So It Begins | Project Kickoff
Project Management in Emergency Management | Chapter 2-1
This article is part of the “Project Management in Emergency Management Playbook” for Academy Subscribers.
If you’ve spent much time around me on a project, you’ve probably heard this story before. In fact, I think I’ve used it in at least two other articles. But it’s worth telling one more time.
Early in my career, I worked for a Marine commander who made a habit of observing units as they departed for training in the field. He paid close attention to how they packed their equipment, loaded their vehicles, and organized their departure.
If a unit looked disciplined—methodical in their approach, clear on their plan, and calm in execution—he rarely checked in on them once they left the parade deck. But if a unit appeared rushed, chaotic, or unprepared? They earned extra attention from the boss.
His reasoning was simple: If a unit couldn’t start their training in a disciplined, well-organized way, he doubted they had put in the time and effort to plan a purposeful, effective training program. They had overlooked a critical first step—getting there.
He wanted leaders to understand that disciplined execution in the initial stages of a training event was just as crucial as achieving the ultimate objective.
The same dynamic holds true in project management. A project rarely fails in the middle—it usually fails at the start. In my experience, the way a project begins is one of the clearest indicators of whether it will succeed.
The Project Kickoff Phase
The Project Kickoff Phase is where a Project Manager moves from receiving the task from the Project Executive to actually starting the work. This is the moment to build the team (whether that means just you or a full project staff), plan out and structure the work, and set the conditions for success.
The key deliverable of this phase is the Project Management Plan (PMP), which is the focus of the next chapter and most of this section. This plan is the foundational document that outlines how the project will be executed and controlled. The ultimate goal of this phase is to present and gain approval for the PMP in the Project Kickoff Meeting (the final chapter in this section) so you can transition from project planning to execution.
A Kickoff Word of Warning
A Project Manager could easily spend hundreds of hours crafting the "perfect" project plan—only to never actually start working on the thing the project was meant to produce.
Taken to extremes, project planning becomes procrastination. There are a few other activities that often come up in this phase that can distract from the goal:
Establishing a collaboration platform. Whether it’s Microsoft Teams, Slack, Google Drive, or Dropbox, define where project documents will be stored and how communication will be managed.
Developing document templates. If the project requires PowerPoint templates, structured reports, or formatted memos, setting them up early prevents wasted time later.
Forming the project team. Identify the people doing the actual work—not just stakeholders, but the individuals responsible for executing tasks. Full-time staff, contractors, and external partners should be briefed and aligned.
Handling internal processes. If the organization has required steps for project initiation, you want to knock them out now so they don’t slow you down later.
Remember: The objective isn’t to produce the perfect or most detailed PMP imaginable. The goal is to set the project up for success and get moving as fast as the project allows. This is why I strongly recommend using checklists and standardized tools—so your time is spent executing rather than endlessly refining the plan because the plan will change.
The Initial Project Scope – The Project Executive’s Responsibility
This phase assumes the project has already been approved for execution. But how projects get to this point varies.
Some organizations follow a top-down model, where leadership pre-determines the projects that will be pursued during the year, scopes the projects, and hands out assignments. Others follow a bottom-up model, where staff propose projects for approval.
Regardless of the approach, I firmly believe that until leadership explicitly approves the use of staff time and budget, the project remains just a “good idea.”
Before a project officially moves into Kickoff, here’s what the Project Executive should provide to the Project Manager:
Task: The actual work or deliverables the project will produce.
Purpose: Why this project was chosen. This intent should guide decisions even if the task evolves.
End-state / Definition of Done: The conditions that must be met for leadership to accept the deliverables and close the project.
Staff: The key people assigned to the project—including the Project Executive, the Project Manager, and any supporting staff (with an estimate of their time commitment).
Resources / Budget: Any funds, supplies, or equipment required.
Requirements: Any deadlines, key stakeholders that must be consulted, and individuals requiring updates. Keep this list focused on must-do items—not an exhaustive wishlist.
Risks to success: Any barriers that could prevent the team from completing the work on time or at the desired level.
Additional notes: Any other guidance the Project Executive wants to pass along.
In practice, I’ve seen this information delivered via email bullet points or a simple one-page table—something concise enough to print and reference.
I try to avoid verbal tasking for preparedness projects because any misunderstanding can create major challenges that will surface later in the project. In disaster response, where feedback loops are short, verbal tasking can work. But for preparedness projects—where the next check-in might be two weeks away—unclear direction at the start can quietly derail an entire project.
In Closing
I think about that Marine commander often during projects.
He never micromanaged the units that started strong. He didn’t have to. They had set the tone from the beginning—demonstrating that they were disciplined, prepared, and ready to execute.
That’s exactly what a well-run Project Kickoff Phase accomplishes.
When done right, it sends a message: This team is organized. This team has a plan. This team can be trusted.
Leaders don’t have to hover over every detail, second-guess decisions, or scramble to course-correct. Instead, they know when they’ll receive updates, they see that the right steps are in place, and they can focus on the bigger picture.
Of course, a good start doesn’t guarantee smooth sailing. But a bad start almost always guarantees problems down the line.
Think about the last project you started.
Did it begin with clarity, confidence, and momentum? Or did you find yourself correcting course later, fixing things that should have been addressed from the start?
The way you start determines how you finish.
Set the tone early. Establish trust. Build momentum.
Then go deliver.