The official start of any new project is undoubtedly the project kickoff meeting. It is the moment when the stakeholders are all aligned, and the team is excited to begin work. It is also the perfect opportunity to set the tone, clarify the project goals, and create a sense of shared purpose. Unfortunately, a poorly executed meeting has the potential to result in confusion, misalignment, and a bumpy start that may set the project up for failure before you have had a chance to complete the first task. Let’s tale a look at what those project kickoff issues could be – and some solutions.
1. Unclear or undefined project scope
A project kickoff is useless if the stakeholders and team do not have a complete understanding of the scope of the project, its objectives, and deliverables. When there is a lack of clarity on what is in scope and what is out of scope, there is a greater risk of ‘scope creep’ and conflict in the future. There are a number of ways you can avoid this.
Do the homework
The project manager needs to make sure that the project charter, brief, and any appropriate business cases are completely defined and approved in advance of the project initiation. This should not be a meeting to brainstorm the project, but rather one to confirm it.
Present with clarity
The initial meeting should be used to walk the stakeholders and team through the objectives, deliverables, and a high-level timeline of the project.You could use a visual ‘Project-on-a-Page’ or similar tool to make sure the big picture is clear to everyone.
Seek explicit agreement
Discussions regarding the scope should end with a direct question such as “Does everyone agree on the project scope as presented?” Notes should be made on any outstanding concerns and questions. This makes a better shared understanding of the project and offers a baseline for any future change control.
2. The wrong people are (or are not) in the room
An effective project initiation meeting needs the right mix of people: the project team, the key stakeholders, and the project sponsor. An absent sponsor sends a message of low priority to the rest of the team. When the key decision-makers do not attend, important questions can go unanswered. However, when you invite too many people who are not directly involved it can make your meeting chaotic and less productive. To combat this there are several things you should consider.
Create a stakeholder map
Before the meeting begins, conduct an analysis of stakeholders. This will help identify who are the key players. Work with the sponsor to ensure those with authority and influence are a priority to attend.
Provide role-specific invitations
Meeting invitations should make it clear who needs to attend, and why. Anyone who cannot attend should be offered a separate, more to-the-point briefing to make sure they are aligned.
3. Roles and responsibilities are ambiguous
One of the leading causes of project delays and friction in a team is confusion over who has what responsibilities. When team members are unsure of their specific role, it can result in duplicated effort or, worse, important tasks being missed. It is essential that you have measures in place to avoid this.
Use a RACI matrix
The RACI (Responsible, Accountable, Consulted, Informed) matrix is a powerful yet simple tool. It is a good idea to introduce this matrix during a kickoff meeting and walk through key roles and responsibilities. Make sure that each team member understands their own ‘R’ and ‘A’ tasks.
Team introductions
It is important to go beyond simple introductions. Each person should briefly describe their role within the project and what they can contribute. This will reinforce accountability whilst helping build a sense of a team who work well together,
4. Poor communication plan and governance
When there is no clear plan for communication then it is easy for stakeholders to become misaligned. Issues may not be escalated effectively, and this may mean the project manager could spend too much time managing upwards instead of leading the team.
Define the ‘cadence’
The kickoff meeting should be used to establish a communication ‘cadence’. This needs to include the frequency and format of any regular meetings that you will hold (e.g., a daily scrum, a weekly status meeting, and even a monthly steering group).
Clarify reporting requirements
The reporting structure of the project should be agreed on and should include who should receive a status report and how often this will happen. This can help manage stakeholder expectations whilst ensuring that the correct information reaches the right people at the appropriate time.
Set expectations for issue resolution
A clear process should be established detailing how issues and risks must be raised and resolved. This helps the team to escalate problems in a way that is structured, instead of leaving the project manager to deal with them.
5. Lack of a collaborative and motivating atmosphere
The initial project meeting should not be just one person talking but rather an opportunity to build excitement, foster collaboration, and give the team the chance to become invested in the success of the project. If the meeting is dull, overly formal, or does not inspire, then the team may be left feeling unmotivated and disconnected from the purpose of the project. Here are a few tips to help improve your meeting.
Celebrate the start
Acknowledge all the hard work that has already gone into the project and celebrate the fact that it is now underway officially.
Tell a compelling story
Discuss the project in a way that connects it to a larger purpose. Explain the ‘why’ behind the project and also talk about how it will benefit the organisation, its customers, or both.
Encourage questions and participation
Arrange a Q&A session and encourage discussion that is open and honest. This indicates that you value the team’s input and helps create an environment in which people feel it is safe to raise concerns.
The first and most critical step in a project’s lifecycle is the team kickoff. Through meticulous planning and execution, a project manager can solve many of the issues that commonly plague projects in a pre-emptive manner, thus setting the team on a confident, clear, and collaborative path towards success.
