Keep the daily move meeting short and useful
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Give the daily move meeting a narrow job: identify what changed, resolve the next blocked handoff and assign decisions that need action today. Leave the full programme review to its own agreed process.
Ten minutes is an example time limit, not a rule. A serious unresolved matter needs a proper discussion with the right people. The short meeting should identify that need rather than rush the decision.
Work through one morning
In this fictional phase, packing has moved but production remains at the old site. The new site's agreed support appointment has slipped. Two customer orders need a decision before their planned handoff.
| Time in the example | Question | Recorded result |
|---|---|---|
| Minutes 0–2 | What confirmed fact changed since yesterday? | The provider now proposes a later appointment; acceptance is still pending |
| Minutes 2–5 | Which handoff does that affect today? | The operations lead identifies the two affected orders and current state |
| Minutes 5–8 | Who must decide, using what information? | Named leads obtain the technical and commercial facts before a defined review |
| Minutes 8–10 | What can proceed, and who needs the update? | Unaffected work remains with its owners; affected teams receive the current limitation |
The result should be a few clear actions, not a transcript. Record the responsible person, required decision and next update point. Distinguish a request for information from an approved change.
Bring changed facts and blocked work
Ask each function to raise changed facts, unresolved dependencies or decisions that cannot wait until the next meeting. Work proceeding as agreed may only need confirmation through the ordinary project record.
If the same obstacle appears every morning, give it a separate resolution discussion. Repeating "waiting for confirmation" does not advance the task. Identify who can obtain the answer, what information is missing and who decides if it remains unavailable.
Keep the overall move programme current when a decision changes a milestone or dependency. The daily action list should point to that programme, not become an unofficial replacement.
Preserve the limits of the meeting
The daily meeting cannot replace a required technical assessment, contractual approval or formal phase decision. It can identify that those decisions are needed and organise the relevant people.
When the usual coordinator is absent, follow the deputy handover. State who chairs the discussion and where decisions beyond their authority go. Do not let a confident answer in a short meeting become an unapproved instruction.
At the next meeting, close completed actions using the agreed evidence. Carry forward unresolved work with its current consequence and owner. Archive superseded instructions through the normal record process so teams can find today's decision.
If a change affects surplus equipment already being discussed with UK Auction Group, assign one person to communicate the revised facts. Keep the commercial enquiry connected to the operating decision rather than allowing different teams to offer different availability dates.
The phased-move hub covers the wider programme.
Sources
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