Status Meetings: Info-free, Macho or Micro-detail

Your Status Meetings quickly earn a reputation, and it’s usually bad. First we’ll discuss three types of bad status meetings. Then we’ll explore ways to make your status meetings short and effective.

status meetings

Dick Billows, PMP

Status Meeting Types

Some status meetings are info-free, meaning no one knows much about anything. The project manager doesn’t know where the project should be and is blissfully ignorant about any variances between where it should be and where it is. So the project manager provides no information to anybody about this. The team members are left to self-report, sometimes at great length about where their task is and what problems they are encountering.
In other info-free status meetings the project manager utilizes a three color system. Greenlight status is good, yellow light status is a warning and red light status is deeply in trouble. Greenlight is used 99.99% of the time because people know that anything else gets them in trouble. Yellow light is used to signal minor problems like the moon has crashed into the surface of the earth. Red light status is not used until the due date for the task was more than a month ago.
These status meetings waste a lot of time because there is little or no information.  The project would be better off not having any status meetings. Unfortunately, these are predominant types of status meetings.
The macho status meeting doesn’t use any cutesy status reporting tools like the red light/green light system. Instead, the people plan what they are going to do during the next week. Why do they do that in the status meeting? Because it wasn’t done before they started work.  They try to figure out what to do next and when they do, it is accompanied by rock-solid commitments to be finished by next week’s status meeting. No one thinks much beyond that. If one of the team members feels a little uncertain about what their going to deliver by next week’s meeting, they are criticized by everyone for letting the team down. With this macho insistence on committing to due dates that aren’t tied to factual information, the people on these teams work a lot of overtime. And many of those costly hours are wasted.
The third popular type of status meeting focuses on micro-detail of tasks and deliverables. These projects are usually headed up by a project manager who is (or thinks he/she is) a technical guru. This expert is uncomfortable with other people making decisions. They believe everyone should come to the guru to receive direction and assignments from “on high.” Status meetings revolve around the guru’s detailed investigation into exactly what was done and what was created. This grilling is mixed with angry lessons about mistakes that were the result of a team member “going rogue” by making their own decisions. As a result, the team members’ feelings of dependency on the guru grow with each status meeting. Soon the team is afraid to make any of their own decisions or solve any of their problems. They go to the guru instead. Unfortunately this type of project manager is incapable of managing teams larger than two or three people. How to Write a Weekly Status Report

Status Meeting Organization

You can fix the problem with whatever type of status meeting you have by learning how to organize your status meetings. We all have heard these statements: What is the purpose of meeting every week? Don’t we have enough meetings? We project managers have asked ourselves this question: How can we organize a status meeting that gets results and doesn’t bore people to death? Lately I’ve tried something that takes a little more work on my end but boosts the productivity of my status meetings. It also cuts down the time that status meetings take. Let me tell you what worked for me…  How to Write a Weekly Status Report

First, I prepare the agenda for the project status meeting ahead of time. Let me explain. What is the purpose of the status meeting? It is to provide your team with the overall status of the project and to learn the status of their activities. It is also to identify potential problems. The emphasis is on identification, not on solution. So I prepare a standard project status report meeting form. That sounds bureaucratic, but it isn’t. The first section just lists the people who are expected to show up and those who are not. Those who are not expected to show up, will receive the meeting minutes. Next, I add a graph about the project status. For this status I graph the information from my Earned Value Analysis. It shows a comparison between the percentage of work actually completed vs. the percentage of work planned to be completed. Next, I add sections for activities that are overdue, that are due this month, and that are active throughout this month. For each activity, I list only the following information:

  • The owner of the task
  • The original due date
  • The current estimated completion date
  • The current % complete
  • Three lines for status text

Every week, I update the status for each of the tasks according to the status reports I received throughout the week.

Second, I organize the meeting using MS Outlook’s meeting organizer. I know it sounds trivial, but I need to make sure people know there is a recurring status meeting.

The actual meeting follows a simple routine.  We discuss what’s new on the project. Next there is a general status report of the project, followed by a status update of each of the tasks listed. Going through the task list is rather simple. I state the task and ask the task owner where they are on the task. I do not go into details during the status meeting. I don’t want to start lengthy discussions. If I sense a problem, I will schedule a private meeting with the task owner. Going through the task list usually takes no more than 20 minutes. Once this is done, I ask the team if there is anything else we should add to the protocol. Once again, my goal is not to solve all these issues. It is to bring topics to the table and organize additional meetings for the problem solving process.

Lastly, I make sure that the updated meeting protocol is available for everyone to view no later than 48 hrs. after the meeting.

Using this method, the time spent in status meetings went down to about 30 minutes, just enough to keep everyone focused.

If your team has problems with the status meeting, try structuring the meeting in a similar way. By doing so, you provide a protocol and agenda that you can enforce. And you actually boil down the meeting’s purpose to what it is: Getting a status, not solving all problems and issues.

Learn how to lead effective project status meetings in our online project management basics courses. You work privately with a expert project manager and practice running meetings in live online conferences, just the 2 of you. You control the course schedule and pace and have as many phone calls and live video conferences with your instructor as you wish. Take a look at the course in your specialty.

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