Project Steering Committee Meeting PROJECT NAME Date Prepared

Project Steering Committee Meeting PROJECT NAME Date Prepared by [insert your name]

AGENDA • • MINUTES AND ACTIONS FROM LAST MEETING ACHIEVEMENTS SINCE LAST MEETING PROJECT METRICS FINANCIAL STATUS RISKS AND ISSUES ROADMAP AOB 2

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: 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. 3

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 8 th. 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. 4

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. 5

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 31 st 2013 6

COST METRICS [On this slide you a visual way to illustrate project spend. It’s 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. ] 7

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] 8

ROADMAP [Use this slide to remind the Steering Committee of the project’s roadmap and upcoming milestones. Make it as graphical and practical as possible. ] • Phase 1 completed on February 8 th with the delivery of Management Reporting. • Phase 2 scoped, approved and kicked off as per plan • Project on track for completion on June 7 th. 9

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 10

Further Information www. susannemadsen. com www. powerofprojectleadership 11

Susanne Madsen • International project leadership coach • 20 years hands-on experience leading change programmes of up to $30 m • Fully qualified coach and NLP Practitioner • PRINCE 2 and MSP Practitioner • Author of The Power of Project Leadership (now in 2 nd edition) and The Project Management Coaching Workbook. • Visit Susanne’s website http: //www. susannemadsen. com 12