Creating the WOW Case Study of a Large Tenant Improvement Project What you are in for Project Management Overview Scope Development-What?

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1 Creating the WOW Case Study of a Large Tenant Improvement Project Presented by Anne Merrill, Senior Project Manager, Planning, Design and Construction at Stanford Health Care Cynthia Ruby, CEO & President, Cynthia Ruby and Associates, Inc., Facility Services Consulting What you are in for Overview of project management process Overview of a large tenant improvement project commercial office space Wow s- Our Lessons learned Q&A Project Management Overview Project Management is the discipline of initiating, planning, executing, controlling, and closing the work of a team to achieve specific goals and meet specific success criteria. A project is a temporary endeavor designed to produce a unique product. Reference Wikipedia. PM Trilogy: Scope + Schedule + Budget Scope Development-What? Specify the in-scope requirements for the project Detail out the work breakdown into tasks Resource planning - indicate who will do what work Plan for possible risks and consider optional contingency plans and mitigation strategies Schedule Development - When? How? List the entire schedule of the activities and detail their sequence of implementation, with duration and critical linkages, milestones and all resources required for your project. Items to think about: Internal budget approval and when you can commit dollars Internal procurement process. Permit timeframes, long lead-time items & quote generation Post Construction Activities: Activation, IT Network, FFE, Owner (janitorial, signage, facilities, other) Budget Development How Much? Specify the budgeted cost to be incurred at the completion of the project Many types: Swag/cowboy estimated, actual (quoted) What is your budget approval process? Capital or operating expense? Company policies? Who is responsible for creating the budget and managing the budget? Is your scope defined? Contingency how big? Budget Development - Standard Categories Design: architectural, mechanical, electrical, plumbing, structural, security Construction & commissioning Furniture, fixtures, equipment (FF&E). Information Technology (IT) for phones, racking, network equipment, horizontal cabling, circuit to building, audio-visual Other items: project management, move management, audio visual, security and other consultants Facilities, landscape, initial fit-up?

2 Case Study of a Large Tenant Improvement Project Identification of Project Trigger What was Problem? 190,000 sq. ft. of office space (5 different buildings) which were at end the leases. They would expire within 3-month window in the next 2 years 2 of the 5 buildings had no option to renew (100K sq. ft.) Old buildings, old design, old space and furniture standards Departmental groups had grown organically and were not adjacent. Increase of headcount Let s Get Real Assessment, Goals, Scope, Schedule, Budget, options, Analysis, Decisions Project Development Goals & Requirements Project Space rebranding (to compete for talent) New interior design guidelines New office space & furniture guidelines Alignment of new IT standards: wireless, AV Access to amenities: food service, transportation links, security Workflow departmental alignment, adjacency, growth space Cost effective solution Assessment - Requirements Metrics Space Needed understanding of total building requirement Space analysis and metric reporting to easily compare collected data and predict space sizing requirements for real estate/space planning Developed space supply and demand forecast Departmental groups and adjacencies Occupancy data and growth Space standard metrics Real Estate = Space Requirements Metrics Development Example: Space Planning, Building Load and Department Adjacencies Real Estate Assessment Location proximity Cost of lease (& maintenance) Cost of the project (age of building, etc.) Amenities Tour sites with decision makers Score cards Location Map, $, Travel Distance Now What? Presenting to Management Presented recommendations for management approval. Created several strategic occupancy plans based on test fit planning into real estate options (potential new, existing).

3 The options are assessed on costs, pro s and con s, goals. Understand your executive approval process and timelines. Might be several revisions and multiple presentations. This may take longer than you think for approval. OUTCOME = FUNDED PRIJECT=EXECUTION With defined project scope, schedule & budget What We Did Leased 6 office buildings (155,000 sq. ft.) in a new campus location. Full tenant improvement (design-bid-build) Implemented a new interior design and space standards Moved over 900 employees Decommissioned 5 newly vacated buildings Met project goals On time, on budget and on schedule What you won t see on a dashboard But it will be your reputation. What we achieved Happy Customers! Exceeded expectations (The WOW) Lessons Learned It s all about THE WOW! What we learned about creating THE BUZZ That turned into THE WOW! Define roles and responsibilities Set expectations Communication Make people feel important Plan and execute to Day 1 Roles & Responsibilities Create a strong project team Divide and conquer Leverage your resources Roles & Responsibilities: Defining Stakeholders Project Manager Construction manager PM project logistics Property/ Facilities services Vendor team: A&E, GC, IT, move team, furniture vendors Project executive (internal management) Customer primary contacts (users)

4 Other: Marketing support Roles & Responsibilities or Divide and Conquer Anne, Project Owner Project Front End Responsible for overall project execution, budget, schedule. Customer engagement, setting expectations & change management. Architectural design & programing. New space standards, furniture. Communication Plan. Cynthia, Logistics Project Back End Manages client expectations and delivery of space. Responsible for breakdown of strategic plan into a tactical plan. Responsible for coordination of tactical project documentation. Owns Building Exit Deliverables. Set Expectations Understand what you can deliver Change management and what is different to what you have now. Set Baseline Expectations Set Expectations with The Customer Chief hand holder: Manages client expectations and delivery of space. Customer interface to translate how (space plan) and when (schedule) from old location to new location. Assisting the customer to streamline business process into new space. Change Management What is changing and how can you help them manage? New space standards & interior design: office-workstation assignment changes, footprint changes, reduction of printers, storage. New location details: parking, transportation, amenities, security. Move planning: strategic & tactical Communication Multiple formats Frequency Cater to Audience Know your style Have fun

5 Communication - Strategy Get a Project Champion(s) Designing the communication strategy with all project stakeholders Executive updates Customer updates Departmental updates Team updates Know your audience = level of detail When and how to get the word out Track communication updates Be consistent on commonly asked questions Communication Variety of Formats Face to Face Meetings Number 1 Periodic Newsletter for Employees Town Hall Meetings for Employees Review of final block plans Mock-ups for furniture, final interior design boards Ice Cream Social Event Day 1 Activities, Move Support and Banners Make People Feel Important Listen What are the hot items? Engage Where can you give choice? Action Make it happen = deliver Follow-up Follow-up even when they are not happy Plan & Execute to Day 1 Measurement of success Define the must meet project goals The Wow happens when you exceed expectations What was ours? Focused on increased customer support and personal interaction Day 1: Opening Day (Occupancy) with customers Day 1 = 2 years of project work Our Day 1 Added touches for Day 1 activities: No down time for customers in new building Welcome materials & breakfast Robust move support Personal check in Continuous problem solving, communication & follow up Project close process & hand-off