Project and change management for offices

WeOffice coordinates your office move or refurbishment, combining project management, change management and interior design concepts with post-occupancy evaluation – so your new workplace supports everyday work.

Project management
Change management
Interior design
Evaluation
Deliverables
FAQ

Project management for office moves and refurbishments

An office move or refurbishment involves many moving parts: the programme, budget, suppliers, the landlord, IT, interiors and the move itself. We coordinate the work, manage dependencies and keep decisions on track, so the project delivers on your workplace strategy.

Are you moving, refurbishing or bringing teams together? Do you have an agreed workplace strategy that now needs to be translated into practical changes to your workplace, or new ways of working to introduce? Then we manage the project from decision to move-in, and identify and manage risks around the programme, budget, technology and behaviours before they become obstacles. An office project needs to bring strategy, people, environment and delivery together.

Programme and resources
Budget and cost control
Coordination and communication
Quality and risk

What's included:

Programme and resource planning: We develop and maintain a realistic programme across the project's phases, with clear coordination of resources and dependencies. We start with the desired outcome: what the change should achieve, which decisions have already been made and which questions remain.
Budget and cost control: We track costs continuously and address variances early, so decisions are made on the right basis. We bring budget, responsibilities and dependencies together in a structure that can be followed up throughout the project.
Communication and quality: We coordinate communication between the project team, landlord, contractors, IT teams and interior designers, with clear responsibilities and deliverables, and we review key decisions and documentation for quality.
Decision support and governance: We prepare the information needed at each decision point in good time for confident decisions, and monitor risks linked to the programme, budget, working environment, technology and supplier work from an early stage.
Supplier coordination: We coordinate suppliers and manage dependencies so implementation runs smoothly. We keep the landlord, construction, interiors, IT, security, services, move logistics and decommissioning aligned through to move-in and handover.

Change management for office moves and new ways of working

A new office only works well when people understand how to use it and feel confident adopting new ways of working. We help managers and employees prepare for the change through clear communication, involvement, training and practical support. By connecting this work to the workplace strategy, employee insights and evaluation, we help the new ways of working become part of everyday practice.

Build support for the workplace strategy

We involve managers and employees early to build understanding and commitment. Through clear communication and structured dialogue, people understand the direction and their role in the change, so the strategy feels relevant, achievable and aligned with the organisation's goals. We also clarify what needs to be communicated, when, by whom and to which groups.

Map needs and choose actions

We analyse ways of working, behaviours and opportunities to identify which actions are needed. The result is a clear plan with prioritised activities that support both people and processes through the change. We identify which groups are affected and where uncertainty, resistance or lack of clarity may arise.

Support, train and build understanding

We develop training, guidance and support materials that make new ways of working easy to adopt. This builds confidence, creates clarity and gives managers and employees the tools to succeed in the new environment. Support is most intensive around move-in, when the new workplace comes into daily use.

Review progress and support lasting change

We plan and carry out follow-up with checkpoints and feedback that show what works and what needs adjusting. This allows the change to be strengthened over time and become a natural part of everyday work. The post-occupancy evaluation has its own section further down the page.

Office interior design concept

An interior design concept sets a clear direction for the layout, look and feel of your office. It connects zones, furniture, materials and visual character with the activities and ways of working the workplace needs to support. We develop the concept as the link between the workplace strategy and the physical environment, so it can guide detailed design, budgeting and implementation. If you are facing a move or refurbishment, if the office no longer supports the work, or if several parties need to be aligned around the same direction, this is where the work starts. A strong concept does not start with colour, materials or furniture, but with what the workplace needs to enable.

Strategy

Clarify what the office should support.

We establish a shared starting point by reviewing your current workplace, business goals, workplace strategy, needs, constraints and decisions already made. We then define what the office needs to support, including individual work, meetings, collaboration, focused work, rest and recovery.

Environment

Translate needs into zones and functions.

We define principles for workstations, meeting rooms, project zones, focus areas, social spaces, spaces for short periods of work and support areas. Added to this is a clear idea for atmosphere, identity, materials, colour and furniture – how the office should be experienced, not just how it should look.

Implementation

Use the concept to guide decisions and design development.

We document the concept so it can be used in design development, budgeting, procurement and dialogue with architects, interior architects, landlords and suppliers. We also connect it to how the office should be explained to and used by managers and employees.

Post-occupancy evaluation and action plan

After move-in, it becomes clear how the office works in everyday use. We evaluate how people use and experience the workplace, and how well it supports their work. An evaluation is needed after a move or refurbishment, when new ways of working have been introduced, when employees experience friction or when occupancy does not match the plan. We combine attendance and occupancy data, employee insights, observations and discussions to understand both what works and what needs to change. The result is an action plan that separates temporary teething problems from issues that require action.

Use of the office

We follow up attendance, occupancy, variation between days and the use of workstations, meeting rooms, focus areas and social spaces over time, not on a single occasion.
Employee experience

We map focus, collaboration, meetings, acoustics, wellbeing, clarity and access to the right spaces through employee insights, interviews or workshops.
Ways of working and behaviours

We examine how zones and booking rules work in practice, alongside hybrid working practices and meeting culture, to distinguish symptoms from underlying causes.
Space, capacity and support

We assess the balance between desks, meeting rooms, focus settings, social spaces and support areas, and whether friction is caused by the environment, unclear guidelines for use, communication or a need for manager support.
Action plan and priorities

We prioritise actions by expected impact, feasibility, cost and dependencies, and set them out in an action plan with recommendations, decision points and next steps for leadership, HR, facilities management and the project team.

What you get at each stage of the project

You receive clear plans, responsibilities and recommendations to guide the project and support managers and employees through the change. Depending on your needs, the assignment combines project governance, communication, interior design and post-occupancy evaluation. The work is strongest when it starts from a clear decision and a workplace strategy with clear organisational support, so we often connect delivery to the decision support and to office search and lease negotiation.

Project plan, programme and decision log

A structure for phases, responsibilities, decision points, dependencies and critical activities, together with a clear picture of which decisions are to be made, by whom and when.
Change management and communication plan

A plan to involve and support managers and employees as they adopt new ways of working and behaviours. It sets out who needs to know what, when and through which channels.
Interior design concept and design brief

Principles for zones, functions, furniture, materials, colour and visual character, compiled so they can be used in budgeting, procurement and dialogue with architects, landlords and suppliers.
Risk assessment and improvement priorities

During the project, early signals of what may affect the programme, budget, working environment, IT and supplier work. After move-in, a prioritised action list with recommendations and next steps.

FAQ

Common questions about office moves and workplace change

What is the difference between project management and change management in an office project?

Project management covers the programme, budget, decisions, dependencies and deliverables. Change management helps people understand the change, prepare for it and adopt new ways of working. Both are needed for an office move or refurbishment to work in practice, and WeOffice coordinates them in the same assignment so the practical and the human sides of delivery do not drift apart.

When should we involve a project and change management partner?

As soon as the direction has been decided, but before detailed design and procurement begin. That leaves time to develop the programme, budget, decision points, change plan and interior design concept in the right order, so decisions do not have to be revisited later. WeOffice is often brought in once the workplace strategy has been agreed or the lease has been signed, and follows the project through to move-in and evaluation.

Do we need our own project manager if the landlord or contractor is already managing the project?

Yes, in most cases. The landlord's and the contractor's project managers run the construction and safeguard their own commitments. Their remit may not cover your ways of working, employee readiness or the balance of spaces your organisation needs. WeOffice represents you as the client and coordinates the programme, decisions, interiors, IT, the move and employee engagement in line with your needs.

When is change management needed for an office move or refurbishment?

Change management is needed when the office, ways of working or everyday behaviours change – during a move or refurbishment, when introducing activity-based or hybrid working, or in larger organisational changes. The more that changes at once, the earlier the work should start. WeOffice identifies which groups are affected and where uncertainty or resistance may arise, and builds communication and support on that basis.

What does an office interior design concept include?

An interior design concept contains principles for zones, rooms, functions, furniture, materials, colour and visual character, and for how the environment should be used in everyday work. It is documented as a basis for decisions, design development and procurement. WeOffice can develop the concept as a whole and, where needed, work with architects, interior architects, landlords and suppliers in design development and delivery.

What is the difference between an interior design concept and a workplace strategy?

The workplace strategy describes what the office should support and why: needs, ways of working, office sizing and direction. The interior design concept translates the strategy into the physical environment – zones, functions, furniture, materials and visual character. WeOffice works with both, and the interior design concept is developed from the needs and priorities established in the workplace strategy.

What is a post-occupancy evaluation, and when should it be done?

A post-occupancy evaluation (POE) is a structured review of how a new or refurbished office works in practice. WeOffice advises against doing it too early: immediately after move-in, employees are still getting used to the new workplace. We recommend an initial evaluation after about 3 months if the organisation wants early signals, and a more detailed evaluation after 9–12 months, once patterns of use have settled.

What can be adjusted after move-in?

Typical adjustments concern zones, focus areas, meeting rooms, booking rules, hybrid working practices, acoustics, furniture, communication and manager support. WeOffice prioritises actions by expected impact, feasibility and cost, and separates what can be changed straight away from what requires a larger decision or investment. The action plan also shows which questions should be followed up again later.

Selected projects

From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice

When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working.

Workplace Strategy for a Learning Environment

Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation.

More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values

When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working.

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