Meetings Management - Revision history

Tkokotas at 17:42, 16 November 2018

2018-11-16T17:42:38Z

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			''Developed by Alice Allouche''


	Meetings are one of the most important driving forces of projects. On average, 11 million meetings take place each day in the United States. These meetings are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm; activities that are inherent to project management too. However, 33% of meeting time is considered unproductive by the participants, and their average salary cost is $338 <ref name=AmericaMeetsALot >[''http://attentiv.com/america-meets-a-lot''] Daniel Russell "America Meets a Lot. An Analysis of Meeting Length, Frequency and Cost", (2015). </ref>. Money and time are the two biggest constraints in a project: it is thus a necessity to keep meetings efficient and effective.		Meetings are one of the most important driving forces of projects. On average, 11 million meetings take place each day in the United States. These meetings are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm; activities that are inherent to project management too. However, 33% of meeting time is considered unproductive by the participants, and their average salary cost is $338 <ref name=AmericaMeetsALot >[''http://attentiv.com/america-meets-a-lot''] Daniel Russell "America Meets a Lot. An Analysis of Meeting Length, Frequency and Cost", (2015). </ref>. Money and time are the two biggest constraints in a project: it is thus a necessity to keep meetings efficient and effective.

Alice Allouche at 13:09, 27 February 2018

2018-02-27T13:09:42Z

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	==The Different Types of Meetings==		==The Different Types of Meetings==

	Meetings can be divided in a lot of categories. Here is a proposed division<ref name=types >['' http://meetingsift.com/the-six-types-of-meetings/''] MeetingSift, “The 6 Most Common Types of Meetings” </ref>		Meetings can be divided in a lot of categories. Here is a proposed division<ref name=types >['' http://meetingsift.com/the-six-types-of-meetings/''] MeetingSift, “The 6 Most Common Types of Meetings” </ref>:

	===Status Update Meetings===		===Status Update Meetings===

Alice Allouche at 12:38, 27 February 2018

2018-02-27T12:38:06Z

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	*Team building meetings should happen regularly during the lifespan of a project, but they are often more efficient at the beginning of one, to create cohesion among a team.		*Team building meetings should happen regularly during the lifespan of a project, but they are often more efficient at the beginning of one, to create cohesion among a team.

	[[File:Meetings_and_Project_Stages.png\|Meetings and Project Stages - Inspired from <ref name=PMI > </ref>]]		[[File:Meetings_and_Project_Stages.png\|center\|thumb\|600px\|Meetings and Project Stages - Inspired from <ref name=PMI > </ref>]]


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	==The 3 Stages of Meetings==		==The 3 Stages of Meetings==

	[[File:Meeting_Process_and_Key_Facilitator_Responsibilities.png\|Meeting Process and Key Facilitator Responsibilities - Adapted from <ref name=PMIlibrary > </ref>]]		[[File:Meeting_Process_and_Key_Facilitator_Responsibilities.png\|center\|thumb\|600px\| Meeting Process and Key Facilitator Responsibilities - Adapted from <ref name=PMIlibrary > </ref>]]

	===Before the meeting===		===Before the meeting===
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	**Deciding between alternatives, with the use of a pros and cons list, nine-block diagram, or impact matrix<ref name=PMIlibrary > </ref>.		**Deciding between alternatives, with the use of a pros and cons list, nine-block diagram, or impact matrix<ref name=PMIlibrary > </ref>.

	[[File:Leading_a_Group_to_a_Decision.png\|Leading a Group to a Decision - Adapted from <ref name=PMIlibrary > </ref>]]		[[File:Leading_a_Group_to_a_Decision.png\|center\|thumb\|600px\|Leading a Group to a Decision - Adapted from <ref name=PMIlibrary > </ref>]]

	===After the meeting===		===After the meeting===

Alice Allouche at 12:27, 27 February 2018

2018-02-27T12:27:46Z

← Older revision		Revision as of 12:27, 27 February 2018
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	*Team building meetings should happen regularly during the lifespan of a project, but they are often more efficient at the beginning of one, to create cohesion among a team.		*Team building meetings should happen regularly during the lifespan of a project, but they are often more efficient at the beginning of one, to create cohesion among a team.

			[[File:Meetings_and_Project_Stages.png\|Meetings and Project Stages - Inspired from <ref name=PMI > </ref>]]


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	==The 3 Stages of Meetings==		==The 3 Stages of Meetings==

			[[File:Meeting_Process_and_Key_Facilitator_Responsibilities.png\|Meeting Process and Key Facilitator Responsibilities - Adapted from <ref name=PMIlibrary > </ref>]]

	===Before the meeting===		===Before the meeting===
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	*Several techniques for decision-making exist. Here are some of them<ref name=facilitation > </ref>:		*Several techniques for decision-making exist. Here are some of them<ref name=facilitation > </ref>:

	**Consensus Decision-making: the goal is to reach an agreement that satisfies everyone, or that everyone can live with. It can happen through majority vote.		**Consensus Decision-making: the goal is to reach an agreement that satisfies everyone, or that everyone can live with. It can happen through majority vote.

	**Consultation: the goal is not to make everyone agree, but to give a series of recommendations that help understanding each other’s points of view, potentially delaying decision-making to reach consensus further on.		**Consultation: the goal is not to make everyone agree, but to give a series of recommendations that help understanding each other’s points of view, potentially delaying decision-making to reach consensus further on.

	**Prioritization: participants classify components in their preferred order, according to some pre-defined criteria. The overall priorities are determined by adding up those of all participants. One technique used is sticky-dot voting.		**Prioritization: participants classify components in their preferred order, according to some pre-defined criteria. The overall priorities are determined by adding up those of all participants. One technique used is sticky-dot voting.
			**Deciding between alternatives, with the use of a pros and cons list, nine-block diagram, or impact matrix<ref name=PMIlibrary > </ref>.

	**Deciding between alternatives, with the use of a ~~pros and cons list, nine~~-~~block diagram, or impact matrix~~<ref name=PMIlibrary > </ref>.		[[File:Leading_a_Group_to_a_Decision.png\|Leading a Group to a Decision - Adapted from <ref name=PMIlibrary > </ref>]]

	===After the meeting===		===After the meeting===

Alice Allouche at 09:39, 27 February 2018

2018-02-27T09:39:31Z

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	*Create the participants list. It must contain the right people: all of those concerned in the decisions, and not more. Meetings are more efficient when there are few participants<ref name=facilitation > </ref>.		*Create the participants list. It must contain the right people: all of those concerned in the decisions, and not more. Meetings are more efficient when there are few participants<ref name=facilitation > </ref>.

	*Create the agenda. It contains the subjects that will be mentioned in the meeting in a logical order, and includes the meeting title, location, beginning and end times, objectives, discussion topics<ref name=facilitation > </ref>, leader for agenda items, and presentations<ref name=HowToRunEffectiveMeetings >['' http://meetingsift.com/how-to-run-successful-meetings/ MeetingSift, “How to Run Effective Meetings”~~'']~~ </ref>. It can be useful to add the goal of each discussion next to the items: “for information”, “for decision”, or “for discussion”. Unless the meeting requires a lot of preparation, the agenda should not be sent more than 3 days in advance, otherwise it will be forgotten by the participants<ref name=Harvard >[''https://hbr.org/1976/03/how-to-run-a-meeting''] Antony Jay, “How to Run a Meeting”, Harvard Business Review, (March 1976 Issue). </ref>.		*Create the agenda. It contains the subjects that will be mentioned in the meeting in a logical order, and includes the meeting title, location, beginning and end times, objectives, discussion topics<ref name=facilitation > </ref>, leader for agenda items, and presentations<ref name=HowToRunEffectiveMeetings >['' http://meetingsift.com/how-to-run-successful-meetings/''] MeetingSift, “How to Run Effective Meetings” </ref>. It can be useful to add the goal of each discussion next to the items: “for information”, “for decision”, or “for discussion”. Unless the meeting requires a lot of preparation, the agenda should not be sent more than 3 days in advance, otherwise it will be forgotten by the participants<ref name=Harvard >[''https://hbr.org/1976/03/how-to-run-a-meeting''] Antony Jay, “How to Run a Meeting”, Harvard Business Review, (March 1976 Issue). </ref>.

	*Plan the meeting. The meeting leader or facilitator should know the order of the items and their objectives, the process techniques used for each discussion, the supplies needed for those, and the estimated duration of each discussion. It is however important to keep the agenda flexible and adapt it to the participants’ expectations too<ref name=facilitation > </ref>.		*Plan the meeting. The meeting leader or facilitator should know the order of the items and their objectives, the process techniques used for each discussion, the supplies needed for those, and the estimated duration of each discussion. It is however important to keep the agenda flexible and adapt it to the participants’ expectations too<ref name=facilitation > </ref>.

Alice Allouche at 09:37, 27 February 2018

2018-02-27T09:37:55Z

Alice Allouche at 09:29, 27 February 2018

2018-02-27T09:29:58Z

Show changes

Alice Allouche at 09:22, 27 February 2018

2018-02-27T09:22:03Z

Show changes

Alice Allouche at 19:47, 17 February 2018

2018-02-17T19:47:46Z

← Older revision		Revision as of 19:47, 17 February 2018
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	The digitalisation of the workplace is another challenge for meetings management. More and more, project teams are working in different places and time-zones. Companies, trying to reduce costs linked to travelling, are trying to use digital tools to implement meetings where participants do not meet in person. This requires additional planning for meeting managers, and changes of practices by project teams.		The digitalisation of the workplace is another challenge for meetings management. More and more, project teams are working in different places and time-zones. Companies, trying to reduce costs linked to travelling, are trying to use digital tools to implement meetings where participants do not meet in person. This requires additional planning for meeting managers, and changes of practices by project teams.

	==Why is Meetings Management Important?==		==Why Is Meetings Management Important?==

	==The Different Types of Meetings==		==The Different Types of Meetings==

Alice Allouche at 19:47, 17 February 2018

2018-02-17T19:47:25Z

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	~~==Abstract==~~

	Meetings are one of the most important driving forces of projects. On average, 11 million meetings take place each day in the United States. These meetings are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm; activities that are inherent to project management too. However, 33% of meeting time is considered unproductive by the participants, and their average salary cost is $338 <ref>[''http://attentiv.com/america-meets-a-lot''] ''America Meets a Lot. An Analysis of Meeting Length, Frequency and Cost'' </ref>. Money and time are the two biggest constraints in a project: it is thus a necessity to keep meetings efficient and effective.		Meetings are one of the most important driving forces of projects. On average, 11 million meetings take place each day in the United States. These meetings are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm; activities that are inherent to project management too. However, 33% of meeting time is considered unproductive by the participants, and their average salary cost is $338 <ref>[''http://attentiv.com/america-meets-a-lot''] ''America Meets a Lot. An Analysis of Meeting Length, Frequency and Cost'' </ref>. Money and time are the two biggest constraints in a project: it is thus a necessity to keep meetings efficient and effective.

← Older revision		Revision as of 09:37, 27 February 2018
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	Meetings are one of the most important driving forces of projects. On average, 11 million meetings take place each day in the United States. These meetings are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm; activities that are inherent to project management too. However, 33% of meeting time is considered unproductive by the participants, and their average salary cost is $338 <ref name=AmericaMeetsALot >[''http://attentiv.com/america-meets-a-lot Daniel Russell] "America Meets a Lot. An Analysis of Meeting Length, Frequency and Cost", (2015).'' </ref>. Money and time are the two biggest constraints in a project: it is thus a necessity to keep meetings efficient and effective.		Meetings are one of the most important driving forces of projects. On average, 11 million meetings take place each day in the United States. These meetings are used for example to share information on a specific subject, make decisions, provide updates, or brainstorm; activities that are inherent to project management too. However, 33% of meeting time is considered unproductive by the participants, and their average salary cost is $338 <ref name=AmericaMeetsALot >[''http://attentiv.com/america-meets-a-lot''] Daniel Russell "America Meets a Lot. An Analysis of Meeting Length, Frequency and Cost", (2015). </ref>. Money and time are the two biggest constraints in a project: it is thus a necessity to keep meetings efficient and effective.

	Throughout the lifecycle of a project, different types of meetings can take place. The project manager, with the possible help of a facilitator, must understand the difference between them: they serve separate goals and must be managed accordingly. For a meeting to be effective, the roles of each participant have to be clearly defined. It must be run through three stages: before, during, and after the meeting; each step necessitating appropriate preparation.		Throughout the lifecycle of a project, different types of meetings can take place. The project manager, with the possible help of a facilitator, must understand the difference between them: they serve separate goals and must be managed accordingly. For a meeting to be effective, the roles of each participant have to be clearly defined. It must be run through three stages: before, during, and after the meeting; each step necessitating appropriate preparation.
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	==Why Is Meetings Management Important?==		==Why Is Meetings Management Important?==

	Meetings are a part of the daily life of millions of workers. They are indispensable for a lot of projects, and ideally help people be more efficient in their work. A study (Hall et. al) found that 97% of US workers from all levels of employment needed conditions that encourage collaboration to do their best work<ref name=MeetingAnalysis >['' http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf Romano, Nunameker, “Meeting Analysis: Findings from Research and Practice ”, (2001).~~'']~~ </ref>. However, studies have shown that meetings are often unproductive. First of all, they last longer than they should: 40% of meetings last more than 2 hours<ref name=AmericaMeetsALot > </ref>. Executives spend 40 to 50% of their time in meetings, 34% of which is judged to be unproductive: it equals 2 months per year wasted, and losses of $37 billion in the US<ref name=TED >['' https://ideas.ted.com/the-economic-impact-of-bad-meetings Emily Pidgeon, “The Economic Impact of Bad Meetings”, (2014).~~'']~~ </ref>. This is due to a lack of organization (63% of the time, no agenda has been distributed before the meeting<ref name=MeetingAnalysis > </ref>), and to the way the meetings are managed: 75% of people have received no formal meeting on how to conduct a meeting. The results are that 25% of meetings are spent discussing irrelevant issues, and 73% of employees do other work in meetings<ref name=TED > </ref>. But more than that, the participants do not feel at ease during meetings: a 2004 survey commissioned by Interactive Meeting Solutions LLC found that 55% of meetings are dominated by one or two people, 32% of people feel they could get fired for speaking the truth in a meeting, and 80% of the discussion is about things people already agree on<ref name=PMIlibrary >['' https://www.pmi.org/learning/library/four-techniques-facilitate-project-meetings-7249 Means, J.Adams, T., & Spivey, M., “Facilitating effective project meetings. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square”, PA: Project Management Institute, (2007).~~'']~~ </ref>.		Meetings are a part of the daily life of millions of workers. They are indispensable for a lot of projects, and ideally help people be more efficient in their work. A study (Hall et. al) found that 97% of US workers from all levels of employment needed conditions that encourage collaboration to do their best work<ref name=MeetingAnalysis >['' http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf''] Romano, Nunameker, “Meeting Analysis: Findings from Research and Practice ”, (2001). </ref>. However, studies have shown that meetings are often unproductive. First of all, they last longer than they should: 40% of meetings last more than 2 hours<ref name=AmericaMeetsALot > </ref>. Executives spend 40 to 50% of their time in meetings, 34% of which is judged to be unproductive: it equals 2 months per year wasted, and losses of $37 billion in the US<ref name=TED >['' https://ideas.ted.com/the-economic-impact-of-bad-meetings''] Emily Pidgeon, “The Economic Impact of Bad Meetings”, (2014). </ref>. This is due to a lack of organization (63% of the time, no agenda has been distributed before the meeting<ref name=MeetingAnalysis > </ref>), and to the way the meetings are managed: 75% of people have received no formal meeting on how to conduct a meeting. The results are that 25% of meetings are spent discussing irrelevant issues, and 73% of employees do other work in meetings<ref name=TED > </ref>. But more than that, the participants do not feel at ease during meetings: a 2004 survey commissioned by Interactive Meeting Solutions LLC found that 55% of meetings are dominated by one or two people, 32% of people feel they could get fired for speaking the truth in a meeting, and 80% of the discussion is about things people already agree on<ref name=PMIlibrary >['' https://www.pmi.org/learning/library/four-techniques-facilitate-project-meetings-7249''] Means, J.Adams, T., & Spivey, M., “Facilitating effective project meetings. Paper presented at PMI® Global Congress 2007—North America, Atlanta, GA. Newtown Square”, PA: Project Management Institute, (2007). </ref>.

	This is why these last few years, companies are investing in training for their employees on meetings management. Teams and managers can enrol the help of a facilitator. Their role is to provide necessary structure in meetings, thanks to their knowledge in group processes. They help plan the agenda and stir the discussions towards decision-making, but do not provide any content to the discussions themselves, and do not make decisions. While facilitators are traditionally outsiders in a team, their role can be played by a team member or leader<ref name=facilitation >['' http://www.reefresilience.org/pdf/Facilitation_Effective_Meetings.pdf NOAA Coastal Services Center, “Introduction to Planning and Facilitating Effective Meetings ”, (2010).~~'']~~ </ref>.		This is why these last few years, companies are investing in training for their employees on meetings management. Teams and managers can enrol the help of a facilitator. Their role is to provide necessary structure in meetings, thanks to their knowledge in group processes. They help plan the agenda and stir the discussions towards decision-making, but do not provide any content to the discussions themselves, and do not make decisions. While facilitators are traditionally outsiders in a team, their role can be played by a team member or leader<ref name=facilitation >['' http://www.reefresilience.org/pdf/Facilitation_Effective_Meetings.pdf''] NOAA Coastal Services Center, “Introduction to Planning and Facilitating Effective Meetings ”, (2010). </ref>.

	Project managers can find some guidance from the project management standards, even though they do not provide enough information on their own: the British Axelos Standards provide little to no information on meetings, and the PMI Standards provide general guidance on meetings management, but no precise advice. However, PMI provides in its library precise guidelines and techniques for meetings management<ref name=PMIlibrary > </ref>.		Project managers can find some guidance from the project management standards, even though they do not provide enough information on their own: the British Axelos Standards provide little to no information on meetings, and the PMI Standards provide general guidance on meetings management, but no precise advice. However, PMI provides in its library precise guidelines and techniques for meetings management<ref name=PMIlibrary > </ref>.
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	==The Different Types of Meetings==		==The Different Types of Meetings==

	Meetings can be divided in a lot of categories. Here is a proposed division<ref name=types >['' http://meetingsift.com/the-six-types-of-meetings/ MeetingSift, “The 6 Most Common Types of Meetings” ~~'']~~ </ref>		Meetings can be divided in a lot of categories. Here is a proposed division<ref name=types >['' http://meetingsift.com/the-six-types-of-meetings/''] MeetingSift, “The 6 Most Common Types of Meetings” </ref>

	===Status Update Meetings===		===Status Update Meetings===
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	===Which type of meeting for which stage of the project?===		===Which type of meeting for which stage of the project?===

	Projects can be made of one of several phases, which are divided into 4 stages, described in the PMI Project Management Standards<ref name=PMI >~~[''~~ Duncan W. R., “A Guide to Project Management Body of Knowledge (PMBOK)”, PMI Standards Committee, (2013).~~'']~~ </ref>: the initiating, the planning, the executing (where the work gets done), and the closing. At the end of a phase, one or several deliverables are to be handed in. During these stages, meetings will take place. Although any type of meeting can be arranged at any moment, it can be useful to know globally where each type of meeting belongs within the phases of the project:		Projects can be made of one of several phases, which are divided into 4 stages, described in the PMI Project Management Standards<ref name=PMI > Duncan W. R., “A Guide to Project Management Body of Knowledge (PMBOK)”, PMI Standards Committee, (2013). </ref>: the initiating, the planning, the executing (where the work gets done), and the closing. At the end of a phase, one or several deliverables are to be handed in. During these stages, meetings will take place. Although any type of meeting can be arranged at any moment, it can be useful to know globally where each type of meeting belongs within the phases of the project:

	*Status update meetings will typically happen frequently during the execution phase, when the work is actually done and has to be followed. Those meetings can happen within a project team, or between project leaders and program or portfolio managers, for example.		*Status update meetings will typically happen frequently during the execution phase, when the work is actually done and has to be followed. Those meetings can happen within a project team, or between project leaders and program or portfolio managers, for example.
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	The meeting leader or facilitator have different tasks to take care of before the meeting:		The meeting leader or facilitator have different tasks to take care of before the meeting:

	*Define the meeting purpose and objectives. The type of meeting will result in different management strategies. The objectives must be specific and measurable (tangible product or measurable increase in knowledge or understanding, for example)<ref name=facilitation >. It is important to make sure the meeting is really necessary, that is to say that collaboration is needed to solve the issue<ref name=PMIlibrary > </ref>.		*Define the meeting purpose and objectives. The type of meeting will result in different management strategies. The objectives must be specific and measurable (tangible product or measurable increase in knowledge or understanding, for example)<ref name=facilitation > </ref>. It is important to make sure the meeting is really necessary, that is to say that collaboration is needed to solve the issue<ref name=PMIlibrary > </ref>.

	*Create the participants list. It must contain the right people: all of those concerned in the decisions, and not more. Meetings are more efficient when there are few participants<ref name=facilitation > </ref>.		*Create the participants list. It must contain the right people: all of those concerned in the decisions, and not more. Meetings are more efficient when there are few participants<ref name=facilitation > </ref>.

	*Create the agenda. It contains the subjects that will be mentioned in the meeting in a logical order, and includes the meeting title, location, beginning and end times, objectives, discussion topics<ref name=facilitation >, leader for agenda items, and presentations<ref name=HowToRunEffectiveMeetings >['' http://meetingsift.com/how-to-run-successful-meetings/ MeetingSift, “How to Run Effective Meetings”''] </ref>. It can be useful to add the goal of each discussion next to the items: “for information”, “for decision”, or “for discussion”. Unless the meeting requires a lot of preparation, the agenda should not be sent more than 3 days in advance, otherwise it will be forgotten by the participants<ref name=Harvard >[''https://hbr.org/1976/03/how-to-run-a-meeting Antony Jay, “How to Run a Meeting”, Harvard Business Review, (March 1976 Issue).~~'']~~ </ref>.		*Create the agenda. It contains the subjects that will be mentioned in the meeting in a logical order, and includes the meeting title, location, beginning and end times, objectives, discussion topics<ref name=facilitation > </ref>, leader for agenda items, and presentations<ref name=HowToRunEffectiveMeetings >['' http://meetingsift.com/how-to-run-successful-meetings/ MeetingSift, “How to Run Effective Meetings”''] </ref>. It can be useful to add the goal of each discussion next to the items: “for information”, “for decision”, or “for discussion”. Unless the meeting requires a lot of preparation, the agenda should not be sent more than 3 days in advance, otherwise it will be forgotten by the participants<ref name=Harvard >[''https://hbr.org/1976/03/how-to-run-a-meeting''] Antony Jay, “How to Run a Meeting”, Harvard Business Review, (March 1976 Issue). </ref>.

	*Plan the meeting. The meeting leader or facilitator should know the order of the items and their objectives, the process techniques used for each discussion, the supplies needed for those, and the estimated duration of each discussion. It is however important to keep the agenda flexible and adapt it to the participants’ expectations too<ref name=facilitation > </ref>.		*Plan the meeting. The meeting leader or facilitator should know the order of the items and their objectives, the process techniques used for each discussion, the supplies needed for those, and the estimated duration of each discussion. It is however important to keep the agenda flexible and adapt it to the participants’ expectations too<ref name=facilitation > </ref>.
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	===Digitalisation===		===Digitalisation===

	With globalisation, there are more and more international project teams that do not work in the same place, country, or even time zone. To make these teams work, and to save money on travelling, more and more meetings are held virtually. But teams separated by distance can find it harder to work together, and the members never really have the opportunity to get to know one another. It can lead to misunderstandings, feelings of isolation, in addition to potential cultural differences<ref name=PMI > </ref>. This is why managing virtual meetings is a challenging and extremely important task, if the project is to work out. However, there are some methods that can be taken to ensure that these meetings are effective<ref name=Digital >[https://hbr.org/2015/03/how-to-run-a-great-virtual-meeting Keith Ferrazzi, “How to Run a Great Virtual Meeting”, Harvard Business Review, (2015).~~'']~~ </ref>:		With globalisation, there are more and more international project teams that do not work in the same place, country, or even time zone. To make these teams work, and to save money on travelling, more and more meetings are held virtually. But teams separated by distance can find it harder to work together, and the members never really have the opportunity to get to know one another. It can lead to misunderstandings, feelings of isolation, in addition to potential cultural differences<ref name=PMI > </ref>. This is why managing virtual meetings is a challenging and extremely important task, if the project is to work out. However, there are some methods that can be taken to ensure that these meetings are effective<ref name=Digital >[''https://hbr.org/2015/03/how-to-run-a-great-virtual-meeting Keith Ferrazzi''], “How to Run a Great Virtual Meeting”, Harvard Business Review, (2015). </ref>:

	*Using video and not just audio transmissions: putting a face on a voice helps integrate the team, and prevents people from getting distracted.		*Using video and not just audio transmissions: putting a face on a voice helps integrate the team, and prevents people from getting distracted.