Meeting Management
(→Abstract) |
(→Abstract) |
||
| Line 1: | Line 1: | ||
=Abstract= | =Abstract= | ||
| − | Meetings play a significant role in existing and upcoming projects. They are one of the main keys for group decision making, communications and problem-solving | + | Meetings play a significant role in existing and upcoming projects. They are one of the main keys for group decision making, communications and problem-solving. |
Multitudinous variables answerable exist for creating profitable and productive meetings where the decisive key is positive collaboration towards action. | Multitudinous variables answerable exist for creating profitable and productive meetings where the decisive key is positive collaboration towards action. | ||
| − | The first part is mainly directed for management portfolio review meetings which are considered as overwhelming, time consuming and unproductive. | + | The first part is mainly directed for management portfolio review meetings which are considered as overwhelming, time-consuming and unproductive<ref name="Washington">T.Washington, Portfolio Review Meetings, d. 19. February 2019 from http://ppmexecution.com/portfolio-review-meetings/ </ref>. |
In conjunction with the need for the portfolio review meetings, the four types of meetings are mentioned to determine the format and urgency of the assemble. | In conjunction with the need for the portfolio review meetings, the four types of meetings are mentioned to determine the format and urgency of the assemble. | ||
| Line 12: | Line 12: | ||
The conducting part is extended with the several tools and techniques (displayed thinking, affinity diagram, PMI etc.) which enable engagement of employees and lead to effective problem-solving. The explanation of the usage of the tools and techniques, as well as when it is appropriate to use them, is mentioned. | The conducting part is extended with the several tools and techniques (displayed thinking, affinity diagram, PMI etc.) which enable engagement of employees and lead to effective problem-solving. The explanation of the usage of the tools and techniques, as well as when it is appropriate to use them, is mentioned. | ||
| − | Finally, the financial investment in meetings is considered and the three-stage model is presented to approach for maximizing the potential of meetings. | + | Finally, the financial investment in meetings is considered and the three-stage model is presented to approach for maximizing the potential of meetings.<ref name="Rogelberg">Steven G. Rogelberg, Linda Rhoades Shanock, and Cliff W. Scott, Wasted Time and Money in Meetings: Increasing Return on Investment, Small Group Research, 2012. </re. |
=Types of meetings= | =Types of meetings= | ||
Revision as of 17:52, 22 February 2019
Abstract
Meetings play a significant role in existing and upcoming projects. They are one of the main keys for group decision making, communications and problem-solving.
Multitudinous variables answerable exist for creating profitable and productive meetings where the decisive key is positive collaboration towards action.
The first part is mainly directed for management portfolio review meetings which are considered as overwhelming, time-consuming and unproductive[1].
In conjunction with the need for the portfolio review meetings, the four types of meetings are mentioned to determine the format and urgency of the assemble.
The second part briefly describes all steps that assure constructing well-organized meeting, from preparing, starting through conducting, closing the meeting until following up after. The conducting part is extended with the several tools and techniques (displayed thinking, affinity diagram, PMI etc.) which enable engagement of employees and lead to effective problem-solving. The explanation of the usage of the tools and techniques, as well as when it is appropriate to use them, is mentioned.
Finally, the financial investment in meetings is considered and the three-stage model is presented to approach for maximizing the potential of meetings.[2]
Cite error:
<ref> tags exist, but no <references/> tag was found
