Skip to main content

“Meeting” is not a four letter word

At one time or another we have all opened our email, only to find a meeting invite and think (fill in bad word of your choice)

Different organizations communicate and collaborate in different ways, depending on the message, decision or topic at hand.   Under certain circumstances, a virtual or physical meeting may be the best vehicle for making a decision or collaborating on a common objective.    While most meetings strive to be well controlled, brief and focused on facilitating a set of actions, this does not always happen.

Here are some simple and effective ways to ensure that a meeting is a success:
·       Establish and communicate a clear agenda in advance.  This will allow people to prepare properly and will help the facilitator in preventing his or her meeting from being hijacked by one of the attendees.

·      Most organizations have a governing set of rules for participation in a meeting. No biting, scratching, spitting or name calling is encouraged.  Remember everybody has a right to their point of view and all should be heard.

·      If some of those points of view or ideas are beyond the scope of the current meeting, they can be documented in the meeting minutes and then put into a “parking lot” so they can be discussed if time allows or they can become the focus of a future meeting.

·       The events of the meeting should be recorded. Minutes are taken so that we can keep track of the overall discussion that has taken place and who has been assigned which action items.  This is also important so that actions items that involve cross functional groups understand which items each party is accountable for.  Deadlines and due dates should be recorded, well documented and agreed.


Popular posts from this blog

What is the difference between Process Owner, Process Manager and Process Practitioner?

I was recently asked to clarify the roles of the Process Owner, Process Manager and Process Practitioner and wanted to share this with you. Roles and Responsibilities: Process Owner – this individual is “Accountable” for the process. They are the goto person and represent this process across the entire organization. They will ensure that the process is clearly defined, designed and documented. They will ensure that the process has a set of Policies for governance. Example: The process owner for Incident management will ensure that all of the activities to Identify, Record, Categorize, Investigate, … all the way to closing the incident are defined and documented with clearly defined roles, responsibilities, handoffs, and deliverables.  An example of a policy in could be… “All Incidents must be logged”. Policies are rules that govern the process. Process Owner ensures that all Process activities, (what to do), Procedures (details on how to perform the activity) and the

How Does ITIL Help in the Management of the SDLC?

I was recently asked how ITIL helps in the management of the SDLC (Software Development Lifecycle).  Simply put... SDLC is a Lifecycle approach to produce the software or the "product".  ITIL is a Lifecycle approach that focuses on the "service". I’ll start by reviewing both SDLC and ITIL Lifecycles and then summarize: SDLC  -  The intent of an SDLC process is to help produce a product that is cost-efficient, effective and of high quality. Once an application is created, the SDLC maps the proper deployment of the software into the live environment. The SDLC methodology usually contains the following stages: Analysis (requirements and design), construction, testing, release and maintenance.  The focus here is on the Software.  Most organizations will use an Agile or Waterfall approach to implement the software through the Software Development Lifecycle. ITIL  -  is a best practice for IT service management (ITSM) that focuses on aligning IT services with

Four Service Characteristics

Recently I came across several articles by researchers and experts that laid out definitions and characteristics of services. ITIL provides us with a definition that can help drive the creation of value-laden services: A means of delivering value to customers by facilitating outcomes customers want to achieve without the ownership of specific costs and risks. An area that ITIL is not so clear is in terms of service characteristics. Several researchers and experts put forth that services have four basic characteristics (IHIP): ·          Intangibility—Services are the results of actions not things. They have no physical presence and represent a logical set of elements. One way to think of service is “work done for others.” ·          Heterogeneity—Also known as “variability”; services are unique items because of the mechanisms used to deliver services-that is people. Because the people element adds variability, the service is variable. This holds true especially for th