Kick off – what is it and how to carry it out?

When starting a new project, it is important to establish a strong foundation that will define its success. This role is the kick-off – it brings teams together and shapes the trajectory of the venture, from strategy to implementation.

From this article you will learn:

• What is a kick off?
• What are the goals of a kick off?
• How do you organise a kick off?
• How does a kick off run?
• What are good practices in organising a kick off?
• What can be gained from kick off?
• What does a sample kick off agenda look like?

Kick off – definition

A kick off in a business context (the phrase also works in sport, where it most often means the start of a match) usually refers to the formal start of a project or initiative. It is a meeting or event where the start of a new venture is announced and the main objectives, plans, policies, procedures, expectations or scope of work are discussed.

A kick off is an inaugural meeting to start a project or initiative, with the aim of presenting the objectives, engaging the team and defining the main strategies for action.

Definition of a kick-off

During it, key stakeholders can review key information, ask questions and express their expectations. More broadly, a kick off can also mark the start of various business initiatives, not just projects, such as a new marketing strategy, a new product launch or the launch of a corporate strategy.

Aims of the kick off

The kick off meeting serves to build understanding between team members. During it, all the key parties can meet, often for the first time, to discuss the scope, objectives and expectations for the upcoming project. This allows everyone to be clear about their role and contribution to the overall success of the project. A kick off meeting also serves to mobilise the team – generating enthusiasm and commitment among team members is important in maintaining morale and productivity. It is also an opportunity to inspire the team and highlight the importance of the project and the work of individual members.

The kick off meeting can also identify potential risks and problems that may arise during the project. Early identification of risks allows a risk management strategy to be developed, preventing delays or budget overruns later on. The kick off also provides a basis for communication and collaboration during which communication channels are established and project management procedures and structure are developed. This ensures that all parties know what to do and know their responsibilities.

Organising a kick off

When organising a kick off, details cannot be neglected, as every element, from technology to discussion materials, can have a significant impact on the outcome of the meeting. The process starts with setting the purpose and scope of the meeting. This requires a full understanding of the anticipated achievements of the project or initiative and its milestones. The next step is to identify the stakeholders whose presence will be required – this includes internal team members as well as external partners or clients.

Once the participants have been identified, you can move on to the logistics of the meeting. It is not only a matter of choosing a date that fits everyone’s schedules, but also deciding on the format of the meeting. Choosing the right technology and equipment is also key, especially if presentations are on the agenda or participants will join remotely.

The next step is to develop a detailed agenda – this will ensure that all topics are covered. It should include the objectives of the meeting, the main discussion points, time for questions and breaks. It is also a good idea to plan extra time for unforeseen discussions or questions that may arise during the meeting.

Along with the agenda, you should prepare materials to be discussed at the meeting – these can be project documents, presentations, market research, product prototypes or other resources that will help participants understand the context and details of the project. Materials should go to participants in advance so that they can familiarise themselves with them.

Running the kick off

Once all participants have gathered, either virtually or in person, the project can be officially kicked off. First, the team and stakeholders should be introduced – this is not just an exchange of names; it is also a chance for everyone to understand each person’s responsibilities, competences and experience. Then move on to a presentation of the aims and scope of the project. The project leader, using pre-prepared materials, should explain not only what the project aims to achieve, but also the background, the market context and the business opportunities or problems the project aims to solve.

The discussion part of the meeting is an informal but important space where the team can ask questions, share concerns and identify potential problems. The project leader should encourage open communication to ensure that any obstacles are identified at an early stage. The end of the meeting is usually spent discussing next steps, reviewing upcoming tasks and identifying key performance indicators and milestones.

Once the meeting is over, the work doesn’t stop – the designated people create a formal record of the meeting, which provides not only a historical document but also a reference point for future discussions or decisions. The prepared record is then sent to participants and stakeholders, ensuring that they understand what is expected of them and maintaining enthusiasm.

After the meeting, monitoring and support must not be forgotten. The project leader needs to be proactive in checking progress, solving problems and ensuring the team has the resources it needs. Keeping communication channels open and encouraging continuous collaboration and discussion helps to keep the project on track and in line with the agreed objectives.

Good practice in organising a kick off

Organising a successful kick off meeting is crucial to a successful project launch. Here are good practices to consider in this process:

• Notify all participants in advance, providing them with all the necessary information about the meeting, such as the date, time, place, agenda and objectives of the meeting.
• Make sure all key people are present, both from the internal team and external stakeholders. Their involvement from the outset is crucial for later success.
• The agenda should be clear and precise. It should also include key points to be discussed and include time for interaction and discussion.
• Build an open atmosphere and encourage the sharing of thoughts and ideas. Allowing participants to actively participate increases engagement with the project.
• Slides, infographics, videos or other visuals can help convey complex information and facilitate understanding.
• Use a kick-off meeting for team building, especially if the team is meeting for the first time or if team members are working remotely.
• All participants should know the priorities, expectations and goals of the project after the meeting.
• Be realistic when discussing timelines and goals. Set goals that are feasible and take into account available resources and time constraints.
• Create an accurate record of findings, discussions and planned activities, which will then be distributed to participants and other stakeholders.
• At the end of the meeting, make sure everyone knows what they need to do, what the next steps are and what the expectations are for each team member. This will ensure continuity and consistency of action as the project progresses.

Benefits of a kick off

The kick off meeting is more than a formality; it is a key moment for the entire project. By clearly defining the project’s objectives, scope, expected outcomes and strategy, each team and stakeholder understands their roles and contributions. This eliminates the possibility of serious misunderstandings that may arise later and clarifies the direction of the project.

The meeting can also catalyse team engagement. When people get to know each other, hear about their responsibilities and discuss the project, they feel that they are part of something important. This increases motivation to work and contributes to a culture of accountability and commitment to goals.

The kick also allows potential risks and challenges to be identified at an early stage. Open discussion not only allows team members to express concerns and doubts, but also gives them a chance to address them before they become major obstacles. It also helps to set realistic expectations – projects can be ambitious, but by discussing resources, constraints and expectations, the team can set goals that are actually achievable.

Finally, it is the basis for building strong relationships within the team. People get to know each other, learn to communicate and collaborate with each other, which is invaluable, especially in long-term projects. This initial interaction often shapes the team dynamics that will continue throughout the project, enabling better collaboration, communication and, ultimately, project success.

Sample agenda for a kick off meeting

A sample agenda for a kick off meeting could look like the following (the times given for each agenda item are indicative and may vary depending on the specifics of the project and the organiser’s preferences. It is important that the agenda is tailored to the needs and expectations of the specific team and project):

• Agenda for kick off meeting of project “X”
  • Date: [date]
  • Time: [start time] [end time]
  • Venue: [meeting address or link to virtual meeting]
  • Participants: [list of participants]

• Opening of the meeting and welcome to the participants (15 minutes)
  • Brief introduction and presentation of the purpose of the meeting
  • Introduction of the leader/project manager
• Introduction of the team and stakeholders (30 minutes)
  • Introduction of each team member and their role in the project
  • Introduction of external stakeholders and description of their involvement in the project
• Presentation of the project (45 minutes)
  • Introduction to the project, background and context
  • Presentation of the main objectives and scope of the project
  • Discussion of key milestones and expected results
  • Presentation of preliminary timeline
• Question and answer session (30 minutes)
  • Discussion
• Coffee break (15 minutes)
• Strategy and approach workshop (1 hour)
  • Active workshop session to explore project strategy and working methodology
  • Group discussions on key topics for the project
• Planning and definition of next steps (45 minutes)
  • Detailed discussion of next steps and tasks
  • Assignment of tasks and responsibilities
  • Setting dates for key meetings and reviews
• Closing meeting and summary (15 minutes)
  • Brief summary of issues discussed and actions agreed
  • Confirmation of plans for communication and upcoming meetings
  • Formal end of meeting
• Networking/informal discussions (optional, time at discretion)
  • Time for informal conversations between team members, building relationships.