Keystone Rollout Kickoff
Project kickoff deck
A nine slide project kickoff deck for Keystone, an invented rollout replacing four site systems with one platform by March 2027. It opens with why now, draws the scope line on slide three, names an owner for each workstream and ends with five decisions the room must make before anyone leaves.
Every slide, in order
The whole deck as it renders, one slide after another. Read it the way the audience would.
What makes this deck work
Scope has an out list
Slide three names four sites and six core flows as in scope, then lists transport and store systems as out, with the date the steering group agreed it. Anything not on the slide becomes a change request, the cheapest defence against the scope growth that pushes dates.
Every workstream has a name on it
Slide four gives platform, operations and change one lead each, a weekly checkpoint and its own risk log. Harvard Business Review opens its study of IT project risk with a rollout budgeted under $5M that ended in a $192.5M write off, and unowned work is where that starts.
It ends with decisions, not thanks
Slide eight lists five things the room must approve, from confirming Kingsway as the first site to signing off the $3.1M budget. The success measures on slide six are written as objectives with key results, the format John Doerr's OKR guide describes, so progress can be checked.
Questions people ask
What should a project kickoff deck cover?
Why the project exists, what is in and out of scope, who owns each workstream, the plan, how success is measured and what decisions are needed to start. Keystone covers those in nine slides, and adds a slide on how the team will work: a Monday standup, decisions in writing, risks raised early and a site supervisor in every design session. That slide prevents most of the arguments in month three.
How long should a kickoff presentation be?
Eight to twelve slides for a one hour kickoff. Keystone uses nine, which leaves most of the hour for the decisions slide, where the room confirms Kingsway as the first site, names data owners and signs off the $3.1M budget. If the deck runs longer than the discussion it is meant to start, move the detail into the project plan and link to it.
Should risks be in the kickoff?
Yes, but as constraints and assumptions rather than a register. Slide three states two of each: a data owner at every site and a promotion freeze around each cutover, then no cutover between 15 November and 10 January and a fixed budget with contingency held by finance. The success table also flags the one measure already at risk, item master duplicates at 3.1 percent. The full register lives in the project tools.
Can I adapt this for a client project?
Yes. Describe the client project when you generate it, then edit the workstreams, owners and dates on the canvas. For a client audience, the scope slide usually matters most, because the out of scope list is what later separates a change request from a dispute. Keep the decisions slide too, rewritten as the approvals you need from the client before work starts.
How do I write the why now slide for a kickoff?
With facts, not ambition. Slide two gives three of them: the vendor support that is ending, stock accuracy sitting at 91 percent, and no single view of stock across the sites. A room that agrees on those three will accept the scope line on the next slide, and a room given a vision statement will argue about scope all morning.
Should the kickoff show the whole project plan?
Only as far as the first go live. Slide five is a five month view ending at Kingsway, not the full programme. The builder's Gantt layouts hold between six and twelve bars depending on the layout and draw no dependency arrows, which suits a kickoff, where the point is the shape of the work rather than the schedule.
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