Maximize Adaptability and Minimize Risk with Hybrid Project Management
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GUMERCINDO FERNANDES JUNIOR
Contract Manager, Sr. Project Manager, Site Manager - Career Transition| Available immediately for Opportunities in Brazil or Abroad
Sorocaba, São Paulo, Brazil
Hi, it's essential for Execution Team that they have a routine meeting daily basis, for Planning Team a routine meeting weekly basis, also, at last but not least for Contractual Management Team a routine meeting weekly basis too.
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Linda Zinn
Director, Enterprise Project Management Office| FlightSafety International
Rutherford, Nj, USA
I think the goal should always be no meetings. If the team spends a lot of time in meetings it takes away from the time to actually do the work and it costs money (the hourly rate for each resource X the sum of the length of each meeting). I'm also a firm believer that meetings should only be held to address issues and clear obstacles. If you're having meetings to ask people for status or to brief people on status you may want to see if you can accomplish that without having to have a meeting. Of course if you are in IT and following an agile methodology you will likely find a daily stand-up meeting common but in theory those should only be 10-15 minutes and are for a very distinct purpose.
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Anonymous
I agree with Linda, that the fewer meetings the better. But... It really depends on the project, team, phase and what type of meeting. Are you considering only project management type meetings or project product type meetings?
If you have a strong team that can handle requirements meetings, etc. on their own, that's fine - but if you need to organize them, then it depends on how knowledgeable the SMEs/SPOCs are and how productive the meetings can be. If your team is mature enough to provide status accurately and regularly, great. Otherwise you'll need status meetings. Oh then, don't forget that you'll like need to separate PMO status meetings. If the project is running smoothly, then yes you may be able to get by with quick weekly status meetings; but if there are a lot of issues, it not unusual to have daily meetings to go over what went wrong, what was fixed and what else needs attention from 1 day to another. If the project is very complex, you may need to meet more often. Or you may need to meet with different groups to discuss different activities. i.e.: The development team for their status/issues; the training team to coordinate & test their products; etc. This is especially true if you're having a phased deployment (i.e.: One city one week; a different city the 2nd week; etc.) You'll like need a different set of meetings for sponsors vs. lower level stakeholders. Perhaps different meetings to discuss finances with the Finance department. There is no easy answer until you understand all of the intricacies of the project. ![]()
Rami Kaibni
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It depends on the size, type and nature of the project but I would say minimum once a week.
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Kiran Neve
Head of IT Department for India Region| Chassis Brakes International France
Pune, Maharashtra, India
It depends on the nature of project & size, deliverable and timelines against it. Normally daily short meeting with project team (or at least with leaders - based on team size) is good.
And with other stake holders like customer PM, and other stake holders at least once in month. ![]()
Chris Werner
Senior Program Manager - Reliability, Safety and Compliance| Philips Healthcare
Burlington, Ma, USA
It's been my experience that successful project managers will adjust meeting and update frequency depending on the nature, scope and scale of the project. Large multi-year, multi-site or global projects will have a rhythm of communication requirements quite different than small, local, single site projects. That said, it is also my experience that the last 2, 3 or 5% of a project commonly requires more frequent communications and updates. Crossing the "goal line" can feel like it's just out of reach at times. More frequent comms and updates can help.
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It depends on the project phase you are in. During initiation and planning, I take one review fortnightly or even monthly since need based meetings are too many. When the project is under execution, I take a short review every day during the non-peak hours to update, resolves issues, check safety performance and risks and close decision. A detailed review is conducted on monthly basis apart from a monthly planning meeting.
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Eduard Hernandez
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Being aware that there is no correct or wrong answer to the question, I'd say that a weekly meeting should suffice. It is essential to have the right people in the room, prepare and distribute the meeting agenda in advance, and set ground rules.
It goes without saying, but ad-hoc meetings to discuss certain urgent topics are also important to take into consideration ![]()
Sergio Luis Conte
Helping to create solutions for everyone| Worldwide based Organizations
Buenos Aires, Argentina
It will depend on some characteristics of the project team. For example, in my case, we are working with multi-national teams distributed around the globe so we have to perform at least one meeting for each region-country. On the other side, you have to add the audience characteristics or what we named as "the communication pyramid" regarding the organizational position and the project role for each project team member: sponsor, leadership team, etc. etc.
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It depends on the project. And what kind(s) of meetings. Team meetings, meetings with sponsors or steering committees, meetings with vendors? For complex projects, you may need multiple meetings per week. Agile/Scrum would say you need a scrum each day or two. And large IT projects often have part-time team members for database, network, OS, security, etc. These people don't have time to meet every day. Maybe you meet with them once a week, or once every two wks. You need to meet the expectations of the sponsor/steering committee, so meet with them on a schedule that they approve. But at the project and team level, you need to determine the best frequency. Input from the team can be helpful.
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1 reply by Rolf Dieter Zschau
Jul 05, 2016 8:51 AM
Rolf Dieter Zschau
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I totally agree. It's dependend on type of project, type of process and on the people involved, of course.I totally disagree with Linda in a globally aim of Zero meetings. But it depends what you mean with "Meetings", of course. And it's very important to manage and moderate meetings appropriately to audience, target and time setting. I agree with Linda, that meetings should be restricted and minimized but that doesn't mean "no meetings" but "appropriate meetings" with appropriate audience. |
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