Successful Project Management
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== Meeting Strategies == | == Meeting Strategies == | ||
| − | A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name='' | + | A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” <ref name=''Rom''> ''Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf'' </ref>. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” '''(referer til Rom).''' The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time. |
However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained. | However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained. | ||
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The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>. | The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities <ref name=''PMI''> ''Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management'' </ref>. | ||
| − | Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase | + | Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase '''(REferer til PMI her)'''. It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify. An example of the model is illustrated in ''Figure xx''. |
''Insert model of cost and staffing level model.'' | ''Insert model of cost and staffing level model.'' | ||
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'''A collection of tools for meeting strategies'''<br> | '''A collection of tools for meeting strategies'''<br> | ||
''Avoid unnecessary meetings''<br> | ''Avoid unnecessary meetings''<br> | ||
| − | First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg | + | First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed <ref name=''Rogelberg, S., Scott, C. Kello, J. (2007). The Science and Fiction of Meetings. MIT Sloan Management Review, Volume 48(2), https://orgscience.uncc.edu/sites/orgscience.uncc.edu/files/media/Rogelberg%20et%20al.%20-%202007%20-%20The%20science%20and%20fiction%20of%20meetings.pdf'' </ref> which are listed below: |
:* When unresolved issues are inhibiting the progress of a project or interdependent projects | :* When unresolved issues are inhibiting the progress of a project or interdependent projects | ||
:* Decision making | :* Decision making | ||
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''Meeting minutes''<br> | ''Meeting minutes''<br> | ||
| − | Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan | + | Another good tool is meeting minutes. These contains important information from the meetings and are saved in the project management plan '''Referer til PMI her'''. It is a good idea to agree on a structure of the minute so that it takes the same structure for each meeting. The meeting minute is useful for people who could not attend the meeting to see what was discussed, to be able to go back in time and see what was discussed and agreed upon, but also to help keep a structure of the meeting.. |
The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings | The tools mentioned above are just a few among many. Other useful tools could be looking at you create valuable meetings and encourage the participation in meetings | ||
Revision as of 16:01, 23 February 2020
Building 310
Contents |
Abstract
Meeting Strategies
A meeting can be defined in many ways, one of which is: “a focused interaction of cognitive attention, planned or chance, where people agree to come together for a common purpose, whether at the same time and the same place, or at different times in different places” [1]. Or as Kayser defines: “A meeting is a gathering where people speak up, say nothing, and then all disagree” (referer til Rom). The last definition indicates how unproductive and unconstructive meetings can be. In fact, research shows that even though managers spend more than 50% of his/her official work time in meetings, many meetings fail and cause great and unnecessary costs on wasted working time.
However, meetings can be very essential for larger groups of people working together, in order to agree upon key project management activities such as scheduling, cost, and quality. For this reason good meeting strategies can be helpful and in some cases necessary. There are many tools which can be applied in order to make meetings more efficient, and in this article some of the most common ones are explained.
Making meetings time efficient
Meetings will run throughout the whole project, but according to when the meeting is held there are different things to take into account. The project manager is responsible for facilitating the meetings and for identifying which challenges will be, or can be, met in different phases in order to achieve the overall goal of the project. One useful method is to make a model of the project phases and to identify possible challenges in each phase. One example of such a model can be seen in Figure xx.
Insert a figure of the project phases
The project phase model is unique for every project, but usually the project goes through four phases: (1) Initiation (2) Planning (3) Execution (4) Closing. Each phase has different associated management activities [2].
Another tool which can be used together with the project phase model is to identify the costs throughout the whole project’s life cycle. In most projects the costs will be low in the beginning (Initiation) and will start to increase from the end of the planning phase (REferer til PMI her). It is important to make the meetings as efficient as possible when the costs are high, which such a model can help you identify. An example of the model is illustrated in Figure xx.
Insert model of cost and staffing level model.
A collection of tools for meeting strategies
Avoid unnecessary meetings
First of all it is important to avoid unnecessary meetings. This is especially important when the costs are high and the time is scarce, since people are not fond of wasting their time and this will cause higher costs. A good method is therefore to set up some guidelines for when it is acceptable to call a meeting in order to avoid unnecessary meetings. There are a couple of things that indicates when a meeting is needed Cite error: Closing </ref> missing for <ref> tag]]
Customer Profile
- Gains: the benefits which the customer expects and needs, what would delight customers and the things which may increase likelihood of adopting a value proposition.
- Pains: the negative experiences, emotions and risks that the customer experiences in the process of getting the job done.
- Customer jobs: the functional, social and emotional tasks customers are trying to perform, problems they are trying to solve and needs they wish to satisfy.
Value Proposition
- Gain creators: how the product or service creates customer gains and how it offers added value to the customer.
- Pain relievers: a description of exactly how the product or service alleviates customer pains.
- Products and services: the products and services which create gain and relieve pain, and which underpin the creation of value for the customer.
How to wiki
How to add a reference?
Do it in the text like this:
write [3]
Refer to the same reference again by writing: Cite error: Invalid <ref> tag;
refs with no content must have a name
It automaticly print it under References :-)
How to add a picture: Click on the botton "Upload file" on the left. Give the file a name you can remember Go into the wikipage to edit. write: [File:name.jpg|300px|thumb|right|picture text]
Application
Limitations
Annotated Bibliography
References
- ↑ Romanco, N. and Nunamaker, J. (2001) Meeting Analysis - Findings from Research and Practice. Proceedings of the 34th Annual Hawaii International Conference on System Science, http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.570.6650&rep=rep1&type=pdf
- ↑ Project Management Institute, Inc. (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide) (6th Edition), https://app.knovel.com/hotlink/toc/id:kpGPMBKP02/guide-project-management/guide-project-management
- ↑ Author (year) title, link
