Meetings

Meetings

Below are the description of all the uses of the working document “Meetings”:

Meetings” is a tool/technique for the processDirect and Manage Project Work “.
Meetings are used to discuss and address pertinent topics of the project when directing and managing project work. Attendees at the meetings may include the project manager, the project team and appropriate stakeholders involved or affected by the topics addressed. Each attendee should have a defined role to ensure appropriate
participation. Meetings tend to be one of three types:
– Information exchange;
Brainstorming, option evaluation, or design; or – Decision making.
Meeting types should not be mixed as a best practice. Meetings should be prepared with a well-defined agenda, purpose, objective, and time frame and should be appropriately documented with meeting minutes and action items. Meeting minutes should be stored as defined in the project management plan. Meetings are most effective when all participants can be face-to-face in the same location. Virtual meetings can be held using audio and/ or video conferencing tools, but generally require additional preparation and organization to achieve the same effectiveness of a face-to-face meeting.

Meetings” is a tool/technique for the processMonitor and Control Project Work “.
They may include project team members, stakeholders, and others involved in or affected by the project. Types of meetings include, but are not limited to, user groups and review meetings.

Meetings” is a tool/technique for the processPerform Integrated Change Control”.
In this case, these meetings are usually referred to as change control meetings. When needed for the project, a change control board (CCB) is responsible for meeting and reviewing the change requests and approving, rejecting, or other disposition of those changes. The CCB may also review configuration management activities. The roles and responsibilities of these boards are clearly defined and agreed upon by appropriate stakeholders and documented in the change management plan. CCB decisions are documented and communicated to the stakeholders for information and follow-up actions.

Meetings” is a tool/technique for the processClose Project or Phase”.
This may include project team members and other stakeholders, involved in or affected by the project. Types of meetings include, but are not limited to lessons learned, closeout, user group, and review meetings.

Meetings” is a tool/technique for the processPlan Scope Management”.
Project teams may attend project meetings to develop the scope management plan. Attendees at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, anyone with responsibility for any of the scope management processes, and others as needed.

Meetings” is a tool/technique for the processPlan Schedule Management”.
Project teams may hold planning meetings to develop the schedule management plan. Participants at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, anyone with responsibility for schedule planning or execution, and others as needed.

Meetings” is a tool/technique for the processPlan cost management”.
Project teams may hold planning meetings to develop the cost management plan. Attendees at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, anyone with responsibility for project costs, and others as needed.

Meetings” is a tool/technique for the processPlan quality management”.
Project teams may hold planning meetings to develop the quality management plan. Attendees at these meetings may include the project manager; the project sponsor; selected project team members; selected stakeholders; anyone with responsibility for Project Quality Management activities namely Plan Quality Management, Perform Quality Assurance, or Control Quality; and others as needed.

Meetings” is a tool/technique for the processPlan Human Resource Management”.
When planning human resource management of the project, the project management team will hold planning meetings. These meetings leverage a combination of other tools and techniques to allow for all project management team members to reach consensus on the human resource management plan.

Meetings” is a tool/technique for the processPlan communications management”.
The Plan Communications Management process requires discussion and dialogue with the project team to determine the most appropriate way to update and communicate project information, and to respond to requests from various stakeholders for that information. These discussions and dialogue are commonly facilitated through meetings, which may be conducted face to face or online and in different locations, such as the project site or the customer?s site.
There are several types of project-related meetings where project communications may occur. Most project meetings consist of stakeholders coming together for the purpose of resolving problems or making decisions.
Although casual discussions may be construed as a meeting, most project meetings are more formal with a prearranged time, place, and agenda. Typical meetings begin with a defined list of issues to be discussed, which are circulated in advance with minutes and other information documented specifically for the meeting. This information is then disseminated to other appropriate stakeholders on an as-needed basis.

Meetings” is a tool/technique for the processControl communications “.
The Control Communications process requires discussion and dialogue with the project team to determine the most appropriate way to update and communicate project performance, and to respond to requests from stakeholders for information. These discussions and dialogues are commonly facilitated through meetings, which may be conducted face to face or online and in different locations, such as the project site or the client?s site. Project meetings also include discussions and dialog with suppliers, vendors, and other project stakeholders.

Meetings” is a tool/technique for the processPlan Risk management”.
Project teams hold planning meetings to develop the risk management plan. Attendees at these meetings may include the project manager, selected project team members and stakeholders, anyone in the organization with responsibility to manage the risk planning and execution activities, and others, as needed.
High-level plans for conducting the risk management activities are defined in these meetings. Risk management cost elements and schedule activities should be developed for inclusion in the project budget and schedule, respectively. Risk contingency reserve application approaches may be established or reviewed. Risk management responsibilities should be assigned. General organizational templates for risk categories and definitions of terms such as levels of risk, probability by type of risk, impact by type of objectives, and the probability and impact matrix will be tailored to the specific project. If templates for other steps in the process do not exist, they may be generated in these meetings. The outputs of these activities are summarized in the risk management plan.

Meetings” is a tool/technique for the processControl Risks”.
Project risk management should be an agenda item at periodic status meetings. The amount of time required for that item will vary, depending upon the risks that have been identified, their priority, and difficulty of response.
The more often risk management is practiced, the easier it becomes. Frequent discussions about risk make it more likely that people will identify risks and opportunities.

Meetings” is a tool/technique for the processPlan Procurement management”.
Research alone may not provide specific information to formulate a procurement strategy without additional information interchange meetings with potential bidders. By collaborating with potential bidders, the organization purchasing the material or service may benefit while the supplier can influence a mutually beneficial approach or product.

Meetings” is a tool/technique for the processIdentify Stakeholders”.
Profile analysis meetings are project meetings designed to develop an understanding of major project stakeholders, and they can be used to exchange and analyze information about roles, interests, knowledge, and the overall position of each stakeholder facing the project.

Meetings” is a tool/technique for the processPlan Stakeholder Management”.
Meetings should be held with experts and the project team to define the required engagement levels of all stakeholders. This information can be used to prepare the stakeholder management plan.

Meetings” is a tool/technique for the processControl Stakeholder Engagement”.
Status review meetings are used to exchange and analyze information about stakeholder engagement.

This definition was found in the PMBOK V5

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