Chapter 15: Tracking Project Performance 311 You should (Web proxy server)
Chapter 15: Tracking Project Performance 311 You should also include a list of attendees so that everyone invited may gauge the necessity of his or her presence at the meeting. For example, if you re a functional manager, you may be interested in knowing why you were invited to a project meeting where the list of attendees included technical people only. People do make mistakes, right? There s always the possibility that you were invited in error. This would give someone the opportunity to call and find out if they were invited accidentally. It s obvious why you would want to include the start time of a project meeting, but you should also include the end time of the meeting on the agenda so that people know when to leave! Document the names of the facilitator and minute taker for every project meeting so that all attendees know that someone is in charge of the meeting and so they understand that minutes will be recorded. And then make sure that person does take minutes when meeting attendees understand that what they are saying is being documented, they stay more focused on the topic at hand. Don t forget to distribute the meeting minutes as soon as possible after the meeting. If someone does inform you that there is a mistake in the minutes, be sure to distribute a corrected version of the meeting minutes to the entire group of invitees (even those who did not attend). This is also documentation that will become a part of the project records, so it s important that everything is accurate. Parking off-topic discussions If something comes up during the meeting but it isn t part of the agenda, you should park that idea to be addressed at a later time. A parking lot is merely a list of topics that need further discussion or review but are currently being parked. It helps to efficiently move the meeting along if the attendees know that the purpose of the meeting is to discuss a defined list of topics; if a topic is not on the agenda, it should be parked to either be discussed later or added to the next meeting s agenda. Sharing good and bad news As the software project manager, you can expect to have the fabulous job of communicating both bad and good news at various times throughout your project. In Chapter 4 we explained the different styles of communication formal and informal, automated and manual, written and spoken and they are all appropriate at different times and with particular stakeholders. For example, you would not expect (usually) to provide informal communication during an executive steering committee meeting. We re sure that could happen at times, but usually that would be a more formal communication.
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