Oh no, not another meeting again! Is this one actually useful?
Indeed, blocking out time for regular project steering meetings is the best way to save time in the long run.
In this article, I explain why establishing a fixed schedule—whether daily, weekly, or monthly—helps your team move away from constant firefighting and prepares them for managing change. You will also learn how to choose the right frequency based on your project's phase and size.
Take time to save time
In fact, I volunteer to run an express training module on time and priority management—lasting just two hours—for groups of entrepreneurs; time optimization is my passion.
So, why do I place such importance on blocking out time for regular project steering meetings?
Mind you, they are only effective if the agenda is adhered to and everyone knows their role and why they are there - and that is the project manager's responsibility.
But these meetings create a dedicated space for project-related matters, avoiding those urgent 6 p.m. emails containing questions that no one really picks up on.
Instead, questions are gathered, and on a regular basis (daily, twice a week, weekly, or less frequently), they are addressed with the right people at the table.
Hidden benefits
A meeting requires preparation.
To prepare for it, you are obliged to:
- review the metrics
- gather all questions received since the last time
- check whether issue #58-RT-57 has actually been resolved
In short, you step back from urgent matters and day-to-day operations to shift into management mode. That is the first positive side effect.
The project now exists; it has a defined place.
Discussing it regularly, exchanging views on the rationale and approach, and dedicating time to it also fosters a team of project ambassadors who can help drive change management at their own level.
So, what's the best rhythm to adopt ?
The greater the complexity, the more frequent the check-ins need to be.
The simpler the project, the more leeway you have to space them out.
If you are in the project startup phase (just before or just after), I would say a daily check-in is necessary.
If there is a lot of operational coordination involved but the project is in a "standard" phase, I would recommend a weekly check-in.
And if your focus is primarily on strategic steering, then a monthly check-in may suffice.
I tend to recommend combining these approaches and adapting them over time based on the project's actual situation; what worked very well in April might no longer be relevant in November.
Let's sum-up :
1. Schedule regular steering meetings: with a set agenda and clearly defined roles for everyone, they eliminate the need for urgent 6 p.m. emails and save everyone time.
2. Leverage the side benefits: preparing for the meeting shifts you from day-to-day operations into a steering mindset, while the routine itself drives change management by fostering a team of project ambassadors.
3. Align the frequency with your project phase: daily check-ins at the start, weekly meetings during the standard phase, and monthly sessions for strategic steering ; and be ready to adapt the approach over time.The right rhythm isn't one plucked from a "magic" methodology; it’s the one that fits your project, your teams, and their culture.
You need to kick back your project on a good rhythm ?
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I hope this article gave you some clarity, and I'll see you soon to break down another of the 10 keys to running a strong project!