project kick off meeting guide項(xiàng)目啟動(dòng)指南

ProjectManagementProjectKickofMeetingAGuidetoRunninganEffectiveKick-OffMeetingIntroductionTheprimarypurposeofthismeetingistofacilitatetheformalassignmentoftheProjectManager,andagreeroles/responsibilitiesfortheProject…Everyprojectrequiresaformalkick-offtobringtogethertheProjectManager,ProjectSponsorandSteeringCommittee.DeterminingthemostappropriatetimeforthismeetingisachallengebecausetheProjectManagermustbalancetheavailabilityofsufficientinformationwithwaitingtoolongwhilecriticalinformationisassembled.Asaguide,thefollowingshouldbecompleted,beforeschedulingthekick-off:1.ProjectBriefiscomplete,andapprovedbytheProjectSponsor2.Initialresourceshavebeenacquired(fortheConcept&Initiationphase)3.ProjectGovernancerolesandresponsibilitieshavebeendefinedTheMethodologyExpertCentresuggeststhatthismeetingtakeplaceattheendofthePre-Projectphase.ThemeetingitselfmaybecombinedwiththeGovernanceStageGate.Note:TheProjectManagermaychoosetofacilitateasecondkick-offmeetingattheendoftheConcept&Initiation–oncethefullteamhasbeendefinedandassigned,andmoreinformationisavailableMeetingAgenda1.ReviewProjectBrief(Background,Objectives,BusinessCaseetc.)2.ReviewLessonsLearntfromsimilarProjects3.DefineandagreeRoles&Responsibilities4.DefineandagreewhatSuccesslookslike5.DefineandagreeinitialMeasuresandControlsThemeetingagendashouldcontainthefollowingtopics…ReviewProjectBrief(Background,Objectives,BusinessCaseetc.)…Inordertoensurethatallpartiesarealigned,itissuggestedthattheKick-Offmeetingcommenceswithageneraloverview,oftheProjectbackground,objectives,businesscase,andcurrentconstraintsIdeallytheProjectBrief(akaMandateorCharter)willbecompletedpriortothismeeting.TheteammaychoosetosimplyreviewtheexistingProjectBrief;perhapssuggestingalterationsasappropriate.IfonedoesnotalreadyexisttheteammaychoosetodefineaVisionStatement.Itsisvitalthatallpartiesareawareandarealignedwith…TheVisionStatement:AcrispsummaryofthedesiredfuturestateThecontextoftheProjectandthesuggestedneedforitTheProjectobjectivesandkeydeliverablesThebusinessjustificationfortheProjectTheconstraints(andcurrentrisks/issues)withinwhichtheProjectmustoperateTheknowncustomers,stakeholders,andotherinterestedparties1.ReviewProjectBriefReviewLessonsLearntfromsimilarProjects…2.ReviewLessonsLearntThisstepiscommonlymissedinmanyProjects–butissoimportant.ReviewingLessonsLearntwill…EnableyoutomakebetterProjectplanningdecisionsEnableyoutohaveabetterunderstandingofpotentialProjectrisksEnableyoutohaveabetterunderstandingofdifferentmitigationstrategiesSuggestedActions…Identifypast/ongoingProjectswhichhavearelationshiporsimilaritiestothisoneDefinewhowillperformtheactionofreviewinglessonslearntfromtheseProjectsIdentifypersonswhoworkedonthesesimilarProjects–cantheybepartofthisProjectteam?DefineandagreeRoles&Responsibilities…3.Roles&ResponsibilitiesBeforestartingtheProject,itisimportanttoclearlydefineandagreetheRoles&Responsibilitiesoftheteam.Thefollowinginformationisintendedasaguidetogetyoustarted...RoleResponsibilities(notadefinitivelist)RemarksProject

Sponsor(TheWhy)-UltimatelyAccountablefortheProject-AccountablefortheBusinessCase-SecuresResourcesandFundingHasultimateauthorityandaccountabilityforaproject;butmaynotactuallybeimpactedby,oruse,whattheprojectproduces.Mustbeasingleperson.BusinessVisionary(TheHow)-CommunicatesandPromotestheBusinessVision-EnsuresProjectremainsinLinewiththeBusinessVision-OwnsthewiderimplicationsofanyBusinessChangeOwnsthebusinessvisionandimpactonwiderbusinesschanges.Monitorsprogressagainstthevision.Contributestohigh-levelrequirements.Preferablyasingleperson.SteeringCommittee(TheHow)-Provideshigh-levelsupportanddirectiontotheProject-RepresentsallviewsontheProject(high-level)-HandlesissuesescalatedbytheProjectManagerIncludesProjectSponsor,BusinessVisionary,andanyoneelsewhowillguide(orbeimpactedby)thedirectionoftheprojectatahigh-level.NotethattheProjectSponsoristheultimatearbiteronconflictsProjectManager(TheWhat)-Plans,MonitorsandControlsProject,throughtocompletion-ManagesProjectLevelRisksandIssues-ReportsProgresstoSteeringCommitteeThepersonresponsibleforcontrolandcompletionoftheprojectinordertodelivertheBusinessCase?DefineandagreewhatSuccesslookslike…4.ProjectSuccessItisimportanttoclearlydefineandagreewhatmeasuresyouwillbeusingtodefinethesuccessofyourProject.Thefollowinginformationisintendedasaguidetogetyoustarted...ReviewifaProjectdeliveredagainsttheBusinessCaseissomethingwhichusuallyhappensaftertheprojectteamhasbeendisbanded.BenefitsrealisationisthereforetheresponsibilityoftheProjectSponsor,ProgramManagerand/orServiceOwner.However,itshouldbeagreedhow,andwho,willbemeasuringsuccess.DeliverKeyObjectivesandScopeRequirementsDeliverwhatwasneededtofulfilprojectvisionEnsuring‘Technical’QualityAppropriatevalidation,documentation,training,changemanagement,&comms.DeliveredontimeAspertheProjectPlanDeliveredtobudgetAspertheProjectPlanAtrulysuccessfulProjectshould…ProjectDeliverySuccessSubjectiveObjectiveObjectiveSubjectiveDeliveryofBusinessCase…ProjecteSuccessDefineandagreeinitialMeasuresandControls…5.MeasuresandControlsItisimportanttoclearlydefinehowtheProjectwillinitiallybemeasuredandcontrolled.Thisisintermsofbothstatusreports,andescalationprocedures.Notethatthisshould‘evolve’intotheProjectcommunicationplan.Thefollowingisintendedasaguidetogetyoustarted...

StatusReports: Bi-WeeklyProjectStatusUpdatetoProjectSponsorandSteeringCommittee

(Frequencymayvarydependingonlength,sizeandcomplexityoftheProject)

SteeringDecisions: EscalationoccurswheredecisionsarerequiredoftheProjectSteeringCommittee. Regularmeetingswillbesetupforstandardescalation.Howeveranemergency escalationprocedureshouldalsoexistforwhereasteeringdecisionisurgentlyneeded

Examples…Milestonesignoffmeetings(Stage-Gateprocess)MonthlysteeringmeetingsEmergencyescalationprocessConsiderationsforthemeetingitself…AdditionalConsiderationsAttendeesBeforeyouschedulethemeeting,thinkcarefullyaboutwhoyouwanttobethereandwho’sgoingtomakethemeetingasuccess.Keeptheinvitestoaminimumbutmakesuretheimportantpeoplearethere.It’sbettertodelayanddothemeetingproperlyratherthandoingthesamemeetingtwice…thatwastesevenmoreofpeople’stimeandwillveryquicklystarteatingthroughbudgetunnecessarily.MeetingObjectivesBepreparedandmakeagoodfirstimpression.There’snothingworsethanaprojectkick-offmeetingwherenobodygetsanythingfromit.Makesureyou’reabsolutelyclearontheobjectiveofthemeeting.Sometimesthemeetingisreallyjustaglorifiedmeetandgreet,andthismaybefine.Butifyouwanttomakethemeetinguseful,beclearonwhatyouthinkthenext/firststepsshouldbeontheproject.AgendaOnceyou’vedefinedyourobjectivesforthekick-offmeeting,workondevelopinganagendawhichallowsyoutomeetthoseobjectives.Publishtheagendainadv