Project Kick-Off Meetings: Executives

Project kick-off meetings are filled with excitement and enthusiasm – everyone is eager to get the new initiative underway and the anticipation of reaping the project’s rewards energizes your team as well as your stakeholders.

But kick-off meetings with the executive group can sometimes lead to unexpected challenges. They may ask for changes to your project plan. They might question the initiative’s budget or request additional justification for various line items. These last-minute complications could put your project’s start date or execution strategy in jeopardy.

kick-off meetings

If you’re concerned about pushback during your next launch, consider partnering with an experienced project management consulting firm to help you gather the right data and ensure your project plan is credible and realistic. With those assets in hand, you’ll be positioned to make your kick-off meeting with the senior staff productive, and everyone will be ready to move straight into a successful project execution.

Set clear parameters for the discussion. One issue that sometimes crops up is the desire to rehash elements of the project – its objectives, expected timelines, cost, end user concerns, etc. – that should already have been worked out and approved. The kick-off meeting isn’t the right venue to revisit any of those issues, but because the executives wield significant influence, they are the most likely group to try making additional tweaks to the project’s scope or deliverables at this late stage.

Project managers need to be ready for this potential problem and head it off early. You can accomplish that by sending out an agenda for the kick-off meeting as part of the calendar invite. Most PMs opt to include a short Q&A session to give stakeholders time for any remaining questions, but make it clear in your communications that the major issues have already been decided and they won’t be part of the kick-off meeting discussion.

Establish expectations. The kick-off meeting is a perfect opportunity to let your executives know what they can expect from your project team going forward. Outline your planned communication strategy, such as the anticipated frequency of status updates and the point of contact within your project team for any questions that may come up later. You should also set aside time during the kick-off meeting to remind (or educate) the leadership group on the tools available to them – on-demand data via a mobile app dashboard, for example – to check on the project’s progress once activities begin.

Identify action areas for the project team. Based on any requests received during the kick-off meeting, your group may have follow-up items to complete. Flag these and, either during the last few minutes of the event or shortly after, create a master list of your team’s action items and distribute it to all participants. This eliminates potential ambiguity about any outstanding requests and clearly identifies who will be acting on them.

Identify action areas for the senior leadership team. Your senior staff may also have follow-up items to tackle. The kick-off meeting is often their cue to alert the internal procurement team to expedite a time-sensitive project’s purchase orders or to let HR know they can begin any project-related recruiting activities. You don’t want these action items falling through the cracks, so document them and plan a day to confirm completion.

Set a timeframe for the next step. Close your kick-off meeting with a reminder about what happens next. That may be coordinating the first work disruption with affected end users or placing orders for materials – whatever the next step is in your project’s lifecycle, the kick-off meeting offers a good segue into the rest of your team’s execution strategy.


PMAlliance, Inc offers project management consultingproject management training and projecportfolio management services.

Project Experience

Portfolio Management
Successful portfolio management calls for exceptional data management skills and diligent oversight across multiple efforts.
Demanding, time sensitive, and finely tuned, manufacturing projects require close attention and experienced oversight.
IT Projects
Organizations must be able to successfully execute challenging and highly visible technology projects to maximize revenue.
Power Plants
Power Plants must be able to keep these vital infrastructure assets current, efficient, and economically positive.
High-profile hurdles and expensive risks of failure make these projects critical to manage properly from the very beginning.
Presents complexities at nearly every stage, from allocating resources to controlling schedule variances, or clearing regulatory & safety hurdles.
Ensuring team members are able to move outside the silos of their department or discipline is the key to achieving success.
Product Dev
Design and other early-stage activities must be carefully orchestrated while maintaining visibility on future impacts and resource needs.
Mergers & Acquisitions
Among the riskiest and most strategically important initiatives a company can undertake, and their outcomes can make or break the business.
Finance & Insurance
Technology implementations call for the right level of planning detail and diligent oversight.
An ERP implementation can be among the most disruptive and strategically important initiative an organization can undertake.