1ImplementationCommand CenterCommand Center Implementation

14. Cost Baseline Summary Phase Phase Duration (days) Total – All tasks (days) Daily RatePhase Cost 1 - Planning55285$800.00$228,000.00 2 - Preparation55321800256,800 3 - Implementation102080016,000 4 - Post- Implementation 256780053,600 Project Totals145693$800.00$554,400.00

15. Cost Baseline Example (Phase III) WBS #Phase / Tasks ListDurationDaily RateTotal Cost 3 IMPLEMENTATION (10 days) 3.1 Command Center (7 days) 3.1.1 Initiate command center procedures 1800 3.1.2 Hold status review calls 58004000 3.1.3 Close Command Center 1800 3.2 Relocation (10 days) 3.2.1 Distribute lunch coupons to employees for packing their boxes on-time 1800 3.2.2 Verify movement of boxes to new location 1800 3.2.3 Complete building walkthrough 1800 3.2.4 Ensure data security plan ( disk scrubbing, backups, etc) standards 88006400 3.2.5 Verify new building access 1800 3.2.6 Verify shipment of old desktops/telephones to leasing company 1800 T O T A L for Phase 32080016000

16. Responsibility Assignment Matrix WBS Deliverables Sponsor ProjectMgr PurchaseMgr HRMgrITMgr MarketingMgr SecurityMgr Planning -Draft contracts -Copies of lease agreements -New office blueprints -Proposed office setup / layout -Employees list -Contract workers list (movers, network installers, etc.) AAAAAAAAAAAA RCCCRRRCCCRR CICI ICCICC III Preparation -Company business documents -Installation period definition -Moving plan with moving company -Data security plan -Issue management process document - Data files migration plan from current servers to new servers -Command center (war room )location -Command center schedule -New Business cards AAAAAAAAAAAAAAAAAA RCCRCRCCRRCCRCRCCR IIIIIIIIII IIIICIIIIC RICICIIRICICII CIIIICIIII IIIIIIIIII

17. Responsibility Assignment Matrix WBS Deliverables Sponsor ProjectMgr PurchaseMgr HRMgrITMgr MarketingMgr SecurityMgr Implementation -Command center procedures - Lunch coupons & Boxes -Data security plan procedure completion -Shipment log of old desktops/ telephones AAAAAAAA CCRCCCRC IRIR IRIIRI ICRICR IIIII Post- Implementation - Project total cost - Final status report -Moving celebration Plan -Lessons learned AAARAAAR CCCCCCCC RRRRRR IIII

18. Schedule Baseline

19. 5/22/2010 Baseline Schedule (Detail)

20. 5/22/2010 Baseline Schedule – cont.

21. 5/22/2010 Baseline Schedule – cont.

22. 5/22/2010 Baseline Schedule – cont.

23. Risk Types 5/22/2010 Technical Schedule Supplier Environmental Human Resources

24. Risk Analysis (Top Five) Risk ID Risk Event Risk Score Root Cause Risk Owner Mitigation Strategy Response Plan 1 Problem accessing new building [Technical] H/H - Incomplete employee list - Security system is down - Incorrect badges used by employees HR Security Testing of badges prior to moving Sending reminder e- mails to employees Security shall provide temporary badges on moving date 2 Interruption of data availability [Technical] M/H -Problem with server installation -Problem with data migration -Network infrastructure issues IT Ample testing prior to moving Using existing servers Consulting with outside experts

25. Risk Analysis (Top Five) continued… Risk ID Risk Event Risk Score Root CauseRisk Owner Mitigation Strategy Response Plan 3 Permits not completed in prescribed manner/time required [Schedule] M/H -Changes in governmental requirements -Delay in approval by city officials - Delay in submitting required forms. Legal Department Applying for permits as early as possible Allow for extra money to be spent to expedite processing 4 Delivery of materials for new office delayed [Supplier] M/M - Manufacturer backordered. - Orders were submitted late on our behalf. - Late or no delivery by the vendor Purchasing Allow as much float as possible - Order from different vendors - Having budget for rush delivery

26. Risk Analysis (Top Five) continued… Risk ID Risk Event Risk Scor e Root Cause Risk Owner Mitigation Strategy Response Plan 5 Natural or manmade disaster [Environmental] L/H - Earthquake - >6 - Terrorism - Inclement Weather Security Applying for permits as early as possible Rely on legal agreements with vendors per emergency handling clauses.

27. Time for your questions…