The Kickoff Workshop represents the official handover from sales to implementation. It is the formal beginning of the project and should be scheduled quickly. This workshop covers all of the important requirements and parameters. It is the basis for all the planning and scheduling for the entire project.
The customer's project leader and the project team, plus anyone responsible for the introduction of the new system, should participate in the Kickoff Workshop. Stakeholders are more than welcome to attend, to both influence and help schedule the timeline and important milestones.
On this page
This workshop is broken up into four main sections, after a short introduction.
- Presentation by the workshop leader
- Participant introductions
- Goals and expectations
Strategic considerations and tasks
Strategic position of the system
- Clear communication to the users about what the new system is and why it is being introduced - what do you believe the definition of "strategic positioning" is?
- Do you have experience with an intranet within the company? Is there anything we should know?
- Has there been a previous intranet project within the company that was not successful?
- Definition of a pilot group for the concept development.
- Rough timeline for the next milestones.
- Team coordination for creating use cases.
- Team(s) to work on the requirements and system specifications, and provide support during implementation and testing.
Promotional campaign - expectation management
- Raising expectations.
- Marketing campaign.
- Impact of acceptability.
- Naming scheme.
Preparation of administrators and editors
Training sessions for:
- Users and power users
- Multipliers (train-the-trainer)
- Who are the key contact people for the intranet?
- Who is responsible for the intranet in the long term? This should be someone who isn't only involved with the initial implementation, but is responsible for the long-term operation and further development of the system.
- Which section or department 'owns' the intranet, also with regard to budgets and future expenditure?
- What long-term feedback loops should be established?
- How should we ensure, after launching, that all users are happy with the system, like to work with it, and integrate it into their work day? (E.g. satisfaction surveys, training of especially new employees, training of an internal trainer for the intranet)
- Who is responsible for these strategic compliance issues, and who is the contact person for employees?
- Who is responsible for user support, as well as technical support? This is particularly important during rollout, but also after the launch, when users have questions or support problems that need to be resolved.
Internal political issues
- Are there particular supporters, for example from management, who can help us promote the system? Can we use the visibility of these people to raise a positive impression of the system?
Employee representative group (worker's council)
- What role does the employee representative group fulfil when introducing new systems?
- We recommend the employee representative group become involved in the project as soon as possible. Is there a process you need to initiate to include them, or are representatives from this group already involved in the steering committee?
- What should be taken into account when working with personal data?
- Should or must an operating agreement be drawn up with the employee representative group or worker's council?
Analysis and management of user data
- Which standard functions of Confluence do you consider may be critical or high risk, and must be deactivated? For example, being able to follow users, viewing the activity stream of a user, etc.
- Are there any requirements or limitations on collecting and analyzing user statistics?
- Are there existing resources we can use for the development of the infrastructure?
- Which operating system is preferred, and what special requirements must be met?
- Will the server be virtual or physical?
- What are the server's hardware and software requirements?
- Is there an existing external user directory with up-to-date employee information?
- Should the system support single sign-on (SSO)? Which protocol(s) do you prefer or currently use?
- Do you want //SEIBERT/MEDIA to manage the installation? If not, it will be necessary for //SEIBERT/MEDIA to check and verify the installation after completion.
Building the system and recommendations
- Installation of the test environment.
- Installation of the production environment.
- Installation of LINCHPIN resources.
- Provision of license keys.
- Define requirements.
Planning and delivery
- Is there any content that must be migrated into the new system?
- If so, is the content from a Confluence system, or is it content from a third party system?
- Who is responsible for the migration of this data?
- This should be done in relation to resource capacities, and includes the development of a matrix/timeline with steps and procedures to meet all requirements.
- Availability of the infrastructure.
- Evaluation, testing and installation of technical components (LDAP, SSO, XML-Import, etc.)
- Where required, training sessions for individual target groups.
- Design process and rough deliverables.
- Framework for the design and implementation of the concept, configuration of the system, and the evaluation period.
- Evaluation period.
- Buffer for evaluation and for large changes (system or content related).
- Launch stand-by of the system prepared by //SEIBERT/MEDIA.
- Closing discussions and feedback (ideally 4-6 weeks after system launch).