Not another meeting!

I see two major problems happen with project meetings: there are too many or there are too few. I know from painful experience how likely either case is to make a project manager unsuccessful. How can we get the balance right?
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Interim Programme or Project Managers

The questions I am asked most about what I do are not about project management but about being an interim manager:

  1. Why would an organisation bring in an interim manager to run their project or programme?
  2. What’s the difference between an interim and a contractor?
  3. What’s the difference between an interim and a consultant?
  4. Isn’t it cheaper to employ someone properly?

My short answers are: expertise, objectives over attendance, stewardship not advice, no!

I hope the rest of this explains the answers. 
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Interim Management is a business solution

Interim managers bring experience from multiple environments and sectors alongside their specialist expertise, ability to prioritize and deliver at pace.  The organisations that use them are not recruiting staff but the resources to move their business forward.  It’s not just me that says so:

“The attributes required involve a combination of experience, personality and an attitude to the job that demands flexibility, curiosity and a willingness to accept the uncertainty of a series of relatively short-term contracts and no guarantee of future work.”
Charles Batchelor FT.com Published: September 24 2010 11:25