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CSc 171/233 Fall 2013
Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman, Ch. 10
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CSc 171/233 Fall 2013
Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman, Ch. 10
2
CSc 171/233 Fall 2013
Dilbert Scott Adams
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman, Ch. 10
3
CSc 171/233 Fall 2013
Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman, Ch. 10
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Better Meetings Michael Schrage is co-director of the MIT Media Lab's
E-Markets Initiative and a senior adviser to MIT¹s Security Studies Program.
He advises organizations on the economics of innovation through rapid experimentation, simulation and digital design. http://www.youtube.com/watch?v=Pct9GfM5m5A&feature=related
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There is some research Job descriptions in almost every field specify "excellent
communication skills" but few require "excellent meeting skills." There is universal discontent with unproductive, time-wasting meetings caused by the absence of meeting know-how. Survey conducted by 3M about meetings - Findings: * No decisions made * People not prepared * Did not stay on the agenda * Did not start and end on time * Lasted too long * Not well run * No agenda or focus * No or inaccurate notes * Unnecessary for me to attend http://www.3m.com/
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Seven Sins of Deadly Meetings Sin #1: People don't take meetings seriously. They arrive late, leave early, and spend most of their
time doodling – texting, etc. Sin #2: Meetings are too long. They should accomplish twice as much in half the
time. Sin #3: People wander off the topic. Participants spend more time digressing than
discussing. Sin #4: Nothing happens once the meeting ends. People don't convert decisions into action.
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Three more “sins” Sin #5: People don't tell the truth. There's plenty of conversation, but not much candor. Sin #6: Meetings are always missing important
information, so they postpone critical decisions. Sin #7: Meetings never get better. People make the same mistakes.
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Requiring your team members to attend Nonproductive meetings
• Meetings that don’t solve problems. “Your job as a PM is to assess and guide your project
to a successful conclusion, not to sit in meetings that prevent you from doing your job.”
• Public serial “what you did last week & what you will do next week” status meetings – Never!
Small projects – you know without meeting Large projects – not everyone is needed
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Meeting types to avoid • Meetings that maybe made sense “years” ago. • Agenda with no action items. • Serial status meetings. • Meetings where you need your laptop to stay awake.
But, for the team member, make sure it isn’t you and not
the meeting?
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There are meetings to have… • Project kick-off meetings • Release planning meetings • Status meetings which report status to management • Project team meetings • Iteration review meetings • Project retrospectives
When shared ownership and buy-in is necessary
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Release planning meetings • Team estimates relative size/scope • Customer ranks features • Team organizes features into iterations These may take some time and need facilitation by PM
• The “product”: Definition of what done means Release date estimate Backlog of prioritized features (an iteration plan)
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What’s the status? … meetings Keeping it Agile: Daily Stand-up meeting 15 minutes, max Three questions: 1. What I did yesterday? 2. What am I planning for today? 3. What are my obstacles? No more that six direct reports
All are there because they need to know what each other is doing!
Some research: “Meetings at which all participants stay on their feet are a third
shorter than sit-down conferences–and that the decisions made in them are just as sound.”
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What is the purpose of the daily stand-up meeting? http://www.martinfowler.com/articles/itsNotJustStandingUp.html
Stand-ups should achieve the following goals: • Share commitment • Communicate daily status, progress, and plans to the
team and any observers • Identify obstacles so that the team can take steps to
remove them • Set direction and focus • Teambuilding …
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One-on-One Meetings • Weekly check – to verify your forecasts. • Format: Keep it personal, no distractions Discuss status and progress (inch-pebble status check) Discuss obstacles… how to avoid/overcome Review action items – yours and theirs Follow-up from previous meeting
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A two-way street • Report status to the team, to management, sponsors • Transparency – make it visible • Helps keep team focused on the end!
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A two-way street • Report status to the team, to management, sponsors • Transparency – make it visible • Helps keep team focused on the end!
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A two-way street • Report status to the team, to management, sponsors • Transparency – make it visible • Helps keep team focused on the end!
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Project Team Meeting Agenda Sample Template: • Meeting title and list of attendees • Major milestone review • Problem of the week • Any obstacles? • New business • Review action items • Set date, time and location of next meeting • List pending TBD items (parking lot)
Include duration for each item!
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Troubleshooting your meetings
• Do stand-ups take too much time? Report on finished work only • Attendees do not arrive on time. Send out agendas at least 24 hours in advance Send minutes within 24 hours after the meeting • No one completes their action items. Make it visible and they will get to completion • People not involved in the decision making
want to attend.
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Conference Calls – experiences? • Facilitator role? • Facilitation – meeting manager, the “chair” Late arrival Use mirroring Use focused conversations Know when to cut-in Probe for agreement / disagreement Keep to agenda Be sensitive to native and non-native speaker needs Summarize throughout Go over action items / decisions at the end “Minutes” sent!
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Teleconferencing meetings General Guidelines • Make introductions • All agree that facilitation is necessary • “One conversation at a time” rule • Say who you are when you speak • Say who you are addressing if not the group • No eating… or doing anything that is noisy • What should be the ground rules if you are
interpreting another language?
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Rules of Order for Teleconferences
1. The Chair calls the roll at the start of the teleconference and identifies participants by name throughout.
2. The secretary takes action minutes for the group.
3. As each agenda item is introduced by the Chair, the Secretary
compiles a speakers list.
4. Each person gives their name before addressing an issue.
5. There shall be NO direct response to remarks made.
6. As members are added to the speakers list, priority is given to those who have not already spoken on the issue.
7. All votes on items shall be by roll-call. APEP, Nov. 2009
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18 Steps to a Better Meeting How to Make Meetings Work, Doyle & Straus
Before the Meeting 1. Plan the meeting carefully (who, what, when, where, why,
how many) 2. Prepare and send out an agenda in advance 3. Come early and set up the meeting room At the Meeting 4. Start on time 5. Get participants to introduce themselves & state their
expectations for the meeting 6. Clearly define roles 7. Review, revise, and order the agenda
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More… At the beginning of the meeting 8. Set clear time limits 9. Review action items from the previous meeting During the Meeting 10. Focus on the same problem in the same way at the same time At the End of the Meeting 11. Establish action items: who, what, when 12. Review the group memory 13. Set date & place of next meeting & develop preliminary
agenda 14. Evaluate the meeting 15. Close the meeting crisply & positively 16. Clean-up & rearrange the room
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More … After the Meeting 17. Prepare the group memo 18. Follow-up on the action items and begin to plan the next
meeting.
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Another meeting
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Another meeting
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Another meeting
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Meet the Problem People • The latecomer • The early leaver • The broken record • The doubting Thomas • The head shaker • The dropout • The whisperer • The loudmouth
• The attacker • The interpreter • The gossiper • The know-it-all • The backseat driver • The busybody • The interpreter • The teacher’s pet
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Remember this… • You must decide whether a meeting is useful and
worth your time – or any of your project team members’ time.
• Avoid serial status meetings like the plague.
• Monitor your meetings for how well they meet the needs of everyone involved.