I had to ask this question as it is something I noticed about my way of managing projects recently and wanted to see what other approaches people use.
I noted that I take very thorough minutes in meetings and record as much as possible e.g. attendees, actions, detailed notes, risks & issues. I have in the past just recorded actions but not sure if that is at all suitable.
Recently I was told by one of my key stakeholders that the records we have from discussions were 'beautiful & efficient' but then how much is too much and how much is too little?
Thank you for the posts as it is very interesting to see others thoughts on it.
I must say that I did think my minutes were very thorough but had one stakeholder yesterday resend some additions that she would like me to add and the detail was immense. I think I know what is expected from me on that project! :) Saving Changes...
If your stakeholder is asking for more information, there will be some reason, which he/she is not willing to share with you! Also in my experience what I have observed is, meeting minutes are useful during project audits and quality audits.
Best Regards,
Vivekanandan M Saving Changes...
Anonymous
Vivekanandan, yet again I do not believe that you have understood the discussion. If you would like to contribute further please do reread the posts. I suggest you ensure you have a thorough grasp of a discussion before posting to it.
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Alan CaseySenior Project Manager| Ford Motor Credit CompanyDewitt, Mi, United States
I am all about efficiency (call me lazy).
First, I suggest that you provide appropriate inputs to the meetings and then just reference them. For example, the open issues log should be in front of participants - this allows terse meeting notes like "Decision: Issue #12 is closed."
Second, I like to use a mind mapping tool to capture meeting notes real-time as an outline. When I can get away with it, I just publish the map(s). If I can't get away with it, I cut from the map and paste into a word processor - it comes in as an outline.
Point of stress - train your teams to expect a simple outline instead of lots of prose in your meeting notes (or hire a writer and copy editor). You are a PM not a publisher.
Third. Do include action items - start with a list and cross out completed action items while adding new actions. Please get this in a database - even if it is MS Outlook "Tasks" or a "Ta-Da List."
I'd just like to congratulate you on the fact that you ensure that you have minutes with as much relevant detail as possible and it has been refreshing to see so many advocates of minutes on this thread as I have found the reality to be quite different.
So many times I see key meetings which are incredibly productive having no record at all leading to actions not being followed through, important decisions forgotten (particularly those which took time to reach consensus).
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Anonymous
Thank you for all the comments. Definitely has been very useful! Saving Changes...
Look to the outcomes you are expecting from keeping minutes. There are generally two key results - first that people who attend know what and what not to do now; second that there is a historical record of what decisions were made and why. There are times when a third outcome is sought - a verbatim record of the participants contributions at the meeting.
While some responses have suggested using ICT tools as an aid, I find it easier to have a printed page with a simple tabular layout - agenda items and room to record a summary of the discussion and action items. My typing speed is not good enough to use a computer based tool without disrupting the flow of the meeting!
As an aside, there are some, albeit very few, meetings where just the fact of the meeting and the decision is all that is required. Whatever the reason, you will never get agreement from the principals to record more than that, and attempting to have a more complete record agreed just is futile. Saving Changes...
Elyse NielsenSenior Project Manager| Ascension Health Information ServicesHaines City, Fl, United States
Hi,
It depends on the audience and purpose of the meeting. Quite often I track who attended and who did not attend, Key discussion and decision points, Action Items needed, and Issues Uncovered. The key is to have enough detail to trigger memories when later on down the road someone asks, why did we do that?
Hope this helps,
Elyse
My PM Blog Saving Changes...
BUBU TRIPATHYPM I| Siemens Healthcare Inc. USAFrazer, Pa, United States
A MOM should have the following basic elements to be of any use to the PM or to any stakeholders. Remember, we need "Structured" information for "Meaningful Use".
1. Make sure that all of the essential elements are noted, such as type of meeting, name of the organization, date and time, name of the chair or facilitator, main topics and the time of adjournment. For formal and corporate meetings include approval of previous minutes, and all resolutions to issues found in previous meetings.
2. Prepare an outline based on the agenda ahead of time, and leave plenty of white space for notes. By having the topics already written down, you can jump right on to a new topic without pause.
3. Prepare a list of expected attendees and check off the names as people enter the room. Or, you can pass around an attendance sheet for everyone to sign as the meeting starts.
4. To be sure about who said what, make a map of the seating arrangement, and make sure to ask for introductions of unfamiliar people.
5. Don't make the mistake of recording every single comment, but concentrate on getting the gist of the discussion and taking enough notes to summarize it later. Remember that minutes are the official record of what happened, not what was said, at a meeting.
6. Use whatever device is comfortable for you, a notepad, a laptop computer, a tape recorder, a steno pad, shorthand. Many people routinely record important meetings as a backup to their notes.
7. Be prepared! Study the issues to be discussed and ask a lot of questions ahead of time. If you have to fumble for understanding while you are making your notes, they won't make any sense to you later.
8. Don't wait too long to type up the minutes, and be sure to have them approved by the chair or facilitator before distributing them to the attendees.
9. Don't be intimidated, you may be called upon many times to write meeting minutes, and the ability to produce concise, coherent minutes is widely admired and valued. Saving Changes...
Peter WrightProgramme Manager| BAE SystemsSouthport, Merseyside, United Kingdom
Anon,
I think you have had a good and variety of responses and it looks like you now know what is expected from one of your stakeholders on your project. Not wanting to make the following statement after the horse has bolted but:-
If this one stakeholder wants lots of information in the minutes, what about the other stakeholders?
At the initial project initiation / kick off with your stakeholders try and agree the level and detail required fro all types of communication, with those stakeholders. Then capture that decision in minutes but a comms plan for the project and distribute to all of the project stakeholders.
This forms your "contract" for the level of information you should provide on the project. I would suggest that you do not assume information from threads like this will give you the answer, they provide experience of people who have worked in diverse environments, but they do not necessarily work in your same environment.
Review the comms plan periodically throughout the project, ideally at key milestones. Also if you have 3rd parties this should have been reflected in the contract as to the level of details both parties are expecting.
Further to my last post:-
If you are in a small 5-200 people company:- attendees (apologies for those invited) key actions and decisions.
200-5000 - Key Actions Decisions and key notes / statement that have created the later.
>5000 / MOD/ DOD - Thourough
for the later 2 use an additional person to capture the minutes who does not have an input to the meeting so they can focus on what is being said.
