A Project Manager who believes all project problems are caused through a lack of communication and coordination, and that copious amounts of meetings are the solution.
- Can mutate into: “The Statistician” or “The Tyrant” Project Manager
- Dangerous when coupled with: “The Patent Author” Product Manager
- Likelihood of fixing: High
- Danger to project: Low
In theory, a meeting is a place where people come together to discuss options and make decisions. In reality, this seldom happens. This industry-wide phenomenon is one The Meeting Scheduler Project Manager is unaware of, leading them to schedule meetings as often as possible, with as many people as possible, thinking that this will lead to more collaboration, which in their mind is what the project needs to be successful.
The Meeting Schedule Project Manager amplifies three core problems endemic to the vast majority of meetings:
- Meeting participant selection tends to be done poorly, resulting in some meeting participants listening to information they do not care about, and other expressing opinions on matters that do not affect them.
- Meeting facilitation tends to be done poorly, often resulting in chaotic debates tangential to the meeting’s purpose, in turn resulting in no actionable conclusions being reached.
- Projects are not completed in meetings, but by people being at their desk working. By keeping staff in a meeting rather than working, they are wasting valuable project time.
The Meeting Scheduler Project Manager does not pose a major threat to the project as people will tend not to go to meetings that interfere with their productivity. Therefore, work continues despite their incessant scheduling of meetings.
The Meeting Scheduler Project Manager can be corrected through simple instruction:
- Categorize all of the types of meetings they tend to call, e.g. Status Reporting, Design Reviews, Schedule Planning, etc.
- Determine which – if any – of the outputs of these meetings can be accomplished by other means, e.g. Email, Tracking Tools, Informal Conversations.
- For the meetings that must take place, determine how often these meetings need to take place, and who should be required to be there.
- Scheduled meetings in back-to-back blocks to avoid interrupting valuable work time through start-and-stop context switching.
- Keep some days of the week “meeting free”.
- Have some weeks be a “meeting vacation” (they will be loved for this).
- Plan every meeting at least a week in advance with a posted agenda, and any materials that need to be reviewed before the meeting.
- At the start of the meeting, review the agenda and the goals of the meeting, and facilitate the meeting towards those goals.
- End meetings when they are over – do not continue with a meeting if the original goal was reached early.
Meetings are necessary to run a project, but they key is to:
- Make each meeting as effective as possible.
- Have them negatively affect productivity as little as possible.
Once the Meeting Scheduler understands this, their behavior is normally instantly changed for the better.