Modern day meetings

Modern day meetings are typically held in online rooms and webinars like Zoom, Microsoft Go, and Vimeo.

How do we schedule time for the actual work?

The rudimentary meeting style has to change to staggering the meeting participants. Not everyone has to be on the meeting for the entire time. Different teams can start out in the meeting to set the priority based on the overall storyboard for that week and its goals. The reporting should be streamlined with those milestones placed in a larger project plan but with a concentration on developing a plan that meet not only the criteria for completing project deliverables on time, with scope, and budget but adding in relevancy for caveats as the deemed by the charter Executive Sponsors.

The most important broad sweeping changes need to be incrementally expressed and reviewed across teams with the project supervisors or Deputies and their Chiefs. The formality is that these meetings determine FFE and FFT along with team accountability.

The details lies within the schedules and defined scope for each of the teams and is driven by the project coordinator and updated to present along with Executive Statements which include a short summary page of a description of the project, noted milestones and durations, that tasks are basically elaborately progressive as the storyboard moves along in weekly or bi-weekly waves. The meetings should only occur if their is an interdependence that needs to be reported or if the task cannot be accomplished and needs to reset, or descoped or transferred. A preliminary project plan along with the executive summary description should be provided in the informational asset hand-off. Meetings can then be focused on the tasks that can be completed without interdependencies and monitoring updates closely for when tasks with interdependencies can be addressed with the correlated team at that specific calendar date rather than hosting multiple webinars with no real purpose.

Synergistic Webinars

In my humble opinion, utilizing Configuration Managers and team are over utilized to effectively understand impact and risks along all project lines and that information needs to be captured as a part of the Master project plan and secondarily in any lessons learned for tabled, on-hold, and completed projects. Meetings should be able to effectively assess boundaries and create opportunities to develop project buy-in/ownership. Moreover, early dismissals of teams from meetings should be arranged to work on the project tasks details within the teams themselves, while limiting impact and risk should be always associated with subject matter experts on projects with interdependent tasks, only in follow-up meetings or emails to provide separate but distinct tasks without impacting the morale of the team due to necessary delays or start times or other factors.