Meetings or no meetings?

A large dose of reality in that article... certainly resonates with me.

As a project manager, I live in both worlds -- one foot in the "manager's schedule" and one foot in the "maker's schedule." There are times when PMs are creating... project schedules and the like. The intricacies of schedule planning, resource planning, risk and quality planning are not unlike juggling the logic and "balls in the air" of programming. At least I find it so.

On the other side of the equation, those things we create don't spring in whole cloth from our mind. They require collaboration, coordination, and input from others. In addition, communication requirements demand much interaction with managers and executive management.

Catch-22, eh.

Personally, when interaction with "makers" is needed, I prefer a quick stand-up, short conversation over coffee, tea, or chai, or similar less-intrusive event. Sometimes an email (call me when you get free) or voice mail (call me when you get free) is a better option.

"Makers" -- just like I did when programming -- generally conform to one of two schedules. I refer to them as "early" or "late." I find out who is on which schedule and make certain to respect that schedule throughout the project. I also do everything within my power to protect "makers" from mandatory attendance in meetings on the "manager's schedule" -- at least from the project. To the extent and whenever possible, I also interact with functional, mid, and high-level managers to protect "makers" from mandatory meetings that are not project related.

There is a "sweet spot" in the day -- usually just before and just after lunch. The early makers are finishing up and the late makers haven't ramped up. If there is some reason to get everyone together (usually for a specific decision or working session), that's the time to get it done with minimum impact.

One thing I have promoted for over a decade that falls in this category is changing how office physical structures are designed. Personally, I feel strongly that managers and management should be in the open, without doors, and easily accessible by everyone. These are people who thrive on interruptions ;~)

Conversely, I feel strongly that programmers should be allowed highly private spaces with doors. Put an admin assistance outside the door to the programmers area instead of the executive offices and productivity and quality will rise significantly.

Thinking radically,

William W. (Woody) Williams
Project Management Consultant
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