he role of each. You should do most of the talking in this first meeting. The kickoff is intended to bring everyone up to speed, not to discuss every item in detail. Every participant needs to see you taking charge of the meeting agenda.

Presenting the project
Now that’ you’ve set the tone, discuss the project assumptions that set the stage for how you developed the plan. Refer to the project plan document that you sent to everyone and go through it task by task. Explain and reinforce to everyone that this is a “first cut” and that the important thing to do is verify that the tasks are comprehensive, assigned appropriately, and have reasonable time frames. The time to modify the plan is before the next meeting. Explain that the project plan becomes the foundation for status meetings and is used as the primary communication vehicle for managing the project. As you step through each task, point out key dependencies or factors you noted in preparing for the meeting that affect the completion of the task.

By walking the team through the plan, you’ll be able to point out tasks that are potential bottlenecks in completing the project. Keep your discussion to the point. Don’t get bogged down, but take the opportunity to help staff members anticipate problems. Reinforce key success factors and explain why they are important.

Establish a timeline and team member expectations
Determine an appropriate time and day of the week to conduct weekly one-hour project status meetings. Reinforce the need for everyone to attend and to have that week’s tasks completed.轉(zhuǎn)貼于：http://www.vanceur.cn

Take time to remind the group that teamwork is essential. Reinforce the need for participants to look out for one another. The objective is to complete the project su

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