Project Kick-off Meeting

Take a deep breath and get your calendar out. It's time to get your project sta
rted and that can mean only one thing. Your first major, and perhaps most impor
tant, project event is at hand --- the project kick-off.
What is a project kick-off?
The project kick-off is the equivalent of a grand opening, marking the first day
of business for your project and its executing team. The project kick-off is a
n opportunity to get your project started on the right footing, bringing all key
players together in one moment (or mechanism) to share information and a common
purpose. The kick-off sets the first impression, and you have to get it right.
Does it have to be a meeting?
Project kick-offs are typically and most effectively delivered in a face-to-face
meeting format, incorporating telephone, video and internet conferencing as nee
ded. But, depending on time, logistics, costs and project needs, kick-offs can
take (or incorporate) other forms. Meetings are the standard mechanism, offerin
g the obvious communication and interaction advantages. Meetings have an "offic
ial" aura, bringing everyone together at the same time, to hear the same informa
tion and share a common purpose. But meetings also add operational overhead --
they have to be scheduled, organized and sufficiently attended.

Kick-off goals and objectives can be met with other methods if and when meetings
are impossible or inappropriate. Written briefings (project brochures) can con
vey essential kick-off information, but they are impersonal and can never provid
e the level of interaction a new project requires. Technology provides a few al
ternatives to add an interactive dimension, including project web sites with pho
tos, video, and online collaboration. But this presumes that you have the techn
ical skills and available systems, and can meet all essential kick-off goals. C
onsidering the alternatives, the 'meeting' format is still the best and most pop
ular option.
At the end of the day, the size and complexity of any kick-off event will be det
ermined by the size and complexity of the project at hand, limited by time, reso
urces and cost considerations. But, format aside, you should always use any kic
k-off event to....
Describe the project.
Inform the stakeholders.
Introduce the team.
Set common expectations.
Motivate, energize and empower.
Collaborate, communicate and cooperate.
Provide a welcoming environment for an open exchange of ideas.
Instill confidence and credibility.
Build momentum and keep it going.

Delivering the Project Kick-Off:

The well planned kick-off can be carried off in three distinct phases of work, c
overing event organization, content planning and event execution.
Phase1: Organization
The kick-off organization phase should address all the issues and arrangements n
eeded to set-up the kick-off event, including timing, logistics and related role
s and responsibilities.

Questions to Considerâ ¦.
-What is your kick-off budget?
-Will you hold a kick-off meeting?
-When will the kick-off occur, and how much time is needed for the event?
-Will you need to hold break-out sessions?*
-Where will the kick-off be held?
-What types of logistical arrangements must be made to account for meeting locat
ion, travel, parking, meals,
communications requirements and presentation equipment?
-Who will be responsible for these kick-off arrangements?
-Who will attend the meeting and how (in person, on the phone, video conference)
?
-Who are the critical attendees (those upon whom scheduling is dependent)?
-Are there any constraints on kick-off location, timing and logistics, and how w
ill those constraints impact kick-off
organization?
*The project kick-off should not overwhelm. Not every participant will need the
same level of detail and information. To meet your intended goals, the main ki
ck-off event should present 'the big picture', providing as much detail as neede
d to meet essential kick-off goals. If you have a large, diverse audience of pr
oject customers, management and team members, you should include all parties in
a consolidated event, and then branch off into break-out sessions (or workgroups
) for more detailed, in the weeds presentations.
Phase 2: Content Planning
The content planning phase should address all the tasks and deliverables needed
to develop effective presentation and kick-off support materials.
Questions to Considerâ ¦.
-What type of information will be provided at the kick-off?
-How will that information be presented (slides, hand-outs, video)?
-How will the presentation materials be prepared?
-How much time will be needed for kick-off content preparation?
-Who will be responsible for these presentation materials?
-What are the costs involved in kick-off materials production?
-What level of participation will be required from attendees?
-How will that participation be achieved?
-Will you need to include team building exercises?

Tips: As you plan your kick-off content, consider your audience. Who will you
be speaking to and what level of detail will these individuals find useful, and
be receptive to? Look for common interests, and where needs diverge, allocate t
hat information to the appropriate break-out session.
From a content perspective, kick-off presentations should begin with a discussio
n of the project background (how did this project come to pass?). All essential
project elements and variables should then be discussed, including project goal
s, objectives, scope, deliverables, budget, risks, assumptions, constraints and
success criteria. Each element should be sufficiently presented so as to demons
trate project value (why is the project important) and the project team should b
e introduced, individually, and as part of the overall project organizational st
ructure. The project process should also be laid out, showing how the project w
ill be executed, including procedures to be followed, the expected timeline, key
milestones, stakeholder roles, and related responsibilities. The event should
conclude with a clear expectation of next steps in order to build and maintain m
omentum. And, post event follow through is essential.
Phase 3: Execution
The kick-off execution phase should address all the tasks needed to execute the
project kick-off.
-Schedule the kick-off (along with any break-out sessions) and make all appropri
ate arrangements to meet
logistical requirements.
-Extend invitations to all attendees.
-Prepare required materials and distribute as needed in advance of the kick-off
event.
-Practice, practice, practice (your presentation).
-Plan for the "next steps" to be taken after the kick-off concludes.
-Conduct the kick-off, ensuring that minutes are taken and all action items are
clearly identified.
-Prepare a post kick-off event summary and distribute to all attendees.
-Conduct a POST EVENT ASSESSMENT.
In summary, the project kick-off is an important and unique event in the project
process. Projects often with a small number of players involved compared to th
e actual resources it may take to make the project happen. Once the project is
proposed and approved, and initial planning concludes, these new resources must
be brought on board. The kick-off serves as a transitional event, bridging the
gap between initial planning activities and project execution activities. Don't
start your projects without one.
Kick Off Minutes of Meeting Sample Format:

Project Name
Kickoff Meeting
Date

Meeting Objective: XXXXXX

Agenda:
Introductions of attendees
Background of project
Review of project-related documents (i.e. business case, project request, contra
ct)
Discussion of project organizational structure
Discussion of project scope, time, and cost goals
Discussion of other important topics
List of action items from meeting
Risk and Opportunities
All agenda items should include both the Project Execution Team and customer pre
sentation if possible.
Project Execution Team attendees: Sales Engineer, Project Manager / Engineers, S
ervice Supervisor & supporting team (as appropriate)

SUGGESTED TIME
ITEM
SESSION LEADER
EXPLANATORY NOTES
1. 15 minutes
Team Introduction/Review Agenda

Identifies all the Project Execution/ Customer personnel and should include esca
lation paths for each (i.e. who do you talk to if somebody is away, who does cus
tomer talk to if he is not satisfied with progress/deliverables?
Agree meeting purpose by way of Agenda Review. Gain everybody's commitment to m
eeting purpose. Use resumes of team players to demonstrate skills and experienc
e (training, previous projects etc.). Identify responsibilities (each Project E
xecution Team person, including any sub-contractor present could stand up and id
entify own responsibilities. Sub-Contractors may attend, make clear that they a
re "Project Execution Team ".
Meeting should be participative, customer will introduce all his players as well
.
Use tools such as Work Breakdown Structure.
2. 30 minutes
Project Overview:
Scope
Key Deliverable's
Key Dates

Use System Block Diagram or similar diagrammatic tools. Also identify equipment
to be furnished by others.
3. 30 minutes
Teaming:
Code of Conduct
Team Meeting Agenda
Conflict Resolution
identify process for resolution and include escalation paths
4. 20 minutes
Standards, Procedures & Tools

Identify applicable standards (especially safety) and how they impact the system
. Identifying our standard procedures and methods for project implementation bu
ilds confidence in the customer.
"Tools" could be Software tools, special tools or tools needed to be supplied by
others.
5. 20 minutes
Training/Site Induction

Do our personnel require Safety training before they are allowed on site ? Do t
hey need orientation on the site (e.g. large industrial site) ?
Are there any Union/Site memberships required (licences, Workcover and other sit
e specific Human Resources factors (insurance, security, allowances) ?
6. 45 minutes
Schedule:
Project Implementation Chart
Deliverable's, Deliverers & Acceptors
Milestones
Customer Supplied Equipment/Resources

May be a simple chart which shows the Project Execution Team process without sp
ecific dates
May be a detailed Construction Programme (Gantt/Pert Chart) which can be used t
o illustrate critical path and milestones dependant on the project.
Milestones may include technical milestones, contract milestones, financial mile
stones, work by others milestones (very important).
We need customer input to the schedule, if his schedule is not well defined then
at least identify the process by which it will be defined so that Project Execu
tion Team can be involved.
7. 20 minutes
Risk & Opportunities:
Concerns/Issues/Barriers

Identify risks and mitigation actions.

Identify mutual opportunities for system expansion and development (i.e. up sell
to end user, Project Execution Team and our customer can both profit).
Barriers - other sub-contractors ? (How will interfaces be agreed ? How will y
ou collaborate for scheduling ?). What else can hinder or progress/success (eg.
weather / legislation / strikes) ?
8. 20 minutes
Measures of Success:
Project Reporting
Customer Satisfaction

Project reporting should be discussed to ensure that expectations are aligned i.

e. written reports ? Frequency ? Content ? Verbal reports during future meetings
?
Success !
We need to re-affirm our commitment to Customer Delight, throughout the project
and at project end. Identify those items of major importance to the customer (a
nd project Execution Team ) that will be traced and measured.
9. 5 minutes
Wrap Up

Review all agreements and actions to ensure responsibility has been nominated wi
th due date.

Action Item
Assigned To
Due Date

Gautam Koppala,
POME author