As the advanced project moves into its execution phase the roles and responsibilities of its principals need to change. The main principals
Being delivery focused means knocking barriers down. Barriers are perceived problems that stand in the way of things being delivered. A common problem is that people feel they do not have the authority to do something or say something. Delivery-focused people tend not to think in those terms. There's a saying, ˜Ask for
In this phase people need to be very thick-
Ensuring that the principals understand that they need to adopt this way of working is very important. Talking to the individuals about what will be required in a
Once you have talked to the principals about their roles you should start to work with the work package managers on building up the
An effective way to
An inexperienced team will need to
How distributed is the project team?
A distributed team
How mature are the project processes?
Advanced projects tend to be undertaken infrequently, since they are expensive and disruptive to the organization. Support in the form of processes for these projects is generally immature. Often the processes are simply the existing project management processes, which are generally inadequate. Where the processes are poor, more structure is required, at least initially, to allow team members to
Once you have
These are held to discuss technical issues. For example, a software project may have an ongoing technical architecture meeting that occurs monthly.
These are held to release information about progress versus plan. This type of meeting should be held regularly to ensure that team members are kept up to date about progress towards the final project goals.
These are held to boost
Management meetings are held to plan project activities and ensure that the future tactical and strategic plans are acceptable.
Meetings with customers are held regularly to explain progress towards key milestones in the project. These can be held with internal or external customers.
These are held with people supplying goods and services. Often these meetings are held with external organizations but they can be held between different divisions of the same organization.
This list of meeting types and factors to consider can seem daunting. Project managers often start out with good intentions about setting up meeting structures. Unfortunately their good intentions often falter when they start to understand the large number of meetings and factors that need to be accounted for. They switch to an abdication mode where they let the meetings form on an as-needed basis. They take little or no active management role.
You do not have to take the abdication approach. Instead you can adopt a simple process for deciding what meetings are required:
Identify all the potential management meetings. This can be achieved simply by analysing the work breakdown structure. You should assume that there is a management meeting for each work package and another meeting where there are several tasks being managed collectively.
Decide on the purpose and complexity of each meeting. In many cases the meeting's purpose will be simple. It will involve only the manager and the team member. You should ignore capturing and managing these simple meetings. The meetings should continue but it is not necessary for you to include them in the formal project structure. Instead you should try to identify meetings that are likely to involve six or more people on a regular basis.
You should now classify the identified meetings using the categories given previously: technical meetings, briefing meetings, fun events, management meetings, customer meetings, supplier meetings.
Once all the potential meetings have been identified you should gather together the work package managers. Collectively you and the work package managers should assess the potential meetings. Once you have agreed which meetings are required you should collectively develop a schedule for them. The schedule should cover the frequency of the meetings and their duration. Developing meetings in this collective manner ensures that there is no overlap in scheduling, a common problem in large projects.
Review the agreed schedule for missing meetings. The method of developing the meeting schedule is task focused. However, there are always a number of meetings that add value but are not task based, for example fun events. Where such meetings have been missed they should be worked into the meeting schedule.
The final meeting schedule should now be published and periodically reviewed. It is useful if the meeting schedule is published