PURPOSE
The purpose of this procedure is to provide a guideline for organizing and holding progress meetings with various members of BOE management, project team, client, and other stakeholders. Meetings, if managed properly, are good arenas for communications. There are several stakeholders with whom meetings should be held on a regular basis.
REFERENCES
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RESPONSIBILITIES
City Engineer: The City Engineer’s office is responsible to schedule and conduct quarterly meetings with the PM and the Program Manager for each of the BOE’s capital programs.
Program Manager: The Program Manager is responsible for attending quarterly and monthly progress meetings with the various members of the project team and BOE management and providing summary in the start of the program.
Project Manager (PM): The PM is responsible for attending quarterly, monthly, and the occasional “special” meeting for addressing problem issues. The PM is responsible for reviewing the Detailed Customer and Stakeholder List for the project to determine the extent of invitations to the specific meetings.
Project Award and Control Division (PAC): PAC is responsible for collecting and distributing the quarterly reports and attending the quarterly program reviews and providing talking points for each session.
PROCEDURE
The PM should review the Detailed Customer and Stakeholder List for the project to determine the extent of the invitations to the various meetings (see Procedure 5.4 - Public Information). Any meeting should have an agenda, which sets forth the topics to be covered (Attachment 5.3-1). The agenda should be prepared and distributed (fax or e-mail are acceptable) at least one week prior to the meeting date. A meeting sign-in list should be prepared and maintained as a part of the project file (Attachment 5.3-2). The PM should prepare and distribute minutes of the meeting including action with name of person responsible and date to be resolved so that the relative assignments of all involved parties are clearly defined and documented.
Types of Progress Meetings
Monthly Meetings: Monthly progress meetings should be held with the Program Manager, PMs and the Project Engineers to discuss the progress of the project and to identify and resolve all issues, so that progress is not impeded. At these meetings, typical discussion items are the design schedule, the impact of changes that may be required, and alternative designs or materials. Many issues can be resolved at this meeting that can reduce lost time for the project. Many Program Oversight Committees also meet on a monthly basis. These sessions are attended by the Program Manager (see Procedure 1.5 – Program Oversight Committee).
Client Meetings: Good client relations are a primary necessity for a PM, and regular meetings are a good way to accomplish this. It is important that the client feels that the PM is proactive, is responsive, and is meeting commitments. If the client does not feel the need for regular meetings, progress reports should at least be prepared and sent to the client. The reports should include: a summary of the work done during the period, a forecast of the activities for the next period, scope changes made during the last period, budget status, schedule status, any input needed from the client, any unresolved problems and items needed by the client.
Quarterly Program Meetings: Quarterly progress meetings are held with the City Engineer, the Program Manager, the PM, and PAC to discuss the progress made on each project within each program as shown in the latest Executive Quarterly Report (see Procedure 5.2 - Progress Reports).
Team Meetings: In addition to the above meetings for reporting to the management and clients the PM should conduct regular weekly Team meetings with the design groups to maintain up to date information on the status of the project. These meetings will serve to identify problems and create solutions in a timely manner. All meeting shall include agenda with action items and dates.
Special Meetings: There also may be a need for special meetings to resolve various issues and problems. These meetings are very important and very useful. But the communication process should be kept active on a daily basis; issues should be resolved as they arise and not held for scheduled meetings.
RELATED PROCEDURES
LINKS / ATTACHMENTS
Links
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