Last edited 13 Oct 2015

Migration strategy

Once the client is certain that the project will proceed, they should appoint a senior director responsible for moving, who can stand their ground under pressure from various elements of management who may fight their corner during the stress and upheaval of moving. The job is one that requires the skillful co-ordination of a multitude of time consuming tasks. On larger projects this is likely to require a team of people working under the director, including an accommodation manager and perhaps a facilities manager.

After preparing a policy for occupation, setting out how the facility will be used (see article on occupation), the director and their team should prepare a migration strategy (or move in programme) setting out the procedures for moving in such a way as to minimise disruption whilst allowing the efficient re-use of assets from any existing facilities.

This migration strategy might include:

  • A detailed, phased, logistical programme for purchasing or moving of furniture and equipment.
  • A detailed, programme for moving or recruiting staff.
  • Requirements for the hire of temporary equipment.
  • Removal contracts.
  • Setting up a help desk with a rapid response team.
  • Postal and information and communications technology (ICT) arrangements to ensure continuity of communication (including transfer of hardware).
  • Setting up 'goods in' and 'dispatch' rooms, a post room and an information and communications technology support centre.
  • Catastrophe planning for fire or flood.
  • Staff transportation strategy.
  • Parking allocation.
  • Access by consultants, contractors and suppliers for summer and winter checks of building services systems and environmental conditions (which can only be properly carried out in a fully operational building).
  • Room allocation.
  • Signage.
  • Catering facilities and environmental health approval of kitchen areas.
  • Liaison with emergency services.
  • Stocking and storage of goods and consumables.
  • Communications between facilities during the move.
  • Installation of existing equipment requiring electrical, drainage, extract or cooling services such as vending machines or fume cupboards.
  • A risk schedule with mitigation measures (for example; the absence of key personnel, late building handover, alarm activation, interruption of power or water supply and so on).

The client may also need to put procedures in place to move some of its staff and equipment so that it can continue to operate effectively during construction.

If the soft landings framework is adopted, there may be additional requirements to ensure a smooth transition from construction to occupation, and these should be included in appointment documents and contracts. See soft landings for more information.

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