temp_steeringcommitte meeting template as reference
- 1. Project Name Steering Committee Meeting Project Manager: Project Manager Name Program Manager: Program Manager Name Project Sponsor: Project Sponsor Name General Guidelines: •Keep words to a minimum - more detail can be added verbally •Highlight changes from the last presentation where appropriate. •Stick to recommended format where possible. •Delete red instruction boxes when complete. •More detailed instructions are in the Speaker Notes. Click on View / Notes Page to view. You can print the ‘Notes View’ by selecting File/Print, then select ‘Notes Page’ in the ‘Print What’ drop down. (To view template instructions – Save this template to project files, reopen and then select View, Notes Page. Delete this note prior to publishing)
- 2. Executive Summary Description Schedule Cost Risks Total Project Budget Actual Cost to Date Est. at Completion Variance at Completion Est. at Completion is the Actual Cost to date plus the estimated remaining cost for the work scheduled. Cost Variance is the ‘Project Budget’ minus the ‘Estimate at completion’ Current Phase: Requirements Project Status: Green Project End Date: mm/dd/ccyy Accomplishments Business Risk 1 Risk 2 Technology Risk 1 Risk 2 High level business objective List the major risks to the project. High level accomplishments so far To change status colors, highlight box and select Format/Borders. For ‘Current Phase’ update, please use standard PM phases (Opp Assessment, Initiating, Planning, Executing & Controlling, Closing) or Lifecycle Phases (e.g Software Development Lifecycle)
- 6. Business Benefits • Benefit 1. • Benefit 2. (Example)
- 7. Project Costs Cost Labor $xxx,xxx Hardware $xxx,xxx Software $xxx,xxx Outside Services $xxx,xxx Total $xxx,xxx (Example)
- 8. Project ROI
- 9. Project Organization Steering Committee Sponsor Program Manager Project Manager Business Team IT Mgmt CIS Warehouse Infrastructure Financial Purchasing TSS CSS Data Mgmt Documentation Other Other Database Apps Please keep same general format. Adjust boxes as necessary. Delete unneeded boxes.
- 10. Project Schedule & Approach ID 1 2 3 4 5 6 8 9 1 0 1 1 Task Name Concept Requirements Design Development Testing Documentation & Training Deployment Task 9 Task 10 Task 11 Start Date 0 1 / 0 1 / 2 0 0 1 0 2 / 1 5 / 2 0 0 1 0 2 / 1 5 / 2 0 0 1 0 5 / 0 1 / 2 0 0 1 0 6 / 0 1 / 2 0 0 1 0 6 / 1 5 / 2 0 0 1 1 1 / 0 6 / 2 0 0 1 0 1 / 0 1 / 2 0 0 1 0 1 / 0 1 / 2 0 0 1 0 1 / 0 1 / 2 0 0 1 End Date 0 3 / 0 2 / 2 0 0 1 0 4 / 3 0 / 2 0 0 1 0 4 / 3 0 / 2 0 0 1 0 6 / 2 9 / 2 0 0 1 0 8 / 3 0 / 2 0 0 1 1 0 / 3 0 / 2 0 0 1 0 1 / 2 2 / 2 0 0 2 0 3 / 0 1 / 2 0 0 1 0 3 / 0 1 / 2 0 0 1 0 3 / 0 1 / 2 0 0 1 4 5 d 5 3 d 5 3 d 4 4 d 6 5 d 9 8 d 5 6 d 4 4 d 4 4 d 4 4 d Qtr 1 Qtr 2 Qtr 3 Qtr 4 2001 Duration Status R e d Y e l l o w G r e e n 7 Post Deployment 1 0 / 3 1 / 2 0 0 1 1 1 / 1 5 / 2 0 0 1 1 2 d Double click the Visio Gantt chart to make changes. Please try to keep standard phases. List special milestones or variations as appropriate per project. Example - Other phases may be used depending on project
- 11. Communications Management Plan Monthly Aug. Sept. Oct. Nov. Dec. Jan. ‘02 Feb. April May March June SVP Update: 1:1 Exec. Staff Mtgs Monthly Every 6 weeks Extended Staff Mtgs Progress Updates All-Hands Qtrly Qtrly Qtrly Learning Formal training for roll-outs Mentoring as needed All All As Needed Sr. Mgmt Staff Mtgs Information Sharing Qtrly Open House Sessions Qtrly Qtrly “Hot Sheets” Bi-Mthly Bi-Mthly Bi-Mthly Bi-Mthly Bi-Mthly E-mails As Needed Website Update As Needed Posters As Needed (Example)
- 12. Key Risks and Issues Risk (Example) Too much change to department at one time Confusion due to multiple initiatives Competition for resources with other projects Change readiness assessment and structured communication plan Mitigation Structured communication plan across program Centralized management, dedicated resources, realistic timeframes
- 13. Other (Example) Cost to Utilize Consultant for Project Management 4 consultants, 6 months => $XXX,000 Benefit Project will be done in 6 months instead of 12 months
- 14. Steering Committee Members • Name • Name • Name • Name • Name • Name • Name (Example)
- 15. Expectations of Steering Committee • Participate in all Steering Committee meetings • Take ownership of issues and resolve by assigned date • Commit resources in department as needed • Commit 2 - 4 hour per month • Assign one owner department to handle all changes (Example)
- 16. Key Decisions to Be Made (Example) Decision Owner Due Date Impact Third party package or custom implementation Joe Smith October, 2001 Overall project schedule will be impacted if not decided by end of October # of Sales personnel that will need to be trained Jane Smith December 12, 2001 Overall project schedule will be impacted if not finalized by 12/12 # of PC upgrades needed to support software Joe Smith October, 2001 Overall budget will be impacted if number exceeds 20 PCs
- 17. Next Steps • Revise budget based on decisions • Finalize make vs. buy decision • Create detailed change enablement plan (Example)
Editor's Notes
- #1: General Guidelines: General Guidelines: Keep words to a minimum - more detail can be added verbally Highlight changes from the last presentation where appropriate. Stick to recommended format where possible. Delete red instruction boxes when complete. Instructions are also in the Speaker Notes. Click on View / Notes Page to view. You can print the ‘Notes View’ by selecting File/Print, then select ‘Notes Page’ in the ‘Print What’ drop down. Highlight changes from the last presentation where appropriate. Stick to recommended format where possible.
- #2: This slide is meant to be a high level summary. Use Font size 16 or greater. For current phase, either use the standard project management phases (Opportunity Assessment, Initiating, Planning, Executing & Controlling, Closing) or use specific project lifecycle (e.g. Software Development Lifecycle). Est. at Completion is the ‘Actual Cost to date’ plus the ‘estimated remaining cost for the work scheduled.’. Cost Variance is the ‘Project Budget’ minus the ‘Estimate at Completion’ List the high level accomplishments to date. List the major risks to the project that are labeled High or Medium. Focus on new or significant ongoing risks.
- #3: Should reflect information that is documented in the Request Summary section of the Project Initiation Document
- #4: Should reflect information documented in the Project Charter
- #5: Should reflect information documented in the Project Charter
- #6: Should summarize information documented in the Business Case documents If the Business Case is not yet complete, use the High Level Benefits documented in the Project Request section of the Project Initiative Document
- #7: Should summarize information documented in the Business Case or the Project Budget, as appropriate Show funding sources, as appropriate Show break down of costs as appropriate - e.g. hardware, software, outside services, internal labor, travel, etc. Should reflect costs known at this point in project. If total project funding has not yet been approved, should show funding for next phase and/or order of magnitude of cost, if known
- #8: This should summarize the Business Benefits slide and the Project Cost slide and show the net return on investment. This number should match what is shown in the Business Case. If the benefits and costs are fairly straightforward, the Benefits, Cost and ROI slide can be combined into one slide. If the ROI has not yet been determined at this point in the project, omit this slide. Be sure to include it in a later Steering Committee meeting.
- #9: Please attempt to keep the same general format as above to ensure consistency across presentations. If there are boxes listed above which do not fit your specific project, delete the box. If there are boxes which are not listed, please add to this diagram. If the structure of your project is not represented with this diagram, you may change accordingly.
- #10: As a general rule, use Standard Schedule with the standard approach. While the current standard schedule template shows the approach within it, if there is a significant deviation from the approach that is deemed necessary, you may want to have an additional slide which outlines that approach.
- #11: Summarize the information in the Communications Matrix in display similar to the one shown above.
- #12: List only significant risks and issues that will likely impact the overall budget, schedule or quality of the product. As a general rule, show the top 3 - 5. If a resolutions or mitigation plan exists, show that.
- #13: Rename this slide to the appropriate topic. This slide(s) should include any other information which is pertinent to the project. Examples are: Consultant involvement Third party software Phase approach to project Outside events driving dates
- #14: List the Steering Committee members
- #15: List expectations of steering committee. This could include: Level of involvement on decision making Number of hours per week or month Resource expectations from their areas Amount of ownership for all involved parties
- #16: This slide could be combined with the Key Risks and Issues slide if appropriate. This slide should clearly list the decision to be made, who needs to make the decision, the impact to the project and the date the decision is required.
- #17: List next steps until the next Steering Committee meeting.