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Based on the expert insights of Kevin Korterud, Accenture, originally shared on PMI’s Voices on Project Management blog.

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Opening with long motivational speechesor challenge questions1

SIN #

Instead, start with the answers, stating either:

• the current schedule example: “We are 4 days behind schedule

• the budget position example: “We are $10,000 under budget”

• the key milestones of the project example: “We are 35% complete with move” Answers produce confidence and allow you to focus on remedies for schedule, budget and progress variances.

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Conducting an overly detailed review of tasks2

SIN #

Instead, structure discussion around risks and issues.

• have a list of the current risks and issues along with their assigned owners

• notify risk and issue owners in advance to come prepared to share the status of their items

• risk owners should present a clear path to resolution

• lack of a clear path to resolution is a clear signal to escalate the risk or issue to leadership

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Review of progress of specific tasks in front of leadership3

SIN #

The status meeting with higher-ups is not the place to review nitty-gritty.

Instead, clarify and confirm upcoming milestones.

• highlight the upcoming two to three weeks of milestones

• clarify the critical path to milestone completion

• share your expectations on the progress toward these milestones by the next status meeting

• ask team members to identify new risks or issues that may impair the team's progress

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Scheduling status meetings willy-nilly4

SIN #

Opinions vary on the best day to schedule the meeting, but whatever you do keep it consistent.

Tip! The second workday is often the most beneficial because it: • allows time during the first workday to gather information • gives the team three full days to act on previous meeting guidance

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RecapAvoid:

• speeches

• challenges to the team in front of management

• put-you-on-the-spot questions

• overly detailed task reviews

• unpredictable meeting schedule

Now go out and have a great status meeting!

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