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As preparation for the full kickoff meeting, the core project team will want to conduct a series of discussions or workshops with all the different groups that are going to be involved in the engagement For each of these discussions, you will need to review the document package from the pre-engagement discussions with the other parties shown in Table 8-1 and incorporate their suggestions into the package The order and priority of your discussions is shown in Figure 8-6 The discussions and workshops are iterative in that you may have to revisit a group repeatedly and out of sequence until a consensus has been reached on the engagement charter, engagement organization, and engagement plan An issues/risk list should be used to record items that require additional clarity, discussion, and resolution Also, use this list to avoid getting into discussions on topics that cannot be resolved Figure 8-7 shows the number of meetings or encounters that the core engagement team should plan to have before conducting the kickoff
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meeting Notice that some of the resources should be in total agreement in order for the engagement to start with a reasonable chance of success If the core engagement team and any of the groups in the 100 percent
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consensus quadrant are in disagreement, we recommend using the risk assessment and issues list to clearly identify these areas of contention These will need to be resolved before committing to the engagement Notice the level of consensus you should consider building with the different groups before the kickoff meeting The graph also indicates the number of meetings you should expect to have This number will change from client to client, but the relative volume is consistent and indicated as High (five meetings or more), Medium (three to four meetings), and Low (one or two meetings) Depending on the extent of the disagreements you uncover, it may be necessary to postpone the engagement until the issues are addressed and agreement is reached However, be selective in terms of what you are arguing for and with whom There is no point in discussing rates with client team members That is a discussion for the executive sponsors Similarly, the scope of the engagement is a discussion for the client management and not for third parties Some typical examples of disagreement include the following: Scope What is in the scope of the engagement What happens to out-of-scope items Who decides Roles and responsibilities What are the roles and responsibilities required to deliver the engagement Will these roles be filled by the consulting organization, the client, or other third parties Are specific resources ready to be named to these roles If not, when will this be possible System boundaries Where are the boundaries and ownership around a system Who is responsible for passing what pieces of information and in which formats Acceptance criteria What criteria will be used to accept the system, who will interpret it, and when Penalties What is the penalty for nondelivery or missing an assumption Table 8-2 shows the key areas that should frame the contents of the discussion with the various contact areas These should be customized for your specific engagement
High-Value IT Consulting: 12 Keys to a Thriving Practice
Table 82 Key Discussion Areas
Contact Area Consulting group sponsors Engagement team Client sponsors Key Discussion/Agreement Areas Engagement charter (especially budget, plan, risk assessment, and scope) Engagement charter (especially scope), buy-in to the engagement Engagement charter (especially scope), change request procedures, priorities, roles, and responsibilities, identification of client manager(s), list of client resources available for the engagement, list of other client divisions that should be consulted QA plan, risk assessment Engagement charter (especially scope), buy-in to the engagement, issues list, roles and responsibilities Architecture, design, special requirements Engagement charter Engagement charter (especially scope and timeline) Project charter and engagement schedule Project charter, engagement schedule, key points of contact
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