The project team has a short internal daily meeting, where progress and possible blocking issues are discussed. The product development is organized in sprints of 3 weeks, where each sprint new functions of the product are realized. At the end of the sprint a short evaluation takes place and the activities for the next sprint are planned.
%2038.webp)
Every three-week sprint, the Project Manager organizes a progress meeting to review project status, prioritize activities, and make necessary technical decisions with the client. Progress, actions, and decisions are logged and shared, along with a progress report detailing the budget and team hours. A technical specialist may join if needed. The client appoints an authorized delegate, typically the Product Owner, to decide on technical and functional matters. Other stakeholders can attend as required. The Project Manager also arranges a kickoff meeting at the start of the project.
Every three months, or as needed, a steering committee meeting is organized by the project manager. The committee includes representatives from all project partners at a board level. These meetings focus on discussing project progress, financials, and risks at a high level. The primary goal is to assess whether the project is on track and achieving its objectives. Additionally, the meeting provides a forum to address topics that require decisions beyond the project team’s authority.
.webp)