First of all, let's talk about the weekly meeting, through the survey of the current project managers in the project, without exception, have their own weekly meetings, but the opening method is slightly different, mainly divided into three categories:
(1) Weekly meeting of "All Classes"
The whole category is the participation of all the personnel of the project, which varies according to the size of the project. Technology research and development projects, itself with R & D personnel as the main body, the weekly meeting is based on the status of all personnel and project information synchronization; There will also be some product projects, although the roles and numbers are large, but there will still be weekly meetings with full participation, the time is controlled within half an hour, and the product and team trends are synchronized.
(2) Weekly meeting of "Group Leader Class"
The group leader category, which is also the highest proportion of weekly meetings at present, exists more in product projects. Synchronize status across groups while staying up to date with product updates and discussing important product issues.
(3) "Tripartite" weekly meeting
The tripartite category, mainly the tripartite weekly meeting of the product operation market, also exists in the product category project. Because these three parties are the main source of product Latest Mailing Database trends, and there are more matters that need to be coordinated and coordinated in daily communication and cooperation, it is also necessary to discuss and make decisions regularly. Of course, this does not include the weekly meetings of the functional teams themselves, which are mainly of the nature of team management.
So how do you have this seemingly simple weekly meeting?
First of all, think clearly about why the weekly meeting is held. Want to synchronize status summary information for each team? If that's all there is to it, wouldn't it be okay for each team to list their own issues and send emails to each other? Obviously not enough.
We must face to face through weekly meetings to feel the current overall status of the project, important issues, next goals and adjustments, but also need to have a consistent understanding of the current important issues of the project, have a small discussion, and form the next step of work.
Here are some key points for a good weekly meeting:
(1) The scale and time control number shall not exceed 10-15 people, and the duration shall not exceed 1.5 hours. Larger scale and longer duration are, on the one hand, a great waste of resources, and on the other hand, can make the discussion unable to proceed effectively. A weekly meeting of more than 2 hours, consisting of 20 people, is unimaginably inefficient.
(2) Do you want to take turns to report? The list is tedious and ineffective. Most of the overall situation of the project can be directly summarized by the project manager in advance, and for some directional or commercial groups, the main work and main problems can be briefly reported. Once the meeting gets into a situation where you take turns speaking, you'll find that non-speaking attendees will quickly pull out their phones and swipe.
(3) What should be discussed at the weekly meeting?
Let's start with what shouldn't be discussed at the weekly meeting:
Urgent matters are not suitable for weekly discussion, and we must make a decision at the first time!
Non-cross-team issues are not suitable for weekly discussions!
Pure execution details issues are not suitable for weekly discussion!
The general direction decision issue is not suitable for weekly discussion!
......
This makes it easier to conclude that cross-team issues involving overall planning or synergy, or medium-term improvement issues, are suitable for discussion at weekly meetings. On the one hand, the project manager can identify such problems in the process of implementing the collection of the overall state, and on the other hand, it is also necessary to initiate a quick discussion of the "spark" problem points during the weekly meeting. Such a discussion does not need to clarify all the details at the weekly meeting, but everyone has a consensus and has a direction for action implementation and corresponding responsible person.
(4) In most cases, the dimension of state synchronization does not need to be synchronized completely according to the functional team, the purpose is not to report contributions, but to follow the progress and explore problems according to the dimension of the sub-project line within the product. Of course, the overall R&D situation is a necessary dimension.
(5) Proportion of speechIf a weekly meeting is a project manager or supervisor singing a monologue from beginning to end, then you should reflect on the form and content of the weekly meeting. The appropriate ratio is 1:1:1.
The first 1 refers to the meeting host, often the project manager or supervisor, who updates the overall status to everyone and runs through the discussion; The second 1 refers to the statements made by some participants who need to be reported; The third 1 was more important, with all participants participating in the discussion. Reaching such a ratio makes it easy for participants to maintain a high level of information acquisition, decision-making participation and concentration.