Section N
Project Meetings
Men are never so likely to settle a question rightly as when they discuss it freely.
Southey's Colloquies, 1830, Thomas Babington, Lord Macaulay
1
See Part VI, Section C for Managing and Conducting Meetings. Most project meetings are a necessary part of the work process. They are, however, big man‐hour consumers. Further, when people are attending meetings, they are not performing their normal productive work. Consequently, the time, frequency, and attendance at meetings should be structured so as to minimise their impact on productivity.
1.1
See Section A, subsection 7 regarding the kick‐off meeting and subsection 8 for the kick‐off meeting agenda.
1.2
See Part VI, Section A Communications, paragraph 4.2.2, for a morning update meeting.
1.3
See Section L, subsection 2, for trend meetings.
1.4
See Part V, Section C, paragraph 3.1, m and n, for cultural issues.
1.5
Arrange regular weekly reviews with key members of the project team and the client or owner. Encourage free and constructive interchange of information, but do not let it get out of hand.
1.6
Progress reviews are backward looking and do not control. Rather than spending time in a retrospective assessment of where the project was, we need to look forwards. This is the power of a risk‐review meeting since it helps us to control by preventing change. Consequently, we should invest more time in reviewing risk. Schedule a meeting at appropriate times, depending on progress.
1.7
Arrange formal monthly reviews with key members of the project team and the client or owner. Try to get a member of senior management from both parties to attend the meetings, especially if someone is being obstructive. If possible, make use of the meeting as a business development opportunity or after‐sales service.
1.8
Hold periodic performance reviews at appropriate stages (key milestones) for the purpose of learning for the future. This will maximise the capturing of knowledge before people leave the project. These stage performance reviews become a process of learning, and the post‐project appraisal (see Section U subsections 2 and 3) becomes the formal process close‐out.
1.9
Minutes of client meetings should be in a standard format as defined in the coordination procedure and transmitted (within three working days) to the client for their approval.
1.10
Before holding Internet meetings or video conferencing (so‐called virtual meetings), make sure that people have physically met each other and that you have built the necessary relationships.