It may read like the most banal of platitudes from an understandably-out-of-work psychotherapist - but life is a journey. Business is a journey. We're all moving from point A to point B, with no way of stopping. For some, it's an undesirable route down from a desirable and sadly-lost height, but for many it comes as a movement towards somewhere better, as an ambition or a welcome development. Businesses ought always to fall into this latter category, and need to be searching for improvement and progress, whatever form that may take.

Strausstech produce software for industrial robots, and have recently seen substantial expansion as a result of a number of lucrative overseas contracts. The time has come for the company to move into new offices, offering all the facilities they need and comfortably enough room for their expanding staff. However, the company can't risk any significant disruption during this process - and management is looking to Jonathan to make sure that the move runs as smoothly as possible.

Not an easy job; moving a large workforce, with files and equipment is a complicated and time-consuming procedure, even for an IT-based organisation like Strausstech. And to complicate matters further for Jonathan, the company can't simply move to an empty office - the building itself is in place, all shiny, ultramodern and ready for action, but the space is unfilled. Furniture needs to be ordered, computers installed, telephones connected and the odd potted plant positioned for the greatest impact. To get from point A (the current situation) to point B (up and running as normal at the new location) is a daunting proposition; to carry it through without any impact upon the service provided to clients is more demanding still.

Smaller is simpler

Jonathan will inevitably find the prospect overwhelming if he looks at it as just a leap from A to B. However, many of the complexities and difficulties will wither, and some disappear completely, if he breaks the process down into its constituent parts. He first needs to assess each individual task that needs to be completed - instead of broad statements that the company needs to move all staff and equipment, and that each part of the new headquarters will have to be fitted out with the necessary items, he must consider each requirement by itself.

So, for example, if he's looking to furnish an office, he needs to break it down into what needs to be ordered, and when it will arrive. He'll have to be aware of who has to decide how an office is laid out, and when they're available to discuss this. Similarly, before the staff of a department make the move, Jonathan will have to ascertain the most suitable time for them to do so, and what they'll need to have ready when they get there. By considering the smaller details, Jonathan can see how straightforward each step of the process is - making the process as a whole seem that much less complex and difficult to achieve.

Fail to prepare, prepare to fail

Once Jonathan understands in detail just what is needed to get from A to B, he'll need to set out the route - in other words, each step of the journey will have to be planned, and put into an order that makes the best use of time and resources. The need for a department's staff not to transfer over before their equipment, and for that equipment not to arrive before the furniture that will be its new home, needs no explanation, so it's critical that Jonathan arrange all the stages in such a suitable order.

To this end, Jonathan will find that the process is much easier to visualise and manage with a Gantt chart. Project management software (such as Microsoft Project) make it much easier to create the chart, which illustrates as bars how long each task will take, and which are dependent on an earlier task finishing so that they can begin - such as purchasing desks before putting computers on top of them. Gantt charts give a clear picture of how tasks and resources relate to each other, enabling Jonathan to iron out any wasted time from his plans; with the help of his chart, he can piece together the different parts of the operation without disruption.

Jonathan will also find that the process runs that much more smoothly if he ensures that all concerned have access to coordinated diaries, so that everyone is aware of what they'll need to do on any given day. And rather than using traditional, individually written diaries, Jonathan can create team diaries with software such as Microsoft Outlook, allowing key dates and appointments to be shared amongst the staff. With such straightforward tools, it's easy to guarantee that the project isn't inhibited by any confusion or lack of direction.

These problems that Jonathan will avoid - wasted time and confusion of purpose - are the key to making sure that the project runs smoothly, allowing the business to develop unhindered. Each member of staff, from top to bottom, should face as little obstruction or delay as possible as they switch from carrying out their role at the old location to continuing at the new. Meanwhile, other departments and employees shouldn't find any extra difficulty in doing their job whilst their colleagues are making the transition.

Preparation and a thorough understanding of what needs to be done are vital in maintaining this smooth and uninterrupted switch - and a short training course could help Jonathan to master the tools and techniques that he needs - and with the move neatly planned out, he can be confident of a successful switch. Why not see if these tools, techniques and training can help your project make that leap from A to B?