Project meeting has long been bothering project managers. With proper documentation of the project, regular project meetings easily became a meaningless book reading section. The even worse thing is most team members carry their computers to work during the meetings. But how should project meetings be run? Is it an outdated practice in the digital age?
Many meetings could be run in a project, and let’s talk about two common ones, the kick-off meeting and the daily/regular meeting.
The Kick-off meeting
The Kick-off Meeting is common used and usually encountered fewer problems compared to the regular meeting.
A kick-off meeting could be short if it is about a less complicated project. However, the project manager would need to prepare very well about it. It is the result report of the project manager on the initiation phase.
The project manager can describe the arrangement of the project. In most situations, it would be the content of the Project Charter, the RACI Chart, and the plan of the project.
What is a Project Charter: https://www.linkedin.com/feed/update/urn:li:ugcPost:6950455684631072768?updateEntityUrn=urn%3Ali%3Afs_updateV2%3A%28urn%3Ali%3AugcPost%3A6950455684631072768%2CFEED_DETAIL%2CEMPTY%2CDEFAULT%2Cfalse%29
What is a RACI Chart:
And the reason for having a meeting is that team can ask for clarification, and or request amendments about it. This is also the reason why the work of the project manager in the initiation phase is important, otherwise, there would be a lot of contradiction when the project is “kick-off”.
And quite often, there would be project details that are undecided yet when the project is started. The project manager could also mention that in the meeting, and outline how to decide in the future.
It is also very important for the project manager to notice everyone the communication methods used in the project, to ensure everyone could receive the correct and up-to-date information.
The daily/regular meeting
The daily/regular meeting is a nightmare for many managers.
With teams that have functions and tasks allocated to different sub-teams, very often the meeting would become a book reading section on the team’s weekly reports.
Even worse, with a busy team, people would even bring their computers to the meeting room and work during the meeting.
The meeting might also lose its most important function, that is solving problems with different ideas and mindsets, because people may polish the weekly reports and hide the problems, thus it is not exposed in the regular meeting.
Although regular meetings could be run badly common, if it is used correctly it is still very beneficial.
Some managers would try to adopt the Stand-up Meeting to their team.
Stand-up meeting has long been a myth in many workplaces. Many people have heard about it, but not a lot experienced it. Sometimes some managers try to adapt it according to some stories they heard in some start-up events, but quite often the result is not good, it is hard to control, and the team does not like it.
Because the original Stand-up meeting was developed for Scrum, an agile project management method. And this method is not common outside the software development industry. This method also needed a relatively experienced project manager and team members to follow. Moreover, start-up stories focus a lot on the rules of the Stand-up meeting and make the rules strict, thus it is not flexible, and the managers are not able to persuade the teams why the rules are good for their work.
However, there are a lot of concepts of the original Stand-up meeting that project managers can adapt to their regular meetings.
Stand-up: The reason for stand-up, mainly is for the team to focus. At least one can't use the computer while standing, isn’t it? It also adapts to the start-up environment, which sometimes lacks a formal meeting room.
Quick: The original concept is to limit each member to speak for under 1 minute. The concept is making things quick, in summary, and accurate.
Standardised format: Some classic stand-up meetings have a standard format.
Usually, it is:
What did I do yesterday that helped the development team meet the sprint(a short period of work in Agile Project Management) goal?
What will I do today to help the development team meet the sprint goal?
Do I see any impediment that prevents me or the development team from meeting the sprint goal?
This help each member report their work progress, which enhances ownership, as well as letting the team know the progress. And most importantly, it encourages team members to tell the problems they are facing. It is more important for R&D functions, which a group of engineers with different backgrounds and expertise could give suggestions on how to solve a problem in the best way, rather than only one engineer needing to face the difficult problems by himself.
An important thing is, that this is only adaptable if the team have a culture where every member is willing to bring their problems for discussion. It is not an easy thing for many teams.
Moreover, usually, details would not be discussed in the regular meeting. It would be discussed separately to keep the meeting quick and focus.
Running project meetings is never an easy thing, especially when team members have different expectations of it. The project manager could tell the team his/her expectation and the purpose of the meeting, this could help everyone to run it for the same goal, even if it is only a short-term team.
Proper running of project meetings, can help foster communication, enhance the sense of ownership, and solve problems in better ways.
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