dhaughey wrote:Hi Kit,
What you need to do is convince the executive you are the person for their project. Being an 'elevator speech' you need to get this into a few sentences. Usually these people are very busy, so time is a premium to them. You need a few well-chosen words to tip the scales in your favour.
In a recent conversation with a senior executive it was clear he didn't understand the stages of a project or how to kick-off. I spent 10 minutes taking him through this. Once he had the basic roadmap in his head he was happy and we got started.
It's useful to identify the major worries the executive has and address these. Is he or she concerned about keeping within a tight budget, delivering on time, quality of the product, or something else?
To address your points:
- Project life cycle definitely, it's easy to assume people understand this when often they don't.
- I've never come across an executive whose major concern was quality before the project started.
- Risks and issues is certainly an area to touch upon. Concentrate on how you will identify and manage them, rather than the real risks and issues, which you probably haven't identified yet.
- On your last point, concentrate on how you intend to kick-off the project and your next steps. Take control by saying something like, "I'm going to arrange a kick-off workshop right after this meeting". Be careful when taking control that the executive is in a place where you can close the deal.
The executive wants to know, or at least think, you are a safe pair of hands, and he or she can leave this project with you without having to worry it will fall apart.
Sorry for the rather protracted reply.
Thanks Duncan, understood.
Your point about the project kick-off is a strong point to mention I feel. I didn't fully take on board that this scenario was pre-project, hence me not mentioning anything about the kick-off.