原文：

A well-planned kickoff meeting sets the tone for a successful project
Takeaway: Your team’s first impression of a project can set the tone for success or failure. These planning guidelines will help you make your project kickoff meeting count.

Your first project meeting is an opportunity to share your plan for leading the project to a successful completion. You should take advantage of this one-time chance to energize the group, set proper expectations, and establish guidelines that will help you complete the project on time and within budget. If you fail to prepare for this meeting, you’ll put the project at risk right from the start.

When you leave the kickoff meeting, everyone on the project team must be on the same page. Your preparation beforehand will determine whether your kickoff meeting will offer the greatest benefit to team members.

Meeting preparation
Step 1: Develop the project goals and deliverables
Defining these elements will drive the decisions you must make for staffing the project and developing the project plan. Write them down and validate your definitions with the project owners (whoever justified and initiated the project).
Step 2: Identify the project team members and their responsibilities
Resource needs vary based upon the size, complexity, and nature of the project. Include resources from four key groups, as needed, to fully support your project.

• Operations
• Corporate support
• Management
• Technical

Develop a project team contact list that includes the name, responsibility, department, physical location, phone number, fax number, and e-mail address for each member. You’ll want to distribute this to the team.

Step 3: Develop a project assumptions list
It’s important for project team members to be aware of major assumptions that apply to the project. For example, spell out the assumption that each team member has been selected and made available to the project by their manager to ensure its success. That assumption means that their assigned tasks must take priority, and each participant must be committed to the success of the project if they are to participate.

Step 4: Develop the preliminary project plan
You can save a lot of time by going ahead and developing the tasks, responsibilities, and timeframes of the project plan. Going through this exercise will help you validate whether you have the right resources, identify risks, and determine the appropriate timelines for tasks and milestones.

Use whatever resources you need to help you create the initial project plan. The point here is that when you go into the kickoff meeting, you will already have a plan drafted. Doing so will save time and get the project off to a faster start. (To develop a project plan, download this project-planning template.)

Realize that the plan is not carved in stone at this point. Actually, it should never be. Up until the kickoff meeting, it is a knowledgeable draft. Once you have the team assembled and assign clear responsibilities, you should ask team members to validate their task responsibilities and timeframes for reasonability, completeness, and accuracy. The plan will become more established at the first project status meeting.

Step 5: Define key success factors
Every project team member needs to know what it takes to have a successful project. Take the time to define in specific terms each item that will be required for success. Validate your list with the project owner(s).

Step 6: Schedule the project kickoff meeting
It is important for all project team members to participate in the kickoff meeting. Send a communication to each participant with a preferred time and date and include options in case they are unavailable. Even if someone is “out of pocket,” he or she can participate by phone.

Your goal here is to assemble the entire team so they all hear the same message at the start of the project. Instruct all participants to look for meeting materials on a specified date and to prepare for the meeting by reviewing them.

As soon as you have a firm time and date, schedule a conference room and phone services to support conference calls, as needed. Plan for a 90-minute meeting.

________________________________________
Personal note
In a recent project, I had 12 team members from four company departments located in seven physical office locations in five cities. It’s not always feasible to get all team members in the same conference room, as in this case. By preparing a solid agenda, providing supporting documentation ahead of time, and organizing the flow of the meeting, you can conduct an excellent kickoff meeting that gets all participants focused on the same objectives, even when many do not know one another.
Step 7: Send the kickoff meeting materials to all participants
On your designated date, send a package of meeting materials to each participant, including:

1. Meeting time and date with call-in phone number
2. Meeting agenda
3. Project participants’ contact information
4. Project plan draft

Ask each person to review the project plan carefully. Indicate that additional information will be discussed at the kickoff meeting and everyone should be familiar with his or her part of the plan. Explain that there will be a Q&A session at the meeting to answer any questions.

Step 8: Identify key issues and project dependencies
Review the project plan prior to the kickoff meeting and make notes on points that you want to make at the meeting. Pertinent items include potential bottlenecks, impact issues, risk areas, etc.

________________________________________
What’s next?
After all of your preparation, knowing how to conduct your kickoff meeting is the next step. In part two of this series, we’ll detail the best way to lead a project kickoff meeting.
Mike Sisco is CEO of MDE Enterprises, an IT management consulting and training company in Atlanta. For more insight into Mike’s management perspective, take a look at MDE’s IT Manager Development Series.





























譯文：

一個(gè)計(jì)劃周密的項(xiàng)目啟動(dòng)會(huì)議為項(xiàng)目的成功打下良好的基礎(chǔ)
2007-8-17 14:04:49 作者：Michael Sisco 翻譯：張馳

摘要：你的團(tuán)隊(duì)對(duì)項(xiàng)目的第一印象能夠樹立項(xiàng)目成功或失敗的基調(diào)。以下這些規(guī)劃項(xiàng)目的指導(dǎo)將幫助你，并使你的項(xiàng)目啟動(dòng)會(huì)議更有價(jià)值。

你召開的第一次項(xiàng)目會(huì)議，是一個(gè)為使項(xiàng)目成功地完成，并與你的團(tuán)隊(duì)分享你的項(xiàng)目計(jì)劃的機(jī)會(huì)。你應(yīng)當(dāng)利用這一次性的機(jī)會(huì)，去激勵(lì)團(tuán)隊(duì)，設(shè)定合適的期望，建立能幫助你準(zhǔn)時(shí)、并在預(yù)算內(nèi)完成項(xiàng)目的指導(dǎo)原則。如果你不能成功地準(zhǔn)備這次會(huì)議，你將完全使你的項(xiàng)目從開始就處于風(fēng)險(xiǎn)中。

當(dāng)你結(jié)束項(xiàng)目啟動(dòng)會(huì)議，項(xiàng)目團(tuán)隊(duì)中的每個(gè)人必須在相同的位置。你預(yù)先的準(zhǔn)備，將決定啟動(dòng)會(huì)議是否會(huì)給團(tuán)隊(duì)成員提供最大的利益。

會(huì)議的準(zhǔn)備
步驟1：制定項(xiàng)目目標(biāo)與項(xiàng)目交付物（輸出）
定義這些要素，你將做出為項(xiàng)目配備人員和制定項(xiàng)目計(jì)劃的決定。寫下你的決定，并與項(xiàng)目所有者（任何能證明項(xiàng)目是正確的、及發(fā)起項(xiàng)目的人）確認(rèn)你的定義。
步驟2：確定項(xiàng)目成員與職責(zé)
資源需求的變化基于項(xiàng)目的大小、復(fù)雜程度，及類型。它包括來自四個(gè)關(guān)鍵組的資源，必要時(shí)，他/她們要求全力支持你的項(xiàng)目。

• 營(yíng)運(yùn)部門
• 公司的支持
• 管理層
• 技術(shù)的支持
制作項(xiàng)目團(tuán)隊(duì)的聯(lián)絡(luò)清單，包括每個(gè)人的姓名，職責(zé)，部門，所在位置，電話/傳真號(hào)碼，和電郵地址；并將該清單分發(fā)給你的團(tuán)隊(duì)。

步驟3：制定項(xiàng)目假設(shè)清單
制定項(xiàng)目假設(shè)清單，對(duì)項(xiàng)目團(tuán)隊(duì)成員了解適用于項(xiàng)目的主要假設(shè)是重要的。例如，清楚地說明已選定的項(xiàng)目團(tuán)隊(duì)成員，并通過他/她們的經(jīng)理確保被選定的成員是可到項(xiàng)目中進(jìn)行工作的。如果他們參與項(xiàng)目將確保項(xiàng)目成功，假設(shè)表示他們分配的任務(wù)必須注明任務(wù)的優(yōu)先級(jí)，及每個(gè)參與者必須承諾。

步驟4：制定初步項(xiàng)目計(jì)劃
通過預(yù)先制定項(xiàng)目計(jì)劃的任務(wù)、職責(zé)、和時(shí)間范圍，你可以節(jié)省大量的時(shí)間。經(jīng)過這個(gè)練習(xí)將幫助你確認(rèn)你是否有合適的資源，識(shí)別風(fēng)險(xiǎn)，并對(duì)任務(wù)和里程碑確定適當(dāng)?shù)臅r(shí)間。

無論使用什么資源，你需要幫助你自己制定初步的項(xiàng)目計(jì)劃。這里的關(guān)鍵點(diǎn)，是當(dāng)你召開啟動(dòng)會(huì)議時(shí)，你已經(jīng)有了計(jì)劃草案。按照草案做將節(jié)省時(shí)間，并使項(xiàng)目有一個(gè)快速的開始。

實(shí)現(xiàn)計(jì)劃不是在石頭上將計(jì)劃雕刻上去，僅僅停留在紙上。實(shí)際上，也不應(yīng)該如此。直到啟動(dòng)會(huì)議前，項(xiàng)目計(jì)劃還是草案。一旦你組建團(tuán)隊(duì)并分配清晰的職責(zé)，你應(yīng)當(dāng)要求團(tuán)隊(duì)成員合理地、完全地、準(zhǔn)確地確認(rèn)他們?nèi)蝿?wù)和時(shí)間范圍。計(jì)劃在項(xiàng)目首次狀態(tài)會(huì)議將變得更加確定。


步驟5：定義關(guān)鍵成功因素
每個(gè)項(xiàng)目團(tuán)隊(duì)成員必須知道項(xiàng)目成功能帶來什么?；c(diǎn)時(shí)間，對(duì)每個(gè)要求成功的細(xì)項(xiàng)定義明確的條件。并與項(xiàng)目所有人驗(yàn)證你的清單。

步驟6：確定項(xiàng)目啟動(dòng)會(huì)議的時(shí)間
重要的是，所有項(xiàng)目團(tuán)隊(duì)成員參加啟動(dòng)會(huì)議。對(duì)每個(gè)參與者發(fā)出一個(gè)有首選日期與時(shí)間的溝通計(jì)劃，及萬一團(tuán)隊(duì)成員不能參加的備選方案。

在這里，你的目標(biāo)是匯集了整個(gè)團(tuán)隊(duì)的想法，因此你的團(tuán)隊(duì)成員在項(xiàng)目開始時(shí)，能聽到相同的信息。指示所有的參與者在指定的日子尋找會(huì)議的材料，并為之準(zhǔn)備評(píng)審會(huì)議。

如有必要，你一確定固定的日期和時(shí)間，就安排會(huì)議室和支持電話會(huì)議的電話服務(wù)。計(jì)劃一個(gè)90分鐘的會(huì)議。
________________________________________
個(gè)人注解：
在最近的項(xiàng)目里，我有來自四個(gè)部門、五個(gè)城市、七個(gè)不同辦公地點(diǎn)的12個(gè)團(tuán)隊(duì)成員。在這個(gè)案例里，在同一會(huì)議室召集所有的團(tuán)隊(duì)成員開會(huì)不總是可行的。通過預(yù)先準(zhǔn)備一致的會(huì)議議程，提供支持性的文件，和制定會(huì)議的流程，你能主導(dǎo)一個(gè)使所有參與者關(guān)注同一個(gè)目標(biāo)的啟動(dòng)會(huì)議，即使當(dāng)許多人都不互相了解、認(rèn)識(shí)。
步驟7:發(fā)送啟動(dòng)會(huì)議材料給所有參與者
在你指定的日期，發(fā)送會(huì)議材料的文件包給每一個(gè)參與者，包括：

5. 會(huì)議日期和時(shí)間，與電話號(hào)碼
6. 會(huì)議議程
7. 項(xiàng)目參與者的聯(lián)系信息
8. 項(xiàng)目計(jì)劃草稿

要求每個(gè)人仔細(xì)評(píng)估項(xiàng)目計(jì)劃。指示團(tuán)隊(duì)成員將有額外的信息將在啟動(dòng)會(huì)議上討論，并且每個(gè)人應(yīng)當(dāng)熟悉他或她的部分。解釋在會(huì)議中將有Q&A部分去回答任何問題。

步驟8：識(shí)別關(guān)鍵問題和項(xiàng)目依賴
在啟動(dòng)會(huì)議前，評(píng)估項(xiàng)目計(jì)劃，并對(duì)你想要在會(huì)議上解釋的要點(diǎn)制定注釋。有關(guān)的細(xì)項(xiàng)包括潛在的瓶頸，沖突問題，風(fēng)險(xiǎn)區(qū)域等。

________________________________________
下一個(gè)是什么？
在你準(zhǔn)備完成后，下一部是知道如何進(jìn)行你的啟動(dòng)會(huì)議。在這個(gè)系列的第二部分，我們將詳述領(lǐng)導(dǎo)項(xiàng)目啟動(dòng)會(huì)議的最好的方法。
備注：Mike Sisco 是亞特蘭大MDE公司的首席執(zhí)行官，MDE是一家從事IT管理咨詢與培訓(xùn)的的公司。如要更多地了解Mike的管理觀點(diǎn)，請(qǐng)參見MDE公司的IT經(jīng)理發(fā)展系列。

翻譯：張馳

【?發(fā)表評(píng)論?0條?】