Meeting strategies
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== Abstract == | == Abstract == | ||
| − | A meeting is a formal or informal event where individuals meet either face-to-face or | + | A meeting is a formal or informal event where individuals meet either face-to-face or virtually (by the use of audio or video conference tools). In projects, groups of people need to discuss, align, inform etc., hence there exists numerous purposes and needs for meetings. They are essential for collaboration and decision making in a project and revolve around key project management activities such as cost, scheduling and quality. |
| − | Project managers often need to not only participate frequently in meetings, but also plan, facilitate and evaluate meetings | + | Research reveals that even though managers spend more than 50% of their time in meetings, many meetings fail[1]. |
| − | + | Project managers often need to not only participate frequently in meetings, but also plan, facilitate and evaluate meetings throughout the entire project life cycle and especially during the execution phase. Project Managers can use this as an opportunity to implement strategies for creating and managing effective meetings. | |
| + | |||
| + | The purpose of this article is to provide a framework and guidelines for project managers to consider and implement in projects. In order to develop an in-dept framework, this article builds on state-of-the-art research and studies on meetings from leading universities and standards on project management from PMI BOK. | ||
| − | + | Meeting guidelines and methodology is based on contributions and experience from the construction and pharmaceutical industries. Research is conducted through interviews and data provided by industry managers such as: construction managers, and project managers from both industries. Is it the aim of this article, that the methodology provided is applicable in other industries too. | |
| + | The key benefit for a project manager when planning an approach to meetings is that it identifies the approach to communicate most effectively and efficiently, both internal in the project team and with stakeholders. Developing a strategy for meetings can save the project time and costs and on same time keep project team members motivated. | ||
== About the article == | == About the article == | ||
Revision as of 11:19, 26 February 2018
Contents |
Abstract
A meeting is a formal or informal event where individuals meet either face-to-face or virtually (by the use of audio or video conference tools). In projects, groups of people need to discuss, align, inform etc., hence there exists numerous purposes and needs for meetings. They are essential for collaboration and decision making in a project and revolve around key project management activities such as cost, scheduling and quality.
Research reveals that even though managers spend more than 50% of their time in meetings, many meetings fail[1]. Project managers often need to not only participate frequently in meetings, but also plan, facilitate and evaluate meetings throughout the entire project life cycle and especially during the execution phase. Project Managers can use this as an opportunity to implement strategies for creating and managing effective meetings.
The purpose of this article is to provide a framework and guidelines for project managers to consider and implement in projects. In order to develop an in-dept framework, this article builds on state-of-the-art research and studies on meetings from leading universities and standards on project management from PMI BOK.
Meeting guidelines and methodology is based on contributions and experience from the construction and pharmaceutical industries. Research is conducted through interviews and data provided by industry managers such as: construction managers, and project managers from both industries. Is it the aim of this article, that the methodology provided is applicable in other industries too.
The key benefit for a project manager when planning an approach to meetings is that it identifies the approach to communicate most effectively and efficiently, both internal in the project team and with stakeholders. Developing a strategy for meetings can save the project time and costs and on same time keep project team members motivated.
About the article
To understand how and when which meeting strategies can be implementet into a project, we first need to look at the project. Therefore, this article begins with a standard method of partitioning a project into phases. The method is described in PMBOK.
The meeting guidelines and methodology is based on contributions and experience from the construction and pharmaceutical industries. Research is conducted through interviews and data provided by industry managers such as: construction managers, and project managers from both industries. Is it the aim of this article, that the methodology provided is applicable in other industries too.
When presenting the meeting methodology, three parts are relevant to consider: before, during and after meetings. Working goal oriented in all phases gives a holistic approach to change, which will be elaborated later.
This article is based on state-of-the-art material on meetings and communication theories from leading universities as well as standards described in PMIBOK.
Project phases
A project manager will manage meetings throughout the whole project. Some meetings such as a project status meeting or budget meeting can be recurring from beginning to end. Other meetings are only relevant in one phase and maybe only one time. It is important for the project manager to prepare properly for these meetings, in order to do that, the manager identifies the current challenges in relation to the overall project goal. A useful tool for this is to identify project phases.
Splitting up a project into phases allows management to plan and control progress throughout a project lifetime. A project phase consists of related project activities sharing a goal. Completing activities will strive towards reaching the goal and entering next project phase. Project phases can occur iteratively. In some cases, new findings occur in the executing phase which demands project team to make changes in scope and revisit the planning phase. There is no one-size-fits-all-model to describe project phases for every project. Projects are unique and various industries have various project models. However, most projects go through the following four phases:
Initiation - Define new project/new phase of existing project - Define initial scope and finances - Stakeholders that influence overall outcome will be identified - PM will be selected - Project charter/mission statement including business case needs approval to complete this phase
Planning - Scope is refined and objectives are found - Project (core) team is established - PM-plan and project plan are created - Shared documents and platforms within project are created including documents about: scope, time, cost, quality, communication, stakeholder engagement, risks, procurement, human resources etc. - Information related to project is gathered
Execution - Other project participants might be discovered - Work defined in plan made in previous phase is performed and completed, unless severe changes are discovered. In this case, there might be a need for an iteration back to the planning phase. - People and resources are coordinated, stakeholder expectations are managed, activites of project are integrated and performed in accordance with plan. Results requiring updates and needing to revisiting planning phase include: activity durations, pricing, unanticipated risks.
Closing Completing of project include: - closing contracts - Archive data - Closeout procurement - Evaluate and note learnings and reviews
Splitting projects up into phases does not mean, that phases are isolated internally. Phases occur most commonly sequential and are extremely interrelated due to project processes.
Figure 3-3 from PMBOK shows how the various process group are related. A process group is a group of project management processes, all of them relevant to a specific part of the project, e.g. the initiating process group is a group of processes performed to "define a new project or a new phase of an existing project by obtaining authorization to start the project or phase."
All groups can easily participate in one phase. Figure 3-3 shows an example of how the different process groups are related to each other and other project activities. Communication in this cluster of project processes is what makes the project progress, precise and accurate communication is key in a meeting.
Meeting strategies
In order to present the various meeting strategies, we distinct between meetings occurring throughout the whole project and meetings connected to a specific phase or event.
Meetings occurring throughout whole project (STG)
Based on industry research using a template for meetings to structure (agenda) and filling in minutes to keep track of progress seem to be a common effective method, that both works to steer the meeting topics and allows participants to follow the meeting timeline.
Before - Prepare a template for meeting minutes
During - Use template to structure meeting
After - Update template and send to participants
PICTURE: TBD. Example of template.
HBR-method:
A research study published in Harvard Business Review suggest a structured five step method to analyzing and changing meeting patterns:
1. Collect data from each person 2. Interpret the data together 3. Agree on a collective, personally relevant goal 4. Set milestones and monitor progress 5. Regularly debrief as a group
Meetings occurring in a single or several but not all phases (progress meetings)
Before
During
After
Limitations
- Cultural change: is your company ready? Time and money consuming to prepare (more) for meetings. - Team effort: it takes collective effort to change meeting norms. - Conflict with being the manager and meeting facilitator on same time: two different roles. Manager need to focus on other goals than waking people's attention in a meeting.
