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Steering Committee: Boost Accountability & Results in 2025
Noel DCosta
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A Steering Committee for an SAP Implementation project is required to makes decisions, removes roadblocks, and holds teams accountable. If it’s just sitting through meetings and nodding at updates, it’s failing. In 2025, with tighter budgets, faster timelines, and more complex projects, a weak Steering Committee guarantees delays and costly mistakes.
Projects fall apart when leadership ignores problems or avoids tough calls. Teams get stuck, priorities shift randomly, and deadlines slip. A strong Steering Committee steps in early, clears obstacles, and keeps everyone focused on business outcomes—not just checking off project milestones.
If the same problems show up every week and leadership does nothing, the Steering Committee isn’t doing its job.
On one SAP rollout, the Steering Committee met once a month. The project team flagged risks—broken approval workflows, incomplete testing, and missing training. Leadership said they’d “review it.” They never did. The project went live, and finance spent six months cleaning up the mess.
At another company, the Steering Committee met weekly and made real decisions. If testing revealed gaps, they reassigned resources. If a process wasn’t working, they fixed it. That project went live on time, fully tested, and with trained users who knew what to do. I’m sure that both these projects followed the best SAP Implementation strategies.
One committee led. The other just sat in meetings. The problem was not the strategy, it was the level of engagement by the leadership. In fact, I believe the leadership wasn’t engaged at the right level.
A strong Steering Committee prevents scope creep that would otherwise add months and millions to your SAP implementation by forcing departments to justify every change request against business value.I've never seen an SAP project succeed with a weak Steering Committee - when tough decisions get delayed or avoided, the project inevitably fails regardless of how skilled the technical team is.
Key Takeaways about a Project Steering Committee
Decisions need to happen in real-time. If your Steering Committee just listens to updates without acting, it’s not doing its job. A stalled decision today is a disaster later.
Meetings without action are useless. If the same issues come up every session and nothing gets fixed, leadership is failing. A good committee makes things happen, not just talks about them.
Accountability should be there at all levels. If no one owns a problem, it won’t get solved. The Steering Committee must assign responsibility and follow up. No excuses.
Projects don’t fail because of strategy—they fail because of weak leadership. A great plan means nothing if leadership won’t step in when needed.
Ignoring risks won’t make them disappear. When teams flag problems, leadership must address them. Hoping for the best is not a strategy.
Steering Committees should meet often enough to stay ahead of problems. Monthly meetings are too slow. Weekly or biweekly check-ins keep projects on track.
Budget and scope adjustments should be made early. Kicking the can down the road only makes things worse.
KPIs should drive discussions. If you don’t measure progress, you’re flying blind. Review real data, not just project updates.
If the project is stuck, leadership needs to fix it. That’s their job. No one else is coming to save it.
A strong Steering Committee is the difference between success and failure. It either clears obstacles or becomes one.
What is a Steering Committee in SAP Projects?
A Steering Committee makes the big calls in an SAP project. It’s made up of senior executives, business leaders, and key stakeholders who set priorities, approve changes, and remove roadblocks. If the project needs more budget, a deadline shift, or a decision on scope, this is the group that decides.
Additionally, the Project Management Institute emphasizes that lack of executive support—a key function of steering committees—is a common factor leading to project failure. Reference: Project Management Institute
If the Steering Committee does its job right, the project moves forward with fewer delays. If it doesn’t, teams get stuck in endless escalations, and problems pile up until they explode at go-live.
A good Steering Committee isn’t just there to listen to updates. It challenges assumptions, asks the tough questions, and makes sure teams aren’t just checking boxes—but actually delivering a system that works for the business.
I’ve worked on SAP projects where the Steering Committee barely showed up. Every major decision got delayed. Testing deadlines slipped. Business users weren’t trained on time. When go-live hit, chaos followed.
At another company, the Steering Committee met weekly and made real decisions. When the finance team raised concerns about a key workflow, leadership acted immediately. They assigned extra resources, adjusted the timeline, and ensured everything was tested properly. That project went live smoothly.
Key Functions of a Steering Committee
A Steering Committee shouldn’t be there to just sit through presentations and nod along. It has to make decisions, sets priorities, and keeps an SAP project on track. When they do their job right, it prevents bottlenecks, clears roadblocks, and ensures teams stay focused on real business goals.
Here’s what a Steering Committee actually does.
1. Approves Major Decisions
The project team handles daily work, but when something big comes up—like budget increases, scope changes, or deadline extensions—the Steering Committee makes the call.
Example: If finance suddenly needs a custom approval workflow that wasn’t planned, it’s not up to the project team to decide. The Steering Committee evaluates the impact, weighs the cost, and either greenlights it or shuts it down.
2. Removes Roadblocks
Teams get stuck all the time. Maybe a department isn’t signing off on requirements. Maybe testing is delayed because key users are unavailable. The Steering Committee steps in and clears the road.
Example: On one project, HR kept delaying payroll testing because they were busy with year-end tasks. The Steering Committee reprioritized work and assigned backup testers. The project stayed on track instead of slipping for months.
3. Ensures Accountability
If no one owns an issue, it never gets fixed. A strong Steering Committee shouldn’t let problems sit in limbo. They assign responsibility and demand follow-ups.
Example: If UAT is a mess and users are not testing properly, leadership should hold managers accountable, making sure teams do their part.
4. Manages Risks Before They Turn into Disasters
Every project has risks. Some are obvious, like data migration issues. Others sneak up, like key team members leaving mid-project. A Steering Committee cannot wait for risks to become problems—they plan for them.
Example: In one SAP rollout, the Steering Committee saw that a vendor was struggling to deliver on time. Instead of hoping for the best, they lined up backup resources. When delays happened, the project continued full steam ahead.
5. Keeps the Business Engaged
An SAP project should not be treated as an IT project. If business users are not involved, the system won’t meet their actual needs. The Steering Committee ensures departments stay engaged.
Example: On one project, the business thought IT would handle everything. The Steering Committee pushed department heads to participate, making sure the system was tested properly before go-live.
6. Approves Budget and Resource Allocation
Projects need money and people to be successful. The Steering Committee decides where to invest resources and when to say no.
Example: If testing needs more time, but extending deadlines will cost millions, they weigh the trade-offs and choose the best path—not just the cheapest one.
A Steering Committee that makes real decisions, holds teams accountable, and clears obstacles can make or break an SAP project. If it’s just sitting in meetings, expect problems. If it’s actually leading, things get done.
How to Select Steering Committee Members by Project Size?
Steering Committee Based on SAP Project Size
The size of your SAP project determines who should be on the Steering Committee. Too many people? Decisions drag. Too few? Critical voices get left out.
Small Projects (Under $0.5M, Single Department): Keep it lean—3-5 members. The department head, IT lead, and a finance rep are enough. Example: A small HR payroll upgrade doesn’t need the CFO in every meeting.
Medium Projects ($0.5M-$5M, Multi-Department): 5-8 members. Include business leads from each affected department, IT leadership, and a finance rep. If multiple teams rely on the system, their voices need to be heard.
Large Projects (Above $10M+, Enterprise-Wide): 8-12 members. Senior executives from finance, HR, operations, and IT must be involved. If the system touches everything, leadership needs to steer it.
| Criteria | Small Project | Medium Project | Large Project |
|---|---|---|---|
| Budget | Under $0.5M, managed by project lead. | $0.5M - $5M, requires CFO oversight. | Above \$10M, full financial governance & risk management. |
| Timeline | Less than 6 months. | 6-18 months. | 18+ months, phased implementation. |
| Users Impacted | Limited (Single department). | Cross-functional teams (Multiple departments). | Enterprise-wide (Global or multi-region). |
| Committee Size | 3-5 members (Lean team: Department head, IT lead, finance rep). | 5-8 members (Include business leads, IT leadership, finance rep). | 8-12 members (Senior executives from finance, HR, operations, IT). |
| Executive Sponsor | 1 (CEO, CFO, or Business Unit Head). | 1-2 (C-Level, VP, or senior leadership). | 2+ (C-Level, Board involvement). |
| Project Manager | 1 (Dual role with another function). | 1 Dedicated, full-time. | 1+ (PMO with Program Manager). |
| IT Lead | Optional (Shared with other roles). | 1 Dedicated IT representative. | 1+ (IT Director & System Architects). |
| Finance Representative | Optional (Project-level budgeting). | 1 (Ensuring cost control & tracking). | 2+ (Finance team oversight & ROI tracking). |
| HR/Change Management | Handled by Project Manager or Business Lead. | 1 (Manages training, adoption & communication). | 2+ (Dedicated change & adoption team). |
| Steering Committee Meetings | Ad hoc or monthly as needed. | Bi-weekly or monthly updates. | Weekly governance & issue resolution. |
| Vendor/Consulting Support | As needed, milestone-based. | Part-time, ongoing advisory. | Full-time, embedded in governance. |
Selecting the right Steering Committee members ensures that the project has the leadership and expertise required for success, regardless of its size. Prioritize committed individuals who can provide strategic oversight and make timely decisions to keep the project on track.
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How Will the Steering Committee Make Decisions?
When people ask me about SAP Steering Committees, I tell them they are the difference between success and disaster. I’ve seen projects with strong committees succeed brilliantly and those with weak ones, have negative consequences.
1. Decisions must be based on facts, not opinions
I’ve watched Steering Committees waste hours on debates without actual data. A good committee demands solid evidence before making any call.
I worked with a manufacturing client whose IT team claimed a process change would add three months to the timeline. The business insisted it was “simple.”
The committee refused to decide until they saw effort estimates, dependency analysis, and capacity planning. Turned out IT was right – the change would have delayed go-live significantly. The committee made an informed choice based on facts, not feelings.
2. Governance matters in decision-making
- When it comes to business-critical choices, the committee have to evaluate all options carefully. I saw a retail client whose finance team demanded complex custom reporting. The committee evaluated the business case and determined the benefit didn’t justify delaying other critical functionality.
- To manage risk effectively, strong committees have to step immediately and address them. One healthcare client’s UAT stalled because departments wouldn’t release users for testing. The committee stepped in, made department heads accountable, and testing resumed within days.
- Budget approvals require special scrutiny. I witnessed a project need an extra $2M to extend three months. The committee evaluated the cost against potential business disruption and made the tough call to approve it – which saved millions in potential losses.
3. Speed kills indecision
Weak committees postpone decisions endlessly or avoid taking decisions. Strong ones make calls on the spot. I’ve seen clients whose steering committee met biweekly but always ended with “we’ll discuss this offline.”
Issues piled up until the project was six months behind. Another client’s committee made decisions in real-time – their project finished early and under budget.
4. Final authority must be clear
Effective committees have the power to approve budgets, adjust scope, and manage major risks. They can overrule department heads when necessary and hold people accountable for results.
The best approach would be to build a committee with real decision-making authority. Include people who understand both the business and SAP.
And demand they make timely decisions based on facts, not politics. I’ve cleaned up too many failed projects to think steering committees are just another governance box to check.
A strong Steering Committee is extremely essential for all SAP Projects. By aligning goals, overseeing milestones, and addressing risks, they ensure your SAP implementation delivers real value.
The Real Job of an SAP Steering Committee
I tell all my clients that the Steering Committee isn’t just another meeting to attend. It’s where the big decisions happen – budget calls, scope changes, priorities, and risk management. If something significant needs to change, this group makes it happen or shuts it down.
1. Budget Authority
When an SAP project needs more money, nothing moves without the Steering Committee signing off.
Let’s say a manufacturing client’s testing uncovered a major security vulnerability that would cost $500K to fix properly. The project team couldn’t just spend that kind of money—so they brought it to the Steering Committee. After reviewing the options, the committee can approve the expense because the alternative was worse. That’s the kind of financial call only they can make.
2. Scope Control
Scope creep destroys projects. I’ve watched good committees save projects by controlling scope requests.
So, in one of my clients, a department suddenly demanded 20 extra reports not in the original plan. The Steering Committee didn’t just rubber-stamp it. They asked tough questions: “Do we actually need this now? Will it break our timeline? Is this essential or just nice-to-have?” They approved five critical reports and pushed the rest to post-go-live. That decision probably saved their go-live date.
3. Resolving Roadblocks
Good committees don’t just hear about problems—they fix them.
A finance department kept delaying sign-off on a critical integration. The project was stuck. The Steering Committee called the CFO directly, explained the impact, and had approval within hours. That’s the kind of authority that keeps projects moving.
4. Holding Teams Accountable
When milestones slip, effective committees don’t accept excuses. They demand answers and action.
Let’s say a project was delayed in its user training. The Steering Committee should make sure that the situation is noted in the minutes. They should also inform the department heads to free up trainers immediately or the project would fail. I bet the training would be back on schedule within days.
5. Final Go/No-Go Decision
The most critical role? The project doesn’t go live unless the Steering Committee approves it.
I’ve seen committees push back go-lives even when teams wanted to charge ahead. One pharmaceutical client’s committee delayed go-live by six weeks because testing wasn’t complete. Tough call, but it saved them from a disaster. That’s what good governance looks like.
How to Set Up an Effective Steering Committee for SAP Projects?
When setting up an SAP Implementation project, everyone focuses on the technical team, methodology, and budget. But I’ve found that the Steering Committee often makes or breaks a project’s success. This group makes the critical decisions that keep everything on track. Get this wrong, and you’ll struggle no matter how good your technical team is.
- I believe setting up a strong Steering Committee starts with picking the right people. You need actual decision-makers, not just title-holders. I’ve seen so many committees fail because they had senior people who couldn’t approve anything without checking with someone else first.
- The committee needs clear authority from day one. Seriously, document exactly what decisions they can make, especially around budget, scope, resources, and timelines. One financial services client created a charter showing the committee could approve up to $500K in changes without further escalation. This prevented those constant delays waiting for higher approvals.
- Keep the committee small and focused. I recommend no more than 7-9 people. Include your project sponsor, key business stakeholders, IT leadership, and the project manager. Too many voices just leads to endless debate and zero decisions.
- Set a regular meeting schedule and stick to it. Biweekly works best in my experience. When committees only meet monthly, problems sit around too long. When they meet weekly, it becomes such a burden that attendance drops off.
More Importantly,
- Create a structured format for escalating issues. The project team should provide a one-page summary of each issue with clear options and recommendations. I’ve sat through too many committee meetings where hours were wasted discussing problems without having the right information to make a call.
- Make sure decisions get documented and communicated. I worked with a pharmaceutical company whose committee made great decisions that never actually reached the project team. That communication gap caused weeks of wasted effort.
- Hold committee members accountable for showing up. If they can’t make it, they need to send someone with real decision authority. Nothing kills momentum faster than hearing “We’ll have to wait until the CFO gets back next week.”
- Most important – train your committee on SAP basics before the project even starts. They don’t need all the technical details, but they absolutely must understand the implementation approach, key milestones, and common challenges. This prevents those unrealistic expectations and makes for much better decisions.
A strong Steering Committee clears roadblocks, makes tough calls, and keeps things moving. If it’s just there for status updates, it’s useless.
Want to dive deeper into stakeholder management? Read my blog: Stakeholder Management Strategy That Drives Success.
Challenges a Steering Committee Faces in SAP or ERP Projects
I’ve sat in countless SAP Steering Committee meetings over the years, and I’ve noticed the same challenges come up time and again. Even the best committees struggle with these issues, and how they handle them often determines if the project succeeds or fails.
- The biggest challenge is balancing short-term pain against long-term gain. Executive committee members feel pressure to minimize business disruption today, even when that creates bigger problems down the road. I worked with a retail client whose committee kept postponing critical data cleanup because departments “couldn’t spare the resources.” They ended up with a three-month go-live delay that cost way more than the upfront work would have.
- Scope management becomes a constant battle. Departments continually push for “just one more” feature or customization. The committee has to stand firm against these requests while still being responsive to legitimate business needs. One manufacturing client’s committee started requiring departments to give up an existing requirement for each new one they wanted to add. Brilliant approach – made people think twice about what was truly essential.
- Technical complexity presents another major hurdle. Most committee members lack deep SAP knowledge, making it hard to evaluate technical recommendations. They either rubber-stamp everything IT suggests or reject recommendations they don’t understand. I’ve found the most successful committees bring in independent advisors to translate technical issues into business impacts.
These Challenges go beyond SAP Implementations
- Resource conflicts never stop. Every department claims their day-to-day operations can’t spare key people for the project. The committee has to make tough calls about priorities, often alienating some stakeholders. One client’s CFO finally told department heads, “Either give us the resources now or explain to the board why we wasted millions on a failed implementation.” That cleared up the resource problems fast.
- Timeline pressure creates constant stress. Market conditions, fiscal year boundaries, and business cycles all push for specific go-live dates. The committee must decide when to hold firm on dates and when to allow extensions. I’ve seen committees make terrible decisions because they refused to shift an arbitrary deadline even when the project clearly wasn’t ready.
- Organizational politics can paralyze decision-making. Department rivalries and historical conflicts often surface during implementations. The committee needs to rise above these issues and focus on what’s best for the company overall. This is where having a strong, respected committee chair makes all the difference.
Important SAP Implementation Articles
Innovations to Bring to Your Steering Committee
I’ve noticed that most SAP Steering Committees run the same way they did 20 years ago. Same format, same reports, same problems. But the most successful committees I’ve worked with bring fresh approaches that dramatically improve results.
Here are some innovations worth considering for your committee.
- Data-driven dashboards change everything. Replace long status presentations with real-time project dashboards showing key metrics. I worked with an energy client who built a dashboard showing test case execution, defect resolution, training completion, and budget burndown. Committee meetings became about solving problems instead of figuring out where things stood.
- Risk-based agenda setting makes meetings more effective. Instead of covering the same topics every time, focus on the highest risk areas that period. One retail client’s committee spent 80% of their time on the top three risks, not wasting time on green status items. Their meetings got shorter but more impactful.
- Independent verification adds crucial objectivity. Consider bringing in third-party experts to assess critical milestones before major decisions. A manufacturing client had external reviewers evaluate their readiness before approving go-live. The review found several serious issues the project team had missed or downplayed.
- Cross-functional solution walk-throughs build understanding. Have the project team demonstrate actual processes in the system instead of talking about abstract requirements. I saw a committee completely change their perspective when they watched how a process would actually work versus how they had imagined it.
- Rotating department spotlights improve engagement. Each meeting, have one business area deeply explain their key processes, challenges, and implementation approach. This builds committee understanding and makes departments feel their concerns are being heard.
These are my favorites…
- “Day in the life” scenarios force practical thinking. Ask the committee to walk through exactly how work will happen post-implementation. One pharmaceutical client’s committee realized their approved design would require department staff to use five different screens for a common process. They immediately ordered a redesign.
- User feedback panels provide reality checks. Bring actual system users to present their experiences and concerns directly to the committee. A financial services client had their committee hear directly from frontline staff during UAT. The unfiltered feedback changed several key decisions.
- Committee field trips to similar implementations offer perspective. If possible, visit other companies who have implemented similar solutions. One of my clients took their entire committee to visit a peer company six months post-implementation. The lessons they learned saved them from repeating the same mistakes.
Your Steering Committee should be solving problems, not just reviewing them. If meetings feel pointless, change the way they work. Faster decisions, better data, and real accountability turn a weak Steering Committee into a project powerhouse.
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Conclusion
I’ve seen great SAP implementations and complete disasters over my career. The difference almost always comes down to governance, with the Steering Committee right at the center of it all.
A strong committee cuts through confusion. They make decisions fast based on real facts, not office politics. They hold people accountable, keep scope under control, and make sure resources show up when needed. And when things get tough, they’re the ones making those hard calls to keep everything aligned with what the business actually needs.
Look, I honestly believe getting your Steering Committee right from day one pays off big time throughout your implementation. You have to start with the right people, give them actual authority, keep the group small enough to function, and make sure they know their job. Then set up straightforward processes so problems get fixed, not just discussed in meeting after meeting.
Stay away from the problems I see companies fall into constantly. Keep the politics out of the room – it’ll kill your project faster than anything. Base decisions on real data instead of whoever talks the loudest. Balance quick fixes against long-term benefits. And trust me when I say this, don’t let some random calendar date force you to launch when the system isn’t ready.
Try some of those innovations I talked about earlier – the dashboards, feedback panels, all that stuff. They can turn a good steering committee into a great one.
I’m curious about your experiences with SAP Steering Committees. What headaches have you dealt with? Found any approaches that worked surprisingly well? Ever seen a committee pull a project back from the edge or drive a good one into the ground? Share your war stories in the comments.
Your experiences might save someone else a ton of pain. We figure this stuff out faster when we learn from each other’s wins and failures.
If you have any questions, or want to discuss a situation you have in your SAP Implementation, please don't hesitate to reach out!
Frequently Asked Questions
1. What is the role of a steering committee?
2. Who are the members of the steering committee?
The steering committee needs decision-makers, not just title-holders. Include your project sponsor, key business leaders from affected departments, IT leadership, and your project manager. I recommend keeping it to 7-9 people max. Too many voices and you’ll never make decisions. Make sure everyone has real authority to commit resources and approve changes.
3. What is the difference between a committee and a steering committee?
A regular committee discusses issues and makes recommendations. A steering committee actually decides things. They have real authority to approve budgets, resolve conflicts, and change direction. I’ve watched regular committees debate endlessly while steering committees cut through the noise and make calls. The difference is actual power and accountability to ensure a successful project.
4. What is a PMO steering committee?
A PMO steering committee oversees all projects across the organization while a regular steering committee focuses on one project. They prioritize resources, manage the project portfolio, and ensure alignment with business strategy. I’ve seen effective PMO committees prevent resource conflicts that would’ve tanked individual projects. They’re your high-level traffic controllers for all project activity.
5. What are the responsibilities of a steering committee?
A steering committee approves budgets, controls scope, resolves major issues, manages risks, and makes the final go/no-go decision. They’re accountable for project success. I’ve seen committees ignore these responsibilities and watch their projects crash. The good ones step up, make tough calls, and own the outcomes. They don’t just monitor – they actively steer the ship.
6. What are five functions of a steering committee?
7. How are steering committee meetings structured?
Effective steering committee meetings follow a tight structure. Brief status updates, focus on the top risks and issues, decision points clearly highlighted. I’ve sat through hundreds of these – the good ones last 60-90 minutes max, have a clear agenda, and end with documented decisions. No meandering discussions. No rubber-stamping. Just real problems, real solutions, and clear accountability for next steps.
8. What is the role of a steering committee in project management?
The steering committee drives project success by making the decisions nobody else can make. They resolve cross-functional conflicts, approve significant changes, and hold everyone accountable. I’ve watched strong committees turn troubled projects around by focusing on what matters. They’re not just observers – they actively remove roadblocks, prioritize work, and ensure the project delivers actual business value instead of just checking boxes.
9. What is the structure of a steering committee?
The structure of a steering committee needs to be lean and focused. You need a strong chairperson (usually the project sponsor), business representatives from each major affected area, IT leadership, and the project manager.
I’ve seen large committees with 20+ people that couldn’t decide what day it was. Keep it small, include only decision-makers with skin in the game, and make sure everyone understands their role isn’t just to attend but to actively govern.
10. What should be included in a steering committee agenda?
A steering committee agenda should be focused and action-oriented. I always include status highlights, top risks and issues needing decisions, key milestones at risk, and specific decision points requiring votes.
I’ve seen too many agendas wasting time on detailed updates that could be read offline. The best agendas prioritize the biggest problems, frame decisions clearly, and ensure the committee actually steers rather than just listens to reports.
11. Who is the head of the steering committee?
The head of the steering committee should be your project sponsor – usually a C-level executive with actual authority. I’ve seen committees chaired by middle managers who couldn’t make anything stick.
Your chair needs enough organizational authority to hold other executives accountable and enough business knowledge to understand the impact of decisions. They’re the one who take the decision when debates drag on and ensures decisions actually happen.
12. What is the difference between an advisory and a steering committee?
An advisory committee recommends while a steering committee decides. That’s the crucial difference I’ve seen play out over dozens of projects. Advisory groups provide input and expertise but lack decision authority. I’ve watched projects flounder when companies confused the two.
A steering committee has to have actual power to approve budgets, resolve conflicts, and change direction. Without that authority, they’re just another meeting wasting everyone’s time.
13. What is a PMO steering committee?
A PMO steering committee manages the entire project portfolio while project steering committees focus on individual projects. They allocate resources across projects, prioritize initiatives, and ensure strategic alignment.
I’ve seen companies without PMO committees have their important projects starved for resources while pet projects got overfunded. They prevent the “who shouts loudest wins” approach to project prioritization and keep the organization focused on what actually matters.
14. What is the agenda of the steering committee?
A steering committee agenda focuses on strategic oversight and decision-making to keep a project on track. Typical agenda items include:
- Project Updates: Reviewing progress against milestones, timelines, and budgets.
- Key Decisions: Addressing critical issues that require executive input.
- Risk Management: Identifying potential risks and discussing mitigation plans.
- Resource Allocation: Evaluating staffing, budget adjustments, and resource needs.
- Stakeholder Feedback: Reviewing concerns or input from key stakeholders.
- Next Steps: Defining actions, responsibilities, and timelines for upcoming phases.
A well-structured agenda ensures productive meetings and effective project governance.
15. What is the RACI for the steering committee?
A RACI matrix helps define the roles and responsibilities of the steering committee in relation to project activities. It clarifies who is Responsible, Accountable, Consulted, and Informed across key project areas.
- Responsible (R): The project manager and team handle day-to-day execution.
- Accountable (A): The steering committee ensures project alignment with business goals and approves key decisions.
- Consulted (C): The committee provides input on strategic matters, risk management, and resource allocation.
- Informed (I): The committee receives regular project updates and reports to monitor progress.
The steering committee primarily falls under Accountable and Consulted, ensuring oversight without managing daily operations.
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