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U/S; 10136 – Plan, Organize and Support Project Meetings and Workshops  Copy

U/S; 10136 – Plan, Organize and Support Project Meetings and Workshops

 

Learning Unit1

US:10136, NQF LEVEL 4 WORTH 4 CREDITS

PLAN, ORGANISE AND SUPPORT PROJECT MEETINGS AND WORKSHOPS

Unit Standard Purpose

Learners accessing this standard will be working as a leader in the context of a small project / sub-project involving few resources and having a limited impact on stakeholders and the environment or working as a contributing team member on a medium to large project when not a leader. These projects may be technical projects, business projects or developmental projects. This standard will also add value to learners who are running their own business and recognize that project management forms an integral component of any business.

The qualifying learner is capable of:

Explaining the purpose, objective and scope of project meetings and / or workshops.

Planning for a project meeting and / or workshop.

Arranging and supporting a project meeting and / or workshop.

Learning Assumed to be in Place

It is assumed that people starting to learn towards this standard are able to:

Communicate effectively (at least NQF level 4)

Apply the competencies described in unit standard titled “Conduct project documentation management to support project processes”.

ID 120372 – Explain fundamentals of project management.

SESSION 1

SO 1

EXPLAIN THE PURPOSE, OBJECTIVE AND SCOPE OF PROJECT MEETINGS AND/OR WORKSHOPS.

Learning Outcomes

(Assessment Criteria)

Project meetings and workshops are identified and explained with examples.

Roles of meeting/workshop participants are described and their importance is explained with examples.

Types of project meetings/workshops are described in terms of their purpose.

Introduction: Effective meetings and workshops.

  1. Introduction: Effective meetings and workshops

Managing meetings effectively is a core skill every project manager should develop. Although there’s no mystery to what makes a meeting productive, it can take practice and attention to detail to become an effective leader of meetings. It all starts with knowing when to call a meeting, and why.

1.1     Types of Meetings

A meeting is any kind of purposeful coming together of people to carry out a particular agenda.

Types of meetings/workshops may include but are not limited to formal or informal meetings; on-site or off-site meetings; brainstorming, progress or planning meetings; issue/problem resolution meetings and change control board or steering committee meetings.

1.2     Is it a meeting? Is this meeting absolutely necessary?

How do you know it’s time to call a meeting? What type of meeting is it? What’s the purpose of the meeting? This is the first question we should ask ourselves whenever we get the impulse or feel compelled to call a meeting. We must make sure that we do not just call a meeting because it’s expected. Or, if it is a requirement of the project to have a meeting at certain stages, then it is our responsibility to prepare properly for that meeting.

If you can’t write a single sentence stating a precise and limited objective for the meeting, don’t call it, or get a purpose! An unfocused meeting is a waste of everyone’s precious time.

You have to start off by defining your goal or objective. This applies to every aspect of your work (and other areas of your life, too!)

What do you want to achieve with this meeting? Write your purpose statement down when planning the meeting.

Decide the type of outcome (i.e., what is the purpose) for each issue, and put this on the agenda alongside the item heading. This is important as people need to know what is expected of them, and each item will be more productive with a clear aim at the outset.

Typical types of outcomes are:

  • Decision
  • Discussion
  • Information
  • Planning (e.g. workshop session)
  • Generating ideas
  • Getting feedback
  • Finding solutions
  • Agreeing (targets, budgets, aims, etc)
  • Policy statement
  • Team-building/motivation
  • Guest speaker – information, initiatives, etc. 

“The best way to determine whether a meeting is a good idea is to ask whether the transfer of information is one-way,” says J. S. O’Rourke IV, a professor of management at Notre Dame University. If you want to give your team an update or a status report, e-mail will usually suffice.

“A second question to ask is whether you require feedback from all participants,” O’Rourke adds. If so, e-mail has limitations: “In a meeting you get different kinds of feedback, with greater detail or texture.”

Finally, he adds, it’s helpful to ask whether the real purpose of the meeting is to build consensus: that’s much easier to do face-to-face.

Here are some typical situations when a meeting may be called for:

  1. You’re managing a project. Projects tend to require meetings at various stages: at the beginning, as the project plan is coming together, and at regular intervals while the work is being done. Toward the end of the project, depending on its size, daily meetings could be necessary.
  2. You’re managing people. Many project managers call weekly staff meetings in addition to weekly one-on-one meetings with their direct reports. These standing meetings provide a chance to review the work accomplished in the previous week and look ahead to what will be accomplished in the coming week.
  3. To accept reports from participants. Two good reasons for a report meeting are: the opportunity to clarify the report with clear graphics and exhibits, bringing the report to life and making it memorable, and the possibility of stimulating discussion that can lead to good follow-up action.
  4. You’re managing a client. You may need to make presentations to clients – initiation meetings, interim status meetings, and final presentations. Ongoing relationships also typically involve periodic meetings.
  5. E-mail is getting complicated. When an e-mail conversation gets increasingly complex, it can be time to call a meeting so that the conversation can take place in spoken words – which can be quicker than a series of carefully crafted e-mail responses. A conference call or an in-person meeting may be necessary.
  6. Problems are arising. If a project is getting off course, interpersonal conflicts are escalating, or any other emergency occurs, it’s time to call a meeting. When a problem has been identified, group discussion brings insights and experience to bear on it. A solution or an acceptable course of action should come out of the meeting discussion. The facilitator or chairperson should serve as the moderator of the discussion without trying to sway the group or impose opinions on the participants.
  7. To reactivate a stalled project.  Administrative log jams are a common problem on projects. They are usually caused by a lack of an individual decision somewhere in the organisation. One method to force the decision is to call a meeting to put the topic to a discussion and get an answer.
  8. To generate new ideas or concepts. When new ideas or concepts are needed, call a brainstorming meeting. These are unstructured, intellectual think tanks where the participants are asked to address a problem and let their ideas run free- contributing whatever comes into their minds.

Remember:

  • Groups are great at some tasks, like weighing alternatives and generating ideas. But sometimes a meeting is not the best or most efficient way to get something done. Some types of work are best done in sub-committees – even sub-committees of one – then presented to the larger group for review and approval. An example is the group asked to provide comments and suggested changes to a document.
  • If a report threatens to be too long, distribute it to participants for review several days before the meeting so that the actual meeting then consists of a visual presentation or brief summary of the report’s key points, followed by discussion.

Meetings Are NOT Good For:

  • Updates: If the flow of information is one way, send an e-mail instead.
  • Getting slackers on track: Berating or embarrassing people in front of their peers doesn’t improve motivation, and it wastes everyone else’s time. Have a one-on-one conversation instead.
  • Whipping up enthusiasm: Motivation is a daily management challenge, not a one-time fix. If your team is losing steam, find out why in private conversations and address each person’s issues separately

1.3     Is this the right time?

  • Are the time and circumstances right?
  • Is the situation ripe for discussion?
  • Is all the information needed available?

Again, depending on the format and purpose of the meeting, you may decide to call a meeting when more information is available, or when certain pressing issues need to be discussed immediately.

Of course, for some, the early morning, pre-shift meeting is not the best time, but that is why you, as the convener and chair, need to ensure that the meeting follows an agenda and covers topics of concern and interest to the workers and the project’s progress.

Who knows, people might start looking forward to your meetings!

1.4     What will happen if I don’t call a meeting?

If the answer is “nothing”, then there is no reason for a meeting, but if a decision will be delayed, or vital information won’t get to those who need it, there is a good reason to have a meeting.

The answer could also be “disciplinary action”, because it is company policy that every manager has a meeting at a certain time with a certain group of people.

1.5     What alternatives do I have?

Will a phone call or memo serve the same purpose? Do the people I need to contact have access to phones and e-mail facilities? Or is this an instance where I need to have face-to-face contact?

Meeting alternatives include:

  • Personal executive action
  • Written communication
  • Individual telephone conversations
  • Conference telephone calls

1.6     How much will this meeting cost?

Are the benefits from the meeting worth the cost in money and working hours? Most managers do not think of the total cost of convening a meeting.

Cost does not only entail the obvious physical arrangements, which include coffee, tea, juice, biscuit, lunches, etc., but it also includes the production time lost when people are taken away from their workplace.

The following calculator has been drawn up by the 3M Meeting Management Team and includes factors such as hourly rate of pay, tax, allowances, general overheads, secretarial and preparation time:

Cost of meetings to the nearest R per hour:

                                        Number of participants

Annual salary (approximate figures)

10

9

8

7

6

5

4

3

2

1

350 000

3367

3031

2695

2359

2016

1680

1344

1008

672

336

210 000

2016

1820

1617

1414

1211

1008

805

609

399

196

175 000

1680

1512

1344

1176

1008

840

672

504

336

168

140 000

1344

1211

1078

945

805

672

539

399

266

133

Meeting participants

Once you’ve decided that you absolutely need to hold a meeting, invite only the people who have something to contribute and will get something out of it:

  • Team members who work directly on the project in question
  • Decision-makers who have the power to move an idea forward
  • Specialists who have knowledge and insight that the group needs in order to fully understand an issue.

The work being accomplished at a meeting usually implies who should be on the guest list. For example, a regular project team meeting would typically include everyone on the project team, or the subgroup responsible for the work being discussed.

Some meetings are intended to result in decisions, while others are intended to generate ideas. Employees who are more junior often contribute strong ideas to brainstorming sessions where senior staff is also present. But the guest list for a meeting where decisions are made typically includes more senior people and omits most junior staff.

In constructing a guest list, carefully think about whose input is needed, trying not to leave anyone out. Let the purpose of the meeting, not office politics, dictate who should be there.

In a similar vein, try to keep the guest list to a manageable number. Don’t include people for the sake of including them. Only those who will advance the agenda need attend.

Consider your guests’ time when inviting them to a meeting. If some people only need to attend part of the meeting, schedule a break to give them an opportunity to make an unobtrusive exit.

Consider inviting representatives from other departments to your project meetings – if relationships are not great they will often appreciate being asked, and it will help their understanding of your issues, and your understanding of theirs.

Having outside guests from internal and external suppliers helps build relationships and strengthen the chain of supply, and they can often also shed new light on difficult issues too. Use your discretion though – certain sensitive issues should obviously not be aired with ‘outsiders’ present.

Avoid and resist senior managers and directors attending your meetings unless you can be sure that their presence will be positive, and certainly not intimidating. Senior people are often quick to criticise and pressurise without knowing the facts, which can damage team relationships, morale, motivation and trust.

If you must have the “boss” at your meeting, try to limit his/her involvement to lunch only, or presenting awards at the end of the meeting. In any event, tell him/her what you are trying to achieve at the meeting and how – this gives you more chance to control possible interference.

If you want but don’t need an invitee’s input, and s/he is overwhelmed with other work, let him/her know it’s okay not to attend but that some decisions may be made without his/her input. If they can live with that outcome, then it’s their call how best to use their time.

Learning Unit 2

SESSION 2

SO 2

EXPLAIN THE PURPOSE, OBJECTIVE AND SCOPE OF PROJECT MEETINGS AND/OR WORKSHOPS.

Learning Outcomes

(Assessment Criteria)

Meeting/workshop participants and alternates are identified, recorded and contact details are available.

Dates, times and venue for project meeting/workshop are determined and recorded according to agreed procedures.

Purpose of the meeting is agreed with relevant stakeholders.

Checklist or schedule for arranging project meeting/workshop is prepared and agreed with relevant stakeholders.

Constraints or rules to be followed in arranging the project meeting/workshop are complied with according to agreed policies and procedures.

Plan and arrange meetings and workshops

  1. Plan and arrange meetings and workshops
2.1     Preparation for Meetings

No matter how informal the meeting, preparation in advance can improve the effectiveness of the meeting itself. When planning a meeting, visualise in advance how the meeting will unfold: who will stand where, how long the presentations will last, how the meeting will be organized.              

The major steps are:
  • Make sure the venue is available
  • Documents required for a meeting (reports, files, etc.) are collated and checked against the minutes of the previous meeting and agenda
  • Set goal(s) for the meeting and prepare an agenda – points to be listed must be collected
    • Prepare yourself – prioritise issues to be discussed, issues from previous meetings
    • Consult with other members and exec board to finalise agenda
    • Research information necessary for making important decisions
  • Send out announcements, invitations, and reminders for meeting. Notify all participants in ample time- notices must be typed and sent out
    • Invite guest speakers to present on special topics/issues
    • Invite all relevant constituents, target audience
    • Send general and personal invitations early, send reminders
    • Circulate agenda, minutes and background information in advance
  • Make sure all who are invited can attend
  • Arrange all logistics. Make sure the venue is ready– items such as pens, writing paper, equipment, etc. must be organised
    • Find a comfortable and convenient meeting place
    • Arrange in advance for A-V equipment, flip charts, markers, and other supplies
    • Arrive early to set up
    • Check for adequate lighting, ventilation, heat
    • Set up seating arrangements
    • Prepare directional signs and post in key spots of building
    • Provide nametags
    • Greet people as they arrive
    • Supply refreshments, if appropriate
  • Allow time for the preparation of visuals (if required)

Even if members are informed by telephone of a meeting, written notices should also be sent out.

2.1.1  Meeting date

Ensure the date you choose causes minimum disruption for all concerned. It’s increasingly difficult to gather people for meetings, particularly from different departments or organisations. So take care when finding the best date – it’s a very important part of the process, particularly if senior people are involved.

For meetings that repeat on a regular basis the easiest way to set dates is to agree them in advance at the first meeting when everyone can commit there and then. Try to schedule the whole project’s meetings if possible, then you can circulate and publish the dates, which help greatly to ensure people keep to them and that no other priorities encroach.

Pre-planning meeting dates is one of the keys to achieving control and well-organised meetings. Conversely, leaving it late to agree dates for meetings will almost certainly inconvenience people, which is a major source of upset.

Generally try to consult to get agreement of best meeting dates for everyone, but ultimately you will often need to be firm. Use the ‘inertia method’, i.e., suggest a date and invite alternative suggestions, rather than initially asking for suggestions, which rarely achieves a quick agreement.

2.1.2  Meeting times

Choose a time of day appropriate to what’s being accomplished. If the meeting ties together people in remote locations through technology, take time zones into account. For example, first thing in the morning is a great time for project meetings if one of the goals is to get the day off to a good start; but it may not be a good time for a brainstorming session unless you provide plenty of coffee and doughnuts.

Conversely, Friday afternoon may be a perfect time to ask people to let ideas flow freely, but it may be more difficult to reach decisions just before the weekend.

Times to start and finish depend on the type and duration of the meeting and the attendees’ availability, but generally try to start early, or finish at the end of the working day. Two-hour meetings in the middle of the day waste a lot of time in travel. Breakfast meetings are a good idea in certain cultures, but can be too demanding in more relaxed environments. If attendees have long distances to travel (i.e. more than a couple of hours, consider overnight accommodation on the night before.

If the majority have to stay overnight it’s often worth getting the remainder to do so as well because the team building benefits from evening socializing are considerable, and well worth the cost of a hotel room. Overnight accommodation the night before also allows for a much earlier start. By the same token, consider people’s travelling times after the meeting, and don’t be unreasonable – again offer overnight accommodation if warranted – it will allow a later finish, and generally keep people happier.

As with other aspects of the meeting arrangements, if in doubt always ask people what they prefer. Why guess when you can find out what people actually want, especially if the team is mature and prefers to be consulted anyway.

Although a well-constructed meeting can result in a lot of work getting done, it’s important to set reasonable goals for one gathering. The objectives should be achievable in the time allowed. Be realistic when determining how long the meeting should be, and take comfort and attention spans into account. Most people can’t give their undivided attention longer than an hour and a half without a break.

In bigger meetings that require more bodies and more time, give the conversation a clear structure by assigning topics an allotted amount of time.

Experts recommend picking odd numbers — 25 minutes instead of 30, for example — to show that you’re serious about sticking to a precise schedule.

To increase involvement, consider giving everyone a role or assignment. Team leads or those with specialized knowledge should handle the agenda items that apply to their areas. For longer meetings, if the material covered is not relevant to some people, arrange to have them excused from that portion of the meeting, so they can get back to work rather than waiting through issues that don’t concern them.

2.1.3  Meeting venue

The choice of time and place is important for ensuring that a meeting is a success. The meeting place has a lot to do with the mood and progress of a meeting.

More often than not positive outcomes are achieved in positive meetings set in a pleasant working atmosphere. For example, the room should be the right size to accommodate the number of guests. If the room is too big or too formal, or too small and crowded, those who attend could become distracted. If clients will also attend, the nature of the meeting should suggest whether it’s better to hold the meeting in house, on site at the client’s offices, or at a neutral third location.

When a meeting is particularly important, a complete change of venue (away from the normal working environment) can emphasize this and often leads to better, less inhibited discussion.

However, due to cost and time constraints (outside meetings take up to three times longer than on-site meetings), most meetings take place in an office, workplace, or conference room on-site.

The average office or conference room is a good setting, as it takes a minimum amount of preparation and the formal tone is already set.

Normally, one wouldn’t spend time preparing an office for a meeting, yet a little obvious preparation helps set the tone and helps maintain order from the start. The chairs should be in place, note pads and pens available, and a projector and screen ready if they are to be used. When the participants arrive, it creates a sense that planning has been done and therefore the meeting will not be a waste of time.

Remember that crowded rooms with too many participants can be psychologically and physically bad for the success of your meeting:

  • The room becomes stuffy very quickly
  • There is no room to move around
  • You cannot set up displays
  • There is no personal space and tensions rise

If only a small room is available, plan a smaller meeting, or reschedule the meeting to a time when a better meeting room is available. You will not be able to have a constructive meeting in those circumstances.

If only a too-large venue is available, gather all the participants at one end or in one corner and let them sit with their backs to the open space, or see if you can partition off the area with screens.

Many meetings are relatively informal, held in meeting rooms ‘on-site’ and do not warrant extensive planning of the venue as such.

On the other hand, big important meetings held off-site at unfamiliar venues very definitely require a lot of careful planning of the venue layout and facilities. Plan the venue according to the situation – leave nothing to chance.

Venue choice is critical for certain sensitive meetings, but far less so for routine, in-house gatherings.

There are certain preparations that are essential, and never leave it all to the conference organiser or your own training/HR department unless you trust them implicitly.

Other people will do their best but they’re not you, and they can’t know exactly what you want. You must ensure the room is right – mainly, that it is big enough with all relevant equipment and services. It’s too late to start hunting for a 5m power extension cable five minutes before the meeting starts.

Other aspects that you need to check or even set up personally are:

  • Table and seating layout
  • Top-table (if relevant) position
  • Tables for demonstration items, paperwork, hand-outs, etc.
  • Electricity power points and extensions
  • Heating and lighting controls
  • Projection and flip chart equipment positioning and correct operation
  • Whereabouts of toilets and emergency exits
  • Confirm reception and catering arrangements
  • Back-up equipment contingency

All of the above can and will go wrong unless you check and confirm – when you book the venue and then again a few days before the meeting.

For a big important meeting, you should also arrive an hour early to check everything is as you want it. Some meetings are difficult enough without having to deal with domestic or logistics emergencies; and remember if anything goes wrong it reflects on you – it’s your credibility, reputation and control that are at stake.

Positioning of seating and tables is important, and for certain types of meetings it’s crucial. Ensure the layout is appropriate for the occasion:

  • Formal presentations to large groups – theatre-style – the audience in rows, preferably with tables, facing the chairman.
  • Medium-sized participative meetings – horse-shoe (U) table layout with the open part of the U facing the chairman’s table.
  • Small meetings for debate and discussion – board-room style – one rectangular table with chairman at one end.
  • Relaxed team meetings for planning and creative sessions – lounge style, with easy chairs and coffee tables.

Your own positioning in relation to the group is important. If you are confident and comfortable and your authority is in no doubt you should sit close to the others, and can even sit among people. If you expect challenge or need to control the group strongly, set yourself further away and clearly central, behind a top-table at the head of things.

Ensure everyone can see screens and flip charts properly – actually sit in the chairs to check – you’ll be surprised how poor the view is from certain positions.

Set up of projectors and screens is important – strive for the perfect rectangular image, as this gives a professional, controlled impression as soon as you start. Experiment with the adjustment of projector and screen until it’s how you want it.

People from the western world read from left to right, so if you want to present anything in order using different media, set it up so that people can follow it naturally from left to right. For instance show introductory bullet points (say on a flip chart on the left – as the audience sees it) and the detail for each point (say on projector and screen on the right).

Position screens and flip chart where they can be used comfortably without obscuring the view. Ensure the speaker/chairman’s position is to the side of the screen, not in front of it obscuring the view.

Ensure any extension leads and wiring are taped to the floor or otherwise safely covered and protected.

Supply additional flip chart easels and paper for syndicate work if applicable. You can also ask people to bring laptops for exercises and presentation to the group assuming you have LCD projector available and compatible.

Arrange for flipcharts and markers, notebooks, pens, sticky notes, pencils, nametags, podiums, projection screens, video equipment, and other materials required by the speakers. If the meeting is off site, it may be worth bringing your own meeting supplies if you are unsure about the venue.

In venues that have not been purpose-built for modern presentations, sometimes the lighting is problematical. If there are strong fluorescent lights above the screen that cannot be switched off independently, it is sometimes possible for them to be temporarily disconnected (by removing the starter, which is a small plastic cylinder plugged into the side of the tube holder).

In older buildings it sometimes possible to temporarily remove offending light-bulbs if they are spoiling the visual display, but always enlist the help of one of the venue’s staff rather than resorting to DIY.

Finally, look after the venue’s staff – you need them on your side. Often business users ignore hotel and conference staff – show them some respect and appreciation and they will be more than helpful.

2.1.4  Accommodations

Make sure all attendees are fully able to participate: the room is accessible by wheelchair, interpreters are present, and other disabilities are accommodated 

  • Set up the meeting room

The venue for a formal meeting requires planning and effort.

The following are typical meeting room arrangements:[1]

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