TechFusion Office Relocation
A 15-day cutover window for an enterprise office relocation. Six functions involved. A dozen things that could go wrong. The project plan I built covered RACI accountability, full risk management, and a critical-path schedule that delivered the move on time and on budget.
RACI matrix · responsibility mapped across six functions
The RACI matrix
Every deliverable mapped against six roles — Project Manager, Head of Operations, Logistics & Facilities Manager, IT Head, Customer Support, and Head of Finance. Each task explicitly tagged as Responsible, Accountable, Consulted, or Informed.
No decision fell through the cracks. No one was surprised by their level of involvement.
The risk register
Five major risks identified up front — from customer-service interruption during migration to data security breaches — each scored on likelihood and impact, with a specific response plan and named owner.
The register was a living document, reviewed weekly, not a one-off slide.
The critical path
The longest dependency chain through the project, surfaced visually so the team always knew which task was actually holding up the move. Built to align with the Gantt schedule — physical relocation and stakeholder approvals identified as the binding constraints.
Risk register · likelihood × impact × response per risk
Critical path · the binding constraints, visualised