I know a certain Project Manager (PM) I will refer to as
“Bob.”
Bob knows as a PM, he must be prepared for each project meeting
that includes the client, for that is the meeting where the client receives an
update on how well or not so well the project is progressing. However, Bob must make sure that the project
team is on the same page in delivering the message to the client. There must be news of progress or at least
news that the client needs to hear and/or make a decision. So Bob decides to have
a pre-status meeting with his team to ensure that the message delivered to the
client is understood by the team first. So what should Bob do to prepare for
the pre-status meeting?
Ensure that the
pre-status meeting is on point and brief
Preparing for the pre-status meeting is almost as important
as preparing for the client meeting, mainly because the project team members
need updates from each other as much as they need to update the client. First, Bob must ensure that this meeting is no
longer than 30 to 45 minutes because the project team members must get back to
delivering tasks for this project. So the first rule for both this meeting and
the client meeting is to not make this a solution meeting but keep it as a
status meeting. That does not mean that some decisions can’t be made. Once
again, I cannot stress enough that the project status meeting stays just that,
a status meeting. If the project team members begin addressing the issue with
possible solutions, this may lead to disagreement and an uncomfortable feeling
by the client. However, most decisions
will be about what to present to the client as the next steps if a risk has
become an issue. The point here is to have the project team update Bob on their
progress on their tasks and to present any new risks or to inform Bob of any
issues that have arisen. If an issue has arisen, Bob will not wait until the
status meeting to inform the client, as we do not like to present surprises,
especially bad ones.
Ensure that all
project team members understand the message to the client
Bob guides his project team so that everyone is on the same
page, and when the status is delivered to the client, it is one unified
message. What the client does not want to see is disparity and disruption among
project team members, which diminishes the client’s comfort level and trust in
Bob and the project team. Even if Bob has to deliver bad news before or during
the client meeting, the whole team is made aware of the message and the
solution to the issue or a path to a solution. You see, even if there is bad
news, the client wants to hear that the issue is being tended to by the entire
team and that they are of the same mind. When this happens, the client may not
like that a new issue has arisen, but has the comfort level that it is being
addressed by Bob and the project team.
Ensure that the project
status meeting
Unless an unexpected surprise pops up just before the client
status meeting, the status meeting should have an agenda, a status report, a
review of issues and if there is a new issue, what has been found and the next
steps. Bob must be in control of this meeting or he will lose the client’s
confidence. That is not what Bob’s management wants to see or hear from the
client. Bob’s leadership qualities must be used in full-effect as to convey
control and a smooth process.
As I stated earlier, there may be a surprise just before the
status meeting, but since Bob has the control the client wants to see, those
surprises are few and quickly fixed. Having the client’s best interest in mind
is what the client wants to see, and the client wants to see that the project is
under control. Bob ensures this with a pre-status meeting with his project
team.
I am open to discussion at any time on these blogs or anything else related to project management you would like to explore. If you would like to comment about this blog, please do so by posting on this blog or by responding in an email at Benny A. Recine. You may inspire a blog article. I look forward to your comments.
