Requesting, or even requiring, a kickoff meeting between a manufacturer and the system integrator prior to any executed project deliverable is integral to starting projects off on the path to success. In this meeting, a common language is developed, goals are set and important discussions on expectations occur. Without these meetings, you leave your project open to ambiguity, miscommunication and, ultimately, more risk. A well-run kickoff meeting can make all the difference in the overall success of a project.
Plan your kickoff meeting
The main players at this meeting are the system integrators and the manufacturing company stakeholders and decision makers. Make sure you have all the appropriate individuals present, and have a clear agenda set beforehand so everyone can be prepared to contribute ideas and make decisions. Project managers, plant engineers, production managers and those who typically sign off on change orders are examples of the people you want in the room for this important meeting. Having the right people present and establishing how to communicate with your system integrator are vital. Do you prefer phone calls over email? Do you still use a fax machine? Every company has its own ideas regarding project communication, and you want to feel “in the loop” throughout the entire project.
The main topics discussed at a kickoff meeting will vary by project, but it is important that you validate that there are no gaps in perceived scope between your understanding and the system integrator’s understanding. Important issues to cover include:
- 沟通您的企业驱动程序为项目。如果您的系统集成商正在基于他们认为您的业务需求的基础构建系统，则它们不太可能真正满足您的需求。您应该清楚地传达范围和业务目标，并应提出问题以避免缺少关键功能。
- 建立目标。谈谈该项目将满足各方的目标。了解并讨论目标是如何相互依存的。
- 识别风险。Discussing any identified risks (including budget risk, schedule risk and technology risk) is one of the most important steps. Your proactive decision-making as the project proceeds can mitigate potential issues.
- 决定合同规定。Details like invoicing, registering software, warranties and site-specific safety requirements shouldn’t be overlooked.
- Understanding project delivery methodology.开放论坛，设定期望并拥有系统集成商概述项目如何交付项目对于实现强大的项目结果至关重要。这是验证计划里程碑的时间（例如用户验收测试计划，HMI屏幕评论，设备结账和启动调试），并对项目范围进行了高级别审查。
In addition to having a clear agenda, it is smart to address these specific questions during your kickoff meeting:
- 我将如何能够确定项目的真实状态以及是否在轨道上？
- If I have an issue I need to discuss, whom should I call?
- What channels do I need to go through if I decide to make a change to the scope of the project?
- Is there a point in time when changes in project scope will become more expensive to implement?
- 将进行哪些测试，并且需要涉及到项目的介绍？
建立一个共同的愿景
The main point of goal identification and collaborative discussion is to make your vision compatible with that of the system integrator. When your visions are in direct alignment, you can avoid common problems and are more likely to ensure your business needs will be met. For example, if the system integrator meets only with your engineer or contractor, a skewed project end goal might be portrayed. Meet directly with your system integrator to smooth communication and form a solid, collaborative working relationship.
Start on the right foot (and end there, too)
即使您可能会觉得您太忙无法进行项目启动会议，请不要跳过它。要求它。这是让您的突出脚下的关键会议。为这次会议彻底准备，即使是您使用15年的积分器，也是明智的 - 你将永远学到一些东西。务必在过去的情况下讨论关于过去的事情，我们希望他们在这个项目上做得更好的经验教训和事情。了解您的系统集成商听取您并采取行动它是宝贵的。
开球会议的项目只是良好的业务。通过合作，设定目标和与您的团队和系统集成商开放的话语，您可以确保良好的工作关系和更加成功的每个人都参与其中。
Jason Breidenbach是项目经理，杰夫米勒是项目管理总监斯特尔斯控制系统公司, a Certified member of the控制系统集成商协会. See州际公立境界Industrial Automation Exchange.
