Key guidelines |
First ask the following questions: |
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Is the meeting really necessary? |
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What is the purpose of the meeting? |
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What exactly do you want to achieve with the meeting? |
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What type of meeting do you require to meet your objectives? |
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The key to a successful meeting is preparation! |
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Who should be present? |
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What information do they have that the other team members require? |
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Who should be present to handle the communication or witness that a decision has been taken rationally? |
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Do those present have the authority to make the necessary decisions? |
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What preparation must members do in advance or what information should they bring to the meeting? |
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Is there anything that needs to be demonstrated? If so, how does this impact on the venue and time? |
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What is the earliest time available for the meeting? |
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Is there any preparation that you need to do yourself in order to make a decision, e.g. prepare various options? |
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AND THEN |
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Distribute the minutes of the previous meeting in time. |
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Create the agenda for the meeting and distribute it in time! |
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Set a timeframe against every agenda item. |
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During the meeting: |
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Start on time! |
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State the objectives and scope of the meeting right at the start, i.e. what will be addressed and what not. |
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Explain the agenda and time allocation. Stress the point that the meeting cannot be extended. |
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Stick to the agenda and keep the meeting to the point. |
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If new matters arise, record them for attention later on. |
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Draw up minutes or a decisions log. |
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If no progress has been made, schedule a follow-up meeting. Alternatively, let the chairperson make a decision. |
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Types of meetings |
There are three types of meetings: team meetings,
executive meetings and steering committee meetings. For each meeting, look at the
objectives of the meeting, who will be attending it, the frequency of the meetings,
the level of detail to be discussed as well as the typical items on the agenda. |
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TEAM MEETINGS |
Objective |
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To monitor the progress on the project since the previous meeting |
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To determine the project status |
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Attended by: |
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All members who have a task to do in the project plan (team members) |
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Note: Other persons can be invited to attend specific meetings. |
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Frequency |
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Weekly |
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Note: This is determined by, inter alia, the scope and importance of the project. |
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Level of detail: |
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Per task |
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Typical items on the agenda |
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Decisions log: Revise and update the decisions log as discussed in team meetings. |
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Note: Each meeting has a unique decisions log that has a bearing only on that meeting. |
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Progress against schedule: Revise the progress on a task basis finest detail). |
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Risks and issues: Revise the status of all risks and issues, add new risks and issues if necessary. |
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Change request: Revise the status of all unconcluded change requests. If necessary, new requests can be made. |
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Note: During initiation it has been decided what the level of responsibility of the project owner is for the approval of a change request. |
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Actual costs against budget: Revise time spent and establish the estimate with regard to the conclusion of each task / deliverable. |
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Staff issues Discuss any staff matters and identify staff issues. |
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Other issues: Discuss any other matters which have a bearing on the project. |
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EXECUTIVE COMMITTEE MEETINGS |
Objective |
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To report on project progress and status |
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To discuss the project progress and status |
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Attended by: |
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Project owner, project manager and team leaders |
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Note: Other persons can be invited to attend specific meetings. |
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Frequency |
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Biweekly |
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Note: This is determined by, inter alia, the project scope and importance. |
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Level of detail: |
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Per key deliverable |
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Typical items on the agenda |
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Decisions log: Revise and update the decisions log as discussed on exco meetings. |
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Note: Each meeting has a unique decisions log which only has a bearing on that meeting. |
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Progress against schedule: Report on the key deliverables (moderate detail). |
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Risks and issues: Report on medium and high priority/impact risks and issues. |
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Change request: Report on unconcluded change requests, revise the impact analysis, and accept or reject the change request. |
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Note: During initiation it has been decided what the level of responsibility of the project owner is for the approval of a change request. |
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Actual costs against budget: Report on the actual financial status on a key deliverable basis (actual versus budget). |
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Staff issues Report on staff issues and status. |
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Other issues: Report on and discuss any matters pertaining to the project. |
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STEERING COMMITTEE MEETINGS |
Objective |
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To report on project progress and status |
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To discuss the project progress and status |
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Attended by: |
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Project owner, project manager and steering committee |
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Note: Other persons can be invited to attend specific meetings. |
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Frequency |
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Monthly |
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Note: This is determined by, inter alia, the project scope and importance. |
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Level of detail: |
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Key milestones |
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Typical items on the agenda |
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Decisions log: Revise and update the decisions log as discussed in the steering committee meetings. |
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Note: Each meeting has a unique decisions register which only has a bearing on that meeting. |
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Progress against schedule: Report on a milestone basis (overarching details). |
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Risks and issues: Report on high priority / impact risks and issues. |
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Change request: Report on all unconcluded change requests, revise impact analysis, and accept or reject the change request. |
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Note: During initiation it has been decided what the level of responsibility of the project owner is for the approval of a change request. |
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Actual costs against budget: Report on the actual financial status by giving a summary (actual versus budget). |
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Staff issues Report on staff status and unresolved issues. |
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Other issues: Report on and discuss any matters pertaining to the project. |
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