Project Steering Committee Meeting PROJECT NAME

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Project Steering Committee MeetingPROJECT NAME

• Date
• Prepared by insert your name

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AGENDA

• MINUTES AND ACTIONS FROM LAST MEETING
• ACHIEVEMENTS SINCE LAST MEETING
• PROJECT METRICS
• FINANCIAL STATUS
• RISKS AND ISSUES
• ROADMAP
• AOB

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MINUTES AND ACTIONS FROM LAST MEETING

• Describe the key decisions and outcomes from
  the last project steering committee meeting and
  which actions were assigned to whom. This can be
  a summary of the meeting minutes from last
  meeting. Indicate if the agreed actions have been
  carried out. Note that Steering Committee
  meetings normally take place on a monthly basis
  and include all major stakeholders
• Decision one and associated action e.g. It was
  agreed to approve the change request to include
  automated report generation into scope of the
  project. ACTION John Johnson to assign 3,000
  from change budget to cover the work. ACTION
  Sally Brown to schedule change and revert back
  to board regarding timeframes for delivery
• Decision two and associated action
• Etc.

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ACHIEVEMENTS SINCE LAST MEETING

• List all main project achievements and progress
  made in the last month since the last Steering
  Committee meeting took place. For instance,
  completed prototyping, customer demonstrations,
  product acceptance, product deliveries etc. When
  listing the achievements, remember to highlight
  what the business benefits are. If relevant you
  can illustrate these achievements along a
  timeline. Remember to add some images for graphs.
  Generally people learn best when presentations
  are a mix of words and images.
• Achievement one. Date of achievement and benefit
  to the project and customer E.g. Management
  Reporting Module delivered on schedule on
  February 8th. These reports allow users with a
  supervisory role to monitor budgetary breaches
  which in turn enables the firm to better manage
  their costs and expenses.
• Achievement two. Date of achievement and benefit
  to the project and customer
• Etc.

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PROJECT METRICS

• On this slide you should demonstrate to the
  Steering Committee that you are in total control
  of the project. You can do that by measuring a
  number of earned value methods such as how much
  scope (or effort) the project has produced
  compared to how much time and budget the project
  has consumed. Use graphs to illustrate your
  point

28 of project scope (effort) has been delivered.
72 of budget has been used.
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FINANCIAL STATUS RED

• Insert accurate information about the financial
  status of the project and break it down in as
  much detail as you can, for instance per work
  stream or product, or per month or quarter. Make
  clear how much money you have spent compared to
  budget and how much you estimate that you still
  have remaining. Finally, assign a RED, AMBER or
  GREEN status to the budget

Metrics as at January 31st 2013
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COST METRICS

• On this slide you a visual way to illustrate
  project spend. Its s a burn up chart showing how
  much money the project has spent compared to
  planned incremental spend and overall budget.
  Executives love simple graphs that give them a
  quick overview of the project.

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RISKS AND ISSUES

• Provide an overview of the projects top risks
  and issues. If suitable you can copy a section
  from your risks and issues register in Excel to
  save you having to retype this information. Make
  sure you have mitigating actions and owners
  assigned to each entry

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ROADMAP

• Use this slide to remind the Steering Committee
  of the projects roadmap and upcoming milestones.
  Make it as graphical and practical as possible.
• Phase 1 completed on February 8th with the
  delivery of Management Reporting.
• Phase 2 scoped, approved and kicked off as per
  plan
• Project on track for completion on June 7th.

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AOB

• On this slide you can list Any Other Business
  (AOB) which needs to be discussed either by
  yourself or one of the Steering Committee
  members. This could relate to scope changes which
  need to be approved by the committee or other
  major decisions you need them to make. Always
  provide visual aids, such as graphs and charts,
  where possible
• Scope changes for discussion
• Major decisions to be made

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Further Information
www.susannemadsen.com
www.powerofprojectleadership
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Susanne Madsen

• International project leadership coach
• 20 years hands-on experience leading change
  programmes of up to 30m
• Fully qualified coach and NLP Practitioner
• PRINCE2 and MSP Practitioner
• Author of The Power of Project Leadership (now in
  2nd edition) and The Project Management Coaching
  Workbook.
• Visit Susannes website http//www.susannemadsen.c
  om