Note that Steering Committee meetings normally. Any RTM templates you. Microsoft Office Excel Chart Microsoft Office Excel Worksheet Project. Steering committees often get a bad rap. Too controlling. Too bureaucratic. Too far removed from the real work of getting projects done. It happens – but it doesn’t have to be that way. With (4) easy steps you can get your steering committee moving in the right direction – to fill essential governance needs while still allowing the project team to flourish. What is a Project Steering Committee? At its core, the 'project steering committee' is a 'governing device' used to organize key project stakeholders and empower them to 'steer' a project (or group of projects) to successful conclusion. And 'steering' is the key word. Steering is not managing. Managing gets the job done, but steering determines what the job is. We all know that every project must be led by an underlying purpose and a vision. To deliver required results, that purpose and vision must be clearly defined, it must be monitored and it must be maintained. And that's the role of the project steering committee - to deliberate, make decisions, advise, provide strategic oversight, and to serve as the primary “advocate” for all the assigned initiatives. ![]() ![]() Steering committee success won't happen by accident. You can pick all the best people to participate, you can all have the best of intentions, and still not succeed. So what does it take to get the results you need? Actually, it all boils down to four (4) key actions. Key #1 You must clearly define the steering committee mission. Of all the various types of project committees, the steering committee 'mission' is almost a given: 'to steer a single project (or group of projects) to successful conclusion through governance related deliberation and decision making'. (See: ) That doesn't mean that every steering committee 'mission' is automatically the same. ![]() Quite the opposite. While the generalities may be relatively constant, mission specifics can vary greatly based on the following key factors: • Scope. Will the committee have jurisdiction over a single project or group of projects (i.e. A project portfolio)? Note: In the portfolio situation, steering committees may very well operate as part of an organized. Will the committee serve as the ultimate authority on 'direction' related issues, or will the committee serve as an advisior to the ultimate decision making authority (i.e )? • Degree of Difficulty. What is the degree of difficulty in the committee portfolio (i.e the projects for which the committee is responsible)? When the committee portfolio contains projects of a higher degree of complexity, visibility, sensitivity, cost and risk, mission difficulty increases in direct proportion, placing greater burdens on the committee members and exposing committee operations to increased scrutiny. Mission difficulty goes a long way in determining how a given steering committee will be organized, who will be appointed, and how it will operate (in order to reach expected results). • Deliverables. What will the committee produce? After all, that's the whole point of forming the committee - to produce all the results (analysis, decisions, directives and opinions) needed to support and 'steer' a successful project. These are the factors that will drive mission specifics. But specifics aside, no steering committee can be expected to function properly without a clearly defined mission. That's why setting 'the mission' is the first (and most important) action for committee success. Key #2 You must enshrine the mission in an action-driven 'Charter'. Try throwing a bunch of committee people in a room, call them the Steering Committee, vaguely define their mission and leave them on their own to figure out what it all means and how to get the job done. They might be successful for a while, but sooner or later, problems will appear. Perhaps not everyone heard the same message. Perhaps people will fight for control. Perhaps changing circumstances will throw everyone a curve ball. These are the types of risks that diminish productivity and complicate results. Fortunately, these risks can be avoided when the mission (see above) is turned into a roadmap in the form of a documented 'Committee Charter'. As a roadmap, the Charter specifies how the committee will be organized and how it will operate, all from a procedural and process point of view. This is a great tool to improve productivity, save time, minimize conflict and set expectations. Key #3 You must organize to promote operational productivity. Once the mission is defined, and the Charter is approved, it's time to get organized (all in accordance with Charter terms and specifications). Steering committees are typically staffed by key project stakeholders, all with a measurable interest and influence in both the project and the committee itself. The right mix of people is essential (with diverse interests and capabilities), but without proper organization, even the best group may flounder. Above all, every steering committee needs a strong leader and clearly defined reporting relationships. Every assigned role and responsibility must also be clearly defined and allocated to set realistic expectations for performance and participation. Key #4 Focus on collaboration, cooperation and communication. At the end of the day, steering committees are 'just people' appointed to do a difficult (and often thankless) job. That job will be made much easier if the surrounding work environment is consistently positive, where every voice is heard, opinions are respected, information is shared, and common sense prevails. This is brought about when committee (and project) leadership acts to promote member collaboration, cooperation and communication. Here's a few examples: • Keep committee size as small as possible to facilitate decision making and minimize internal conflicts. If needed, sub-committees can be formed to address specific issues that might require different expertise and levels of participation. • Engage the 'executing' project managers and team leaders in committee discussions and deliberations (to ensure a broader 'in the field' perspective). • Set standards for how your committees will be formed and operate, including easy to follow procedures for meetings, member selection and onboarding. You can learn more about these committee standards and how to set them in the online course. • Establish a working 'code of conduct' and enforce it on a consistent basis. ITtoolkit.com staff writers have experience working for some of the largest corporations, in various positions including marketing, systems engineering, help desk support, web and application development, and IT management. ITtoolkit.com is part of Right Track Associates, proprietors and publishers of multiple web sites including ITtoolkit.com, Fast Track Manage, HOA Board List and more. We started ITtoolkit.com in 2001 and have continued to grow our web site portfolio, Toolkit products, and related data services. To learn more, visit us. Preparing for and attending steering committee meetings is one of your most important roles and responsibilities as a project manager. Although the meeting is likely to only take place once a month, this may be your best opportunity to promote your team and the progress it has made. This is also your chance to personally impress senior stakeholders by communicating to them at the right level and by showing them that you are in control of the project. You can wow them by being honest, to the point, by knowing the detail and by displaying important milestones and metrics in straightforward graphs and charts. Follow the below tips and you’ll be off to a flying start with the project’s most senior decision makers. Be prepared Always prepare thoroughly for steering committee meetings and produce a flawless presentation. People know immediately when you are well prepared for a meeting and when you are not. When you are prepared, your credibility goes up; when you are not prepared, your credibility goes down. When you are prepared and know the detail of your project you come across as honest and credible and your stakeholders will trust your opinion. You will be able to easily answer their questions and you won’t have to give vague answers or promise something which you can’t keep. 2. Understand the emotional journey Consider the emotional journey you want to take the audience through. Which emotional state is your sponsor and key stakeholders likely to have at the beginning of the meeting and which emotional state would you like them to have at the end of the meeting? If you want them to be impressed for instance, focus on highlighting things that will impress them. If you want them to feel that the project is in a safe pair of hands, show them that you have assigned mitigating actions and owners to all risks and issues. 3. Communicate at the right level The project’s steering committee will consist of senior managers who are working to busy schedules and who deal with a multitude of issues and decisions on a daily basis. Make the meeting as simple and pleasant for them as possible by summarizing the project’s progress and by only providing detailed information where important risks, issues or decisions need to be discussed. Your stakeholders will love you for keeping the meeting focused and for not wasting their time. Promote achievements and successes Ensure that the presentation clearly shows all major accomplishments and the good work which the team is doing. Take on the role of an ambassador for the project and put it in the positive light it deserves. When highlighting achievements, make sure you mention the benefits of these achievements to the end users. Speak the language of your client and show that you understand their business. Include timelines which show what has been delivered to date and which main products and milestones are still outstanding. Know your numbers Impress your stakeholders by tracking the project’s key performance indicators. Know how much money the project is burning per month, what the estimate is to completion, and how much scope you have delivered compared to plan and budget. Include these earned value metrics in your presentation and insert simple graphs and charts to make the information more appealing and readable. Have the detailed financial figures at hand in case you need it. Be honest about the numbers and clearly state where the project is not on track. Be on top or risks and issues Always include the project’s top 5 or 10 risks and issues in the presentation to the steering committee. Make sure you have analyzed each item in detail and assigned appropriate actions and owners to each entry. Ask the senior stakeholders for advice and guidance on risks, issues and change requests that have the potential to significantly affect the project’s schedule, budget or quality. Provide them with all the information needed to make a decision. You will score points for bringing significant concerns to their attention and for demonstrating that you have the project’s best interests at heart. Record actions and decisions Always take minutes from the meeting so that people who were unable to attend can stay informed. Taking minutes also helps you reinforce what was decided and which actions were agreed upon and by whom. Have someone double-check the accuracy of your memo or email before you send it, but be sure to distribute it within 24 hours of the meeting taking place. Your steering committee will respect you for being an effective person who keeps taps on decisions and actions – including their own! To download a PowerPoint template which you can use for your own Steering Committee meetings, register to get access to the. It’s completely free of charge. You can also find out more about how to set up steering committee meetings and communicating effectively with your senior stakeholders by purchasing. 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