This page defines the Kick-Off Pattern, which was identified and discussed at ChiliPLoP 2004. (14M)
Context (14N)
You are the initiator of a newly defined, nontrivial collaborative project. The project participants have been identified and are on board (at least tentatively) -- or, if the nature of the project dictates otherwise, then appropriate advertisement is being done to reach potential participants. You have identified a leader or figurehead for the project. (14O)
Problem (14P)
You want to get the project started. (14Q)
Forces (14R)
Psychologically speaking, it's good to have a starting point for a human activity. Many people like a ceremony to mark important events. (15N)
It might be difficult or prohibitively expensive to assemble the participants into one physical location. For example, they may be widely distributed geographically. (14S)
It might be difficult or expensive even to assemble all the participants in a virtual space such as a telephone conference call. (14T)
Even if such a gathering is possible and justifiable for some purposes, such as doing the actual work of the project together, it might not be so easily justified for others, such as purely ceremonial occasions. (14U)
Among nontrivial collaborative projects, there is still a wide range of sizes. (14V)
People have different sensibilities with respect to ritual or ceremonial activities. (14W)
Meetings take time, and some people are strongly inclined to consider them a waste of time. (15B)
Solution (14X)
Organize a kick-off meeting or event to formally recognize and celebrate the birth of the project. The leader or figurehead must be present. As far as possible, gather the other key project participants (however you define "key") for this occasion. If there are many other participants who are not key, it is still beneficial to include them as well, although your ability to do this may depend on your budget; furthermore, you might want to "fork" this pattern into two separate kick-off events, one for the key players and a subsequent one for all participants. (14Y)
The size of the event should be in some way commensurate with the size of the project; too small and people may feel the project is not being given the commitment it requires, but too big and it may turn some people off as wasteful and overly ceremonious. When in doubt, it is probably safer to err on the side of understatement. In any event, however, it is important to mark the occasion. (14Z)
Whatever the size of the project, be sensitive to the participants' tolerance for, and understanding of, ritual. Being overly formal or insufficiently formal might run counter to the participants' tastes, cultures, or expectations. (150)
If it is possible to have the event in a face-to-face setting, do so. Put some thought into determining an appropriate location. (15C)
If there is a high cost to bringing together the participants to one physical location, but doing so would be useful for other purposes (such as doing some of the initial collaborative work itself), then it might be possible to piggyback the kick-off onto other justifications for a physical meeting. If that is not that case, then look for another real-time medium such as a telephone conference call or perhaps, failing that, even a chat over IRC. (151)
If most but not all of the desired group can attend (e.g., if all but one participant live in the same area), take a moment at the kick-off event for the group to recognize those who are absent, and make it clear to all that you will let the absentees know you did so. (152)
This may or may not be the appropriate occasion for getting into substantive issues pertaining to the project -- e.g., identifying and defining roles, responsibilities, resources, timeframes, next steps, rules of engagement. These activities, while necessary, are part of a separate (yet-to-be-defined) pattern that may either be combined with the kick-off event or take place on a separate occasion soon afterward. That said, it is often helpful at the kick-off event to provide at least an inkling of the nature of the project, such as the goals, a broad plan of action, or the rationale. (153)
Rationale (154)
A kick-off acts as the starting point for a human activity. It can harness the power of ritual, which defines a communal space and can plant the seeds of a shared understanding. (tk Look for anthropological or sociological research to cite.) This particular ritual can be useful to inject some momentum into the project. (155)
Resulting Context (156)
The group now is much more likely to have a sense of definition of the project, however uncertain the details may be. (This sense can accrue even to people who were not present at the kick-off, insofar as it functions as a sort of creation myth.) (157)
The participants are likely to be "primed" to put some effort into this project. (15D)
If you did not incorporate more substantive issues into the kick-off event (as enumerated in the Solution), then that is the next thing to do. (158)
Known Uses (159)
Having food at a kick-off is usually a plus (the "Do Food" pattern). (15A)
A kick-off could be a few people clinking glasses around a table; a brown-bag meeting; or an item piggybacking on another related meeting. (15E)
"I'd been talking to my friend, Jack, about Almond Stronger, the undertaker who was the founder of our company. We had a crazy idea about producing a musical production. We would have actors, musicians, writers, all from our great organization. 'Okay,' I said, 'let's do it! Let's get everyone who wants to be part of this together next week for a kick-off meeting!'" (15F)
Related Patterns (15G)
(The patterns referred to below are mostly Linda Rising's, I think.) (15H)
You might want to PiggyBack? your kick-off as part of a larger meeting. (15I)
The informality of a BrownBag? may be an appropriate form of kick-off for some projects. (15J)
Use the NextSteps? pattern to set things in motion. (15L)
Use StayInTouch?, InYourSpace?, and e-Forum to keep participants informed of related activities after the meeting. (15M)