Office moves look simple from the outside: pack some boxes, hire a truck, show up at the new place, and get back to work. In reality, they’re a chain reaction. If IT is down, nobody can log in. If furniture shows up late, teams can’t sit together. If employees don’t know what’s happening, productivity drops long before the first box is taped.
This timeline is built to keep your move calm and predictable—especially the parts that tend to cause chaos: technology, furniture, and people. It’s written for real-world offices where you’re juggling vendors, leadership expectations, and day-to-day operations at the same time.
Whether you’re moving across town or across the metro area, planning early is the difference between a smooth Monday morning and a week of “temporary” workarounds that drag on for months. Use this as a framework, then adapt it to your headcount, industry requirements, and lease dates.
Start with the big picture: what “success” looks like for your move
Before you get into dates and tasks, get clear on what the business actually needs from the move. Is the goal more space, a better customer-facing location, lower rent, improved collaboration, or access to talent? Those goals will influence everything from the floor plan to the IT budget.
It helps to define “Day 1 readiness” in plain language. For many offices, that means: internet is live, phones work, employees can access core systems, conference rooms are functional, and there’s enough seating for everyone scheduled on-site. Anything beyond that can be phased in, but the basics need to be non-negotiable.
Also decide early if you’re aiming for a “big bang” move (everyone goes at once) or a phased move (teams rotate over days or weeks). Phased moves can reduce risk, but they add complexity—especially for IT and shared services like printing, mail, and reception.
12–16 weeks out: build the move team and lock the scope
Choose a move lead and create a cross-functional squad
An office move needs one accountable owner. That person doesn’t have to do everything, but they do need authority to make decisions and keep timelines moving. In many organizations, that’s operations, facilities, or an office manager—sometimes paired with a project manager.
Then build a small move team with clear roles: IT lead, facilities/furniture lead, HR or internal comms lead, and a finance/procurement point person. If you have a security or compliance function (healthcare, finance, legal), bring them in early—retrofits are expensive when you discover requirements late.
Set a weekly cadence right away. Even a 30-minute standup can prevent last-minute surprises like “we didn’t order enough network drops” or “the new suite doesn’t allow deliveries after 3pm.”
Confirm dates, access, and building rules
Get the move date(s) on the calendar, including any staged move days. Then confirm access details: elevator reservations, loading dock procedures, after-hours rules, insurance requirements, and whether the building requires a certificate of insurance (COI) from vendors.
Ask the new building for a written move-in guide. Many buildings have strict rules about floor protection, padding elevators, or using specific entrances. These aren’t “nice to know”—they can stop your move in its tracks if you violate them.
Finally, align lease end dates and overlap. If you can afford even a small overlap window, it reduces pressure and gives IT more time for cutovers, testing, and punch-list fixes.
Pick your moving partner and define what they handle
If you’re moving in a large metro area, choosing experienced help matters. Many teams in Texas start by looking for movers Houston because they want a crew that understands building logistics, traffic patterns, and how to coordinate with property managers.
When you speak with movers, be specific about scope: packing vs. transport-only, disassembly/reassembly of desks, handling of IT equipment, labeling systems, weekend/evening moves, and whether they provide reusable crates. Make sure you’re aligned on what “white glove” means—some vendors include furniture placement and debris removal, others don’t.
Ask for a walkthrough (virtual or on-site) so they can spot constraints like narrow hallways, stairs, or limited loading access. A good vendor will also help you think through staging areas, sequence of trucks, and how to reduce downtime.
10–12 weeks out: map IT dependencies and reduce risk early
Audit your current environment and decide what moves vs. what upgrades
Start with a simple inventory: network gear, servers (if any), workstations, printers, conference room tech, security systems, and specialty equipment. Don’t forget the “little” things that cause big disruption—barcode scanners, label printers, docking stations, and spare chargers.
This is the moment to decide what you’re moving and what you’re replacing. Moving old equipment can be false economy if it’s near end-of-life. On the other hand, trying to upgrade everything during a move can overwhelm your team. A balanced approach is often best: replace critical bottlenecks now (like aging switches) and plan the rest as a post-move phase.
Also document what’s mission-critical on Day 1. If your sales team lives on VoIP and CRM, those systems need priority. If you run a support desk, call routing and headsets matter as much as internet speed.
Internet and telecom: order early and confirm install windows
Internet lead times can surprise you. Even in well-served areas, new installs or fiber builds can take longer than expected. Place orders as early as you can, and ask providers for committed install dates and escalation paths.
Plan redundancy if your business can’t tolerate downtime. That might mean a secondary ISP, a 5G failover, or a temporary circuit for the first month. The cost of backup connectivity is often less than the cost of lost productivity.
Telecom is similar: if you’re porting numbers, confirm timelines and test call flows. If you’re changing providers, make sure your auto-attendant, call queues, and voicemail policies are ready before you cut over.
Security and access control: don’t leave it until the last week
Badge systems, door access, cameras, and alarm monitoring need planning and often require coordination with landlords. Clarify who owns what: building security vs. tenant systems. If you’re installing new hardware, confirm cabling requirements and power locations.
Work with HR and leadership on access policies: who needs 24/7 access, how visitors are handled, and what your reception setup will be. Moves can be a great time to tighten policies—but only if you communicate changes clearly.
Finally, think about privacy. If you handle sensitive client data, ensure your new layout and meeting rooms support confidentiality. That can affect where you place teams, printers, and even whiteboards.
8–10 weeks out: design the space around how people actually work
Finalize the floor plan and build a seating strategy
A pretty floor plan isn’t enough—you need one that supports workflows. Start by mapping teams that collaborate frequently and place them close. Then consider noise: customer support near quiet zones can be a recipe for frustration.
Create a seating plan that includes growth. If you’re hiring, leave room for near-term additions so you’re not reconfiguring desks two months after move-in. Also decide how you’ll handle hybrid schedules: assigned desks, hoteling, or a mix.
Once you have a draft, validate it with team leads. You don’t need endless debate, but you do want to catch practical issues—like a team that needs a printer nearby or a department that requires secure storage.
Furniture decisions: reuse, reconfigure, or replace
Furniture is one of the biggest budget and timeline drivers. Start by assessing what you already have: what’s in good condition, what’s mismatched, what doesn’t fit the new space, and what violates ergonomic standards.
If you’re reusing furniture, confirm it fits the new layout. A desk system that worked in one office might not align with column spacing or electrical locations in another. If you’re buying new, account for lead times—some items can take weeks or months.
Decide on standards (desk sizes, chair models, monitor arms) so you don’t end up with a patchwork of setups. Standardization also makes future replacements easier and helps IT support employees consistently.
Plan for shared spaces: meeting rooms, kitchens, and storage
Conference rooms often become the “last mile” problem—people can sit at desks, but meetings fall apart because screens don’t work or the room has no cables. Define a minimum standard for each room type (huddle, medium, boardroom) and order equipment accordingly.
Kitchens and break areas are cultural anchors. Even simple decisions like where coffee lives or how snacks are stored can affect how people feel about the new space. Don’t overthink it, but do plan it.
Storage is another common miss. If your current office has closets, file cabinets, or a supply room, make sure the new space has an equivalent plan—or you’ll end up with boxes under desks for months.
6–8 weeks out: create a move communication plan employees will actually read
Set expectations early and repeat the message in multiple channels
People don’t like uncertainty, and office moves create plenty of it. Share the move date, what’s changing, what’s staying the same, and what employees need to do. Then repeat it—because not everyone reads the first email.
Use a mix of formats: email, short all-hands updates, a pinned Slack/Teams post, and a simple internal page with FAQs. If you can, include photos or a quick walkthrough of the new space to build familiarity.
Be honest about what you don’t know yet. Employees can handle “we’re confirming internet install timing” better than silence. Clarity reduces rumors and keeps everyone focused on their work.
Assign “move champions” within teams
Move champions are points of contact who help distribute information and gather questions. They’re especially useful in larger organizations where one move lead can’t answer every detail for every department.
Champions can also help with practical tasks: validating seating charts, identifying special equipment, and ensuring their team follows packing rules. They act like a relay station between the move team and employees.
Make it easy for champions to do their job: give them a checklist, key dates, and a place to report issues. A little structure prevents confusion and duplicate work.
Clarify what employees pack—and what they shouldn’t touch
Employees should know exactly what they’re responsible for: personal items, desk contents, and sometimes monitors or keyboards depending on your policy. Provide labels, boxes (or crates), and clear instructions on how to mark items.
Also be explicit about what they should not pack. For example: shared IT equipment, network hardware, or anything tagged as “do not move.” If your IT team needs to handle disconnects, make sure employees don’t unplug things early.
When instructions are vague, people either pack nothing or pack everything—including items that should never go on a moving truck. Specificity saves time and reduces damage.
4–6 weeks out: lock in logistics, labeling, and the order of operations
Create a labeling system that matches the floor plan
Labeling is where organized moves are won. Use a system that’s easy to understand at a glance: floor, zone, and desk number. Color-coded labels can help movers place items quickly without needing constant supervision.
Make sure the labeling system is reflected in your floor plan and that copies are printed and shared with the moving crew, facilities, and team champions. If you’re using reusable crates, label the crate and the destination desk.
Plan for shared items too: printers, kitchen supplies, storage cabinets, and reception materials. These often get forgotten because they don’t “belong” to one person.
Sequence the move: what goes first, what goes last
Think in terms of dependencies. IT closets and network gear often need to be installed early so you can test connectivity before employees arrive. Non-essential storage can go first. Critical work areas should be last out of the old office and first into the new one.
If you’re moving over a weekend, build a schedule by hour: when trucks arrive, when elevators are booked, when furniture is placed, when IT starts reconnecting, and when final walkthroughs happen.
Also plan for trash and recycling. Moves generate a lot of cardboard, packing material, and old equipment. Decide who handles disposal and where it goes so it doesn’t pile up in hallways.
Special handling for sensitive documents and equipment
If you have confidential files, decide whether they’re going in locked bins, being transported by a secure vendor, or being digitized and shredded. This is especially important for legal, HR, and healthcare-related materials.
For specialty equipment—lab gear, high-end monitors, or anything fragile—confirm packing methods and insurance coverage. Some items may require custom crates or manufacturer-approved transport.
Don’t forget chain-of-custody. Even a simple sign-out sheet for sensitive boxes can help you stay compliant and reduce anxiety for department leads.
3–4 weeks out: IT cutover planning and testing the new space
Do a site readiness check: power, cabling, Wi‑Fi, and closets
Walk the new space with IT and facilities. Confirm power availability at workstations and conference rooms, verify network drops, and check Wi‑Fi coverage. Dead zones are easier to fix before people move in.
Inspect the server/network closet: ventilation, power, rack space, and physical security. Make sure there’s a plan for cable management. A messy closet becomes a long-term support problem.
If you’re relying on building-provided internet or shared telecom infrastructure, validate responsibilities and support contacts. Know who to call on move weekend if something doesn’t work.
Create a cutover plan with rollback options
A cutover plan is your step-by-step guide for switching services from the old office to the new one. Include internet activation, firewall configuration, VPN changes, VoIP cutover, printer setup, and conference room testing.
Build in rollback options where possible. For example, if the new circuit fails, can you temporarily route key staff through hotspots or a backup ISP? If number porting is delayed, can calls be forwarded?
Write the plan down and assign owners for each step. Move weekend is not the time to rely on memory.
Plan device moves: desktops, monitors, and peripherals
Decide whether employees take laptops home before the move or leave them for transport. For laptop-heavy companies, a common approach is: employees take laptops and essential accessories home, then bring them to the new office on Day 1. That reduces the risk of lost devices.
For desktops or specialized setups, coordinate with IT for proper packing and labeling. Monitors can be fragile; using monitor boxes or padded crates is worth it.
Also consider spare equipment. Have a small “Day 1 support kit” at the new office: extra cables, adapters, keyboards, mice, and a few loaner laptops. It’s a cheap way to prevent small issues from turning into full-day blockers.
2–3 weeks out: furniture coordination and employee readiness
Confirm delivery windows and installation teams
If new furniture is arriving, confirm delivery dates, staging areas, and whether the vendor handles assembly. Some buildings require deliveries to be scheduled in advance, and missed windows can push you out by days.
Coordinate furniture installation with IT needs. For example, it’s easier to run cables and place docking stations once desks are in place. If desks arrive after IT has already set up, you’ll end up doing work twice.
Make sure someone is available to receive deliveries, sign paperwork, and inspect for damage. Catching issues immediately makes replacements far easier.
Prepare employees for the new commute and new routines
Moving offices changes daily life. Share practical details: parking, public transit options, bike storage, building access, and nearby food. If there are new security procedures, explain them clearly.
If your workplace is hybrid, clarify expectations for the first few weeks. Some companies ask more people to come in temporarily to stabilize the space and address issues quickly. If that’s the plan, say so early.
Also think about accessibility. Confirm that entrances, restrooms, and work areas meet employee needs, and provide a channel for private requests. A move is a chance to improve inclusivity, not create new friction.
Decide what happens to unwanted items
Office moves are the perfect time to declutter. Create a policy for old chairs, broken equipment, outdated marketing materials, and random storage-room mysteries. Decide what gets recycled, donated, or disposed of.
Schedule a purge day where teams can tag items for removal. Provide clear signage: “trash,” “e-waste,” “donate,” “move.” Without categories, everything ends up on the truck.
For electronics, confirm proper e-waste handling. Many regions have specific rules, and you’ll want to protect data by wiping devices before they leave your control.
1–2 weeks out: packing rules, final confirmations, and contingency planning
Run a “move readiness” walkthrough at both locations
At the old office, confirm what’s being moved, what’s being left, and what needs special handling. Identify any items that require disassembly or special tools.
At the new office, confirm that the space is clean, utilities are active, and any construction or punch-list work is done (or at least not blocking move-in). Verify that keys, badges, and access codes are ready.
Make a short punch list and assign owners with deadlines. Small fixes—like missing door signage or a broken outlet—can create outsized frustration on Day 1.
Give employees a simple packing checklist
People appreciate clarity. Provide a checklist with deadlines: when to pack personal items, when to label boxes, when to clear desk surfaces, and where to put packed crates for pickup.
Include a few practical tips: take a photo of your desk setup before unplugging anything, keep essential items with you (medications, personal documents), and label chargers. These small reminders prevent a lot of Monday morning scrambling.
Also set expectations for what the office will look like during the final days. If common areas are being packed first, tell people so they can plan lunches and breaks.
Contingencies: plan for delays without panicking
Even well-planned moves hit surprises: an elevator reservation changes, a delivery is late, a circuit isn’t active, or a key person gets sick. Build buffers where you can and decide in advance what you’ll do if something slips.
Establish an escalation tree: who calls the ISP, who talks to the building, who approves extra labor hours, and who communicates with staff. When everyone knows the chain of command, problems get solved faster.
Consider temporary measures: a small set of folding tables for overflow, a few mobile hotspots, or a plan to keep a subset of staff remote on Day 1 if seating isn’t fully ready.
Move week: execute in a way that protects uptime and morale
IT-first setup: get the backbone running before desks fill up
If possible, have IT access the new office before the main move. The goal is to validate connectivity, configure network gear, and test core services. Even a few hours of early access can prevent a full day of downtime later.
Test Wi‑Fi in multiple areas, confirm printer connectivity, and run a conference room check: display, audio, camera, and meeting software. Don’t assume “it powers on” means “it works.”
Keep documentation handy: IP plans, Wi‑Fi passwords (or QR codes), vendor support numbers, and device inventories. Move week is a blur; written notes keep you sane.
Furniture placement: follow the labeling system, not guesswork
On move day, it’s tempting for everyone to improvise. Resist that. Have printed floor plans available and designate a small number of people who can answer placement questions.
Furniture should land where it belongs the first time. Moving heavy desks twice wastes labor and time, and it increases the chance of damage. If you need to make changes, record them and update the seating plan so IT and HR aren’t working from outdated assumptions.
If you’re using professional help for office relocations, confirm that the crew understands which items are “place and go” vs. “place and assemble.” This is where a detailed scope pays off.
Employee experience: make Day 1 feel supported
Plan a small welcome setup: clear signage, a check-in point, and someone who can answer basic questions like “where’s the printer?” or “how do I connect to Wi‑Fi?” If you can provide coffee and a few snacks, it goes a long way.
Have IT and facilities do a visible walkthrough during the first morning. When employees see support on-site, they’re more patient with minor hiccups and more likely to report issues promptly.
Also communicate what’s normal. If you know some meeting rooms won’t be fully ready until next week, say that up front and provide alternatives. Transparency keeps frustration low.
Week 1 after the move: stabilize, fix, and document what changed
Run daily check-ins and track issues in one place
The first week is about stabilization. Create a single channel for issues—an IT ticket category, a shared form, or a dedicated Slack channel. If issues are scattered across emails and hallway conversations, they won’t get resolved efficiently.
Hold short daily check-ins with the move team for the first few days. Review the top issues, assign owners, and set expectations for resolution times. This keeps momentum and prevents “we’ll get to it later” from turning into months.
Common early issues include: Wi‑Fi dead spots, printer queues, missing cables, conference room audio problems, and seating plan mismatches. None of these are catastrophic, but they’re highly visible and worth addressing quickly.
Update documentation and train employees on new tools
If the move included new systems—like a new badge process, new meeting room booking, or different printing—provide short training. A one-page guide or a 10-minute demo can save your support teams hours.
Update internal documentation: office address details, emergency procedures, vendor contacts, and how to request facilities help. This is also a good time to refresh onboarding materials so new hires don’t inherit outdated instructions.
Don’t forget external touchpoints: Google Business Profile, website contact pages, client-facing materials, and vendor billing addresses. Moves often create a trail of missed mail if you don’t update records quickly.
Close out the old space cleanly
Schedule a final walkthrough of the old office to ensure nothing is left behind. Check storage rooms, kitchen cabinets, and IT closets—these are the usual places where valuable items get forgotten.
Coordinate with the landlord on end-of-lease requirements: patching walls, carpet cleaning, key returns, and any restoration clauses. Document the condition with photos to avoid disputes.
Also confirm mail forwarding and deliveries. If you receive checks, legal documents, or sensitive packages, make sure there’s a reliable plan during the transition period.
Special scenarios that change your timeline (and how to adapt)
Hybrid teams and hoteling setups
If your new office uses hoteling, your move plan needs extra attention on tools and communication. Employees need to know how to book desks, where to store personal items, and what equipment is available at each station.
IT should standardize setups so any employee can sit anywhere and be productive. That usually means consistent docking stations, monitors, and power access. The more variation you allow, the more support calls you’ll get.
Facilities should also plan for cleaning and reset routines. Hoteling works best when the space feels predictable every day.
Moves that include employees’ home setups
Some office moves trigger changes in remote work policies, which can involve moving equipment to employees’ homes or collecting company-owned items. This is where clear asset tracking matters.
While this article is focused on office relocation, it’s worth noting that some moving partners also handle home deliveries and pickups. If your company is distributing equipment, ask vendors about options and insurance.
In Houston-area relocations, teams sometimes coordinate office changes alongside personal moves for key staff. If that’s relevant, you may hear vendors mention services like residential moving Houston as a separate offering—useful context if you’re supporting relocations, but keep business assets and personal moves clearly separated in policy and billing.
Highly regulated industries and chain-of-custody requirements
If you’re in a regulated field, involve compliance early. You may need secure transport for documents, specific storage requirements, or documented disposal processes. These requirements can affect vendor selection and packing procedures.
Consider scheduling the move in stages that keep sensitive operations live. For example, you might move administrative teams first and relocate compliance-heavy departments after secure rooms are verified.
Also plan signage and privacy measures. Even small changes—like where visitors wait—can matter in regulated environments.
Choosing help: what to ask moving vendors for an office relocation
Questions that reveal whether a mover is office-ready
Office moves are different from household moves. Ask vendors how they handle desk systems, cubicles, and modular furniture. Ask whether they provide on-site supervisors and how they coordinate with building management.
Request details on protection: floor coverings, corner guards, elevator padding, and how they prevent damage during high-traffic loads. A vendor with a clear process is usually a safer bet than one that relies on “we’ll figure it out.”
Also ask about scheduling flexibility. Many offices move after hours or on weekends to reduce downtime. Make sure the vendor can support your preferred timeline.
Scope clarity: packing, crates, and IT handling
Be explicit about who packs what. Some companies want movers to pack everything; others prefer employees pack personal items while movers handle common areas and furniture. Both approaches can work, but mixing assumptions is risky.
If you’re using reusable crates, confirm quantities, delivery dates, and pickup dates. Crates can reduce waste and speed up packing, but only if they arrive early enough for employees to use them.
For IT equipment, decide whether movers transport devices as-is, whether IT disconnects/reconnects, and how delicate items are packed. Many organizations keep network gear under IT control and use movers for physical transport only.
Why commercial experience matters
Vendors who specialize in commercial moving tend to understand the choreography of an office relocation: labeling systems, floor plan execution, elevator bookings, and minimizing downtime. That experience can be the difference between a move that feels managed and one that feels improvised.
Commercial moves also often require better documentation—COIs, written scope, and clear responsibilities. If your mover is comfortable with that paperwork, it’s a good sign they’ve done this before.
Even with a great vendor, your internal planning still matters. The best outcomes happen when the move team provides a clear plan and the vendor executes it with discipline.
A practical office move timeline you can copy into your project plan
12–16 weeks: foundations
Assign a move lead and cross-functional team. Confirm move dates, building rules, and access requirements. Select vendors and define scope, including packing, furniture, and IT boundaries.
Start a master project tracker with owners and due dates. Set a weekly meeting cadence and a communication channel for decisions.
Begin early planning for internet, telecom, and security systems—these items often have the longest lead times.
8–12 weeks: design and dependencies
Finalize floor plan drafts and seating strategy. Decide what furniture is reused vs. replaced and place orders early. Identify conference room standards and order AV equipment.
Complete IT inventory and decide what moves vs. upgrades. Order circuits and confirm install dates. Draft the IT cutover plan.
Launch employee communications with key dates and what to expect. Recruit move champions for each team.
4–8 weeks: logistics and readiness
Create a labeling system, print floor plans, and plan move sequencing. Confirm delivery and installation schedules for furniture and IT.
Do site readiness checks at the new office: power, cabling, Wi‑Fi, security, and storage. Build punch lists and track fixes.
Publish packing instructions and timelines. Set up an issue-reporting process for move week and the first week after.
0–4 weeks: execution and stabilization
Run final walkthroughs, confirm elevator bookings, and verify vendor COIs. Stage crates/boxes and ensure employees label items correctly.
Execute the move with IT backbone first, then furniture placement, then employee onboarding to the space. Keep support visible on Day 1.
Stabilize during week one with daily check-ins, centralized issue tracking, and updated documentation. Close out the old space and finalize vendor payments after verifying scope completion.