1.6 Sales → project handoff package

A signed PO carries little value until Operations can definitively execute it. The Sales to Project Management (Project Manager) handoff serves as a formal Quality Gate. The Sales cycle extends beyond the signature, officially concluding only when the Project Manager formally accepts the “Baseline Scope.” Until validation occurs, the project liability remains with the Sales organization.

The handoff gate: logic & rules

Handoff implies a binary state: the project is “Owned by Sales” or “Owned by Project Manager”, with no transitional gray area.

• The Acceptance Rule:
  • Incomplete Data Packs (e.g. missing Gerbers or pricing details) necessitate a formal rejection by the Project Manager. Sales retains absolute ownership until the package achieves completeness.
  • Ambiguity within the project scope requires an immediate rejection of the handoff.
  • Logic: The Project Manager cannot be held accountable for a production schedule without fully defined inputs; managing undefined variables is unsustainable.

The baseline scope package

The following artifacts must be transferred to establish the “Project Truth.”

Commercial baseline

• The Quote (Unredacted): The Project Manager requires full visibility into the calculated margins and the “Assumptions Register” (Chapter 1.3).
  • Why: Unawareness of pricing exclusions (such as omitting “Custom Packaging” from the baseline cost) can lead the Project Manager to inadvertently provide unpaid services, eroding the project margin.
• The Contract (MSA/PO): Highlight non-standard terms (e.g. “Liquidated Damages for late delivery”).

Technical baseline

• Golden Data Pack: The validated ZIP file (BOM, Gerbers, XY) from Chapter 1.2.
• Deviation List: Any engineering deviations agreed to during the pre-sales phase (e.g. “Customer accepted Blue Solder Mask instead of Black”).

Strategic context

• Stakeholder Map: Who is the “Decision Maker” vs. the “Influencer”?
  • Example: “Talk to Bob for technical queries, but only Alice can approve cost increases.”
• The “Why”: Why did the customer buy? (Speed? Quality? Price?). Align the project KPIs to this driver.

Engineering Practice

Explicitly document any “Shadow Promises.” Any informal commitments made by Sales (e.g. suggesting a highly expedited, unverified delivery date) must be communicated immediately so the Project Manager can proactively manage the customer’s expectations.

The kickoff agenda

The alignment process must be standardized. This should be a structured “strategy session,” not an informal introductory meeting.

Phase 1: internal kickoff (sales + Project Manager + engineering)

• Goal: Sanity check the deal before facing the client.
• Agenda:
  1. Review Margin & Cost constraints (Can we afford air freight?).
  2. Review Technical Risks (Is the BGA pitch too tight?).
  3. Define the “United Front” (What is the official lead time message?).

Phase 2: external kickoff (team + customer)

• Goal: Establish authority and communication channels.
• Agenda:
  1. Introductions: Formally transfer “Point of Contact” from Sales to Project Manager.
  2. Scope Re-Verification: “We are building Rev A, Qty 1000. Correct?”
  3. Risk Review: “We see a risk with Component X. Here is our mitigation plan.”
  4. Cadence: “We will report status every Tuesday at 10:00 AM.”

RAID seed (initial log)

The RAID log (Risks, Assumptions, Issues, Decisions) is the Project Manager’s navigation chart. Sales must “seed” the first entries based on the negotiation phase.

Risks (future uncertainty)

• Entry: “Component U1 is single-source. Allocation risk high.”
• Mitigation: “Pre-buy stock immediately.”

Assumptions (accepted as true)

• Entry: “Customer commits to providing the programming fixture by [Date].”
• Impact: Delays in fixture delivery cause a proportional, day-for-day slip in the overall production schedule.

Issues (current problems)

• Entry: “Credit limit insufficient for full material buy.”
• Action: Finance to approve temporary increase.

Decisions (agreed facts)

• Entry: “Approved use of alternate Resistor brand Y.”

Handoff completeness checklist

Item	Description	Status
Signed Contract	PO / MSA with all signatures.	[ ]
Golden Data Pack	Version controlled ZIP (BOM, Gerber, etc.).	[ ]
Quote Model	Including margin breakdown & assumptions.	[ ]
Contact List	Customer Tech/Commercial/Logistics contacts.	[ ]
RAID Seed	Initial risks and known constraints logged.	[ ]

Initial RAID template

ID	Type	Description	Impact	Owner	Status
R-01	Risk	Lead time for CPU is 52 weeks.	Line down	Purchasing	Open
A-01	Assumption	Customer will pay NRE before tooling start.	Cash flow	Sales	Verified
D-01	Decision	Ship partial quantity (50%) allowed.	Revenue	Project Manager	Closed

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Recap: Sales-to-Project Handoff Package

Parameter	Requirement	Condition	Action
Data Pack Completeness	Golden Data Pack (BOM, Gerber, XY) validated and version-controlled.	Any file missing or ambiguous.	Formal rejection; Sales retains ownership.
Commercial Baseline	Unredacted Quote with margin breakdown and Assumptions Register; Contract with non-standard terms highlighted.	Pricing exclusions or non-standard terms not visible.	Formal rejection; Sales retains ownership.
Technical Baseline	All pre-sales engineering deviations formally documented.	Deviations (e.g., solder mask color) not recorded.	Formal rejection; Sales retains ownership.
RAID Log Seed	Initial Risks, Assumptions, Issues, Decisions logged from negotiation phase.	RAID log not initiated with key constraints.	Formal rejection; Sales retains ownership.
Stakeholder Context	Strategic “Why” and Stakeholder Map (Decision Maker vs. Influencer) provided.	Critical context or contacts missing.	Formal rejection; Sales retains ownership.