Managing Meetings

Sorry for the break - I've been traveling.  And during those travels, I've had several questions regarding meetings.  So, I think I'll address that topic in this update.

Meetings are a common source of irritation.   The reasons vary from "too many", "no clear purpose", to "poorly managed".  They are frequently seen as a waste of time because many produce no tangible outcomes.  So, within these complaints lay the principles that can make meetings powerful.  They need to be short, focused, with clearly stated outcomes (measurable wherever possible) that are then provided to participants.

Most meetings suffer because we try to accomplish too much in a single sitting.  I've discovered that in the project world, rather than having a one-size-fits-all "Core Team" meeting, where progress is reported and problems are resolved, it is better to break these into separate meetings.  Progress should be reported regularly, so my Status Update Meetings (SUM) are held regularly, calendared at the beginning of the project for the entire project.  Problems should be resolved as quickly as possible, so my Project Adjustment Meetings (PAM) are scheduled as problems are uncovered.

Status Update Meetings:  The format for my SUMs is constant.  Each of these regularly scheduled meetings is 35 minutes in duration.  I apply the following agenda:

1. Items currently on Critical Path (those tasks on the critical path that are currently in progress - 15 Minutes 
   1. Did each task begin on or before the Earliest Possible Start Date (EPSD)? Associated risks / issues and learning - Reported by the task "Responsible For" 
   2. Is each task expected to end on or before the Earliest Possible Completion Date (EPCD)? (Is projected duration still accurate?) Associated risks / issues and learning - Reported by the task "Responsible For"
2. Items coming up on Critical Path (those not yet in progress but expected to begin before next meeting) - 15 Minutes
   1. Is there communication between predecessor task Responsible For and subsequent task Responsible For? Is subsequent task ready to launch at EPSD? Associated risks / issues and learning.
   2. Is each task expected to end on or before the Earliest Possible Completion Date (EPCD)? (Is projected duration still accurate?) Associated risks / issues and learning.
3. Recent mistakes and associated learning. Award of “Dogs” - 5 Minutes

Project Adjustment Meetings:  Project Adjustment Meetings (PAM) are held in response to problems and result in adjustments to project plans.  They are thus held as necessary, as problems are identified in the SUMs.  These are meetings in which creativity and innovation are expected, so I limit them to 2 hours duration.  They are tightly focused on brainstorming solutions to problems with which all core team members can align.  An Alignment Discussion process is used throughout the meeting to ensure both forward momentum and commitment are maintained among all core team members as solutions are generated.

Meetings are more effective when they are focused and short.  Try it . . . . I think you'll like the results!