Effective Project Start: Documented Plan or Kickoff Meeting?
Big Question. I ran a poll on LinkedIn last week asking this very question. The results do not surprise me. You can see the full results of the poll here. A Kick Off Meeting has always been the natural choice. I still mainly do this. Yet, lately I have been creating more of a deliberate mix of the two.
Peer Feedback
I love the network I have built on LinkedIn, and truly value the opinions of my peers. Their input often helps me improve my working practice. It also leads me to re-evaluate how I can help my clients further. The team you develop differs on your environment, this is one version of what it can look like.
Huge thanks to Peter Whysall Yvonne Ackroyd Natasha Barnes Jim Cheetham Potts Roshinee Naidoo (MBA CPP CAP. APMP ISM PM) Sophia Delatour Pendra Greenwood and Joanne Smith for their contributions on the post. Always appreciated.
I have always organized a Kick Off Meeting in the past. During the meeting, I forwarded proposal documents and highlighted certain elements to key stakeholders. This is where I explain the basics. Then, I follow up with individuals for their specific part of the submission. I don't think that one is necessary better than the other, but there are certainly pros and cons to both:
The Kick Off Meeting - Pros & Cons
The Kick Off Meeting has always been the preferred first step for any project start. It allows for immediate feedback. Those early questions can be answered so clear understanding of the goals set are clarified. This also helps to align team goals. It fosters a greater understanding of the project. The meeting builds cross-team relationships. Teams can consider problem-solving in a collaborative environment. In-person events (physical or virtual) create more energy and motivation, which creates a positive momentum from the start.
There can nevertheless be a lack of formal documentation, which can lead to important details or dates being forgotten about. Information is often shared verbally but this might not be interpreted by everyone in the same way. For more complex projects, it might not be enough to cover off all the necessary details. Equally there may be a time pressure to rush discussions, which could leave more questions than answers.
The Documented Plan - Pros & Cons
The Documented Plan offers a clear document detailing timelines, responsibilities and deliverables. It also acts as a permanent point of reference, which team members can refer back to throughout the project. It allows for specific tasks to be assigned to the respective team members. This assignment ensures thorough planning and preparation can occur from the start. This way the whole team knows who is responsible for which role, hopefully reducing any areas of miscommunication later on.
Public accountability makes one group of people less likely to let the team down. They are more committed when they know their actions are visible. The consistency in communication is vital to the overall success of the project.
That said drafting such a detailed plan is incredibly time consuming. This will usually take a significant amount of time to put together, before the project actually begins. Sometimes the plan can be too rigid. Allowing for a good deal of flexibility is vital for success. Things change and evolve throughout the project. Regular person-person updates are still required, written documents can still be unclear without the space to clarify certain aspects.
A New Approach
I now tend to start a new bid or project with a documented plan. I lay it out as simply as possible. A meeting follows. The advantage being that it lays all the essential out for ease of use. I include a link to all the documents relating to the opportunity. I highlight areas of interest. Additionally, I summarise the project into a 'one-pager' for ease of reading. I insert this summary into the email text body instead of adding another attachment. It tends to look a little like this:
I finish with action points. I ask pertinent questions that show what I want the team to consider. I also prepare questions to be asked before we meet. This approach makes the meeting more successful. I allow, where possible, for at least a couple of days between the information being sent and the meeting happening. There are far too many meetings which can be an email. I always want to make sure that I am using time in the best way possible. Time is the most valuable commodity we all have.
I am also very mindful of other factors. These include the different learning styles individuals have. This consideration includes being neuro-divergent. Individual personality traits and working styles. As well as the approach to new information and how ideas are formed.
Learning Styles
We all have our own learning style and not everyone suits the same instruction/environment. This can be described as many things. Most often it refers to accessibility in 2024. At the most basic level it is simply being mindful and taking into consideration the needs of others. Some people prefer written information (me!) over a meeting or video call. We're all different, that is the beauty of being individuals.
Introverts vs Extroverts
Some people are nervous to speak up in meetings. Especially in front of senior team members, often fear of looking silly or asking daft questions. Plus people aren't always honest and say what they really think. It is well known that introverts don't speak up. Extroverts, on the other hand, like to dominate the conversation. They think it gives them more kudos.
Meetings like this will always be time sensitive. So sticking to the essential criteria is necessary. Having the plan in a shared format available to everyone is helpful. Discussing minor details in a group chat format can make the meeting more informative and productive. Making it a fairer environment for all.
Thinking Time
People need time to think of questions and process information to develop their ideas. I have always been the person to send suggestions after a meeting, after those thoughts have percolated in my brain. I am big on Thinking Time - previously writing a detailed article on this before. It is important to remember we are not machines. It takes time to consider and act upon the information we are provided with.
Not the Experts
As the bid or project lead, you are experienced in managing this level of information. Your SME's are not. You need to guide the stakeholders within your team through all aspects of such a Project Management Plan. This means being clear with instructions and expectations. This clarity enables you to get the best results possible, first time, every time.
The Choice is Yours
The choice you take to combine both options or use separately will be yours alone. Personally I think it comes down to a lot of individual factors such as:
On those more complex projects, starting with the documented plan will be preferred. It ensures clarity and consistency across all stakeholders. On smaller projects, a Kick Off Meeting is more useful. There are fewer factors to consider. Thus, decisions and a plan of action can be made more easily. For most projects, I will use a documented plan. I will then follow up with a meeting. I can see the value created from both options.
For more Project Management Tips check out my website - https://www.emma-orr.co.uk