Purpose

Ensure a clean and complete transition from engagement-definition to project delivery once a client accepts the engagement, satisfying ISO requirements for documented communication, assignment of responsibility, and controlled initiation of work.

Scope

Applies immediately after a client confirms acceptance of the engagement. Responsible parties: Project Director (activation lead), CEO (oversight), Admin (documentation setup).

Inputs

• Signed proposal or written acceptance from the client
• Final proposal version (PDF)
• Approved scope, fee basis, assumptions, exclusions
• All discovery and scoping notes

Outputs

• Engagement Activation Package
• Formally assigned project lead
• Canopy Project Record
• Kickoff preparation tasks generated

Procedure Steps

1. Confirm written client acceptance and store the acceptance document in Canopy.
2. Create a new Project Record in Canopy using the approved scope and proposal metadata.
3. Compile the Engagement Activation Package: Discovery Summary, Scope Definition, Fee Logic, Assumptions, Exclusions, Risks.
4. Assign the project lead (PM, CM, QS, or multi-disciplinary team) based on capacity and service requirements.
5. Hold a short internal Activation Briefing with CEO + Project Director + assigned lead to review scope, deliverables, risks, and client expectations.
6. Identify missing documents or open questions and prepare a list for the client before kickoff.
7. Generate initial project tasks: Kickoff prep, documentation requests, administrative setup, scheduling.

Quality Checks

• Engagement Activation Package must include all components of the approved scope and proposal.
• Assigned project lead must acknowledge receipt of all documentation.
• Canopy Project Record must contain correct metadata (client, service, timeline, fee structure).
• No kickoff meeting scheduled before activation is fully completed.

Records

• Canopy Project Record
• Engagement Activation Package (PDF or compiled files)
• Activation Briefing notes

Notes / Exceptions

• If significant discrepancies are found between proposal and client expectation, escalate to CEO before kickoff.
• If multiple disciplines are involved (PM + QS), cross-team responsibilities must be explicitly documented.