Running A Productive Project Meeting

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Running A Productive Project Meeting

By Tim Kress, PMP

Create a concise clear agenda ahead of time. Each agenda item should have a desired outcome and a timeframe. (See sample meeting agenda). Distribute to attendees at least 24 hours in advance.
Make sure you book your meeting room and conference bridge ahead of time. Include details in the meeting notice. Include the agenda.

Ensure that the conference room has sufficient seating for participants. This sounds obvious, but if you don’t have proper seating people will not be engaged.

Make sure that you sit in a central spot at the table where you are seen as "in the middle" both literally and figuratively.

Print and bring copies of the agenda, issues list and project plan for participants. Include hard copies of any document sent to participants with the meeting invitation.

Start on time. Open the bridge line at the appointed meeting time. Don’t wait more than 5 minutes for late participants to start the meeting. Waiting longer punishes those who took the initiative to be there on time.

When you begin ask participants on the phone to identify themselves. If you have a small group in the room, you may identify them for folks on the phone. If the group is larger than 6 or 7 people, have participants go round the room and introduce themselves. This should take no more than 3 minutes.

Run the meeting off of the agenda. Address each issue as completely as you can in the timeframe allocated. It’s ok to be flexible if the discussion is proving to be productive but you have to stay at least near the agreed upon timeframe to keep people happy.

Make sure each participant has the opportunity to bring up his concerns or ideas. If some people are quiet or you have a person monopolizing the discussion, prompt the reserved participants for comment.

If you have the luxury, appoint a scribe to take the meeting notes. This will free you up to facilitate and participate in the discussion. If you don’t have a scribe, you will have to do three tasks simultaneously: take notes, run the meeting, and participate in the discussion as a subject matter expert. This isn’t easy to do but these days it is becoming expected of a project manager. This is where the art of the craft comes in to play. I recommend that you write up the meeting summary shortly after the meeting, particularly if you were juggling roles. If you wait a day, your notes begin to make less sense to you.

To ensure that people agree on decisions being made, I recommend you poll the group casually as you go. I like to say something like "Does this make sense?" or "Are we on the right track on this one?". This technique ensures buy-in to decisions and gives dissenters one last opportunity to voice their opinion. Asking for their consent and confirmation of project direction is a great way to reach consensus.

As the meeting nears its end, I like to conclude with "Is there anything else?". If there is, continue discussing and clarifying open or new issues. If there isn’t, end the meeting.

Make sure that the team knows when the next meeting is scheduled.

Say "Thank You" to your team. Let them know you appreciate their efforts.

Tim Kress & Associates Project Management helps professionals improve their standing by giving them the tools they need to provide financial and process improvement contributions to their organizations. This is done through interactive project management training that not only emphasizes theory and methodology but also teaches students how to sell and execute. The site features free articles and tools focusing on integrating projects with business strategy and addressing corporate success strategies in today's competitive environment. www.timkress.net